1. “It’s All About the Creative.”
The Misconception: Agencies often believe that great creative alone will win the client and drive sales.
The Reality: While creative is important, retailers and marketers care about commercial outcomes—sales, foot traffic, and market share. A brilliant campaign that doesn’t shift products off shelves is a failure in their eyes.
The Fix: Agencies need to position creative as a business tool, not just an artistic expression. Tie ideas back to clear commercial objectives:
"Here’s how this campaign will increase basket size or drive repeat purchases."
Notes to Take Down:
- The Creative Director will likely focus on the idea’s visual impact, storytelling, and originality—but note if they’re linking it to business goals like increasing sales or changing consumer behaviour.
- The Senior Strategist will probably connect the creative concept to the brand’s growth objectives, such as driving repeat purchases, increasing basket size, or shifting brand perception.
2. “The Brand Controls Everything.”
The Misconception: Agencies assume that marketers (brands) have full control over campaigns, messaging, and how products show up in-store.
The Reality: Retailers hold significant power, especially in FMCG. They decide shelf placement, promotional timing, and sometimes even influence packaging or pricing. Brands often have to negotiate creative compromises to meet retailer demands.
The Fix: Agencies should understand the retailer’s priorities and consider them when developing campaigns. Propose ideas that work both for the brand’s goals and the retailer’s commercial interests.
Notes to Take Down:
- The Account Director or Client Lead will likely discuss the client’s brief, but note if they’re also acknowledging retailer requirements, such as how a campaign will fit into Tesco’s or Amazon’s specific retail environment.
- The Trade Marketing or Shopper Teams will likely raise concerns about how the campaign will physically appear in-store or online, breaking down options for product placement, promotional displays, or retailer-specific activations.
3. “The Agency’s Job Ends at the Campaign Launch.”
The Misconception: Many agencies think their role is done once the campaign is live—ads delivered, KPIs set, job complete.
The Reality: The campaign is just the start. Brands and retailers are watching real-time sales data, shopper behaviour, and in-store performance. If the creative doesn’t perform, the agency’s reputation (and future work) is on the line.
The Fix: Agencies should be proactive post-launch. Offer to analyse performance data, suggest optimisations, and adapt creative based on what’s working. It shows accountability and a focus on long-term business impact, not just short-term deliverables.
Notes to Take Down:
- The Media or Analytics Team will likely discuss how to track performance metrics, measure ROI, and optimise campaigns based on real-time data. Note if they’re talking about KPIs that tie directly to sales, engagement, or brand growth.
- The Account Management Team will probably mention plans for post-campaign reviews, client debriefs, or feedback loops. Note key points from them discussing how learnings from this campaign will inform future work.
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Agencies that think like business partners, not just creative vendors, win more work and build stronger client relationships. It’s about connecting creativity to commercial outcomes.
Pro Tip: Don’t Just Take Notes. Spot the Gaps.
Anyone can write down what’s being said—but the interns who stand out notice what’s not being said. That’s where the real value is.
After every session, ask yourself:
- Is the creative tied to a business outcome—or just looking good on a slide?
- Has anyone mentioned the retailer’s influence—or are we pretending the brand controls it all?
- Are we obsessed with the launch—or focused on what happens after?
The best minds don’t wait to be told where the opportunities are. They see them before anyone else does.
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