You've got a choice to make. Your client has you partnered up with another agency on a project. Let's say you're deving the site and this other team are designing. The design files you receive are nothing more than a polished turd. Or half a turd, they haven't even delivered on the proper scope. What do you do?
You're at a cross roads with a few different options. It could lead you to a cliff or a plush patch of grass. It dictates your relationship and reputation with the other team and client, but is also used to define your agency's tolerance for sub-par work. This article unpacks handling partner agencies in the context of:
(a) The half turd - the agency failing to deliver the scope properly; and
(b) The turd itself - the agency having a lower standard for quality than you.
The half turd (aka failed on scope delivery)
Okay let's address the lack of scope delivered first.
1. No excuses I have your signature
This should be an easy one to push back on if you've done your homework. Your Statement of Works or proposal should specify what you need in order to do your job. Without a complete brief on A, B & C (cough cough the full designs please partner agency) - you can't deliver on D, E & F. The client and their other agency signed off on this scope, so no excuses thank you.
2. Blame the client & get more moolah $$$
If however, this agency didn't sign off or you did a booboo and failed to include your briefing requirements - then it gets more complicated. This'll sound wishy-washy but it totally depends on the situation.
In some cases the client may be responsible. They didn't pair up the scope between each agency and they own it. It's on them to bear the financial brunt for additional scope to get it done right. More moolah for both agencies involved - cha-ching.
Get fooled once, shame on the client. Get fooled twice, shame on you. If the client is adding to the scope, you'll want to collaborate to clearly map out what's needed from the other crew. The client doesn't know what they don't know. So speak agency-to-agency to better define the scope. This means you can both deliver a complete package for the client #teamwork and avoid another awkward scope creep convo down the track.
3. Compromise
In other cases it's not so clear who's to blame and together you collaborate and compromise on best steps forward. This is where your management gut instinct comes into play.
Can you still achieve D, E and part of F without the full deliverables? Can you skip over F for now and work on G instead. This comes down to your:
Budget
Timeline
Relationship/history with the client (are they trustworthy, flexible, realistic)
The other agencies involvement too (what compromises can they make)
There's no black and white answer, just shades of grey in the land of compromising. But it's also pretty shadowy and suss in this land of grey. Don't get caught out compromising if it's to the detriment of your team efforts, budget or outcome.
Case study
Let's revisit our design-dev example. Although they didn't design an 'about us' page for you to develop, you may be able to reuse modules from their homepage design instead. Compromise! Do up a quick scope for approval by all parties and keep pushing through your project.
The turd itself (aka quality is lacking)
Okay so the other piece of this puzzle is the quality of the other agencies output. What if the work isn't of a quality your agency would produce. Do you want to put your name against a project that doesn't align with your values and standard of work?
Before we get into solution mode. You should first gauge the client's feelings because you most likely won't be alone in thinking the output is sub-par. Your client could be looking at the other agency's work with disappointment, frustration or confusion due to misaligned expectations.
In this case they may be the ones to approach the agency and get things up to scratch. Or they could be fine with it. They may like the work or not see an issue in quality. This makes things tricker and we'll get to that in a bit. But first, let's pretend you and the client are in the same boat on quality expectations. The next step is to help them communicate that expectation.
1. Help elevate the quality via feedback
You should 100% be involved in the feedback loop. Don't leave it up to your client to have that quality conversation. This is an opportunity to insert your two cents, get the standard of work on track and 'team up' with your client.
Provide problem based feedback first -
Why do you feel the work isn't reaching quality standards?
This isn't the time to get into the nitty gritty, keep your reasoning broad and problem-oriented (not solution-focused).
Can you back up this opinion -
Why is that level of quality not good enough?
Does it not align to the scope of work or promises made?
Can you explain why it's important to change (through best practice findings, statistics, UX/UI standards)
Step towards a solution -
Solution based feedback generally curtials the creative process, but is sometimes necessary if the agency isn't getting the hint.
Can you reference your quality expectations with external examples?
Are there specific problems you can address in their work?
Case study
In our design-dev example, you may explain that the core problem is the lack of sophistication in the design.
Back it up by referencing their previous design work that has an elevated look and feel. You can also pull in some design stats that highlight the correlation between brand sophistication & high quality imagery. Then you may provide some solution ideation by requesting larger visual assets on the homepage + greater use of brand elements throughout the design suite.
It gives the agency three tiers of solid feedback on the problem space and some loose steps to fix it (without limiting their creative freedoms).
2. Provide the client an alt option
Sometimes there's no hope. The quality is so low, there's really no turning back. In this case you may actually offer to add scope to your project. Quote out the additional effort to the client and explain the value in getting it done right.
One of the plus sides of this entire sitch, is the unique opportunity you now have to buddy up with your client. We're not saying you and your client have a bitch about the other crew and their shitty output. It's more like an opportunity to strengthen your relationship with your client by demonstrating:
Your agency's standard for quality
Your adherence to a process
An unwillingness to compromise (given it impacts the end outcome)
Your ability to save the day and offer an alternative.
3. Say no (this is where you sink or swim)
So sometimes the quality of the agency's output is just not good enough (despite your efforts with feedback). And worse still, the client fails to see an issue with it. They don't care for your feedback and aren't interested in having you take over the scope.
This is where you're faced with a dilemma. Do you suck it up and continue with the work? Or turn it down. In some cases you may be contractually obliged to finish out the work. In other cases you may dig in your heels, be stubborn and say no.
Cement yourself as a headstrong team that knows how to best cater to the client. Explain that the quality of work doesn't align to your agency values. And explain how it will detract from or impact the client's goals for the project.
Case study
Alright so that design-dev 'case study' is from one of the account managers in the am pm network. She went with the refusal option when she was faced with shitty designs from the client's partner agency.
She said hell no, we're not actioning this work in development and dished up:
Feedback on the design concepts to align them with a higher standard (which wasn't taken on board);
An alternative offer for her agency to handle the designs;
Ample reasons as to why the previous designs were awfu;
Evidence/stats that point towards bad eCommerce & CRO design practice;
And alas...the client said no and went elsewhere for development.
At first it was a rude shock. Not really something that she expected to happen when you're really just looking out for your client + maintaining her agency's rep.
Key takeaways
With further consideration, she found it to be a blessing.
Her agency didn't want to work with brands that failed to see them as the expert; clients who didn't value her input. Sure they lost the project by saying no. (A project they wouldn't have wanted to share with others anyway, so ultimately a bit of cash was lost at the end of the day).
But they gained something much more valuable. Pride (poetic, I know). They could feel proud in upholding a standard of quality. Something that defines them within the industry and continued to carve out a solid reputation.