NEW BIZ - Publicis

Transcription

NEW BIZ - Publicis

P U B L I C I S G R O U P E S. A.
20
00
Annual report
THE CHALLENGE
“
To be the very best
partner of our clients.......
”
…in their drive
for growth and profitability
summary
■THE CHANGING WORLD OF PUBLICIS 2 - Profile 4 - Editorial by Elisabeth Badinter 6 - A conversation
with Maurice Lévy 10 - Corporate governance 12 - Landmarks: Key figures / Stock Market 16 - A full circle Group
18 - People in the Group ■TRENDS 19 - Dossier “All aspects of a brand” ■ON THE HORIZON 29 - Creating
Value through a total relationship 30 - Publicis 2010: a total relationship ■YEAR 2000 NEWS 33 - Expertise for a
brand’s value 34 - Publicis network 39 - Fallon Worldwide 40 - Saatchi & Saatchi network 42 - SAMS 43 - Nelson
Communications 44 - Optimedia - Zenithmedia 45 - Burrell - Conill Advertising 46 - Publicis Dialog - Frankel
48 - Publicis Consultants 50 - Media System 52 - Publicis.Net 54 - Médias & Régies Europe 56 - The Drugstore Publicis
A N N U A L R E P O R T 1
THE CHANGING WORLD OF PUBLICIS
PROFILE
P U B L I C I S G R O U P E S. A.
A world player...
• 6th largest communication group in the world
• Two global networks: Publicis Worldwide and Saatchi & Saatchi Worldwide
• 4th largest group for media buying in the world (Optimedia and Zenithmedia)
• World’s leading network for healthcare communication (Nelson)
...listed on stockmarkets
...integrated
skills serving brands
• Euronext and NYSE
• 139 million shares
Full integration of all disciplines
of communication
• Market capitalization on April 30, 2001:
• Advertising
5.3
billion euros
• Direct marketing
• Ethnic communication
• Media (buying and selling of space)
• Interactive communication,
and more
2A N N U A L
REPORT
…at a glance
...A balanced and
diversified portfolio
of clients
….via specialized
subsidiaries
• 2/3 local clients
• 1/3 global clients
Fallon Worldwide
26 coordinated accounts in more
Publicis & Hal Riney
than 10 countries
Frankel
Publicis Dialog
Publicis Consultants
Media System
Burrell Communications
Highlights
Conill Advertising
Médias & Régies Europe
2000 Billings :
11.8 billion c
1999/2000 + 72.1%*
1.8 billion c
1999/2000 + 69.8%
2000 Gross margin :
334 million c
1999/2000 + 78.2%
2000 EBITDA :
128 million c
1999/2000 + 71.2%
2000 Net income (group):
20,340 staff in 102 countries and 170 offices
*published accounts
EDITORIAL BY ELISABETH BADINTER
“
Preserving our culture and roots
T
”
wo words–thank you–express the immense satisfaction this
exceptional year has brought me.
Thank you to the Management Board, to all managers and staff
within the Group for having seized the opportunities of a strong market, for
having given the best of themselves, for having brought Publicis well beyond
our hopes. You have all contributed this year to a unique achievement: marrying strong growth and sweeping change.
Elisabeth Badinter,
Chairperson of the
Supervisory Board
This achievement shows that the driving force at Publicis springs
from basic factors: the creativity that is our “raison d’être”, the quality of our
people, the rigor of our management and strategic choices and the strong
values embodied in each one of us, be it at headquarters or in the subsidiaries,
be it within the structure or within the individual. Simple values: commitment
and transparency vis-à-vis our clients, a deep respect towards our staff and
independence from all forms of vested interest.
When I think of the two-room office from which my father created
Publicis and launched the advertising industry in France, I am proud of what
we have become today: the sixth-ranking group in the world, the leading
family enterprise, both French and global, in communication. We have grown
without losing our spirit. Our difference, our force flow from this.
Unlike other world groups, Publicis is not just a multinational, a share
price. We are, above all, an enterprise of men and women in which the founder’s
spirit is ever present.
4A N N U A L
REPORT
I am convinced that this special spirit will be maintained within the
new structure that is now ours. We have doubled in size but our basic solidity
has prevented any fragility. And even though we now have a global status,
we remain French. No pressure or fashion can take away this French culture.
Just as we have no intention of ’Frenchifying’ our subsidiaries–we respect them
too much to do that–so we have no desire to change our own identity in order
to adopt a way of doing things that is foreign to us.
