Hunter & Farmer Magazine issue 1 2016 - The Rise of the Agency Brand

Pilot Issue February 2016

Contents

Welcome Page 1

A note from the editor Page 3

Tim Williams / Ignition Consulting Group Page 5

Tony Walford and Barry Dudley / Green Square Page 7

SECTION ONE POSITIONING

101 / A Brand-Building Advertising Agency Page 11

ID Comms / Partners in Media Change Page 13

Courier / Modern Business Page 15

Soul / Soulful Communications Page 17

SECTION TWO AGENCY MARKETING

Wieden+Kennedy / Windows Page 19

The Beautiful Meme / Happening at the Design Museum 1

AfroditiKrassa / The Salmon Publication Page 23

Studio Blup / Blup Fashion Page 25

Accept & Proceed / 43m3 Page 27

Courier / Courier Magazine Page 29

HUNTERANDFARMER.COM

Hunter & Farmer Magazine is the UK’s first publication dedicated to the art of winning new business.

With over 30,000 communications, design and marketing agencies in the UK, becoming a brand that is clearly differentiated from the competition has never been more important. In this edition of Hunter & Farmer Magazine, The Rise of the Agency Brand, we focus on the

first key element of brand building: positioning.

This edition features interviews with global agency positioning expert Tim Williams of Ignition Consulting Group and agency M&A experts Barry Dudley and Tony Walford of Green Square. Hunter & Farmer clients from 2015 share and explain the positioning that provides the focus for everything they do as a business and we also showcase some great examples of agencies marketing themselves as brands

over the past year.

Hunter & Farmer is a new business consultancy with a difference. We specialise in helping agencies identify and articulate what makes their business different to their competition and compelling to clients.

We call what we do, building agency brands.

Over the last ten years, having worked across many disciplines including advertising, media, innovation and design, this expertise has developed into a strategic approach that provides focus and increased effectiveness for our clients’ new business and marketing

activities.

Welcome to the pi lot edit ion of

Hunter & Farmer Magazine

AboutHunter & Farmer

HUNTERANDFARMER.COM

In every person’s career there’s a defining moment that shapes their future. I had two. The first was in 2004. Fresh from university and in my first job, I was tasked with making as many cold calls as possible to set up introductory meetings with marketers at leading brands on behalf of our high-profile agency clients. The total lack of strategy with which agencies went about their own marketing shocked me.

Defining moment number two was landing the role of New Business Director for the product design and innovation agency Seymourpowell. Known for designing some of the world’s most innovative products (think cordless kettle and Baby G watch), the founders at Seymourpowell centred everything they did around a core philosophy: design should be ‘better for people’.

In stark contrast to the agencies who were spending thousands of pounds a month cold calling to get speculative meetings, Seymourpowell chose to invest in building a brand of meaning and stature that generated incoming leads. During the three years that I worked at Seymourpowell, I often came across clients who said it was a ‘career ambition’ to work with them.

That’s where I learnt that whilst fame alone won’t make your agency more attractive to the outside world, owning a specific place in the market can. For the last 30 years Seymourpowell have relentlessly spoken, written about and designed products in a way that brings their design philosophy to life. Subsequently they are one of the most famous consultancies in the world: they had their own Channel 4 TV show; they have spoken about their thinking at TED and Unilever invited one of their founders, Richard Seymour, to come on board as their first ever external Creative Director.

The brand-building approach to agency growth is advocated in both of the opening expert essays. I met Tim Williams in Salt Lake City a few years ago. His book, Take a Stand for Your Brand, is probably the best reading material out there on the power of positioning for agencies. He still, however, remains something of a lone voice in the market, which is why I felt it important for leading agency M&A experts Tony Walford and Barry Dudley to share their first-hand experience too, which is that a strong positioning and marketing effort has played a distinct role in the attractiveness of their agency clients to potential acquirers.

