Programmatic media under the spotlight

The IAS Media Assurance Masterclass series, in partnership with Media Marketing Compliance (MMC), continued its four-part masterclass series with a deep dive into programmatic media, exposing inefficiencies and shedding light on the challenges and solutions facing advertisers today. Led by MMC CEO Stephen Broderick and their Head of Global Client Services Jane Dormer, the session offered critical insights into one of the industry's most complex landscapes.

 Industry Insights from the ANA Study

Drawing on findings from the 2023 USA Programmatic Media Supply Chain Transparency Study conducted by the Association of National Advertisers (ANA, the session reinforced concerns around supply chain transparency. It revealed that a substantial portion of ad spend does not reach working media, with advertisers losing millions to wasteful placements and intermediaries. Despite the agency’s promise of precise targeting, ads frequently appear on thousands of low-value sites, many of which provide minimal real value. On average, ads appear on 44,000 websites, but 86% of impressions come from just 3,000. Moreover, 21% of impressions are on Made-for-Advertising (MFA) sites — clickbait sites designed to maximise ad views without real audience engagement.

“These sites are designed solely to accumulate views without genuine human interaction,” says Broderick. “They're created for agencies or media buyers to place ads to meet their CPMs.”

“Programmatic was meant for targeted advertising, but advertisers rarely track where their ads appear, leaving agencies to ‘mark their own homework’”, says Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS).  “This can result in brands paying premium prices for precise targeting, but they end up with a wasteful, scattergun approach.”

Typically, advertisers see a 64% loss of value across the entire programmatic ecosystem.

 The Core Challenges in Programmatic Media

The ANA study highlighted key concerns that advertisers must address:

 ·       Lack of Transparency – Limited visibility into where ads appear, who is profiting and the true effectiveness of placements. The fine print in contracts frequently limits access to data.

·       Supply Chain Complexity – The programmatic ecosystem involves multiple intermediaries, leading to inflated costs and inefficiencies.

·       Ad Fraud & Brand Safety – A significant portion of programmatic spend is lost to fraudulent impressions, with brands inadvertently appearing alongside inappropriate content.

Key Takeaway: A Call for Smarter Programmatic Buying

Brands are taking back control of programmatic media buying. Broderick notes a significant shift from agencies controlling 100% of spend a decade ago to just 50% today. Advertisers are learning that a curated approach—limiting media placements to high-quality publishers—drives better results, greater accountability and reduces waste.

 Beyond the ANA Study: MMC’s Roadmap for Smarter Media Buying

To maximise the effectiveness of programmatic media buying, MMC outlined key strategies for advertisers:

 §  Track and optimise ad placements – Focus on a vetted selection of high-quality, trusted sites.

§  Contractually limit Made-for-Advertising (MFA) sites – Cheap CPMs often mean low-quality, fraudulent traffic and inflated costs.

§  Buy through direct inventory supply paths – Reduce intermediaries and secure contracts with DSPs, SSPs and verification partners.

§  Optimise your SSP strategy – Consolidate supply-side platforms to 5-7 trusted partners for better control.

§  Strengthen governance – Hiring a Chief Media Officer with strong programmatic expertise is essential.

 Actionable Solutions for Advertisers

 §  Contractual Clarity – Ensure agreements guarantee full transparency in programmatic transactions and data ownership. Limit MFA’s and use inclusion lists.  If need be, use contractual templates rather than an agency’s contract.

§  Independent Auditing – Regular audits detect fraud, uncover inefficiencies and ensure compliance.

§  Brand Safety & Verification – Use pre-bid and post-bid verification tools to prevent ad misplacement.

§  Data Governance – Strengthen internal policies to improve media efficiency and regulatory compliance.

§  Procurement’s Role — Procurement teams are uniquely positioned to lead financial, legal and operational discipline. They are key to achieving accountability, enforcing contractual transparency and selecting partners that guarantee full access to data and reporting.

Read this article online HERE

#MasterclassNotes: The quality of questions

It’s therefore a key part of the role of us pitch intermediaries to ensure that sufficient access to the potential client is granted without this being abused.

How may this be done effectively?

The public sector pitch process is largely ineffective in this area because of the rules of engagement, which don’t allow for site visits or chemistry sessions, and because all questions regarding the content of the submissions have to be shared with all participating agencies.

While I understand that this is important for procurement, it’s an anathema to participating agencies. No agency worth its salt will want to share any questions or answers to them with any of its competitors. Consequently, I believe that the quality of the final pitch content is often suboptimal because of that particular rule.

I’ve discussed the role of chemistry sessions in a pitch process previously in this column so I’ll refrain from repeating myself except to say that, when evaluating agencies at chemistry stage (an eliminating stage in my process), I encourage marketers to listen carefully to the quality of questions that the agencies will be asking in their individual chemistry sessions.

Those questions often display the agency’s approach to a pitch and to the brand or service under review and will either positively engage or put off a marketer.

Final pitch stage

During the final pitch stage, where typically there are only three finalist agencies competing, I try and allow as much access to the marketer as possible, and this will include an individual agency Q&A session with the marketing team. These sessions are either virtual or in person but, again, it allows the agency to have more exposure to the marketer and vice versa.

While the Q&A sessions are not eliminating sessions, they do reveal the quality of thinking that the agency team has — and is putting forward into its final pitch presentations.

In the final pitch presentation itself, I’ll always request agencies to allow 30 minutes for Q&A. These questions might all come from the client team but they might also come from the agency team. I coach agencies to have some questions prepared that may well shed light on how the agency was thinking during the final stages of their preparations for the pitch. Allowing that time, instead of presenting wall to wall within the time allowed, means that both parties have the chance to think and to get to know each other.

The outcome of pitches is often decided on small issues, and it’s astonishing to see how important the quality of questions becomes in the final analysis.

Tells us a great deal

How the questions are asked by the marketer and how the questions are answered by the agency tells us if the agency retreats into defensiveness or not. How questions are posed by the agency teams tells us a great deal about the cohesiveness of thinking of that agency, the involvement of various team members in the process and, ultimately, how the quality of the work will be managed into the future.