These principles are the basis of what we are going to accomplish
over the coming five years. Today, we possess all the requirements to defend
our place in a highly competitive marketplace. During 2001 we will work to
integrate, merge and consolidate our achievements. Publicis today is a solid,
well grounded group fashioned to go forward. It has achieved a fighting
weight and will now develop its muscles to improve its reactions, fluency, efficacy and profitability.
We cannot know what is in store for us tomorrow. However, we
know that Publicis is well armed to face any economic storms with serenity,
and once again take advantage of any favorable wind.
To all those who have brought us this far, for their confidence and
determination, I say again “Thank You”.
Elisabeth Badinter
A CONVERSATION WITH MAURICE LÉVY
“
“Year 2000 witnessed a deep
and irreversible transformation
at Publicis”
”
Y
’
ear 2000 was a milestone in our history.
Publicis experienced the kind of fundamental
change known to few groups.
Maurice Lévy
Chairman of
the Management Board
Publicis Groupe S.A.
You have often described 2000 as exceptional.
Just how was it exceptional?
Maurice Lévy - It was due, of course, in large part to the acquisition of the Saatchi
& Saatchi network which confirmed the global dimension of the Group. Publicis also
saw an unprecedented wave of acquisitions which saw the arrival of such marvelous
agencies as Fallon, Frankel, DeWitt Media and Nelson Communications. Suddenly, the
outside world took note in 2000 of all the work accomplished over five years by
Publicis, the European that became global! We were able to do this because the group
of Marcel Bleustein-Blanchet was solid from all points of view–on the human front,
professionally, creatively and financially. It was a year also when the international
financial community recognized the group's credibility, the year of our admission to
the New York Stock Exchange. Not so long ago, many outside observers were asking
whether Publicis' size and capital structure would enable it to exist over the long term
as an independent group. The fact is that we have become a group capable of welcoming
quality agencies which share our values. Allow me to underline the complete success
of our acquisitions to date.
6A N N U A L
REPORT
I have total confidence in the ability of Publicis
to once more outperform the world advertising market,
despite current uncertainties about the world economy.
The year has started very well for Publicis from
the point of view of new business and I have no doubt
about our capacity to generate satisfactory growth
in earnings per share.
- Publicis Group in 2000 shot up to sixth position in the world in its sector:
what is your ambition now?
ML - We are not engaged in any competition aimed at size or world ranking: our duty is to give the
two networks sufficient size to serve our clients and to ensure a strong potential of
organic growth. We have reached the respectable size we sought: now we have to proceed essentially with complementary acquisitions. I would remind you that the three drivers of our sector are
globalization–we now have two world advertising networks (Publicis Worldwide and Saatchi & Saatchi)
and the leading healthcare communication network in the world with Nelson
Communications–the concentration of advertisers (we work for world leaders in
each industry) and the integration of skills: on this point, I feel we are ahead of our
competitors. Our acquisition policy has always been wise and circumscribed: with the
exception of Saatchi & Saatchi, we always seek to pay for transactions in cash so as
not to dilute earnings per share. Debt at the end of 2000 of one times equity gives
us room to pursue an ambitious development.
The year was also exceptional for new business: what do you think
was the reason for this?
ML - It's true that Publicis in 2000 was particularly attractive: advertisers without doubt
acknowledged the dynamism, creativity and involvement of our teams. We showed
we knew how to work internationally with multi-disciplinary and multicultural teams
accustomed to working together: these are real teams not just collections of individuals.
This characteristic was well in evidence during the competition we won for the European
Central Bank's communication budget for the Euro. This has gone very smoothly. The
same scenario was repeated in France during the Finance Ministry competition, which we
won for the launch of the European currency.
A CONVERSATION WITH MAURICE LÉVY
- The organic growth of Publicis over 25 years has been higher, even much higher,
than the world advertising market: do you see this continuing?
ML - Of course, Publicis has a major advantage: the highly satisfactory balance within our operational structure.
Balance in terms of geographical spread (Europe, Asia, the Americas); balance in terms of the sectors of activity
of prestigious clients; lastly, balance between international clients and local clients (working in one country).
National clients, which represent nearly two-thirds of our revenues, are a source of pride and satisfaction for local
agencies and help us attract the best talents. In addition, Publicis has considerable and lasting growth potential:
our two networks, Publicis and Saatchi & Saatchi, are far from exhausting possibilities for collaboration with a
number of big names in their countries or their worldwide sector; they have not yet exhausted the possibilities of
extending the range of their services to our current big clients. And then, our leading international clients are
growing stronger and we are developing with them.
