04 Nov 2024
Another scientist in the midst of AAR is Tony Spong. A 17-year veteran in the business, Tony’s enthusiasm for his work is infectious, even as he describes himself as an ‘eclectic’ character. Prepare for some intense sports analogies as Tony explores the changing landscape of marketing operating models.
A chemist and zoologist at University, Tony acknowledges it was a rogue move to then work in banking, but found a passion for marketing during a stint in product development at NatWest. Customer insights, design, and research turned into a fascination with the creative process, leading him to transition into advertising.
Tony has an extremely curious mind; it’s almost impossible to sit in an interview with him and not come away with a reading list of things to research. This curiosity is what brings some brilliant insights into his work with clients. Tony highlights his diverse experience, having worked on both client and agency sides, which gives him a unique perspective on how marketing operating models actually function within a business.
Once upon a time, football teams adhered to fixed formations; 4-4-2, 4-3-3, but modern football has seen a shift where managers are expected to adjust tactics on the fly based on the dynamics of the game. This evolution mirrors the needs of businesses today. Clients face the challenge of not only adapting their strategies over the next few years but also making real-time adjustments to stay competitive.
The need for agility has never been more pressing. Many organisations are transitioning from annual planning cycles to more flexible, 12-week cycles. This approach allows them to respond more swiftly to data and changing circumstances. However, this agility comes with its own complexities. Businesses must manage a myriad of components, integrating old systems while embracing new technologies. This juggling act can consume valuable time and resources, leading many to question whether these efforts yield meaningful results.
So how do you win? As organisations refine their approaches, the competitive landscape will be defined by how effectively they can achieve operational efficiency.
For agencies aiming to retain clients, the emphasis must be on continuous innovation. It's not enough to simply deliver on promises; agencies must consistently seek ways to improve and adapt. Establishing a culture of open communication and relevance is crucial. Continuing his sports analogies, Tony says agencies should act like Formula 1 teams, analysing data and providing actionable insights to their clients, ensuring that they remain one step ahead.
However, this requires a deeper understanding of the client’s business model. Many agencies struggle with client engagement because they lack the commercial acumen necessary to comprehend how clients make money. This disconnect can lead to misaligned strategies and ineffective communication. Agencies need professionals who can provide not just execution but also strategic foresight, enabling them to guide clients through challenges before they arise.
Tony is another advocate of M-shaped talent; to meet the demands of a complex and interconnected market, both agencies and clients should prioritise the development of individuals with multiple specialisations who also possess a broad understanding of the overall business landscape. This skill set fosters better decision-making and enhances collaboration between agencies and clients.
However, achieving this requires strategic planning and resource allocation. Organisations must expose their employees to different areas of the business, encouraging cross-functional collaboration and knowledge-sharing. This approach not only benefits individual growth but also strengthens the overall capabilities of the organisation.
Tony asks, ‘Do you have a team that’s ready to kick with its left foot as well as its right?’ “The men’s England football team were accused of being very unbalanced and one of the long-term strategies is that we need more left-footed players. For rugby, we've got the same problem. We have a shortage of props. Now that's poor planning. We should know how many English players in the Premier League of Rugby are any good. You need to start someone far younger for them to be ready for selection at 20.” Short-termism is an issue across recruitment and upskill training. Budget needs to be dedicated to it.
Tony’s dream client is Darwinian in their approach. They are forward-looking when it comes to ‘what did we do yesterday that we can do better today?’. AAR has the experience level to evaluate the situation and take it as an iterative process, so we can challenge the brief, and reshape it in a way that delivers what the client really needs, not just what they think they MIGHT want. They get something better than they were expecting.
When asked what drives him, Tony laughs, recounting a neighbour who teased him for always asking why. Tony’s dad was not a skilled handyman, his neighbour was, so Tony wanted to learn. Nothing much has changed since.
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