Even if a pitch process isn’t managed by an intermediary, and, in South Africa less than 20% of pitches are managed by pitch consultants, I encourage procurement and marketing teams to consider carefully the question part of the pitch process.

 You may also be interested in The Secret to Being Your Agency’s #1 Client—On Any Budget

SCOPEN GLOBAL MARKETING & ADVERTISING TRENDS 2025: THE FUTURE IS INTEGRATED, AI-POWERED AND STRATEGIC

Marketing in 2025 will be defined by those who embrace transformation—and those who struggle to keep pace. The latest global trends signal a growing reliance on AI, a strong push toward integrated agency solutions and a strategic re-evaluation of in-house marketing structures.

César Vacchiano, President and CEO of SCOPEN, interprets data from a recent Agency Scope global trends analysis. “Artificial Intelligence is reshaping creativity, and as agency structures evolve and brand strategies undergo a fundamental shift, industry leaders must adapt or risk falling behind,” he says.

AI: The Game-Changer in Marketing

Artificial Intelligence is revolutionising marketing—it has become an essential tool in modern marketing. Brands are learning to utilise AI for greater efficiency, enabling people to concentrate on strategic thinking and emotional storytelling. The trend? A hybrid approach—AI for scalability, but with human authenticity at the core. The challenge is clear: brands must integrate AI without sacrificing the essence of human intuition.

Budget Shifts: Digital Takes the Lead

Digital is no longer optional; it’s the frontline of marketing success. Traditional above-the-line (ATL) advertising remains significant, with South Africa slightly above average at 38%. Below-the-line (BTL) activations hold strong at nearly 27%, but digital is where the real momentum lies. Globally, digital investments are approaching the 50% mark, but South Africa lags at 35%. The shift is undeniable: brands must prioritise digital innovation to stay competitive.

The Rise of the Integrated Agency

The debate between specialist and integrated agencies is tipping back in favour of integration. While specialists still hold a strong position, brands seek agencies that blend conventional and digital media. Nearly 50% of agencies in South Africa now offer integrated services, with a growing trend towards collaboration across creative, media and digital disciplines. The key takeaway? The future belongs to agencies that break down silos and blend creativity with media, data and strategy to create seamless brand experiences.

The Decline of In-Housing: A Strategic Shift

Marketers worldwide are scaling back their in-house teams, recognising the challenges of talent retention, ongoing training and cost management. While web development (35%), CRM (25%) and sponsorships (32%) continue to be handled in-house, agencies remain dominant in creative and strategic execution. Notably, digital specialisation is increasingly being integrated within traditional advertising agencies, shifting towards unified, holistic strategies rather than isolated digital efforts.

Media Agencies Gain Momentum

Media agencies are expanding their influence, particularly in digital strategy, social media and influencer marketing. With control over brand research and data, they are becoming pivotal players in strategic planning.

New Business Activity

Agency-client acquisition remains a challenge in South Africa, where the conversion rate from agency contact with marketer to presentation is just 6.7%, significantly lower than the global average of 25%.

Industry Challenges & The Future of Brand Partnerships

Marketers identify three core challenges shaping the industry’s future:

• Maximising effectiveness in the digital space

• Navigating political and economic uncertainty

• Partnering with agencies that offer adaptive, forward-thinking strategies

Google, Meta, Amazon and TikTok are seen as key allies in tackling these challenges, while BBDO and Havas Media are recognised for their strong international alignment in creative execution.

Additionally, e-commerce, mobile apps, shopper marketing and gaming remain largely untapped by agencies, presenting significant opportunities for those ready to offer strategic solutions in these high-growth sectors.

Brands that tackle these challenges head-on—with adaptive strategies and strong agency collaborations—will dominate the future landscape.

Loyalty in Agency Partnerships

Long-term agency relationships are proving more valuable than frequent changes. Marketers now maintain agency partnerships for an average of four to five years, recognising that switching agencies is not always the solution. Client dissatisfaction, particularly regarding client service, remains the primary reason for agency changes. Media agency shifts are infrequent, occurring only once every ten to twelve years.

The Prestige of Industry Awards

Industry recognition continues to hold weight, with the Effie Awards reigning as the most globally respected accolade, followed by Cannes Lions. In South Africa, The Loerie Awards remain the most prestigious, highlighting the significance of regional creative excellence.

Final Thoughts: The Future is Integrated, Digital and Data-Driven

Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS) and SCOPEN partner, agrees with César Vacchiano. “The marketing industry is undergoing an era of transformation,” she says. “The brands and agencies that will thrive are those embracing AI, investing in integrated strategies and navigating digital challenges with agility. Success in 2025 will belong to those who innovate, adapt and seamlessly merge technology with human creativity.”

South African Media Agencies Compete for New Business in 45 Pitches a Year

Rising new business costs are a growing concern for agencies worldwide. In response, SCOPEN conducted a focused study in Brazil, Chile and Spain, analysing industry trends and advertiser practices. Following its success, the research was extended to South Africa earlier this year, providing fresh insights into the local market.

 César Vacchiano, President and CEO of SCOPEN, stated, "We kept the questionnaire simple for our first New Business Report in South Africa to encourage agency participation. When we run it again in 2026, we plan to include more in-depth questions for deeper insights."

 The report, based on responses from two Holding Media Groups and sixteen Media Agencies, was finalised in February 2025. It offers a clear snapshot of the challenges, opportunities and evolving dynamics between advertisers and media agencies, equipping industry leaders with vital data to assist them in navigating an increasingly competitive landscape.

 Key Findings From The Report

New Business Structures

• One in four (27.8%) of South African media agencies have a specific New Business (NB) department.

• On average, 2 professionals work in the NB departments of media agencies.

·       New Business, Chief Growth Officer and Account Managers are the key role profiles.

