Client reporting isn’t fun, but it’s vital for client satisfaction and client retention. Here’s my philosophy on client reporting, based on my work with agencies in dozens of countries.
Uh oh—a client expects an agency Service Level Agreement (SLA) and you don’t have one. What do you do? Here are clauses to consider, along with sample SLA’s from other agencies.
Do your agency’s key clients see you as their day-to-day contact? That’s not good—once you grow beyond 5-10 people, you shouldn’t be the contact. You can swoop in and do fun client strategy work, but you shouldn’t be clients’ primary contact. Why? Because you’ll never hit your financial goals that way.
Overwhelmed by email while running your agency? Feel like you need to respond to emails immediately, or else you’ll get hopelessly behind? I recommended internal “Office Hours” as a way to help fix this. It can reduce your internal email volume by 30-50%, once you and the team fully adapt.
When a client wants you to fly to meet in-person, how much should your agency charge? It’s not just hard costs for travel, but also the “Opportunity Cost” of going. And it’s different when your culture includes flying constantly, versus when a trip is a hardship for an employee. See how to navigate this during the sales process or when it comes up again later.