Over Christmas I was given a book entitled Mission by business growth experts Nick Giles and Matthew Hayman. In it they talk about how brands with purpose outperform those without. What applies to the brands we all know and love applies in equal measure to agencies.

I’ve always loved the line ‘the mark of a great new business person is to render their services unnecessary’. To start attracting incoming enquiries from your dream clients you need an organising idea for your business that sets out your stall for the kind of work you want to do - and then a marketing strategy focused on communicating how and why the way you do that work is better than anyone else.

Karla Morales-LeeFounder of Hunter & Farmer and co-founder of The Art of New Business and The UK Agency Awards

A note from the editor

IMAGESMiddle: Karla Morales-Lee, co-founder of the Art of New Business, speaking at Karmarama.

Bottom: Dick Powell and Richard Seymour.

“If you have a compelling story to tell, your business development efforts can centre on inbound marketing approaches that showcase the areas in which your firm is recognised for best-in-class expertise.”

HUNTERANDFARMER.COM

Ask any agency principal what he or she dislikes and avoids the most and the answer will almost always be the same: cold calling new business prospects. Not only is this the most dreaded activity among C-level agency executives, it’s also among the least effective.

Cold calling has always produced only modest results and today’s avoidance-enabling technology makes it much easier for prospects to hide from your phone calls and ignore your e-mails. If you feel guilty for not spending enough time cold calling and cold e-mailing, here’s a really good excuse to stop: it doesn’t work.

Management genius Peter Drucker preached that a good marketing program makes a sales program superfluous. The aim of marketing is to make a product or company so relevant and compelling that it literally sells itself. If agencies spent more time and energy on making and marketing a relevant, differentiated product (their own agency), they could spend a lot less time and energy trying to sell it.

Most of the agencies that constantly kick themselves for not devoting enough effort to prospecting are the same ones that have devoted below-average resources to marketing their own brand. That’s no coincidence. But agencies who have defined a relevant, focused positioning strategy are able to move away from the outmoded push methodology to a more effective pull approach to new business. The fact is, unless you move beyond the typical outbound business development approach, you’ll continue to get lumped in with all other agencies and put into that ineffective, time-consuming and dissatisfying process of RFPs, RFIs, RFQs; long lists and short lists; expensive spec work; and multiple rounds of presentations that usually results in a win ratio of no better than 1 or 2 out of 5.

The most successful agencies — the ones that have truly differentiated offerings presented in a differentiated way — are able to compete for business much differently. Instead of having to wave their arms to get attention in the sea of agency sameness, they

are instead brands in demand that get the majority of their business from references, referrals and inbound enquiries. If you have a compelling story to tell, your business development efforts can centre on inbound marketing approaches that showcase the areas in which your firm is recognised for best-in-class expertise. Armed with a focused positioning strategy, you can leverage the intellectual capital in your firm by speaking, publishing, and sharing useful information that your target prospects find of interest. The only limit is the amount of creativity you apply to marketing your own brand.

So stop thinking sales and start thinking marketing, which starts with how your firm is positioned in the marketplace. Trade the time and money you spend selling your brand and invest it instead in differentiating and marketing your brand and you’ll get a much better return on your investment.

Ignition Consulting GroupTim Will iams

Take a Stand for Your Brand: Building a Great Agency Brand from the Inside Out

“What we find acquirers value most is a strong and clear proposition supported by a solid marketing and new business plan.”

HUNTERANDFARMER.COM

As a mergers and acquisitions specialist, our view of what makes an agency valuable relates to the price a potential acquirer may be prepared to pay for it.

One of the first questions we ask when we meet agency owners is “What does your business do?” The response tends to go one of three ways:

1. We do all sorts of things / we’re integrated / we’re full service2. We’re a [insert buzz word of the day – e.g. performance / content / big data...] business3. We get a succinct and compelling answer with a clear proposition

Rarely do we get a 3, more often it’s 1 or 2.