 Pitch Activity and Success Rates

• South African media agencies participated in an average of 45 pitches last year.

• 29% of Media Agencies participated in more than 60 Pitches.

• The average conversion rate was 14%, with more than half of agencies reporting a success rate below 10%.

Transparency in Pitching

• In South Africa, advertisers disclosed the number of competing companies in 53% of pitches.

• The average number of invited agencies per pitch was 4.9.

• Agencies believe, on average, the ideal number should be capped at three.

 Pitch Timelines

From the initial brief to the final decision.

• Average pitch duration: 2.7 months.

• Advertisers typically give media companies 4 weeks to submit final pitch proposals after receiving the brief.

Remuneration of Pitch Processes

• 12% of media pitches in South Africa were remunerated last year.

• Media agencies believe R77 000 is the minimum fair remuneration for pitch participation.

 Investment in New Business

• South African media agencies invest an average of R1.1 million annually in new business.

Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS) and SCOPEN partner, commented, “I was surprised by the high number of pitches agencies are involved in—it doesn’t seem sustainable in the long run. Would the 14% conversion rate improve if media agencies were more selective?” she questioned. “It might be a smarter strategy to focus on the right opportunities rather than pitching for everything. Just because an agency is invited doesn’t mean they have to say yes."

You may also be interested in South African Creative Agencies Compete for New Business in 47 Pitches a Year

South African Creative Agencies Compete for New Business in 47 Pitches a Year

Rising new business costs are a growing concern for agencies worldwide. In response, SCOPEN conducted a focused study in Brazil, Chile and Spain, analysing industry trends and advertiser practices. Following its success, the research was extended to South Africa earlier this year, providing fresh insights into the local market.

 César Vacchiano, President and CEO of SCOPEN, stated, "We kept the questionnaire simple for our first New Business Report in South Africa to encourage agency participation. When we run it again in 2026, we plan to include more in-depth questions for deeper insights."

 The report, based on responses from 25 Creative Agencies, was finalised in February 2025. It offers a clear snapshot of the challenges, opportunities and evolving dynamics between advertisers and agencies, equipping industry leaders with vital data to assist them in navigating an increasingly competitive landscape.

 Key Findings From The Report

New Business Structures

• 36% of South African creative agencies have a specific New Business (NB) department (Spain: 43%). Among Top-5 agencies, this rises to 60%.

• NB Teams typically consist of six members, with two full-time staff (Spain averages 3.3 full-time.)

 Pitch Activity and Success Rates

• South African creative agencies participated in an average of 47 pitches last year. (Top-5: 50 pitches.)

• By comparison, Brazil averages 16.2 pitches and Spain 27.

• The average conversion rate was 17%, with more than half of agencies reporting a success rate below 10%.

Transparency in Pitching

• In South Africa, advertisers disclose the number of competing companies in 55.3% of pitches. (Spain: 88%, Chile: 30%.)

• The average number of invited agencies per pitch was 5.1 (Chili: 5.5, Spain: 4.5, UK: 4 - Source: AAR).

• Agencies believe the ideal number should be capped at three.

 Pitch Timelines

From the initial brief to the final decision.

• Average pitch duration: 2.7 months. (Spain: 3.3 months, UK: 2 months - Source: AAR.)

• Advertisers typically give creative agencies 2.8 weeks to submit final proposals after receiving the brief.

Remuneration of Pitch Processes

• 24% of pitches in South Africa were remunerated last year.

• Average pitch fee compensation is around R 50 000 

• Agencies believe R108 400 is the minimum fair remuneration for pitch participation.

 Investment in New Business

• South African creative agencies invest an average of R1.6 million annually in new business.

• Among Top-5 agencies, this rises to R3,87 million.

 Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS) and SCOPEN partner, commented, “I was surprised by the high number of pitches agencies are involved in—it doesn’t seem sustainable in the long run. Would the 17% conversion rate improve if agencies were more selective?” she questioned. “It might be a smarter strategy to focus on the right opportunities rather than pitching for everything. Just because an agency is invited doesn’t mean they have to say yes."

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Pitch perfect or idea theft? The truth about agency pitches

“Good artists borrow, great artists steal.” This provocative quote, often attributed to Pablo Picasso, suggests that all creativity is derivative. But does that mean it’s acceptable for advertisers to lift ideas from agencies during the pitch process? The controversy over idea theft in advertising is as old as pitching itself. 

For as long as the pitch process has existed, agencies have accused advertisers of taking their creative concepts without compensation. The scenario is all too familiar: an agency presents its best ideas, loses the pitch, and later sees strikingly similar creative work appear in the winning campaign. Is this theft — or just creative déjà vu? 

Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS), believes that outright idea theft is uncommon in the South African market. “In the rare instance it does occur, I don’t think it’s deliberate,” she explains. “Non-intermediated pitches can be chaotic. As clients move from agency to agency, absorbing numerous ideas, confusion can arise, increasing the risk of unintended overlap.”

Advocating for professional mediation in the pitch process, she says intermediaries help ensure that ideas aren’t lost in translation — or worse, unintentionally transferred in translation. 

“Advertisers typically don’t request pitches with the intention of stockpiling ideas for later use. Big pitches can elicit excitement, but they can also be overwhelming. When multiple agencies are pitching, marketers may subconsciously retain elements from different presentations without realising their origins,” says McDowell.

She warns that problems arise when pitches lack structure, with marketers potentially struggling to remember which agency presented what.

“Once an agency is selected, advertisers may unintentionally incorporate elements from competing pitches, not as an act of theft but as a consequence of an unstructured selection process,” she says.

If an agency has ever encountered a case of pitch-inspired déjà vu, it should act as a wake-up call for them to safeguard their intellectual property (IP), says McDowell. There are several mechanisms available to prevent idea theft — or even accusations of idea theft. The first suggestion is to use nondisclosure agreements (NDAs) and contracts to lock in legal protection before conducting a creative pitch.

