Aquarius Advertising Agency: Case Study

Aquarius Advertising representation Case Study 1)Aquarius 5 Contextual Variables Environment the business environment for advertising agencies is variable and ever undergoing changes. In particular, it is commonalty for these agencies to lose and gain large numbers of clients frequently. In regards to the advertising action Aquarius provides, their employees subscribe to adapt to new industry trends often and no consistent routine exists for serving the various clients they encounter. Goals Aquarius strives to be a respected agency in the advertising industry.They try to achieve this by being reactive to changes in the industry, flexible with clients, innovative, and efficient. Aquarius specific goal it is trying to achieve with structure redesign is to improve cooperation, coordination, and parley among their different departments. Culture the services Aquarius provides are tied into an industry that revolves around creativity and art. As a result, many of the employees s trive to be independent and do things in an original way in line of battle to stand out. The personnel are highly knowledgeable towards industry trends and advertising practices.Employees need to be productive and innovative therefore, they can or sotimes be seen as daring or arrogant. Some employees who have a more functional role in the company (i. e. the account decision makers/manager) feel that the new(prenominal) employees can await overconfident or egotistical. Size Aquarius is a medium-sized advertising agency that offers two services. Technology Technology is perpetually changing and providing new ways for advertising agencies to operate and perform. In price of performance, traditional forms of advertising such as TV and radio have not been improved by technology for quite some time.However, new Internet technologies like social media are revolutionizing the advertising industry and Aquarius has had to adapt to those changes. In terms of operations, technology has been improving the ways organizations communicate with their clients and how departments relay information throughout the organization. Email is very common these days, however, new information systems and database software are changing the way all organizations of any kind extend with all data. 2 and 3) Matrix structure or not?A matrix structure would not be appropriate in this case because the functional departments under operations deal with each other(a) and the functional departments under marketing deal with each other. The functional departments from operations dont act with the functional departments in marketing enough (applies vice versa) to warrant a matrix structure. Also, the functional departments in operations and marketing are too varied from sensation another to benefit from a matrix structure. The operations departments need to be managed by an operations decision maker and the same can be say about the marketing departments.The horizontal relationships between operations and marketing need to be vertically controlled for efficiency. However, Aquarius serene needs to solve its problem of innovation and flexibility. My restructuring solution would be to add 3 new positions. Aquarius claims its services can be companyed into two categories one for customized plans and one for complete plans. Therefore, I propose they group together the account executives transaction with clients asking for common services. Also, group together the account executives dealing with more custom and specialized services.These two groups would then report their needs to the other new position called the Accounts/ specializer Liaison. This liaison would act as a permanent integrator between the two account executive groups, the marketing VP, and the operations VP. The two account executive groups relay their resource needs to fulfill node demands through this liaison. This liaison, knowing the resources and capabilities of the marketing departments and the operations departments, would then approve or deny the account executive groups requests.Although this restructuring plan would be considered to be adding more vertical integration with a single centralized liaison, it nonoperational adds flexibility and a divisional structure. The account executives are arranged in a way that one group of executives deal with common services and the other group deals with customized services. As a result, the group dealing with common services pull up stakes generally have more standardized and consistent requests to the liaison. On the other hand, the group dealing with customized services will have more variable requests.One group would comprise of executives who serve more of a functional role, while the other group would comprise of executives who serve a more creative/innovative role. Either way, everything these two executive groups request, in order to service their respective clients, will have to be approved by the liaison that check s with the two VPs to see if their requests are feasible or reasonable. The liaison also communicates with the Accounts VP often to get a good understanding on special or specific clients and how much they mean to the agency. The liaison relays this information to the two account executive groups.