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Saatchi & Saatchi
For much of its history, Saatchi & Saatchi was one of the leading and most innovative advertising firms in the world. But despite its great success in the 1970s and 80s, a series of commercial setbacks led the company to a state of near-bankruptcy. Financially, the company pledged to grow its revenue base faster than the market and convert 30% of that incremental revenue to operating profit, doubling its earnings per share. From a customer perspective, the company also vowed to create a more coherent 'branding' of the once-heralded creative Saatchi image, which had grown diluted in the wake of its dispersed, globalized status.
The company divided its different agencies into three categories: lead, drive, and prosper. Agencies that were characterized as 'prosper' were successful, small agencies with limited potential for growth. These...
A middle-sized 'drive' agency was supposed to maintain or slightly increase their revenue base along with growing their margin. The company invested most of its energies into 'lead' agencies in major metropolitan locations in the UK, New York and China. The agency invested most of its efforts into these locations because high margins and high levels of growth were expected.
A new strategy was also adapted to its clients, once it was determined that 20-30% of Saatchi & Saatchi's client base made up 70-80% of its revenues. To grow its bottom line, the company decided to focus upon such 'Permanently Infatuated Clients' (PIC)s at all of its agencies. All agencies were also charged with the responsibility of creating big fabulous ideas (BFIs) for…
Balanced Scorecard Saatchi & Saatchi: Balanced Scorecard Case Study Saatchi & Saatchi was once one of the world's most respected advertising agencies, but its fortunes were floundering in the mid-1990s. It had crafted a quirky brand image for itself that had been diluted due to its over-expansion and a lack of a coherent vision for its various component agencies. "Throughout the 1970s and 80s we experienced rapid growth through acquisitions. We were
Lesson Plan Amp; Reflection I didn't know what state you are in so was unable to do state/district standards! Lesson Plan Age/Grade Range; Developmental Level(s): 7-8/2nd Grade; Below grade level Anticipated Lesson Duration: 45 Minutes Lesson Foundations Pre-assessment (including cognitive and noncognitive measures): All students are reading below grade level (5-7 months) as measured by standardized assessments and teacher observation Curricular Focus, Theme, or Subject Area: Reading: Fluency, word recognition, and comprehension State/District Standards: Learning Objectives: Students will develop
Branding in Service Markets Amp Aim And Objectives Themes for AMP Characteristics Composing Branding Concept Branding Evolution S-D Logic and Service Markets Branding Challenges in Service Markets Considerations for Effective Service Branding Categories and Themes Branding Theory Evolution S-D Logic and Service Markets Branding Challenges in Service Markets Considerations for Effective Service Branding Branding Concept Characteristics Characteristics Composing Branding Concept Sampling of Studies Reviewed Evolution of Branding Theory Evolution of Marketing Service-Brand-Relationship-Value Triangle Brand Identity, Position & Image Just as marketing increasingly influences most aspects of the consumer's lives, brands