“Common practice should be for all parties — intermediary, advertiser and agency — to sign an NDA that protects not only the IP of ideas but also all confidential information that is shared and discovered during the pitching process,” she says.

Second, document everything by keeping detailed records of pitched concepts, e-mails and timestamps. 

Third, structure the pitch process by employing intermediaries or structured procurement processes to prevent confusion. Introduce phases to the pitch process starting with a credentials pitch that does not include creative. Only request creative once a final three or four agencies have been selected.

Last, agencies should send post-pitch documentation outlining their contributions and reinforcing ownership. Intermediaries should give detailed feedback to unsuccessful agencies, especially when there has been idea overlap — the sooner, the better.

McDowell says idea overlap happens more often than might be expected. “The ideas are never identical, but they can be very similar.”

In her experience as an industry leader in agency search and selection, she says, agencies can reach the same creative solution when client briefs are tight, and the scope of work has been clarified in detail. 

These safeguards protect agencies’ creativity and prevent advertisers from making mistakes.

“The best pitches are those where creativity is respected, originality is rewarded and both parties walk away with trust intact,” she says.

What should happen when an advertiser loves an idea that has been pitched but not the agency that did the pitching? “In this instance, the advertiser should negotiate a reasonable offer to purchase the idea. But to be honest, in 18 years of running pitches, IAS has never been requested to purchase an idea from one agency to give to another to execute.”

What is more common, she says, is clients asking if two finalist agencies can work together. “They may love an idea from one agency but prefer the team from another agency. My response is always the same: an emphatic ‘No’.”

Read this article online HERE

Tackling non-disclosed media models head-on

IAS masterclass sets stage for critical discussion on media buying transparency.The IAS Media Marketing Compliance Masterclass series, in partnership with Media Marketing Compliance (MMC), wasted no time addressing one of the industry’s biggest concerns – non-disclosed media models.

The first of four workshops, titled Enhancing Media Efficiency & Agency Transparency, set the stage for a critical discussion on media buying transparency.

Why advertisers are steered toward non-disclosed media models

This pressing question was posed by Stephen Broderick, senior global partner at MMC UK, and Jane Dormer, global client services director, during their presentation.

Broderick, who has worked with major advertisers – including Meta, Microsoft, Heineken and Standard Bank – highlighted MMC’s success in improving media transparency across the US and Europe. Now, the focus has shifted to emerging markets, where a lack of awareness about questionable media practices puts advertisers at risk.

“The goal isn’t to create tension between advertisers and agencies but to equip advertisers with the tools to ensure they secure a fair deal – not just one that benefits the agency,” Broderick emphasised.

South Africa: A key market for media transparency

Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS), noted that South Africa remains one of the few major advertising regions where media compliance processes have not gained significant traction.

“Many mistakenly believe that hiring a media compliance partner undermines trust, when in fact, it strengthens it,” McDowell explained. “Compliance companies help marketers ensure their budget is used as effectively as possible to generate the results required.

“They also verify that media agencies use the best and most up-to-date tools to maximise performance. By shedding light on the so-called ‘black hole’ of media buying, trust between advertisers and agencies actually increases.”

The risks of non-disclosed and opt-in models

Broderick and Dormer outlined the various pitfalls advertisers risk when buying non-disclosed media and ‘opt-in’ models and emphasised that this lack of transparency is one of the fastest-growing issues in global media.

“It’s not just about agency rebates and hidden profit margins,” Broderick cautioned. “There’s also a real conflict of interest in media planning, with agency planners under pressure to meet internal buying targets. On top of that, advertisers often lose access to critical campaign data, making it nearly impossible to measure true performance.”

Broderick warned that when your media agency offers you a service agreement that includes a non-disclosed media model, this ultimately translates to a lack of transparency from the agency. He also urged advertisers to be cautious about so-called opt-in models, which may appear cost-effective but don’t always deliver real value.

“A low price doesn’t always mean a good deal.  True value is achieved by reaching the right audience in the right environment at an acceptably competitive price, not just the lowest price.”

What next?

The IAS Media Marketing Compliance Masterclass series will continue to explore media efficiency and transparency in the coming workshops. Advertisers are encouraged to participate in these sessions to gain deeper insights and take actionable steps toward more effective media buying.

March 13 | Media in 2025: The marketplace reality

MMC will outline key concerns from recent Programmatic and Principal media studies, detailing their impact and providing strategies to help clients mitigate risks and adapt.

April 10 | Marketing contract management

MMC will share best practices for managing multiple marketing supplier relationships while ensuring financial transparency and contract compliance.

May 8 | Recent trends in the ad market (non-media)

Agencies are adopting new revenue-generating practices as the industry evolves. MMC will give insight into these trends, helping advertisers gain transparency and make more informed decisions.

For more information or to register for upcoming masterclasses, please contact Robynne@agencyselection.co.za

You may also be interested in IAS Media Auditing Masterclass Series: Enhancing Media Efficiency & Agency Transparency

The Secret to Being Your Agency’s #1 Client—On Any Budget

10 Tips for Building a Strong Partnership With Your Agency

 There is a prevalent notion that small clients in an agency equate to lesser importance. Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS) and SCOPEN, asserts that this is a myth. “An agency’s success hinges on the success of a client’s brand, regardless of its size or expenditure. All marketers possess the same opportunity to cultivate a mutually beneficial relationship with their agency that results in business success for both the client and the agency.”

Tip 1: Leverage Your Unique Value Big agencies don’t just chase big clients—they seek brands that bring something fresh and exciting. Smaller businesses offer agencies the freedom to push creative boundaries and innovate. Plus, direct access to decision-makers, like the MD, speeds up approvals, streamlines execution, and fuels bold, standout campaigns. Use your unique edge to become a high-priority client.

Tip 2: Be Available Agencies cannot operate effectively in a vacuum. Campaigns flourish when clients are engaged. Make time to attend brainstorming sessions and provide input when required. Visit your agency’s office regularly and be part of the creative journey. In addition, the communication industry can be fast-paced, and when last-minute changes are required, your availability can make or break a project.