Use the terms integrated and full-service carefully. The inference is that you can deliver whatever is asked of you. But can you really? And do you?

Can an agency with, say, 20-30 people credibly have the expertise to cover the full marcomms spectrum? Is it likely to have the talent, systems, processes and tools to create and deliver a truly fully integrated campaign across direct, digital and traditional channels, involving search and CRM at equal levels of excellence? Let’s face it, it’s unlikely. Once you get north of 50 people, the integrated story becomes more

credible but there aren’t many independents operating at that level.

And what ‘do you do’? This is where hard facts often paint a different picture between what you say and what you actually do. We always ask for an analysis of an agency’s revenue by the different types of service it provides. It is rare the hard data supports the positioning of being integrated or full-service. More often it demonstrates that the key service is X, but a bit of Y and Z is added to the mix and maybe some A, B and C here and there. Case studies are the things that normally truly define the proposition in our eyes.

It’s very easy to be client-led. If a client wants a service and you have the capability of delivering it, then why not? The reality is doing so can be distracting and by having multiple offerings it makes your proposition difficult to understand and to buy – from both a client perspective and an acquirer one.

The buzzword agencies are often exciting and in theory should fall into category 3. However, if a buzzword is being used to describe an agency’s offer then it needs to ensure it is truly delivering that service at its core and not just bringing it to the fore because it is in vogue. Those that are most convincing are those that have been built from the outset to deliver a specific service, address a specific niche or have properly

evolved themselves towards doing so.

To quote the Grateful Dead’s Jerry Garcia ‘It’s no longer good enough to be the best of the best, you have to be the only one doing what you do’. To quote vocalist James Hetfield opening the headliner slot at Reading this year ‘We’re Metallica and this is what we do!’

It’s all about being clear and concise, doing what you say you do and succinctly marketing this core expertise.

What we find acquirers value most is a strong and clear proposition supported by a solid marketing and new business plan. Indeed, once they have garnered market traction, those agencies with the strongest propositions generally realise the majority of their work is referred. It’s about your product being easy to understand and easy to buy. If existing clients are able to easily sell you to others, there is no better proof of a clear positioning than that.

When you’ve got that two minute elevator pitch with a potential acquirer, you need to be confident you will be able to explain exactly what you do, how you do it, who you do it for and make them excited enough to want to acquire your business. Having a clear proposition makes this a hell of a lot simpler.

Green SquareTony Walford and Barry Dudley

How a defined offering [and clear new business and marketing strategy]

makes an agency more valuable

HUNTERANDFARMER.COM

The fol lowing essays are written by cl ients Hunter &

Farmer worked with in 2015. Each talks about what Simon Sinek now famously penned

as “a why” at the heart of what they do. They make for

fascinating reads.

We are also delighted to showcase some of the marketing campaigns we

co-created in 2015, as well as other excel lent examples of self-promotional campaigns

from friends of our business.

IMAGEThe UK Agency Awards 2015, founded by

Karla Morales-Lee and Sarah Bradley.www.ukagencyawards.com

SECTION ONE POSITIONINGHUNTERANDFARMER.COM

Let’s face it: no-one needs another advertising agency. Our market is crowded enough as it is. Oversupplied, even. So if you’re going to start one, you’d better have a pretty good ‘reason why’.

Freshly unshackled from their network chains as founders often are, energy and charisma is enough for some. The truly energetic and charismatic, that is. Because start-ups are tough as hell (see oversupplied market, above) and you will need clients to believe in you personally before they believe in you as a company. Otherwise, there is no company.

But ideally, you’re going to find a ‘reason why’ beyond that boundless energy and charisma.

(Apart from anything, this is what you will stand for when personal reserves run low, and/or those shiny start-up credentials begin to tarnish with age.)

Happily, that oversupplied market of ours is – like so many others – going through a period of extraordinary change.

