In this industry, that's akin to a permanent fixture. So new marketing director Amanda MacKenzie is absolutely right to say she has a responsibility of due diligence to examine the situation.
Of course, at the same time she adds soothingly that British Gas has an excellent relationship with all its agencies. It's just that, well, you know how it is, everyone these days has to see whether they can work smarter.
In other words, perhaps both agencies could be persuaded to do the same work for less, or possibly economies could be achieved by giving all the work to one, or maybe there's another shop out there that can demonstrate ways to cut costs. It's unlikely that creativity is the main issue.
The review process will take until May. Meanwhile, lots of late nights will be spent at WWAV's West London towers, and Brann's City hideaway, dreaming up presentations to show why each agency is not only the best possible choice for the business it already has, but the one best qualified to take on the whole account.
And there'll be a few dozen people wondering whether they'll still have a job at the start of the summer. That's just the way life is in the client/agency jungle.
In many organisations, marketing directors aren't even on the main board. The real power lies with the accountants, and you know what they say: "Profits are the stars that guide the enterprise, and marketing is the black hole that swallows them all up".
So it's pretty tough being a marketing director. Under constant pressure to show that marketing pays its way, in an increasingly complex world, they have to rely on their agencies for strategic advice. The key role of strategic partner can go to a direct-marketing or advertising agency but, more often than not, these days it rests with the media shop which, after all, spends most of the money.
Meanwhile, one way of demonstrating efficiency is to continue to squeeze agency margins. I recall one DM agency, we'll call it A, resigning an account because the building society client reneged on an agreement to improve fees. The business went to a delighted agency, B. But after a few short months, B's managing director rang his opposite number at A: "How did you ever make a profit on this account? We can't."
Ken Gofton is a freelance journalist who has covered the marketing industry for over two decades.