Tip 3: Nail the Brief A great campaign starts with a great brief. Always provide a clear, written brief and, when possible, present it in person. Make it an experience—invite your agency to your office or an inspiring location that embodies your brand. The more context and detail you provide, the more impactful the campaign. If your agency needs more info, respond promptly and comprehensively to avoid delays.

Tip 4: Provide a Budget Framework A cynical belief is that agencies view the proposed budget as a target, but realistically, agencies need clear financial parameters to develop impactful campaigns. When you share an achievable budget framework, your agency can respond with solutions tailored to your needs. If budgets are tight, communicate openly. In an economically constrained environment, transparency builds trust and helps agencies maximise limited resources creatively.

Tip 5: Regular Inductions and Updates Even seasoned agency teams benefit from regular immersion in your business. Host annual induction sessions to showcase new developments and ensure your agency team, especially new members, remains aligned with your goals. These updates can provide valuable insights and inspire more targeted and innovative campaigns.

Tip 6: Maintain Courtesy and Boundaries Respect and professionalism are the backbone of a strong agency-client relationship, especially in a culturally diverse and hierarchical industry. Set clear communication standards across platforms like Teams or WhatsApp, and don’t tolerate abusive behaviour from either side. If your agency falls short, address it head-on—have a direct, constructive conversation with the agency MD and agree on clear timelines for improvement.

Tip 7: Pay Fairly and On Time The financial landscape is challenging, and budgets have barely increased in three years. Everyone is doing more with less. Recognise the value of your agency’s efforts and thank them for going the extra mile by paying on time—unfairly long payment terms can damage their business. A reliable payment process signals appreciation and supports long-term partnerships.

Tip 8: Provide Good and Timely Feedback When agencies present ideas or campaign drafts, consolidate feedback from stakeholders within your company before responding. Delayed approvals can stall production timelines and lead to unnecessary costs. Aim to provide clear and timely feedback to keep projects moving smoothly.

Tip 9: Share Campaign Results Keep your agency in the loop on campaign performance—good or bad. Sharing results builds trust and accountability. Don’t overreact to slow starts; some campaigns need time to gain traction. Set clear targets with your agency, track progress together, and keep the feedback flowing. Transparency fuels stronger relationships and sharper campaigns.

Tip 10: Align on Awards If awards are part of your business strategy, communicate this to your agency. Agencies may prioritise creative accolades like the Loeries, while your business might value industry-specific awards for operational excellence. Discuss your preferences to ensure alignment. Celebrating wins together can boost your agency and enhance your brand’s reputation.

Conclusion Strong client-agency partnerships thrive on respect, clear communication, and shared goals. Implement these tips, and you’ll craft powerful campaigns while building a relationship that drives real value. In our fast-paced, competitive industry, strong partnerships aren’t just beneficial—they’re essential for success.

You can also read this online here

IAS Media Auditing Masterclass Series: Enhancing Media Efficiency & Agency Transparency

Our increasingly complex media landscape places significant demands on marketers to ensure their ad spend works as efficiently as possible. The IAS Media Auditing Masterclass Series, in partnership with Media Marketing Compliance (MMC), is a no-charge, short but highly informative four-part webinar series designed exclusively for marketers. This focused masterclass series is in addition to the already planned IAS Masterclasses throughout the year.

 A media audit plays a key role in making sure advertising budgets are spent effectively, media plans are completed as intended, and opportunities for better results aren’t overlooked. However, many advertisers may not realise the hidden costs and inefficiencies that can creep into their media planning and buying process.

 Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS), highlights the significance of their partnership with MMC, "This collaboration ensures independent media analysis, helping advertisers optimise budgets and align with best practices. Partnering with MMC also brings global expertise to the South African market, enhancing media auditing services."

 This masterclass series will equip marketing professionals with the knowledge to identify risks, optimise media investments and drive accountability in agency relationships. Each session is a 45-minute deep dive into key industry challenges, providing expert insights, practical strategies and actionable takeaways.

 The sessions will be presented by Stephen Broderick, Senior Global Partner at MMC UK, who brings extensive expertise in media transparency and agency audits. MMC, a UK-based company, works in partnership with IAS in this area of the business, ensuring that advertisers have access to best-in-class media compliance and accountability practices.

Masterclass Sessions:

February 13 | Proprietary / Inventory Media (Non-Disclosed)

Why are advertisers being pushed toward non-disclosed media models? MMC will break down how these work, the high margins agencies earn, and the risks for advertisers. Learn key watch-outs to protect your media investments.

 March 13 | Media in 2025: The Marketplace Reality

MMC will outline key concerns from recent Programmatic and Principal media studies, detailing their impact and providing strategies to help clients mitigate risks and adapt.

 April 10 | Marketing Contract Management

MMC will share best practices for managing multiple marketing supplier relationships while ensuring financial transparency and contract compliance.

 May 8 | Recent Trends in the Ad Market (Non-Media)

Agencies are adopting new revenue-generating practices as the industry evolves. MMC will give insight into these trends, helping advertisers gain transparency and make more informed decisions.

 Who Should Attend?

This masterclass is ideal for CMOs, Marketing Managers, Brand Managers, and professionals working with agencies who want to maximise media efficiency and enhance transparency.

Venue: Online via MS Teams. A meeting link will be sent upon registration.

Reserve your spot today! To confirm attendance and receive session links, please contact Robynne@agencyselection.co.za.

SCOPEN South Africa unveils creative and media agencies new business report

SCOPEN South Africa is excited to announce the launch of its New Business Report, a no-charge resource designed to enhance industry knowledge around new business activity in the advertising and communications sectors.

 Johanna McDowell, CEO of the Independent Agency Search & Selection Company (IAS) and SCOPEN partner, explains, "This report is part of SCOPEN’s commitment to delivering valuable insights and being a true partner to the industry. We aim to support agencies by providing data that can help refine strategies and foster growth."