Then again, we now possess in Nelson Communications Worldwide the
world's leading healthcare communication network: this high growth
sector is only now starting to develop within Publicis. Lastly, with the
launch of the Fallon network and the development of Marketing Services,
we have other extremely important advantages for ensuring growth.
- What are you doing in the way of training within the Group?
ML - We are very attached to training because it enables the diffusion of the values in
which we believe. I am particularly proud of one of our programs: Publicis Advertising
Advanced Program (PAAP) which each year for the past ten years has been bringing together
highly promising talent from around the world. The program participates usefully in the
global spread of Publicis' work standards as well as our culture. Enterprise culture is vital
but is also fragile. One cannot enforce it. It requires the adhesion of all to human and
professional values.
8A N N U A L
REPORT
In most cases,
we don’t need to
restructure,
to re-invent: we just
need to invent.
- Publicis' trademark is the word "difference", often mentioned in your speeches.
What does this "Publicis Difference" consist of?
ML - Let's remember that advertisers come to an agency to build their brands and gain market share via difference:
we create that difference by establishing an emotional link with consumers, a link that allows them to go beyond the
simple reasoning involved in the purchase. Brands need this to be distinctive, to last and to grow. Publicis understands
this professional value because it is also ours: we are different from the other communication groups. Our difference
stems first from our French origins: Publicis was born in a country which today still represents only 3.3% of the world
advertising market. It makes one modest yet leads to a certain openness in outlook. In addition, as the Group grew in
Europe, it was confronted by the cultural diversity of the Continent. It meant we learned a lot about helping a brand
penetrate very different markets and how to establish a dialogue with consumers: one does not approach the Brazilian
consumer in the same way as the Malaysian consumer. We have developed a method which answers the needs of
brands and consumers: “holistic difference”. A brand is a whole with multiple aspects, while consumers throughout
the world do not want to be considered only as statistics. These are men and women with their moods, passions,
sentiments and desires. Paradoxically, our delay in going international has meant an advantage in our differentiation:
our network is younger, less cluttered with burdens, structures, complex issues, “private territories” and hierarchical
millstones. We can therefore take initiatives. And another difference is our family dimension. Publicis is governed by
a resolutely entrepreneurial spirit. The scope for initiative is large, the organization is very decentralized with a very
light management structure at the top. Publicis is a fluid and open agency.
- How do you see Publicis in five years?
My dream is of a structure
of modelling clay,
capable of moulding to the
organization of each client.
ML - I see it ahead of its competitors in terms of services to its
clients: the client is constantly in our head and heart, we exist
for his brand, his market share and his profitable growth. All
this is not easy to achieve, more so as it is a wager to be won
on a world scale.
CORPORATE GOVERNANCE
Corporate governance
serving the Group
T
he Management Board is a collegial
Management Board
body running the company, with very
Maurice Lévy
Chairman
Kevin Roberts
CEO Saatchi & Saatchi
Bertrand Siguier
Executive Vice President
Publicis Worldwide
Bruno Desbarats-Bollet
CEO
wide powers to act in the name of Publicis.
It can call shareholders’ meetings and undertake, on the instructions of an extraordinary
shareholders’ meetings, an increase or
reduction of capital. The Board can also
grant stock options to staff as well as issuing
bonds if that is the decision of an ordinary
general assembly. The chairman, or president,
of the board represents the company vis-à-vis
third parties. Publicis' Management Board
meets at least once a month. The term of
board members is four years and this can be
renewed.
T
he Supervisory Board exercises permanent control over the actions of the
Management Board. It receives a quarterly
report from the Management Board and
inspects the annual accounts. It chooses the
members of the Management Board, establishes their remuneration, chooses the chairman, or president, of the board and
appoints the members of committees.
Publicis’ Supervisory Board meets at least
once a quarter. The term of board members
is six years and this can be renewed.
Remuneration of the Boards
R
emuneration for members of the
Supervisory Board and Management
Board in 2000 was respectively 183,000 d
and 1,502,320 d.
10A N N U A L
REPORT
Supervisory Board
Elisabeth Badinter
Chairperson
Sophie Dulac
Vice-Chairperson
Monique Bercault
Adviser to the CEO,
Hélène Ploix
Chairperson, Pechel Industries
Robert Badinter
Professor Emeritus, University of Paris I
Simon Badinter
Director, International Development,
Committee whose task is to propose the
Michel Cicurel
Board chairman, Cie Financière
Edmond de Rothschild
members.
