Agency leaders participating in the Agency Core 2025 research frequently reference changes in how clients engage with agencies, evaluate value, and define expectations. These observations appear across questions related to pricing, pipeline health, client retention, and the balance of strategic versus tactical work.

Rather than pointing to a single shift, the data reflects a range of reported experiences that vary by agency segment, size, and mindset. The sections below surface how agencies describe these changes, based on aggregated responses and reported patterns.

Across the 2025 research, agency leaders consistently reference increased scrutiny around value. Many describe an environment where clients are more cautious, more selective, and more demanding in how agency contributions are demonstrated.

• Agencies Reporting Increased Pressure To Prove Value

  A significant share of respondents report that agencies are being asked to more clearly demonstrate their impact. This perception appears alongside broader concerns about competition, economic uncertainty, and buyer trust.

  Reported observations include:

  • Agencies describing a need to justify work more frequently than in prior years
  • Increased emphasis on showing outcomes alongside deliverables
  • A belief that expectations for accountability have risen across most client relationships

  These views are not limited to a single segment and appear across agency sizes and service types.

• Perceptions That Clients Underestimate Agency Work

  Some agency leaders report a disconnect between the effort involved in agency work and how that work is perceived by clients. This is especially visible among segments experiencing higher levels of strain.

  Commonly reported sentiments include:

  • Clients expecting strategic input without corresponding increases in scope
  • Agencies feeling that behind-the-scenes work is less visible to clients
  • Tension between client expectations and how agency contributions are valued

  These perceptions are reported more strongly among some attitudinal segments than others.

Pricing and compensation remain a central theme in how agencies describe evolving client expectations. The 2025 data suggests that these pressures are more widely felt than in prior research.

• Reported Difficulty Getting Paid What Agencies Believe They Are Worth

  A notable portion of agency leaders identify pricing pressure as a severe challenge. This includes difficulty aligning fees with the perceived value of services provided.

  Reported patterns include:

  • Clients pushing back on fees more frequently
  • Agencies experiencing resistance to price increases
  • Greater sensitivity to cost across both new and existing clients

  These reports appear across segments, though intensity varies.

• Variation In Pricing Pressure Across Agency Segments

  While pricing challenges are broadly reported, some segments describe them more acutely. Agencies classified as Change Seekers report higher levels of concern, often alongside pipeline instability and client churn.

  Other segments report:

  • More stability in pricing conversations
  • Greater alignment between scope and compensation
  • Fewer conflicts related to perceived value

  The data reflects variation rather than a uniform experience.

Changes in client expectations are also reflected in how agencies describe the balance of work they are asked to deliver. The mix of strategic versus tactical engagements remains a point of divergence.

• Reported Satisfaction With Strategic Versus Tactical Engagements

  Only a portion of agencies report high satisfaction with the balance of strategic and tactical work they received in the prior year. Many describe a tilt toward execution-focused requests.

  Reported experiences include:

  • Strategy being expected but not always scoped
  • Tactical work dominating incoming engagements
  • Limited opportunities to expand strategic involvement

  These responses suggest a shift in how clients frame agency roles.

• Differences In Expectations By Attitudinal Segment

  Satisfaction with the strategic versus tactical mix varies meaningfully by segment. Thought Leaders and Loyalty Builders report higher alignment, while Change Seekers report lower satisfaction.

  This variation highlights:

  • Differences in how agencies position themselves
  • Variation in how clients engage agencies across segments
  • Divergent experiences rather than a single industry-wide pattern

  These differences are surfaced without implying causation.

Agency leaders also describe shifts in client expectations through changes in retention patterns and relationship dynamics. The 2025 research shows that client relationships are perceived as less stable than in prior years, even among agencies with long-standing accounts.

• Reported Increases In Client Defection Risk

  A larger share of agencies report losing clients in the previous year compared to earlier research. This increase is accompanied by heightened concern about unexpected churn.

  Reported observations include:

  • Agencies describing client departures with limited warning
  • Greater sensitivity to pricing, scope, or perceived results
  • Increased emphasis on short-term evaluation by clients

  These reports appear across multiple segments, though the intensity varies.

• How Agencies Describe Changes In Client Loyalty

  Some agency leaders note that loyalty is no longer assumed, even in relationships with a long history. This perception is reflected in concerns about renewal cycles and ongoing engagement.

  Commonly reported themes include:

  • Clients reassessing agency relationships more frequently
  • Loyalty being tied more closely to visible outcomes
  • Less tolerance for ambiguity in reporting and communication

  These observations reflect how agencies describe client behavior, not why it occurs.

Attitudinal segmentation within the research reveals meaningful differences in how agencies describe changes in client expectations. These differences provide context for the variation seen across the broader dataset.

• Change Seekers And Reported Client Pressure

  Change Seekers report the highest levels of concern related to client expectations. Their responses frequently reference pricing resistance, pipeline instability, and perceived misalignment with clients.

  Reported characteristics include:

  • Strong agreement that clients underestimate agency work
  • High concern about finding and retaining right-fit clients
  • Lower satisfaction with the strategic versus tactical mix

  These responses reflect a segment experiencing compounded pressure.

• Thought Leaders And Loyalty Builders Perspectives
  

  Thought Leaders and Loyalty Builders describe a different experience. While they also report changes in client expectations, they tend to reference greater alignment and stability.

  Reported patterns include:

  • More consistent understanding of agency value
  • Stronger client relationships over time
  • Fewer reported conflicts around scope and compensation

  These segments still acknowledge change, but describe it with less volatility.

Taken together, the 2025 Agency Core data surfaces a shared recognition that client expectations are shifting, though not uniformly. Agencies describe changes in how value is evaluated, how pricing is negotiated, and how relationships are maintained.

The findings highlight variation by segment, differences in perceived pressure, and changes compared to earlier research. Rather than a single narrative, the data reflects a range of reported experiences that together outline how agencies see client expectations evolving across the industry.