 SCOPEN, well-known for its biennial AGENCY SCOPE Report—and widely regarded as the leading study of marketer and agency market perceptions—is enthusiastic about this more niche yet equally impactful New Business Report. While smaller in scale than AGENCY SCOPE, this new report will be packed with insights agencies can use to improve their knowledge of business development processes and what is happening in this market and globally.

 “New business is the growth engine for creative companies,” says César Vacchiano, President and CEO of SCOPEN. “By shedding light on best practices and opportunities, we aim to help agencies drive innovation, optimise their pitching strategies, and ensure they are fairly rewarded for their efforts.”

 The New Business Report’s key highlights will include

• Pitching volume: Average number of pitches agencies participate in each year.

• Pitch success: The percentage of pitches won and the factors that can influence these outcomes.

• Pitch dynamics: Insight into the nature of pitches, the number of agencies involved, and the average length of the process.

• Cost vs. benefit: The ongoing debate of paid vs. free pitches and how it impacts agency resources.

• Evolving practices: Agencies’ thoughts on how the pitching process is changing and how it can be improved.

• Agency investment: The state of New Business departments within agencies, including resource allocation and ROI.

 South Africa marks the fourth market in which the New Business Report has launched, following successful rollouts in Spain, Chile and Brazil. McDowell believes that the South African market stands to benefit immensely from these other global comparisons. "By understanding global trends, we ensure South African agencies are better equipped with insights that drive competitive advantage and innovation," she says.

 Alejandra Ferrari, Executive Director at the Chilean Creative Companies Chamber, praised the potential of the report to drive meaningful change. "For us, having independent, concrete data on selection processes is a game-changer. This kind of insight allows us to focus and develop better practices that ensure healthy and fair competition,” she added.

 The New Business Report for South Africa is expected to be released in February. SCOPEN plans to expand the New Business Report to include all twelve international markets where it operates, offering even deeper insights into the global new business landscape.

SCOPEN presents a New Business report at the Creative Companies Festival

On 10 December, international consultancy SCOPEN presented a report, led by its President and CEO César Vacchiano, analysing the New Business practices of creative companies in Chile. The presentation took place at the Creative Companies Festival, an event designed to connect and highlight the transformative power of creativity, bringing together leading figures from the marketing and communications industry in the country.

The report is the result of a small study commissioned by the Creative Companies Chamber and conducted by SCOPEN. It examines the New Business activity of creative companies and advertisers' practices in this area, comparing them to other markets such as Spain and Brazil, where similar studies are conducted. With participation from 36 creative companies, the study provides a significant snapshot of the sector, highlighting practices, challenges, and opportunities. Creative companies include creative agencies, advertising agencies, production companies and all kinds of companies related to creativity, culture and innovation.

In Chile, 30% of creative companies have a dedicated New Business department (compared to 43% in Spain). In those that do, teams are composed of an average of 2.8 people (3.3 in Spain), although 9% of companies have teams of more than 10 professionals dedicated to this area. The roles most involved in this activity are Account professionals (63.6%), followed by Commercial (45.4%) and Creative (36.4%) profiles.

Over the past year, creative companies in Chile participated in an average of 23pitches, with an average success rate of 32.5%, slightly below Spain's 37%. One-third of the companies participated in between 6 and 10 pitches annually. In Brazil, the annual average is 16.2, while in Spain it is 27. Interestingly, the company with the highest success rate won 80% of the pitches it participated in, having competed in five.

Advertisers rarely disclose the number of creative companies participating in pitches. In Chile, this information is shared in only 30% of cases, a significantly lower percentage than Spain's 88%. In 22% of the processes, the number of participants remains undisclosed.

The average number of creative companies invited to a pitch by an advertiser in Chile is 5.5 (4.5 in Spain). The highest number recorded in the study was 12 invited creative companies. When asked about this, creative companies believe the number of invited participants should be limited to a maximum of four.

In the pitch processes in which the surveyed companies participated, the average duration was just under three months, similar to other markets (3.3 months in Spain). Half of the respondents mentioned processes lasting two months, 20% resolved within one month, and the longest process took 20 months (an exception, as the second longest was five months).

Regarding the time given by advertisers for creative companies to submit proposals after receiving the brief, the average is three weeks. Of the advertisers, 44% provide one month and 36% two weeks.

The remuneration of these processes is one of the most significant challenges advertisers face with creative companies, a common issue across all markets studied. In Chile, only 1% of pitches were remunerated, compared to 16% in Brazil. According to creative companies, the minimum amount advertisers should pay participants is 3.6 million pesos (R70 000).

The average annual investment made by creative companies in Chile in New Business is approximately 25 million pesos (R500 000), of which almost 18 million (R350 000) corresponds to personnel expenses. Around 6 million (R115 000) accounts for external costs such as research, travel, and material production.

According to César Vacchiano, President and CEO of SCOPEN, “New Business is the growth engine for creative companies and a key factor in driving innovation within the industry. Improving and remunerating these processes would ensure fair recognition aligned with the effort made by creative companies.”

Johanna McDowell, Founder and CEO of the Independent Agency Search & Selection Company and Managing Partner for SCOPEN Africa comments, ”This is a very useful report and I am pleased to announce that SCOPEN will be producing a report for South Africa during the first quarter of 2025.  This kind of data will be enlightening for this market.”

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#BizTrends2025: SCOPEN's Cesar Vacchiano - The trends shaping marketing in 2025

2025 begins, and the dynamics of marketing, especially in the digital area, are evolving at a rapid pace. Driven by technology, consumer behaviour, and the ever-changing demands of brands, are some of the key trends that we at SCOPEN believe will shape the future of marketing in 2025.

Marketing Automation with AI
Marketing automation, powered by generative artificial intelligence, is one of the major trends at the moment. It is transforming how brands create content, with tools that automate and personalise campaigns in real time. These tools generate customised text, images, and videos at scale, guiding customers based on their profiles and stage in the purchasing cycle. On the other hand, consumers are increasingly aware of how these technologies are used, so transparency will be essential to maintaining their trust.

