Why being a client-first agency sometimes means saying no

Being genuinely client-focused sometimes means turning work down. Sounds counterintuitive, doesn’t it? But in the long run, it’s actually the most commercially sensible approach.

At a recent meeting with a potential new client – a mid-sized manufacturing business looking to expand their digital presence – we found ourselves in a familiar situation. They had a decent budget, clear objectives, and a timeline that seemed manageable. On paper, it looked like exactly the kind of opportunity we should jump at. The problem? They were adamant about tactics before we’d even discussed strategy. They wanted a new website, aggressive PPC campaigns, and social media content, all without any real conversation about their audience or competitive landscape.

When we suggested starting with audience research to validate these approaches, there was resistance. “We know our customers,” they insisted with the confidence of people who’ve never met an actual customer. “We just need someone to execute.” So we said no. Well, not an outright no – we’re a polite bunch really.

We explained that we didn’t think we were the right fit for what they needed. We suggested a couple of other agencies that might be more aligned with their expectations and even offered to make introductions. They seemed surprised – agencies don’t typically turn away good-sized projects – but we could tell they appreciated the honesty. Or at least, they appreciated the close escape of having hired an agency that is prepared to challenge.

Money over matter, over mindset

This client-first mindset hasn’t always been easy to maintain. In the early days of our agency, especially during tough economic times, saying no to paying work felt about as sensible as turning down oxygen while scuba diving. There were months when meeting payroll meant accepting projects that weren’t ideal.

There’s one particular project for a retail client that wanted us to “just do what our competitors are doing” without any consideration for whether it was right for their specific situation. We took it on, delivered exactly what they asked for, and unsurprisingly, it didn’t move the needle for their business. They didn’t renew, we didn’t get any referrals, and our team was demoralised by working on something they knew wasn’t going to succeed. A lose-lose-lose scenario, which is impressively difficult to achieve in business.

It wasn’t the only time we made that mistake – and yes, we are brave enough to admit it.

What’s changed? Well, a lot of things have changed at Clever Marketing recently, but the most important one is the realisation that taking on the wrong project isn’t just bad for professional satisfaction – it’s bad for business. It ties up resources that could be devoted to clients where we could make a real impact. It creates reference cases that don’t showcase our best work. And most importantly, it prevents us from building the kind of relationships and reputation we wanted: an agency that delivers measurable results and puts our clients first.

Fit assessments, marketing proposals and trust

These days, conduct what we call a “fit assessment” before we submit a proposal. We evaluate not just whether we can do what the prospect is asking for, but whether what they’re asking for is actually going to help their business. And if we don’t think it will, we have an honest conversation about alternatives – even if that means reducing the scope of work or recommending a different approach entirely. Sometimes it also means politely showing them the door, which is always a delicate ballet of professionalism.

This isn’t altruism, (or even idiocy, though some may disagree), it’s enlightened self-interest. Our most profitable client relationships are the ones where we’re viewed as trusted advisors, not just execution partners. These clients stay with us for years, expand their engagements over time, and refer us to others. They value our opinion and bring us into strategic discussions, not just tactical ones. And these relationships only develop when we prioritise the client’s actual needs over simply giving them what they think they want.

We do still take on work that is based on execution, but we are clear with the client from the outset about expectations, deliverables and outcomes.

Turning work down, are you serious??

There’s a nervousness in the team about this – we can’t deny it. Can we afford to turn down work? OK, can we afford to take on work that could let the client down and damage our reputation? Isn’t money, money after all? Yes, but if you take on a client and fail to set the clear boundaries and expectations, they could cost you more than they earn you!

Alright, but surely, not every client is going to want to consider and explore their strategic objectives and foundations before choosing an agency to build them website, for example? You’re dead right, but if at least the basic strategic objectives aren’t taken into account, you’ll end up with a website that doesn’t do what you expected, and will need re-building in about 12 months’ time. Yes, we’ve seen that too!

You can see the fear is real – but what’s worse than not signing a new client? Signing one you’ll inevitably disappoint, who then tells everyone in their industry about their disappointment. That’s what.

We’ve tried to instil this principle throughout our agency. It’s not always easy – especially for more junior staff who are eager to please or account managers who feel responsible for growing their client relationships. There’s a natural tendency to say yes even when we should say no.

