Also joining us that morning will be David Baker, principal at Recourses.com, author of the three well-regarded books, and the leading US-based management consultant for the creative services field (advertising, design, public relations, interactive, and in-house departments). He has written for nearly every industry publication and spoken for nearly every conference in teh industry, and conducts a dozen yearly seminars on specific management topics. Follow on Facebook or Twitter: facebook twitter David's work on management topics is unusual, thoughtful, and frequently contrarian, but it stems from working in the trenches and looking at what really works. You can find him at Recourses.com. Everyone that attends this event will get a copy of his latest book, Managing Right for the First Time.

1. In-House
Marketing
Departments
By David C. Baker
Who I've worked with.
61% of departments have 10 or less.
Since 2009, 83% have remained the same size or grown.
Largest group (49%) work 41-45 hrs/wk.
85% have less than 10% of attrition, and primary reason is limited opportunities.
51% completed 500-2,000 projects.
Most common (99%): design. Least common (17%): mobile (followed by SM support). 36% do not track
time.
Only 25% have a pure, system wide charge back system.
55% are presenting the same stupid 3 concepts.
Biggest problem (58%) is value recognition.
Interesting facts for you. Context, and Why Put in Place.
Cheaper. Quicker. Handier. More control.
Context Revised (What Really Happens). It's not cheaper.
124 12th avenue south, suite 510
nashville, tn 37203
paramore.is

2. But it should be:
More consistent.
With deeper expertise in the product or service. Attract certain kind of employes.
Less apt to chip in and be helpful: "I'll stay in my sandbox." Value stability and structure and regularly
met promises. Value good benefits.
Value higher pay.
Value more rungs on corporate career ladder.
Where We Are Now
Have always been swings, limiting W-2 body count and supplementing the work force with staff aug or
contractors.
We are in the midst of a hiring swing, staffing up in-house departs. That much I know. I THINK that this is
important, because if handled well, it can benefit the client.
For that to happen, both the in-house departments and external agencies will need to think of new ways
of working together.
Training/consulting.
Structuring departments.
Developing currencies.
Shoving the shit work back upstream.
Challenges for In-House Agencies
Our primary purpose is not to save money but to find a place high enough on the food chain that we
have the power to make changes.
Our primary purpose is not to save money but to find a place high enough on the food chain that we
have the power to make changes.
Having to deal with too many clients, which means they are too small without funneling the work through
a primary contact.
Dealing with committees.
Crushed for time because the time constraints pushed toward the final "drop dead" date (i.e., a wedding
date).
Dealing with client interference because of the proximity.
Dealing with stupid requests because their is no currency in "cost" to the one asking for the work.
Say "no" while maintaining the team spirit.
David C. Baker
david@resourses.com | www.recourses.com
615 -831 - 2288

3. Challenges for External Agencies
Should I let someone else dance with this girl?
Working with committees, too, rather than an appointed single lead.
Not receiving all the important information at the outset.
Not having access to highest level when they need it (rarely).
Not being able to integrate their work with the average 16 other agencies for a Fortune 500 client.
Not being able to show the work.
Essentially most of these problems come from a client concentration problem. The warning used to be
15-25%, and clients were quicker to see that than agencies. In their RFPS they insisted on knowing
what percentage of your work they would represent:
Put agency at risk.
Danger of not getting good advice (why I get prepayment).
So In-house agencies have a massive client concentration problem.
Their strategists are ignored because they are too familiar.
The department head needs to constantly sell their capabilities...and be a little easier to work with.
They need to understand that their primary reason for existence is innate knowledge of the product or
service.
There should be NO competition when they are competing against an external agency. Price should be
the same or higher—expertise should be amazing.
They need a way to limit stupid requests:
Charge back system.
Or other forms of currency: application of strategy; meet a deadline, access to key people, brand
guardian; introduction to right vendors; praise when it goes well; marketing historian, etc.
Use contractors sparingly, and get fixed bids when doing so.
Implement work shifting through software programs like: MarCommCentral's Marketing on Demand
Solutions (PTI).
You are working for the good of the company and not any single individual.
Quit complaining, fix things, and be grateful that you have the power to have impact.
David C. Baker
david@resourses.com | www.recourses.com
615 -831 - 2288