And although some of that change – the unstoppable rise of procurement, for

instance – is downright antithetical to anyone trying to grow a business from scratch, most of the other change offers up positioning opportunities aplenty for those smart enough to see them and bold enough to see them through.

The only thing you need to be sure of is that there’s a market in the gap as well as a gap in the market.

We started 101 in opposition to the prevailing trends in ‘marcomms’: the counterproductive proliferation of siloed advisers; the crazy separation of strategy and creative; the slow drift of the advertising agency from top table brand-building partner to executional hired hand.

The founding partners’ experience (running Fallon London and Cadbury’s marketing department respectively) had cemented our belief that a proper grasp of brand and a great idea with which to power it remained an unbeatable combination for marketplace success – albeit a strangely unfashionable one - for both client and agency.

And although we’ve adjusted in-flight since launch (because, for example, so few clients would pay us for the critical but ‘invisible’

role of agency orchestrator) those founding beliefs remain intact.

Five years on, 101 is/remains proudly independent: no ulterior motive or agenda skews our advice or (mis)directs our efforts.

We believe in ideas that do more, that pervade - or better, reconcile - each and every one of those siloes. That inform brand behaviour and not just comms. Ideas, that is, that ‘organise’.

In the interests of effectiveness, and in the spirit of brand – and business-building, we dig deeper than our peers to find the right problem and then rove wider to answer it.

Which is why we’ve invented products like the National Art Pass, Baileys Chocolat Luxe and GAME’s Christmas Shopper Simulator along the way, as well as executing plenty of more orthodox campaigns.

They’re beliefs that leave a healthy dent on our clients’ brands rather than the scratch that most agencies leave.

And they are, in the end, our positioning. Just like they were in the beginning.

101Laurence Green, co-founder

Ideas that do more


Marketing gets more complex by the day. We all anticipated that the digital revolution would eventually simplify, automate and streamline marketing processes, but quite the reverse has happened. Today marketing to consumers in a complex digital world is a daunting undertaking for many brands. Options and opportunities are boundless, data seems infinite but measurement is chaotic, transparency and fraud keep marketers awake at night.

Knowing how to navigate the complexities of the modern media landscape and make informed decisions is now one of the biggest challenges for senior marketers globally. For many it highlights the gaps in knowledge that exist within their organisations about the new media world and how brands should exist within it and that the legacy approach to advertising at consumers still needs to be addressed.

Combined with this, the growing complexity has made marketing investment harder to control. Over the years many brands effectively outsourced their marketing and media implementation to external agencies, handed over responsibility for performance and then did a simple annual review at year-end to benchmark their performance. As a result, marketing lost a lot of control over how their budgets were being spent

and marketing services agencies busied themselves helping brands spend their money rather than seeing the budget as an investment in growth.

If investment in marketing is one of the most powerful levers a marketer has to grow their brands, then it’s a lever that the marketer needs to grip tightly with both hands and not delegate away entirely to agencies.

Thus ‘knowledge and control’ is our guiding tenet at ID Comms: partnering with the world’s leading advertisers, helping them to navigate the complexities of the changing media landscape. A big chunk of marketers’ success now depends on how knowledgeable they are about media and how they take back control of their marketing budgets.

We founded ID Comms in 2009 in anticipation of this need. We set out to be a challenger to conventional media management approaches, encouraging brands to be more strategic and proactive in the ways they thought about using media to connect with their consumers and drive business growth.

Back in 2009, we could see that media was becoming a more influential and high profile component of the marketing mix; we

could see the rapid increase in complexity of the media landscape driven by digital media and new technologies; we could see that media agencies would continue to consolidate and become very powerful in influencing media buying for a brand.

Our one insight within these observations was that marketers would increasingly need help understanding and navigating media complexity and would want to work with external partners who they could trust to simplify, guide and empower them to make better decisions in media for their brands. Knowing who to trust in an industry that often seems riddled with conflicts of interest is hard. Because of this we set out to make independence, expertise and neutrality our key values.

