Speaking of Merkle, Inc. (see my last post), a local Maryland database marketing agency, I saw that they just laid off 36 employees yesterday, Monday the 16th. The employee lay-offs were primarily account managers and other employees that serve the firm’s 10 to 15 financial services clients who decided to scale back on marketing (what are they thinking?). Why hadn't Merkle expanded their Service and Solution offering to provide additional marketing on-demand services to provide more stickiness with their financial clients? When I look at their "Direct Marketing Program Management" solutions (see graphic) it seems to imply that they can do a lot to help an organization, as it relates to marketing management. If so, where's the stickiness to provide the additional revenue for client and Merkle alike?
Just wondering...
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1 comments:
Great observation. Could maybe one Account Manager have gotten one of those clients to try new things, shore up the budget, stick to a plan?
If a great firm like Merkle can't do it, what's going to happen to the second tier of marketing service providers and agencies?
Not a pretty picture.
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