Michel David-Weill
Partner, Lazard Frères & Cie
• an Audit Committee to supervise the
Felix Rohatyn*
Former US Ambassador, Paris
organization and carrying out of the Group
Robert L. Seelert
Chairman, Saatchi & Saatchi
Amaury-Daniel de Sèze
Board member, BNP Paribas
Henri-Calixte Suaudeau
Director, Property Division,
Gérard Worms
President, Conseil des Commanditaires,
Rothschild & Compagnie Banque
*proposed to the Annual General Meeting, June 14, 2001
Two new committees
T
he Supervisory Board created two
committees in 2000 to improve the
quality of corporate governance within
• an Appointments and Remuneration
appointment and remuneration of the boards
audit to ensure the correctness of the
accounts, the standard of financial procedures and the respect of recommendations
by external auditors.
Audit Committee
Chairman: Gérard Worms
Appointments and
Remuneration Committee
Simon Badinter
Jean-Paul Morin
Chairperson: Elisabeth Badinter
Gérard Pedraglio
Henri-Calixte Suaudeau
LANDMARKS
A record year
The year 2000 saw vigorous organic growth and
an exceptional series of acquisitions which transformed
the Publicis group.
B
illings at Publicis totalled 11.8 billion h
in 2000, a jump of 72.1% over 1999.
This increase was fuelled largely by strong
internal growth of 15%, more than double
that of the world advertising market.
Billings also benefited from the favorable
effects of the exchange
Growth of billings
rates (+6%) and a high
over five years
volume of acquisitions
In euro billions
(+51%), notably that of
Saatchi & Saatchi. Pro
forma billings (Saatchi &
6.9
Saatchi over 12 months)
5.5
reached 14.9 billion h.
3.3
96
NEW BUSINESS
Publicis has been
ranked No 2
worldwide for
Billings by zone
new business won
11.8
Europe
45%
Rest of World
13%
with billings
of $1.46 billion.
Source: CSFB
4.0
97
98
99
North America
42%
00
Basis: Published accounts
R
evenues at Publicis (1.8 billion h) forged
ahead by 69.8% in 2000. The most
notable performances were those of the
international subsidiaries of the
Revenues over five
Publicis network, notably in
years
Western Europe, North America,
In euro millions
1,770
Australia and Korea. Following the
purchase of Saatchi & Saatchi the
five leading countries for Publicis
are the United States, France, Britain,
1,042
Germany and the Netherlands. Pro
851
663
forma revenues rose to 2.2 billion h.
571
Revenues by zone
Revenues by country Top 5 in 2000
In euro millions
Europe
50%
Rest of World
11%
United States
887
France
400
United Kingdom
190
Germany
156
The Netherlands
96
97
98
99
00
North America
39%
Basis: Published accounts
12A N N U A L
REPORT
84
Basis: pro forma accounts including
Saatchi & Saatchi over 12 months
P
P
ublicis' EBIDTA rose 78.2% in 2000
(within the same boundaries) to reach
334 million h. It meant an EBITDA/
revenue ratio of 19%, the best of its kind
anywhere in the world of advertising.
When one takes into account the integration of Saatchi & Saatchi, whose profitability was lower than that of Publicis,
the pro forma EBITDA/revenue ratio
was 17.4% in 2000 (19.6% for Publicis
alone and 12.7% for Saatchi & Saatchi
by itself ).
EBITDA
EBIT
In euro millions
In euro millions
334
ublicis' EBIT in 2000 was 275 million h,
an increase of 76.1% for a EBIT/revenue
ratio of 15.5%. The pro forma EBIT ratio
would have been 14%
(16% for Publicis and
9.4% for Saatchi &
275
Saatchi).
156
187
143
91
96
115
110
69
97
98
99
00
96
87
97
98
99
00
F
ully diluted earnings per share rose
37% during the year. Average growth
over three years was 43%. It
is important to note that the
Net earnings
Saatchi & Saatchi operation
In euro
was accretive to the tune of 4%.
per share*
Net profit group share
In euro millions
1.15
127.5
0.84
74.4
0.56
N
et profit for the
Group after amortization of goodwill and
exceptional items rose
71.2% in 2000. Average
annual growth over five
years has been 46%.
47.4
28.2
35.4
Cash Flows
In euro millions
98
236
99
00
134
107
80
In euro millions
677
96
97
98
99
00
G
roup cash flow reached
236 million h in 2000
(+76.5%): over five years, the
annual growth rate has been
31%.
97
98
99
00
C
Capital expenditures
87
96
* diluted, after goodwill
52
68
96
97
144
164
98
99
apital expenditure in 2000 were 677 million h
of which 80% was devoted to external growth
(Saatchi & Saatchi, acquired with Publicis shares,
was the exception) particularly in the United States
(Frankel, Fallon, Nelson Communications,
DeWitt Media, Winner & Associates). The
remainder was spent on investments in tangible
assets and the re-purchase of shares.
