The idea of two consultancies working together should be to the benefit of the client. After all, the more heads around one topic, the better the results. True?
In theory, yes, but sometimes in practice the two appointed consultancies compete to the detriment of the client. So, how do you ensure a smooth-working relationship to achieve maximum benefit of the procured services for the client? Simply open the lines of communication.
Both consultancies must be disciplined to meet and discuss media plans for the respective client, identify each other's key media contacts, thereby focusing on each other's strengths to maximise the client's media exposure. A melting pot of ideas is often the result of a good indaba.
Technology enables business to communicate at a second's notice and email has to be one of the easiest tools to communicate to colleagues and external parties. A diligent approach to copying each other on relevant correspondence avoids duplication and/or missed opportunities.
Attitudinal behaviour is also imperative. Consultancies need to look from within and question their moral and business ethics. They cannot miss an opportunity merely because they cannot take credit for the work as this falls outside their mandate. Clients will soon identify if a consultancy is looking out for their best interest.
If these steps are not taken, opportunities can be lost and blunders made. For example, both consultancies contacting the same editor about similar issues, publications receiving duplicate material, means that product sampling goes awry.
It is also important that the client regularly brief both consultancies across the board, so that maximum opportunity is sought in identifying new angles and media stories. After all, two heads is better than one.
The upside, of course, is when it works! What could be better than two consultancies working together, committed to getting their client into the media and seeking out every possible opportunity?
As the communications industry becomes more professional and niched, where there is a call for financial writers or IT specialists, then it makes good business sense for a company to take on board the services of more than one professional consultancy. A perfect example would be a food manufacturer owned by a holding company listed on the JSE. The holding company would require the services of trained financial journalists to handle their market position. Meanwhile, the manufacturer would be best suited to procure a consultancy with broader business and trade experience to communicate their day-to-day transactions to the media.
However, if egos get in the way, failures are sure to out-number the successes. Consultants that are looking out for the client, not themselves, will in the long-term will reap the rewards and have the personal satisfaction of realising their endeavours have benefited the client.
