In this hotly contested category, Smyle stood out for its successful refocus of the business in a challenging situation.
In 2014, the agency lost its top client due to its global market share rapidly declining and hence cancelling all major events – through no fault of Smyle’s, over £2m of event business disappeared.
So the board recognised it needed to use this challenge as a catalyst to rebalance its client base through investment in its teams and their approach across client management and business development. It activated a clear mission across four internal strategic objectives: business development, brand/ talent, client servicing and productivity.
The agency has achieved record turnover up from £6.9m to £14.2m and operating profit up from £22,000 to £1.8m, and successfully integrated its first acquisition of Pumphouse Productions. New client wins include Google, Dropbox, Viking Cruises (pictured) and Hitachi, adding over £3m+ of new business.
Smyle has also introduced a new staff benefits package and launched a Culture Club, with a representative from each department sitting on the committee delivering regular activities and rewards, such as quarterly away days, early finish on the last Friday of each month and individual charity support dependant on staff choices.
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