00
LANDMARKS
Stock market:
or “Pub” as it is known
T
he Saatchi & Saatchi
operation led to
significant changes in the
ownership of Publicis
shares.
Ownership structure and evolution
Elisabeth Badinter 9%
SOMAREL 34%
SOMAREL
22.9%
4% Treasury shares
5.7% Elisabeth Badinter
Elisabeth Badinter* 5.6% (8.7%)
0.6% Treasury
SOMAREL
shares (0.0%)
22.4% (34.7%)
30.4%
S & S former
shareholders
Putnam
3.8%
57% Other shareholders
Private
shareholders 14%
(12.1%)
33.2% Public
End 1999
Post Saatchi & Saatchi
acquisition**
Institutional
investors
57.4% (44.5%)
End 2000
% of capital (% of voting rights)
*Elisabeth Badinter also holds 43.2% of Somarel equity.
**The acquisition of Saatchi & Saatchi was financed by new Publicis shares, issued during a capital increase of 15.7 million d in September,
2000: the parity was 18.252 Publicis shares for 100 Saatchi & Saatchi shares. At the same time, 41,236,890 CVRs (Contingent Value Rights)
were issued in September, 2000, for an 18-month period (March, 2002) in order to protect former Saatchi & Saatchi shareholders against a
fall in Publicis shares against a reference price: the maximum sum to be paid would be 4.32 d per share.
N
Ownership structure
by geographic area –
End 2000*
UK 17.4%
Other
countries 11.3%
et dividend per share proposed to the Ordinary
General Meeting of June 14, 2001 is ahead
by 17.6%. The total
amount distributed,
Net dividend per share
taking into account
ne w shares, was
multiplied by 1.7 in
2000.
27.3
16
0.20
11
0.073
US 19.2%
*excluding Somarel, E. Badinter and treasury shares
REPORT
0.08
6.5
0.122
France 52.1%
96
14A N N U A L
5.9
0.17
97
98
■ Dividend per share, in euros
■ Distributed income, in euro millions
99
00
Listing
Market capitalization
P
T
ublicis is quoted in Paris
(Paris Bourse, Euronext)
on the Premier Marché, and on
the New York Stock Exchange
(NYSE) in the form of ADRs
(American Depositary Receipts)
with a parity of one ADR for
one ordinary share.
T
Publicis Groupe S.A. share price / SBF 120 Index
Basis 100
1000
800
600
Publicis
400
SBF 120 indexed
200
0
Jan
Jan
1998
Jan
1999
he market capitalization
of Publicis on April 30,
2001, was 5.3 billion d,
placing the Group in 52nd
position on the Paris Bourse.
Publicis is part of the SBF 120
index.
Jan
2000
April
2001
he Publicis share price began a fairly
spectacular rise in the autumn of 1999,
a rise linked to the healthy state of the
world economy and Publicis’ good performance. It benefited also from the market
“boom” in so called “TMT” shares
(Telecommunications, Media and Technology),
strongly influenced by investor infatuation
for the new economy. This strong rise
ended March 7, 2000. Then followed a
period of decline, which can be blamed on
the fall of TMT shares. In addition, the
Saatchi & Saatchi transaction which had
been misunderstood by the market triggered substantial flow-back of shares in the
subsequent period. The situation is now
stabilized.
Publicis shares:
fact sheet
• Nominal 0.40 d per share
• Share capital 55,707,003 d
(03/30/2001)
• Number of shares
139,267,507 (03/30/2001)
• SICOVAM Code: 13057
NYSE ticker: PUB
• Reuters: PUBP.PA
• Bloomberg: PUB FP
Market landmarks
Euros
Opening
High
Low
Closing
Average amount traded:
2000
2001*
37.90
36.30
69.70
38.50
29.10
30.49
35.99
38.00
21,300,000 14,504,000
Number of shares
Daily volume
Investor Relations Award won
by Publicis Groupe S.A.
category: SBF 80 companies.
242,358
412,688
*April 30, 2001
GLOBAL PRESENCE
A full circle Group
Publicis with its 20,340 strong workforce
in 102 countries and 170 offices across five
continents is the sixth largest communications
group in the world.