Today, ID Comms works with some of the world’s most ambitious marketing teams as a Partner in Media Change. We give them a clear, inspiring vision for the future of the media landscape and their opportunities to excel at media. We then equip them with a roadmap to get there, with the specific knowledge and controls they will need to see media investments as a powerful lever for growing their brands in the 21st century.

ID Comms Tom Denford, co-founder

Knowledge & Control


We coined the phrase Modern Business earlier this year to describe the focus of work we do for clients and the central proposition of our magazine that sits at the very heart of our company. Soheb Panja and I founded the business around a shared fascination for the way traditional business was being impacted by both the effects of a brutal global recession and the sudden availability of new, transformative technology. Business was changing in a spectacular way; business media wasn’t. From big established corporations who were suddenly exposed to new, more nimble players all the way through to a new attitude to work and earning a living amongst individuals who even a decade ago would not necessarily have thought about striking out on their own.

The territory we occupy is filled with jargon and words whose original meanings have been distorted. We try to avoid words like ‘entrepreneur’, ‘disruption’ and ‘startup’ and instead focus on the more nuanced realities of what starting and running a business, big or small, entails. We aim to bring a deeper and more qualitative aspect to the type of coverage you’ll likely see in mainstream media and try to avoid the obsession most

outlets have with the tech sector, with teenage millionaires striking it rich and with the more mundane coverage of ‘stocks, shares and suits’.

Finding a position for our client work was not an easy process. We had accepted client briefs from a very early stage as a way of funding the magazine but we always saw ourselves as a media brand which did a bit of work for clients on the side. As we grew, and started thinking about generating new client business, we began to get very caught up in how we described ourselves. The ‘agency’ word felt inevitable, yet we found ourselves fighting against it. For a while this worried us and we tried numerous propositions in an attempt to make it all fit but to little avail. It was a couple of smart individuals from outside the business who helped us realise how fruitless this was.

The truth is, we had, and still have, absolutely no aspirations to be an agency. In fact, we tend to think the entire communications agency world is ripe to be overturned by faster, nimbler players from outside the industry. Once we allowed our hearts to drive our heads, things got a lot easier. Our magazine had a clear editorial focus so

we spent time exploring how this might be relevant for brands who were trying to reach the types of people who were reading our title, or who were dealing with the problems and issues we cover. We realised that not only did we not need to pretend to be a traditional agency, but that in fact our occupations as journalists and designers of content formed the basis for a far more compelling and unique proposition. Game on.

A bit over two years in to the life of the business, the way we describe ourselves seems almost frustratingly simple. We’re a single team of writers, strategists and creatives who tell the stories of Modern Business. Over 45,000 people read our bi-monthly magazine and the process of researching and designing our own work means we’re very relevant to other brands and businesses who want to authentically reach the same sorts of people, or who want to tell their stories in a manner similar to the way we tell our own. I wouldn’t for a minute presuppose the same approach could work for everyone but for us, focusing on what makes us happy and different to everyone else seems to be paying off.

Telling the stories of Modern Business

CourierJeff Taylor, co-founder


Brands are big business. Just over £16.2bn will be spent on all forms of advertising in the UK this year, including TV, newspapers, billboards, radio, online and on mobiles and tablets, according to eMarketer.

The point of spending all that dosh is two-fold: to create desire and to create an urgency of action.

Advertising should create an urgency of action

It’s obvious to see how brands build desire. No Christmas is complete without the John Lewis ad and the raft of would be usurpers to the crown of nation’s best loved ad.

When it comes to action though all too often brands go missing. Talk to people who have bought a car, a holiday or a phone and they’ll tell you how grubby the whole thing felt. They talk about being processed, how their confidence in their brand of choice was shaken by the experience.

In a world where we have so much choice,

so many options and ever-heightening expectation put upon us to get things right, purchase anxiety is a very real thing.

