Balanced Scorecard
During the mid-90s, the advertising firm of Saatchi & Saatchi was facing a crisis both in terms of its core mission and also in terms of its 'branding' within the industry. Once a financial pioneer, the creative cohesion between the different branches had been lost. The agencies existed as "competitors only connected through common ownership" (Greenhalgh 2004:3). The organization set specific benchmarks for financial improvement: "growing our revenue base better than the market; converting 30% of that incremental revenue to operating profit; [and] doubling our earnings per share" and also strove to offer its core base of customers a more consistent product branded with a unique Saatchi style (Greenhalgh 2004:3).
Analysis
The company segmented its agencies to prioritize high-growth markets. The three categories were those of lead, drive, and prosper' agencies. Each category had different strategic challenges. The vast majority of Saatchi agencies fell into the 'prosper' category of possessing less than 50 employees (Greenhalgh 2004:4). These agencies were not assigned ambitious growth targets and were merely required to expand the margins they accrued from clients, rather than to grow their revenue base. Drive agencies were...
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