P
ublicis is made up of two world
networks, Publicis Worldwide and
Saatchi & Saatchi Worldwide. The Group
also operates the world's leading network
for healthcare communication, Nelson
Communications Worldwide. Increasing
internationalization of specialized activities
enable clients around the world to benefit
from the Group's expertise. Publicis
Groupe S.A. operates essentially in the
($ billions)
US
Japan
Germany
UK
France
Italy
Brazil
North America
Europe
Asia/Pacific
Latin America
WORLD TOTAL
field of classic advertising (two-thirds of
revenues) but also in media consulting
and buying, in selling of media space,
marketing services and specialized agencies
(public relations, direct marketing, ethnic
communication...).
REPORT
France
3,411
Rest
of World
4,482
Advertising
expenditure
(2000)
Growth
rate
(2000)
Advertising
expenditure
per capita
(1999) ($)
Advertising
expenditure/
GDP (%)
(2000e)
147
37
21
17
11
8
6
152
88
66
24
338
+11.3%
-0.6%
+6.4%
+10.3%
+ 10.9%
+ 13.4%
+ 9.5%
+ 11.1%
+ 8.9%
+ 5.9%
+ 9.0%
+ 9.3%
476
294
239
262
165
130
35
444
179
21
51
67
1.40%
0.84%
0.94%
1.09%
0.71%
0.68%
1.07%
1.36%
0.91%
0.82%
1.24%
1.05%
Source: Zenithmedia, December 2000 / Revised April 2001
16A N N U A L
Number of employees
by geographic area
Rest of Europe
5,493
North America
6,954
Employees
by geographic area
North America
39%
Rest of World
11%
Europe 50%
2
2
2
2
2
8
4
2
8
2
2
2
3
2
6 6
3 13
2
23 2
7
21
2
2
6
2
2
2
3
5
2
2
2
2
3
3
5
3
2
6
2
2
2
2
6
24
23
10
2
17
3
2
2
2
2
2
2
2
3
2
3
2
4
3
6
6
2
2
2
3
3
2 22
2
2 2 2
3
2
2
8
2
4
5
2
3
5
2
4
6
4
4
3
3
Advertising
Media buying
Marketing services / Specialized agencies
Media sales
Retail
PEOPLE IN THE GROUP
Working intensely and
passionately.
« Happy people are talented »
(Marcel Bleustein-Blanchet)
Talent, innovation and creativity do not exist
without people or humanism. A truth not
always recognized. It's a conviction central
to the “Difference” proposed by Publicis.
Total group
staff :
20,340
A
ll our main objectives depend on
competence, a lively imagination, motivation and the
professionalism of the teams. These
objectives are:
- the quality of service given to clients,
- the growth and results of the Group,
- the requirement to be creative,
- a rigorous mental approach.
A human and innovative
management of resources
At Publicis, professional satisfaction
comes as much from an ethical approach
as a desire to perform. This preoccupation is written into the Group's ethical
charter.
We see it daily in the management of
human resources. Human potential is
part of the Group's overall capital. The
Group has chosen to grow and to create
18A N N U A L
REPORT
value by listening to and re-assessing each
member of the staff.
Publicis has developed original solutions so that staff can reconcile demands
for profitability with evolving legislation.
Some examples:
The 35-hour week
agreement
In France, Publicis has signed with
staff 35-hour "win-win" agreements,
stressing for social negotiations the really
innovative aspects of the new law.
Training
Publicis has launched a determined
training policy for staff which seeks to
bring them to the forefront of professionalism, providing them skills in new technologies, a major area of communication
in the future.
An updated system of
compensation and benefits
The system is being re-examined in
order to serve our clients, shareholders
and staff even better.
The Human Resources Department is
also studying new forms of organizing
work. From tele-work to international
mobility, wherever the job makes this
possible, we are trying both to achieve a
better balance between private and professional life as well as a more personalized approach to relations with clients.
We are also looking to greater awareness of the specific nature of clients issues
about global scale (in both the French and
Anglo-Saxon sense of this term). Publicis
is developing a network spirit, notably via
international seminars, among its more
than 20,000 staff in 102 countries and
170 offices. We are pleased to be a cultural mix, a real "united melting pot".
Working for us is to work intensely, happily and with passion.
TRENDS
DOSSIER
B
The
rand
means value
and a relationship
The value of the brand.
We live in a world of brands. Coca-Cola,
Nestlé, Nike, Sony, Adidas, L’Oréal,
Renault, Nissan, Vivendi, HP, Toyota,
Pampers and Thomson are part of the
daily scene.
Brands should have that certain “difference" that gives them value.
What value is achieved by brands? How
much are consumers willing to pay for
them? Are they a new religion? Why do
we celebrate them?
What are the sources of their value? How
can we increase this value so that the
brand is both a major asset for its company as well as acting as a motor of
growth and a catalyst of performance?
