A common challenge that in-house agencies (IHAs) have always faced is difficulty in training and hiring the talent they need to pull off excellent creative. Unfortunately, this strain doesn’t seem to be going away. According to a survey by the ANA, 44% of US IHAs cite attracting top-tier talent as a primary creative content concern. And it’s not just about merely acquiring talent: an even bigger challenge they face lies in keeping their talent energized.

It’s no surprise, then, that so many external partnerships for IHAs revolve around two key capabilities: executing ideas in new and interesting ways, or offering access to specialized skillsets. Both are key in today’s digital landscape, which is defined as an age of hyperadoption, in which users adopt and drop new behaviors at an unprecedented rate. In addition to all of the channels that are cropping up, you don’t even know which will stick around a few years down the line.

As brands gauge the next big channels they’ll use to connect with consumers, they must adopt new digital skillsets in lockstep. But given the talent concerns mentioned above, how can IHAs keep up with these shifting user behaviors? The answer lies in new breeds of partnership that give IHAs the skills and tools they need to fulfill the brand promise in ways that not only stand out and “wow” consumers, but make sense to them.

Stand Out by Innovating Strategically

In his talk at the IHAF Conference this week, which brings together and celebrates hundreds of in-house agency professionals, Forrester analyst Jay Pattisall discussed the importance of creative differentiation. Most digital experiences look and feel the same, opening an opportunity for brands to stand out through best-in-class creative. Fitting well within the conference’s theme of “Futureproof,” Pattisall set his focus on recent shifts in the creative landscape, and where IHAs fit within it.

IHAs have thrived thanks in part to their unrivalled brand knowledge; they understand the purpose, intricacies and nuances of their brand. As Darren Abbott, SVP, Creative at Hallmark said while noting the power of IHAs to their brands: “We’re not part of Hallmark, we make it Hallmark.”

Yet executing their vision in an environment that encompasses so many emerging channels can be tough. New partnership models that aim to augment in-house teams’ understanding of technology, or that push them to think in new ways, can aid in both forecasting future opportunities and identifying the best channels available today for bringing the brand experience to life.

If you’re intrigued by some of today’s emergent technology, consider putting it through what MediaMonks Founder and COO Wesley ter Haar calls the “trend lens.” Discussed in his skill session at the IHAF Conference, “Extending Beyond the Horizon,” ter Haar described the trend lens as a strategy through which you can gauge the maturity of emerging tech as it rises up—or drops off from—the hype curve. It’s how we help brands arrive at solutions that best fit their capabilities and needs.

Let Your Brand Story Drive Tech Investment

The assessment specifically measures how a technology or platform meets user behavior (what consumers are doing with it) and distribution (how widely it’s adopted). VR, for example, isn’t distributed among consumers as well as AR is; this makes the former more ideal for installations and trade shows, while the latter serves as a popular way for consumers to simultaneously connect with brands and communicate with friends on mobile.

The trend lens works because it asks brands to really consider how their audience naturally behaves on a given channel. But brands must ensure that the creative idea is aligned with a clear business goal. At MediaMonks, for example, we don’t strive to sell brands on whatever the hot, novel technology of the day is. Instead, we experiment to push technology to its limit ourselves, then pay those learnings forward to help brands approach emerging tech strategically and tell their stories the best way they can.

Again, an IHA’s strength stems from its passion and knowledge of the brand. External partnerships that challenge their approach to creative and assess new opportunities granted by emerging tech are essential for futureproofing and connecting with consumers as the digital landscape continues to evolve.

Since opening our Mexico City office last year, we take immense pride in the work we’ve done to bring regional brands’ digital efforts to a global stage. In such a short amount of time, we managed to pull off a big win not just for a client, but for the country itself: a Gold Cannes Lion awarded to Aeroméxico’s “People are the Places” website at this year’s Cannes Festival for Creativity. The victory recognizes the region’s leaps in providing premier digital experiences, as well as the power in marrying global expertise with a local team’s insights and understanding of the market.

If anyone could pull it off, it would be Aeroméxico: airlines and other travel brands in particular must understand what kind of experiences and messages resonate not just with their primary domestic market, but with international travelers as well. And as an industry leader, engaging and unique digital experiences aren’t uncommon for Aeroméxico: the airline’s app topped the download charts in the first week since its launch. 