Commitment to Inclusion and Sustainability
Inclusive Marketing has become a necessity, not merely an option. By 2025, brands will be compelled to reinforce their commitment to Inclusion and Sustainability in an authentic way. Inclusion will be critical for brands to connect with their audiences, and their campaigns will reflect cultural and gender diversity. Sustainability will be increasingly regulated, demanding greater responsibility from businesses.

Data Privacy and Transparency
Privacy continues to be a critical issue, especially as new regulations are introduced. Brands must be transparent about how they collect and use user data, and trust will become a cornerstone to maintain long-term relationships with consumers.

Innovation in Social Media and Relatable Influencers
Social Media platforms are integrating features that allow users to make direct purchases without leaving the apps. Products can now be bought directly through Instagram, TikTok, or Pinterest, offering consumers more interactive and personalised shopping experiences. According to McKinsey, social commerce is expected to reach a value of $1.2 trillion by 2025. Additionally, consumers are shifting away from large, distant Influencers and leaning towards the authentic opinions of regular, relatable users. This trend opens new opportunities for micro and nano-influencers, who provide a more genuine connection with their audiences.

Restructuring Marketing, Communication, and Technology Teams
Advertiser teams are undergoing restructuring to work more cohesively, utilising the same data and tools to build closer, more direct relationships with their consumers.

Consolidation Among Industry Players
We are already witnessing the consolidation of agencies and other players offering Marketing and Communication solutions. These moves aim to strengthen integration for marketers. In 2024, one of the big headlines was the Omnicom-IPG merger, and similar operations may occur in the near future. A similar trend is emerging on a smaller scale among independent agency groups, which are merging companies with different specialities to strengthen their offerings.

2025 will be a year of profound change for Marketing, particularly in the Digital space. From AI to the evolution of social commerce and a heightened focus on Inclusion and Sustainability. Brands will need to adapt swiftly to a constantly shifting landscape where, additionally, with declining population growth, they must also prepare for a market with an ageing consumer base. The key will lie in finding authentic ways to connect with consumers, leveraging new technologies to create more personalised and engaging experiences.

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Ogilvy scoops IAS Agency Credentials Award for the second year running

The Assegai Integrated Marketing Awards, in conjunction with the IAS (Independent Agency Search and Selection) is proud to announce Ogilvy as the winner of the IAS Agency Credentials Award for 2024.  The standard of entries was exceptionally high with both Ogilvy and Boomtown being ranked in the prestigious Assegai gold category and Ogilvy being best in show with an almost perfect score.

Although this award was inaugurated in 2016, IAS revitalised their relationship with the Direct Marketing Association of South Africa (DMASA) - organisers of the Assegai Awards - in order to “relaunch” the IAS Credentials Award in 2021. The award ceremony took place on 14 November 2024 in Melrose, Johannesburg. Entries were received from creative, digital and media agencies.

Judges included several leading South African marketers as well as international judge Cesar Vacchiano who is President and Global CEO of SCOPEN International. Johanna McDowell, CEO, Nikki Munsie, Business Director and Tebatso Masete, Project Director of the IAS were also part of the judging panel.

According to Vacchiano “The judges were quite specific about the criteria and the winning entry certainly displayed evidence of an agency that was clear about their focus and positioning.  The credentials entries provided the judges with insight into the agency culture and the successes of the work that they are doing for their clients.  ROI was clearly evident.”

Johanna McDowell, Founder and CEO of the IAS comments: “We are committed to our partnership with DMASA and will continue to offer the Credentials Award. We would like to encourage more agencies to enter this award in the future because it will give them an opportunity to showcase their agency to the significant number of leading marketers on the judging panel,” concludes McDowell.

SCOPEN 2025/26: South Africa’s sixth wave study set for May

“The sixth wave of the AGENCY SCOPE study is on track in South Africa and Cesar Vacchiano, President and CEO of SCOPEN International, will be arriving in South Africa in February, ahead of fieldwork on the study beginning in May 2025.”

 This is the word from Johanna McDowell, SCOPEN partner and CEO of the Independent Agency Search & Selection Company (IAS), noting that the study is published every two years after in-depth meetings with the highest-level decision makers across marketing, communications and advertising, from the largest to the smallest spending marketers in South Africa.

 “In interviewing over 3000 CMOs around the world, we’re excited to see what 2025 brings’,” she says.  “A key objective next year will be to interview more marketing professionals from more companies.”

Ramping up AGENCY SCOPE’s evolution in SA

 

Another step in AGENCY SCOPE’s evolution will be interviewing new profiles of key decision makers within the participant companies, encompassing leaders in digital, technology and innovation. “These managers also hire and work with agencies and other partners,” says McDowell, “which will bring even greater depth to the value of data we collect.”

 The fieldwork will also identify and include other profiles of client companies, over and above the usual investors in communications. In this section, the study will note start-ups, the dot.com sector and digital platforms that are working with agencies more than ever before. “Numbers in this area may not be significant at this point,” she says, “but it’s certainly an area we need to be aware of to keep our finger on the pulse.”

 Lastly, among the additions to AGENCY SCOPE 2025/26, the study will amplify its sample of agency professionals interviewed, an important viewpoint to understand as they assist in determining which agencies are most attractive to work for.

 “Following on from the inclusion of the best agency to work for in the 2020/2021 study and the success that this data found in the market, we will be driving a broader study for 2025/26,” she asserts.

 McDowell adds that going into the 2025/26 study, this data will be richer and even more valuable.

 AGENCY SCOPE fieldwork calendar

Interviewers will hit the ground running in May 2025, with their tasks completed by the end of August. Analysis and processing will run through September and October, and reports will be presented from late October for a month.

 One-on-one meetings with the agencies will be held in February, when Vacchiano arrives in the country and spends a week talking to subscribers. “We’ll be gathering the commentary of agencies around what they feel is important to glean from the study.”