The brand’s value is the financial outcome of an equation integrating econo-
“The brand”
mic activity and the emotional and psychological attachment of people to
the symbolic form of the brand.
TRENDS
DOSSIER
Is the brand just a name?
Since the beginning of time, naming has been
synonymous with existing.
Knowing a name confers power over it. In Rome,
a name was an omen. In China, great importance
was attached to naming, because order in
the world depended on it. In Egypt, names were
evocative and the removal of a Pharaoh’s name
from a temple wall meant oblivion, a fate worse than
death. Because his name was no longer among the
living, he was thus absent from people’s memory.
Today, names are attached to firms, brands, signs,
consumer objects.
To brand is to name, to state a personality, to
describe a specificity. It is a way of proclaiming difference. A brand’s name reveals its character – rational or
emotional, descriptive or dreamlike – informing us whether it belongs to the old or new economy with their
different styles.
The name frees the service from the generic character of the market, bestowing a unique identity: not
just an undefined coffee, but “a” Nescafé.
By its name, the brand endorses a product, the one
considered worthy of carrying its colors and emblems,
of meeting its demands, logo, codes and values.
The name invites us to treat the brand as a person
with whom we can establish a relationship. It invites
us to call its customer service, to visit its site, to request
help from its hot line. To be faithful to it, help it win
new customers.
20A N N U A L
REPORT
Through its name, it aspires to be different, to distinguish itself from its environment, to be noted for an
exclusive character.
There’s no brand without a difference. There’s no
brand without tangible evidence of this difference.
There’s no brand without a patient and coherent expression of this difference or the will to be
different.
A brand is always a difference of vision, a specific
point of view about its market.
For what is a brand if it is not a Difference
in spirit leading to a Preference in buying
habits for products and services?
Without this Difference, how can the intangible
and impalpable assets that are brands embody economic, financial and symbolic value?
Their value attracts the attention and interest of
the largest firms. It is the highest form of visiting card,
The Brand
all its sides
one enabling firms to generate margins
and obtain preference in distribution.
A brand should be
managed like capital for
it represents a financial
value for shareholders,
an attractive quality for
consumers, a mark of
confidence for citizens
and a sense of belonging
for staff.
This real and potential value,
the positive attraction of the brand,
its ability to stimulate preferential
purchasing are elements of goodwill;
the difference between the brand's book value and the
price people are willing to pay.
Brands have become yardsticks of
our society, standing at the intersection
of the worlds of finance, production,
distribution and consumption. They
are a marker in a perpetually changing
world.
Their value can be measured as the symbolic image
becomes financial capital
The financial market endorses the brand value
produced by communication and marketing.
A brand has undoubted value for its performance
affects its share price. A brand should be managed like
capital for it represents financial value for shareholders,
an attractive quality for consumers, a mark of confidence
for citizens and a sense of belonging for staff.
Real and potential
value is created to draw
people positively
towards the brand and its
ability to generate
preferential buying.
TRENDS
DOSSIER
The brand, an image
named desire…
If a brand were merely a product or a
service, it would be reduced to the value
of the product or service without
“added imaginative value”. Production,
incarnating a difference, plus an image
representing desire, gives it a far greater
financial value.
When the world’s biggest stars state: “I’m worth it”,
they state that L’Oréal’s share is also really worth it.
Value stems from combining strategy, the search
for a successful product, marketing achievements, pertinent communication and the affectionate link it
creates.
Brands leave an emotional “print”.
The consumers adopts a personal, almost intimate
feeling towards the brand, a sentiment of being attached to it. “It’s my brand”, the consumer says. “I feel
part of its world, I believe in its values and I don’t want
to change the brand for another”.
The consumer’s attitude is: “I feel close to those
who love this brand... it is part of life around me”.
Therefore, brands can provoke feelings of belonging and of appropriation. The brand is spoken of as
if it were a person. Some writers have made their favorite brands into characters, exhibited with pride or
complicity, according to whether their identity is prestigious or original.
22A N N U A L
REPORT
Only this emotional relationship can explain the
belonging which gives a brand its full meaning: it is not
only a defense against competition, but a guarantee of
preference, fidelity, exclusiveness.
Today, the brand is so decisive that it applies
also to firms, institutions, retailers.
Brands are not only branded products in the
forefront of the current scene. Firms, groups and
other commercial names behave like brands as they
compete in the commercial, financial and media
marketplaces.
Corporations use the force of their corporate brand
to back their brand products.
Only a group with a strong reputation can fulfil
this “parental” role of guarantee and support the launch of a derivative brand or a major product.
