The issue quickly becomes a conflict of interest.
Agencies are no longer purely incentivized to act in the client’s best interest—they are also incentivized to maximize their own margin. That can mean prioritizing inventory they own or deals that carry higher spreads, rather than what may perform best.
And when pricing is opaque and incentives are unclear, trust erodes.
Agencies rarely lose clients over pricing. They lose them over trust.
It deepens tension in the agency-client relationship
These issues are symptoms of a larger structural shift.
For years, clients have pushed for lower costs—both in media and in agency fees.
Procurement has taken a more prominent role in decision-making, often with a mandate to deliver savings. Consultants frequently reinforce this dynamic, leading with cost guarantees rather than growth.
Even though principal media can deliver both cost efficiency and performance, it fundamentally alters the agency-client relationship.
Agencies were traditionally positioned as trusted intermediaries—acting on behalf of their clients. Principal media shifts that role. Agencies become market participants, with financial exposure and competing incentives.
You can’t be both a fiduciary and a counterpart in the same transaction without introducing tension.
A former colleague of mine, now on the client side, ran a global media review.
Three of the four consultants competing for the assignment focused heavily on savings. Only one focused on strategy and topline growth. That’s the one she hired—but the broader trend is clear.
In this environment, agencies have been forced to find new revenue models. And at the same time, clients increasingly expect outcomes, not process.
How to move forward when outcomes are paramount
Principal media is not going away. In fact, it is likely to accelerate. The economic pressures that drive it exist across all channels.
Even smaller, independent agencies are now establishing their own principal practices. But what’s interesting is that many of these independents are taking a different approach:
- Disclosing margins
- Requiring opt-in rather than opt-out
- Comparing buys with and without principal media
That may signal where the model evolves next—not away from principal media, but toward greater transparency and client control.
At the same time, the clients need to shift their thinking.
An emphasis on cost extraction is a race to the bottom. Agencies can always find cheaper media. The more important question is what that media actually delivers.
Does it command attention?
Does it place brands in environments that enhance perception?
Does it drive meaningful business outcomes?
Because better media builds better brands.