For Aeroméxico this was new, unexplored terrain, so it was fundamental that MediaMonks provided them with all the tools, capabilities and talent to face this exciting challenge. “What we did was build a bridge between creativity and technology,” said Carlos Rivera, Consulting and Platforms Lead at MediaMonks. One of the key elements of this process was a UX expert to guide the brand’s process with the new platform. 

In creating the platform for “People are the Places”, we wanted to craft a website experience that conveyed emotion and humanity, design a story-driven interface that fostered relatability, and build a frictionless platform where users feel invited into a seamless experience. In the end, the campaign succeeded, because users truly feel as if they are traveling to someone in the process of creating their destination. 

“Our Mexico City office served as the main partner guiding Aeroméxico through the creative steps required for this campaign,” said Marcelo Planchart, MediaMonks Head of Latam Expansion. “This meant not only providing new technologies, but focusing on solutions that would directly benefit customers and make their experience rewarding in every way.” Taking home a Gold Cannes Lion, the airline has certainly taken the country to new heights–what more could an airline hope to achieve?

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But “People are the Places”–made in collaboration between Aeroméxico’s in-house team, MediaMonks and our partners at Google–is a wholly new experience. “With ‘People are the Places,’ we want to go from being a company that transports people to a brand that builds personal relationships,” said Andrés Castañeda, Senior Vice President of Marketing and Customer Experience at Aeroméxico. “It is a huge satisfaction for Aeroméxico’s marketing team to win a Golden Lion with a campaign developed 100% at home in collaboration with Google.”

Born from the belief that traveling is about people more so than the destination, “People are the Places” lets travelers experience locales like never before–through the people actually living there. Through a savvy site, users can select a person as a destination, resulting in a personalized e-ticket with the name of the user and their selected person, as well as a dynamic video that stitches together social media content. This information then becomes the basis for creating an actual ticket, transforming individual people into destinations themselves. With 60% of leisure and 41% of business travelers arranging their trips online, according to Smart Insights, it becomes essential for travel industry players to accurately measure customer experience and improve their services and products, enhancing the experience itself and directly impacting their business.

It’s a unique spin that prompts people to change the way they think about destinations. An airline can’t change the geography that divides or connects people, but it can provide novel new perspectives that change the logic of how people conceptualize places. Whether seeing the world for the first time from seven miles above ground or discovering a place through a person, Aeroméxico accomplishes such a feat in more ways than one.

To help accomplish this, we worked with Aeroméxico to build a web platform that integrates Google technologies and social media tools with Aeroméxico’s ecommerce backend. Instead of choosing a geographic destination, users can instead directly choose the person they want to fly to, wherever they are in the world.

Interested in learning how MediaMonks partners with our LatAm or Mexican clients?

Bridging Together Creativity and Technology

As brands have designed digital experiences that accomplish the same KPIs and goals, most digital experiences across industries—including travel—have begun to feel the same. There is little differentiating factor in travel destination search engines, for example, resulting in a proliferation of search aggregates with which price alone becomes the deciding factor in purchasing decisions. This trend highlights the importance of digital experiences that provide an emotional value to consumers’ interactions with the brand.

At MediaMonks, we often argue that the interface is the brand, and that no interaction is too small or insignificant to reflect a brand’s product or services. MediaMonks helped Aeroméxico take advantage of high-end technology to create a user experience never seen before for selling plane tickets, offering a truly unique and human-centered process for discovering and selecting a travel destination. And it’s not just a flashy customer experience: with this, Aeroméxico now offers a new, scalable way of selling tickets, offering a 100% data-centered and personalized solution to make each flight unique and human-driven. Marrying together a delightful engagement with clear business impact demonstrates the brand’s role as a major digital player in the industry.

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The growing trend in brands taking their content production in-house has prompted both agency partners and their clients to do some soul-searching. Growing at what feels like an exponential rate—78% of ANA member organizations have taken work in-house, according to an ANA webinar on agency partnerships—some have said that the trend is just a fad.

But is it? Not likely. Half of ANA member organizations work with an agency of record, according to the same webinar above, but only 14% are satisfied with the model. Experimenting with in-housing has the promise of releasing brands from frustrations they may feel with juggling several different partnerships and vendors, though their malleability—every brand’s IHA operates differently, after all—can make it tough to understand which setup works best.

With each organization taking a different approach to in-housing, what are the shared benefits to the trend, and where do traditional agencies fit within them? Tackling both these questions together will help brands ensure their IHA is equipped to support their unique needs.