We’ve addressed this by celebrating good “Nos” just as much as new business wins. When someone pushes back on a client request because it’s not in their best interest, that gets recognised in team meetings. When we deliberately reduce a project scope because a more focused approach will deliver better results, we highlight that decision. We haven’t quite gone so far as to create “No of the Month” awards, but you never kNOw…

Navigating the grey areas of marketing

Of course, the trickiest situations are the grey areas. A long-standing client wants to expand into TikTok because their competitor is there, even though their audience doesn’t align well with the platform. A new client has agreed to the strategic approach we recommended but is pushing for unrealistic timelines. These aren’t clear-cut cases of “right” and “wrong” – they require judgment, diplomacy, and sometimes compromise. And occasionally, a very stiff drink after work.

In these situations, transparency is our best tool. We clearly outline the potential risks or limitations, propose alternatives where appropriate, and make sure the client is making an informed decision. Sometimes they still choose to proceed with their original request, and that’s their prerogative. But we’ve found that the act of having these honest conversations actually strengthens the relationship, even when we don’t get our way. Honesty, as it turns out, doesn’t always win races, but it does win respect.

We now recognise we should be choosing the right projects over the right money. A well-chosen client relationship – one where we can genuinely add value and where our expertise is respected – will be profitable almost regardless of the specific terms. A poorly chosen one will drain resources and energy no matter how well it’s priced. It’s like dating , the red flags rarely improve after commitment.

This selectivity has become even more important as marketing has grown more complex. Twenty years ago, an agency could reasonably deliver everything a client needed. Today, with the proliferation of channels, technologies, and specialisations, it’s impossible to be excellent at everything. Part of being client-focused is recognising when another agency or specialist would actually be better suited to a particular need. We’re not martyrs – we’re marketers.

Recognising your marketing strengths

Whilst we have a highly experienced in-house team, that covers a wide range of marketing expertise, we’ve developed a network of trusted partners in the areas where we have a skills gap, and we don’t hesitate to bring them in when a client challenge falls outside our sweet spot. Some agencies see this as leaving money on the table. We see it as ensuring the client gets the best possible outcome, which ultimately reflects well on us as their lead agency partner. Also, it means fewer sleepless nights trying to master a new platform while questioning our life choices.

The pandemic was a real test of this client-first philosophy. Many of our clients had to slash budgets virtually overnight. We could have fought to maintain retainers or pushed for work that wasn’t critical. Instead, we proactively reached out to each client, acknowledged the extraordinary circumstances, and in many cases, suggested pausing or scaling back activities that weren’t essential in the short term. For some clients, we even provided critical services at reduced rates or deferred payment terms when cash flow was particularly tight. Our accountant wasn’t thrilled, but then, accountants rarely are.

It was a nerve-wracking time – our own business was under tremendous pressure. But by demonstrating that we genuinely cared about our clients’ business survival more than our short-term revenue, we cemented relationships that have since bounced back stronger than ever. As one client told us recently, “You were the only partner who didn’t try to protect your own interests first during COVID. We won’t forget that.” We made sure to get that in writing. Just kidding. Sort of.

The truth is, building a client-focused agency isn’t just about grand gestures during crises. It’s about hundreds of small decisions made every day by everyone on the team. It’s the account manager who pushes back when a client wants to skip testing on the new website (we mean, WHY??).

It’s the creative director who recommends a simpler solution than the one briefed because it will be more effective. It’s the leadership team who occasionally has to look at a promising new business opportunity and say, “This isn’t right for us.” These decisions aren’t always easy, and we certainly don’t get them right every time. But by making client outcomes our priority, rather than our own short-term growth or convenience, we are building an agency that clients stick with through good times and bad. And ultimately, that’s not just good for them; it’s good for us too.

So if you are an in-house marketing manager or commercial director, thinking about how to get more from your agency relationships, consider this: being truly client-first isn’t about saying yes to everything.

It’s about having the expertise to know what will work, the honesty to recommend the best options, and sometimes, the courage to walk away when those recommendations aren’t quite gelling with the client. In the long run, that’s the only sustainable way to build a marketing agency that matters.

That, and having a decent coffee machine in the office. Priorities.

If you’d like to see what it’s like to get real client-first service from a friendly team, just give us a call on 01276 402 381 and we’d be happy to dig a little deeper into what you’re after, over a decent coffee if you’d like. Or you can drop us a note by email.