Key take-aways from the 2026 ‘What Clients’ Think report

Client considerations.

The 2026 ‘What Clients Think’ report’s findings are drawn from 700 client interviews conducted on behalf of creative agencies. Nearly half the clients interviewed believe that marketing is generally undervalued by the most senior figures in their organisation, while 63% of clients agree that ‘brand’ is not widely understood and lived within their organisation. They struggle to illustrate how important the marketing and design functions are to the business. For agencies, this can be a golden opportunity. How can you support your client’s design and marketing functions while you work with them, and with the finished product?

Consider:

• How can I better help my contact explain the work internally to their colleagues?
• What can I do to make my internal client feel empowered within the organisation?
• How can I help elevate the standing of design and marketing?

This final point is rooted in design effectiveness and the alignment of the work and its impact to business goals. Ensure you are asking what the business objectives of the work are at the start of the project so all decisions align, and can be measured, against those goals.

One key thing clients say they wish their agencies knew more about is the internal pressures and realities of their business. Agencies need to understand internal stakeholder hierarchy, battles for budget allocation and sign-off processes. A ‘quick request for approval’ for instance, could rub someone up the wrong way if the process takes a week in reality. Don’t be afraid to ask the questions – if you understand the inner workings of the client’s business, you can plan accordingly. 

More discussion, less presentation.

63% of clients would prefer a meeting based largely on discussion and questions than a ‘new business presentation’. Case studies need to be relevant and more of a two-way interaction is valued – a discussion of the issues in which you can ask probing questions, voice your opinions and illustrate your expertise in the area. And if you can demonstrate the commercial effectiveness of your design work, that’s persuasive.

Many clients claim that the internal focus on ROI and effectiveness is more intense than 2-3 years ago – but they also think it is difficult to measure. Agencies can help the client develop a framework to measure success in each project and give the client the ammunition they need to increase internal perception of the value of design. The impact design can have on business goals can be tracked. The DBA can help members develop the skills to set these frameworks by asking the right questions at the start of the brief, to put the right measurements in place.

Be more assertive with your clients.

64% of clients said their agency could be ‘more assertive’ or tougher with them. They value push back at the right time (caveat – sometimes they just want something done, quick and dirty. It just needs to get out of the door – these situations need to be acknowledged too). The agency is the expert that has been brought in to help – illustrate that expertise. Give your opinion, be more forceful when you need something, push back with constructive challenge when appropriate, and argue your case, not from a defensive view, but within a business context. As ‘What Clients Think’ report author Jonathan Kirk says, it’s about “taking the pressure off clients and instilling confidence that the agency is in full control.”

When being responsive isn't enough.