Clients Want Trusted Partners but Are Agencies Giving Them a Reason to Be One?
For those agencies viewing January as time for optimism and renewed hope, this week’s European Association of Communications Agencies report on CMO’s Expectations offered some green shoots.
The fact that 94% of clients believe agencies can be true partners they can trust is emboldening – how often do we hear agency leaders talk about wanting to ‘be at the top table’ and ‘doing so much more than just the delivery’?
I’ve written a lot myself about the need for agencies – particularly those in the communications space – to be seen as growth partners, because we have the empathy and the understanding of narratives and audiences to offer value further up the chain. And I can say with some confidence that we’ve seen clients taking broader views when it comes to remits and relationships.
But just as we’ve come to expect from any comprehensive new report into our industry, the EACA study also came with some pretty significant words of caution. Because although there is a belief that trust can be developed, the report caveated that any potential for this is being ‘constantly undermined by clients holding pitches and changing partners’.
We know that partnerships that last longer are more effective and successful than those that have shorter tenures, as proved by the study’s research into Effie Europe entries.
But I don’t think for agencies it’s therefore a case of shrugging our shoulders and waiting for things to change. I’ll take the positive news that CMOs want those deeper relationships, and believe that in 2026 it’s up to us as agencies to demonstrate to clients that we’re able to provide that.
How do we do that? First, it’s about showcasing that we’re investing in the right areas. Whether that’s in GEO or AI or brand strategy – we need to be proactive in investing in the right skillset and the right talent, so we can bring it to the table when clients need it most.
I enjoyed for example, kicking off the year with the announcement of Ben Shaw as our new group head of strategy. It caused a fair amount of interest because Ben comes to Smarts from a different pool to the ones we may have previously been fishing in, but that’s because we have to look at what we really need to offer right now. We know the value in being able to converse better with CMOs using their native language – and I think Ben can see the value in how Smarts can come up with ideas that are big enough to endure.
But beyond the services, people and products, where I think most agencies fall down and force clients into pitching is being unable to demonstrate their effectiveness as a growth partner. Even if the client does want it – as we’re being told they do – how are agencies showing up and demonstrating they can actually enable a CMO’s growth objectives?
If you’re helping a brand evolve their creator marketing, for instance (which of course is where many are seeing big investment), then what’s your process in ensuring you’re selecting the right ones? How are you evaluating and showcasing the impact that they’re having?
Ultimately, CMOs have to showcase to their board the decisions they’re making, and that’s when they need you as trusted partners. If you can’t provide them with a clear methodology and demonstrable outcomes, then of course they’re going to start looking elsewhere.
At Smarts, we focus on helping brands build Cultural Endurance. It’s a proven methodology grounded in brand anchors and cultural springboards to generate ideas that builds and maintains attention. It’s a useful antidote to the illusion of progress that so many brands are tempted to fall into the trap of, where they jump on to the latest trend just for the sake of it.
And it’s allowed me to have more meaningful conversations with senior brand stakeholders, who can set out a clear vision and effectively evaluate progress.
For me, that’s the big requirement for agencies in 2026. Where they don’t just talk about being a trusted partner, but actually have the tools and skillset to consistently be one.