Although rock ’n’ roll would have us believe that love is the most powerful of all human emotions, it is in truth empathy. Yet few brands show empathy through the buying journey. How many brand owners know if people like buying a car or a phone? Do they realise when mum chooses this year’s family holiday (and it still falls on mum, wrongly, to do it) that it’s a decision fraught with anxiety? That’s because we’re talking about the two most important weeks of the year for a family that argues about what to have for dinner, rarely spends time on the sofa together watching TV, let alone having them agree where to go on holiday together! How is making that decision fun for her? It’s just plain wrong that the holiday fun starts with the buying! Show a little understanding and your brand could go a lot further.

Back to the money. It’s strange that so much of it is spent on building brands and so little on leveraging them through the purchase

process. There is opportunity here.

Brands need to work harder when it comes to talking to people about buying. They should spend time understanding people’s decision journey and the predominant states of mind of consumers in that category.

For sure, petrol heads like buying cars but not every car buyer is a petrol head. For many, choice is about filtering options out; it’s not about actively pursuing a brand they want. Choice has as much to do with default behaviour as it does with confidence.

The trick is to be able to leverage your brand 1:1, to present people with information, with content that addresses the issues that matter to them; content that is attuned to people’s state of mind so it enables them to move through their decision journey towards your brand, feeling confident in their choice.

We spend billions on building brands. Let’s spend some money on leveraging them.

Soul Ben Rachel, co-founder

Leveraging brands in a 1:1 way


HUNTERANDFARMER.COM

We make use of our premium Hanbury Street window space in order to connect with our neighbours. Lucky enough to be situated in the heart of creativity here in East London, we regularly host self-initiated projects and collaborations with interesting creative people and companies who work or live nearby. The aim is to showcase fresh and inspiring young talent beyond our client list, to push our own innovative talents and to entertain passers-by. Where possible, we also look to amplify what we create in the windows by allowing further interaction online.

Wieden+Kennedy Windows

IMAGESLeft page: Real Life At Work window. Design partner Emily Forgot.

Top left: Rat Race window.Top right: InstaNapzzz window.


HUNTERANDFARMER.COM

The Beautiful MemeIt’s Ok, We’re All Friends Here

If you want to market your agency there are probably better ways of spending £10,000 plus than on a four-hour-Friday-night-party to which you invite interesting people, rather than influencers, and for which you get zero press coverage because you don’t know any journalists.

But you know when you’ve got an idea that won’t dissipate until you actually try it?

‘It’s Ok, We’re All Friends Here’ was a self-funded Happening we staged in the Design Museum. It was a response to our industry talking a lot about ‘Big Data’. It was a response to the amount of personal information we all willingly share on social media. It was a response to the financial crash of 2009 and how, despite this ‘proving money is nothing more than a consensual hallucination’ we all believe in it again. It was our attempt at creating a Situationist Spectacle. It was a blast.

It worked like this. We invited around 200 people to turn up at 8pm. The invitations

were vague and mildly threatening. As soon as you entered the party (we had DJs, drinks and food), your money was worthless. In order to buy beer or cocktails or little gifts you had to approach a host with an iPad and – identified by a unique number – answer ten deeply personal questions in return for a single token. Tokens bought you beers, cocktails and mystery gifts. The questions were about everything you don’t want to reveal. Sexual proclivities. Drug habits. How much you hate your job. Your darker opinions. Your fears. Personal habits. We built a system that took all the answers and turned them into stats. At 8.30pm artists around the room began interpreting the data through graffiti, calligraphy, cartoons, projections and endless typewritten rolls.

