Financial Perspective
Case Analysis:
Despite having an exceptional pace of growth throughout the early years of their existence, Saatchi & Saatchi is facing client attrition and declining revenues. What had happened through their continual restructurings was the corporation lost track of their core vision, mission and values. The distance between these three core attributes of their business and financial performance had drifted apart so far that financial results were showing the increasingly disjointed nature of their corporate culture (Greenhalgh, 2004). The reliance on a balanced scorecard to unify their core vision, mission and values back to financial performance was needed (Niven).
As a result of the continued deterioration of financial and customer performance, management at Saatchi & Saatchi put into place financial and customer-driven goals for the company. The financial objectives included the foundation of their company's resurgence and comeback, including growing the revenue base faster than market rates, converting 30% of incremental revenue to operating profit and doubling earnings per share (Greenhalgh, 2004). As client relationships are core to the company's long-term growth plans, the top management team also set the goal of creating Permanently Infatuated Clients (PIC). This concept was meant to drive greater intensity of effort, passion and focus on results for their many global clients who had began replacing Saatchi & Saatchi through agency reviews or just letting them go and not replacing them at all, just using internal departments to do their work. Saatchi & Saatchi had lost its edge and it was showing both at the structural level of the company, their financial results and attrition of customers. The long-held vision of transforming their clients had been diffused with a lack of focus and...
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