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Internal Drivers for Change

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Submitted By Airu
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The main internal drivers of change were as follows:
Largely due to dwindling revenue and poor business performances, the agency was seen as old and not relevant to modern and current advertising practices; it hardly was given jobs by its former or prospective new clients. There was also low employee morale; the agency had fast lost its place as the number one. It was no longer a thing of pride to work there. The marketability of the employees also dwindled as they could not easily get new clients because they have current and new business practices in the field.

The key objectives management hope to achieve by embarking on the change was to;
1. Reinvigorate the agency: The agency desperately needed fresh ideas and minds to help produce creative and effective advertising that will sell the client’s brands.
2. Change the perception of the agency in the eye of the public: Rebranding of its image in the public eye as it has come to be seen and referred to as ‘old school’ and not relevant to the times. This was particularly harmful as the ability to ability to compete in the market place was severely hampered.
3. Introduce and invest in new technologies: New software and hardware have been introduce to the profession which were not currently in use in the agency; A case point was a software used by agency in determine strategies to use in understanding and breaking into clients’ briefs, such a tool and department were non-existent in the agency.
4. Invest in training and development of staff: The need for new innovations and new approaches to advertising. Advertising was moving out from the traditional media of TV, radio and outdoor to digital media bringing the target audience closer to the brand hence the need for the agency to train up staff and accelerate it knowledge and compete in these areas.
5. Aggressive business development: The agency had always

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