You could, over a beer, look up at the side of the building and see a projection (visible from Tower Bridge) stating that 43 people in the room would happily die right now. Or wander into the toilets and meet a cartoonist telling us that 60% of people wore a metaphorical mask. Those are some of

the politer ones. The Design Museum said it was the best event they’d ever held in that space. It was challenging and provocative. It brought people together and started strange conversations. Some people tried to be the richest person in the room. Some got addicted to answering as many of the 400-odd questions we’d written. Some market research companies tried to buy the data from us. It wasn’t Big Data, it was Immediate Medium Data. It was a group of people surrounded by a spectacle of their own making.

We did not win a single piece of business from meeting anyone that night and we did not get a single piece of press coverage.

But we played with an idea that fed back into our creative work, and a year later we’re still meeting people who have heard about the event from friends. £10,000 went into proving that The Beautiful Meme is committed to creativity, experimentation and a dash of chaos. And that’s the kind of marketing we want.

IMAGES‘It’s Ok, We’re All Friends Here’ at the Design Museum.


HUNTERANDFARMER.COM

The Salmon is a printed design research publication that our studio creates to highlight opportunities for differentiating interior design. It is also an organising idea for how we create. As specialists in category-defining hospitality design, we are driven to help our clients ‘swim away’ from the competition.

Each issue of The Salmon explores a category within the hospitality sector. We send the publication to prospective clients, some of whom we interview for each edition. In the first 12 months of creating the magazine we won new business as a direct result of The Salmon. What’s more, it won us work in sectors and geographies we had little to no experience in previously.

A Hunter & Farmer ProjectThe Salmon publication by AfroditiKrassa

IMAGESLeft page: The Salmon, business hotels issue.

Above: The Salmon, fine dining issue.www.issuu.com/afroditikrassa


HUNTERANDFARMER.COM

BlupBlup Fashion

Two years ago we decided to get some very simple BLUP t-shirts printed to hand out to our clients whenever they visited the studio, because people always love the word BLUP and wanted to wear it.

Friends and family also wanted the BLUP t-shirts. Gradually demand for the t-shirts was getting out of control. So we came up with a simple idea that in order to receive a BLUP t-shirt someone had to come along to the studio and embrace our energy and culture to understand what BLUP is really about. This way we wanted to create

something deeper than just receiving a branded t-shirt.

From then on our friends and clients started to wear them at events and festivals and before we knew it, organic enquiries started rolling in. From then we decided to launch an online store where you can purchase anything BLUP.

This process was a very simple way of creating a natural buzz about our brand and a new way of marketing ourselves.

IMAGESBlup fashion range.

www.blup.co.uk


HUNTERANDFARMER.COM

We are an award-winning design studio working across print, screen and spaces. We work with like-minded organisations and individuals; those who represent and influence culture.

43m3 is our project space, a space for us to experiment with new ideas alongside our day-to-day work. We use 43m3 as a collaborative testing ground for new ideas; developing unique concepts for spatial, interactive and informative exhibits. It has also won us work from people who have attended and collabrated with us.

A Hunter & Farmer Project43m3 by Accept & Proceed

IMAGESLeft page: Spectra invitation.

Above: Spectra, opening night.www.43m3.tumblr.com


HUNTERANDFARMER.COM

Courier is the defining media brand for startup culture and modern business. We reflect the shift towards a more progressive approach to work and lifestyle that’s defining an emerging generation. Published from London and reporting from around the world, over 45,000 readers read our bi-monthly editions covering innovation and creativity across technology, design, finance, fashion, media, digital, retail and craft.

CourierCourier Magazine

IMAGESCourier Magazine

www.courierpaper.com

Cover illustration: Studio.Morales

[email protected]

Our projectswww.ukagencyawards.com

www.theartofnewbusiness.comwww.issuu.com/hunterandfarmermagazine

Advertising enquiriesFor sponsorship enquiries, or to list a job advertisment

for a new business role, contact [email protected]

Fancy a coffee and a chat about how to improve your positioning and agency marketing?

Feel free to give Karla a call on 07814 766707.

Hunter & Farmer Magazine issue 1 2016 - The Rise of the Agency Brand

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