Why Everyone is Going In-House

There are numerous factors that encourage brands to work in-house. A major one is the need to produce content faster; the proliferation of social channels and their always-on nature requires a constant stream of content for brands to retain relevance. The idea is that in-house agencies offer greater proximity to decision-makers in the organization and can therefore produce content at a greater speed than an external agency relying on briefs and back-and-forth feedback. Though whether an IHA achieves this is dependent on how well aligned and integrated it is with its organization’s business needs, and whether it has the talent or workflows in place to support rapid content production at scale—more on that below.

What IHAs do offer over the traditional agency model is extensive brand knowledge. Though this is a double-edged sword; wholly focused on the brand, in-house agencies often lack the broad experience that a traditional agency offers, which in turn can inhibit creativity. IHAs can enjoy the best of both worlds by tapping into new agency models that provide dedicated teams armed with broad, extensive creative experience.

And one can’t forget that in-house agencies can also save their organizations a significant amount of money. One of the key offerings of our sister company, MightyHive, is to help brands save by taking their media and programmatic in-house. The move not only saves them money, but offers transparency into a previously esoteric practice. As brands embark on taking on these new capabilities, partnerships will remain essential.

A Key Challenge for IHAs: Talent

Despite the benefits to in-housing outlined above, key challenges still remain for IHAs, especially those driven by a need for increased output of digital content. A shift to digital requires organizations to bolster their teams with new skillsets, and IHAs designed to support a growing need for digital content are likely to feel challenged in hiring and retaining this talent. Unilever CEO Alan Jope said as much in the Campaign article linked above: “It turns out that when you’re shifting directly and aggressively into digital, the constraint is not money in the [brand and marketing investment] line, it’s people to run the digital campaigns.”

This skillset gap is where in-house teams will continue to benefit from working with external partnerships, often organized into specific skill rosters. We have worked a lot alongside sportswear brand Adidas in platforms and digital activations, perhaps most notably with the brand’s Run for the Oceans initiative in collaboration with Parley.

The global run united nearly a million runners from around the world to raise money for educational programs benefiting those in coastal communities affected by plastic pollution. We lent our technical and creative expertise to build a web platform that pulled running data from partner apps like Joyrun and Runtastic, which we translated into a hypnotic WebGL visualization that grew and changed based on the number of participants and distance run over the course of the event.

The platform is unique for visualizing the initiative’s theme of unity—but not every experience requires a best-in-class WebGL experience, nor does every brand need to hire a WebGL developer. In this case, the technology fit the goal of the campaign very well—and by reaching out to a partner, Adidas was able to meet that one-off need with ease.

Brands Still Draw on Agency Knowledge & Experience

And while an IHA’s dedication to its brand is certainly a unique benefit, this often means sacrificing the breadth of experience provided by an agency or production partner, which can make it more difficult to support new technologies and formats. Unilever is no stranger to tapping partnerships to augment the creative capabilities of its in-house teams. For their Magnum sub-brand, we put together a Snapchat game that’s almost as addicting as the ice-cream bars themselves. We also produced a series of educational Facebook AR Camera Effects for Unilever’s Signal toothpaste brand, which teaches children healthy toothbrushing habits.

MediaMonks is a preferred partner for both Snap and Facebook platforms. The Signal Camera Effect was one of the first educational AR effects on Facebook Messenger, demonstrating the kind of innovations that IHAs can achieve by tapping into partners with a comprehensive understanding and experience in current and emerging digital platforms.

So, are Agencies Obsolete? Not with New Partner Models

As you might imagine from the shared challenges held by IHAs detailed above, agencies aren’t obsolete in the trend to go in-house. Rather, they must evolve their offerings into hybrid models that help “fill in the gaps” in their clients’ in-house capabilities. But there’s no simple answer to this; IHAs will each have different ways of integrating within their organizations, and might focus on different capabilities in the creative, production or media-buying processes. This is where partnerships can truly shine by offering more consultative services—like helping brands align their goals across the organization or achieve more agile workflows.

Partnerships can also solve the critical challenge of scalability. Resources are often tight within IHAs—but work is abundant. We saw this need in some of our clients, resulting in a partially in-house model that effectively allows clients to view us as extensions of their own teams, and dedicated content studios that make them achieve greater global and local relevance, like the one we made for Avon.

Given brands’ dissatisfaction with the traditional agency model, it’s clear that the shift in-house probably isn’t going away. In fact, it may just be the first step in an ongoing evolution in how agencies and clients can work with one another within a fast-changing digital environment.