SAMPLES OBTAINED IN PAST EDITIONS

“Samples of the research from 2016 to 2023 show how this sector has grown from 191 respondents across marketing, creative and media professionals in 2016 to 528 in 2023,” says McDowell.  AGENCY SCOPE will be aiming for 700 completed interviews in 2025.

 “We see 2025 as the opportunity for marketers and their agencies to steady the industry and apply innovations from the recent past, while continuing to seek new ways of collaborating and growing their businesses, based on robust data,” concludes Vacchiano.

ADFORUM GLOBAL SUMMIT 2024 PARIS 28-31 OCTOBER - RECAP

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AdForum is a unique and hyper-focused event for agency CEOs to present their strategy and vision to the world's leading search and management consultancies. IAS is proud to be representing SA and Africa at this summit.

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Intermediary expertise: Piecing a client’s puzzle together

When a client works with an intermediary, writes Johanna McDowell, CEO of IAS and SCOPEN Africa partner, it means they’re serious about their agency relationships. Here’s how an intermediary’s experience brings both art and science to the picture.

Primarily, although marketers may well know who the leading agencies are and which ones they’d like to meet, they don’t know all of them and are often relying on information given to them by other industry leaders or someone “who knows someone”.

Often, they’ll be reading up on agencies to note the awards they’ve won - we know this from Agency SCOPE, where research shows clients often note their long list of agencies from what they read in industry media. At this stage, they’re looking at reputations, thought leadership pieces that indicate media trust in certain individuals and companies.

When they choose an intermediary, however, it’s indicative of the real, long-term value they’re looking for in appointing an agency and the trust they have that their intermediary understands the inner workings of each agency and its leadership. It’s the inside info you’ll rarely see using Google.

Knowledge from the source

Any intermediary who’s been in the business for a while knows every agency, not just from what the agency will publish but from working with them, or at least with their leadership over the years.

Vital knowledge includes agency history and any major changes in their business that could affect a client’s operations. We know their people and their journey to earning the reputation they have, which is the first reason a marketer will call in an intermediary.

The second reason is due to the extensive process, to get to where we show them credentials from a number of agencies. Clients review the information, select a short list and then we’ll have a chemistry session, where potential colleagues get real and aren’t just words on a page.

At this point, the IAS is the only intermediary that includes the chemistry session as part of an early elimination process.

What encourages all parties to bring their best to the table is, of course, financial. With skin in the game, clients want the right agency to deliver on the creative and strategic results required to drive sales - the third reason to engage an intermediary.

The fourth is that when marketers choose agencies, they need to be absolutely scrupulously fair and be seen as such.  "They have to know there are no brown envelopes, corruption, or whispers. Honesty and transparency are key, and with compliance requirements, everything must be documented—another onerous task for a marketer to undertake while focusing on running a brand."

A professional process is run like an audit, with reminders around how each agency was selected for shortlisting in the first place. Time management is crucial, so a marketer and the agencies can see a beginning, a middle and an end. Marketers who take intermediaries seriously know that it’s the best route to take, as the intermediary has no vested interest in any particular agency, but does have a reputation to uphold.

Longevity in relationships

Involving an intermediary is also pivotal in creating long happy partnerships. In fact, experience shows relationships well designed from the outset last twice as long as the average industry tenure, saving time and money in the long run.

After all, the client’s core business is not managing agency appointments and the expert advice offered through the process by the intermediary is invaluable.

Management and onboarding

Managing the pitch process is a critical part of why a business would engage an intermediary. From setting up meetings and briefings, to working closely with the client in following the brief and handling all communications, marketers can expect clear, vital feedback throughout.

The intermediary will now have a map of how the agency will be onboarded, including contracts required to legitimise the deal. This is the fifth reason an intermediary is appointed, and has been noted as “invaluable” by many clients, who have seen the amount of research and reporting to be completed, and the precision required through onboarding communications.

When marketers say, “We couldn’t have done this without you”, intermediaries know they’ve done their job – not just putting the pieces of the puzzle in place, but being at the marketer’s side through a process where a missing piece can ambush success.

Intermediaries understand fitting puzzle pieces together is a science – but fitting human beings together is both science and art.

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ADFORUM GLOBAL SUMMIT 2024 PARIS 28-31 OCTOBER - OVERVIEW

AdForum is a unique and hyper-focused event for agency CEOs to present their strategy and vision to the world's leading search and management consultancies. IAS is proud to be representing SA and Africa at this summit.

You may also be interested in IAS off to AdForum in Paris and ADFORUM GLOBAL SUMMIT 2024 PARIS 28-31 OCTOBER - RECAP

IAS off to AdForum in Paris

The AdForum Summit, held twice a year  in selected cities across the globe, will include Johanna McDowell and the Independent Agency Search & Selection Company (IAS) as part of an exclusive, captive audience of search consultants.

The 2024 second half AdForum Summit will take place in Paris between 28 and 31 October 2024, providing the IAS with the opportunity to assess and forecast global communication industry trends; and, with up-to-date information constantly being exchanged, an exclusive forum to share ideas, challenges and opportunities.

The AdForum summit is an invitation only event that brings top players in the industry together, and offers them the chance to grow their business, network, and experience how they are shaping the future. The IAS is the only South African pitch consulting company that has been participating consistently in the summit over the past 17 years.

“The main reason we accept the invitation to attend is to ensure that the IAS continues to be at the forefront of global issues and trends facing the advertising and communication industry and the complex world of agency selection. AdForum offers us the chance to discuss the future of the marketing communications industry. This will be especially important this year with the rapid strategic shifts taking place within agencies as they grapple with the new needs of marketers, new ways an agency can partner with business, as they seek to break through the old, embrace change and bravely tackle the next frontier of challenges,” said Johanna McDowell, Founder and CEO of IAS and partner for SCOPEN Africa.

SCOPEN Africa will be represented by McDowell at the Summit along with other SCOPEN colleagues from around the world.

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