There may be more glamorous segments of the market, but there’s good, steady growth in the business-to-business realm, and Morgan&Myers has benefited from it over the past decade, expanding beyond its niche in the agribusiness arena to offer a broader array of B2B services, including financial services and technology expertise, and even adding some consumer marketing capabilities to handle food and beverage assignments as part of its strategy to serve the food chain “from test tube to test kitchen.”
At the heart of Morgan&Myers’ success is an 11-step research-based planning process that focuses not on column inches but on consumer behavior. The agency’s “Behavioral Map” ensures that the public relations objectives are specific, measurable, and aligned with the client’s business objectives. This strategic approach is combined with an executional ability that includes not only traditional media relations, community relations and public affairs capabilities but also advertising—driven by a 19-person in-house creative team acquired when M&M bought ad agency Sargent & Potratz and strengthened when the firm hired creative director Jim Melzer from Colle McVoy.
The agency has seen growth in the 20 to 30 percent range over the past few years, and 2000 was no exception, with fees up around 20 percent to over $9 million. New business came from General Mills, which retained M&M to create a cause related program for its Yoplait brand and Mortgage Guarantee Insurance, which hired the firm to launch its new e-business venture. The firm also helped relaunch the California Raisin Board’s dancing raisins and handled a community relations initiative—initially targeting the agricultural sector, but increasingly broader than that—for Philip Morris.