This lowers the entrance ticket to the market
for corporate offspring. Later, however, success
depends on the intrinsic capacities and quality of the
products.
The Brand
all its sides
When Nestlé gave its name to mineral waters, it
assumed not only the paternity of the move, but positioned itself at the center of a future strategic market.
The symbolic reputation of the brand has a direct
impact on the new category: the Nestlé brand acts as a
catalyst of growth.
A brand’s value becomes a hot subject when a
merger involves choosing the name that will have priority...
especially if one is announcing “a merger of equals”.
There is always a winner–he whose signature comes first.
How to identify value of a brand?
One sees this in American evaluations, made either
on the basis of investments already undertaken or
investments required to launch a similar product. For
instance, Dim interested Sara Lee because it was a
strong, unique and unified brand, creating preference
amongst consumers.
Brands spark
feelings of
attachment,
belonging and
appropriation…
Their preference over competitors has to be
constantly won for there is the permanent threat of
competitors’ innovations.
For clients, the brand fulfils several determining
functions; a landmark in the ocean of offers, a guarantee of quality, a maker’s mark, a distributor’s support...
personalization and ethical practices.
Value can be developed via the good management
of a brand portfolio, which, in turn, means winning
preferences and market share. Unilever dared to kill off
1,200 brands in order to boost the value of 400 others.
Rising value also flows from the interest in the
brand shown by the distribution sector. Here, the
brand can negotiate to be selected by the distribution
sector and have a voice in the fixing of margins.
Valuable brands thus have more chance of selection.
Ultimate value comes from consumers preference
for the brand – purchase, loyalty, confidence and judgement, all of these factors being the best of ambassadors.
TRENDS
DOSSIER
The brand:
a demanding system
Can a product or enterprise become a brand
merely by having a name? Just getting a
name does not confer brand value. A brand does
not just spring up. It is not just ordered into
being, but developed as a demanding system.
The brand becomes a demanding system when
the privileges accompanying its value are
the counterpart of a duty to embody creativity.
Again, difference leading to preference.
The creation, development and maintenance of a
brand begins with:
minded attitude, stretching across frontiers, one based
on shared values, humor and conviviality. A universal
quality.
- Defining a different vision
The role of every brand is to give meaning, to give
clients reasons for buying, shareholders for investing,
future collaborators for joining up and staff for mobilizing their efforts. And to give everyone concerned a
sense of pride.
The brand should help people understand and feel
its difference, created from conception, to commercial
development, to communication.
A brand should have a vision – not an opportunistic
or arbitrary cause or a simple description of its objective
– but an expression of its character. Nescafé is not the
kingdom of coffee only. It encapsulates a vision of
coffee that is immediately accessible and available
everywhere. What distinguishes Nescafé from its
competitors is its ability to encourage an open-
24A N N U A L
REPORT
Nescafé’s “Open Up” is not a classically targeted
marketing strategy, but one involving an attitude
which enables Nescafé to cross country and mental
boundaries. Open yourself to others and share with
them, so that the physical pleasure of consuming
becomes a psychological pleasure.
Defining a point of view is not easy. It consists
largely of moving from the product being sold to the
whole service being offered. The quest is find the
essence, sense and direction of the enterprise. Above
all, what it wants to be in the eyes of consumers.
This means passing from a product-oriented vision
to a service-oriented vision, moving from just selling a
product to total service. The future consists of giving
the brand values which go beyond the physical and
rational characteristics of the product.
The Brand
all its sides
The duty to
embody a
Difference that
provokes
a Preference.
How can advertising be creative
without the creativity of the product
itself? The brand will be more convincing with the reality of the means of
distribution, the quality of staff, the
launch of a site, the design of products.
- Proving the Difference via action
The brand’s Point of View would remain theoretical
if it did not embrace tangible evidence. The new Vel
Satis model at Renault is already something that
speaks by itself. By its design and innovation, its
expresses Renault’s strategic aims. Its audacious and
anti-conformist character at the top of the range under
lines Renault’s central Point of View: “We create cars”.
Renault’s creativity with Vel Satis distinguishes it from
makers of conventional upper ranges.
- Making known the brand’s
difference
How does one express the brand’s difference to
various clienteles? Obviously, the role of communication here is both decisive and modest. It is decisive
because it is through communication that the brand is
in contact with users. It is also modest because the
major task of convincing has been expressed through
design and innovation.
The brand Difference does not
relate to the previous generation of
the brand, but to market standards.
Consumers only perceive a real difference when the brand is capable, both
materially and with imagination, to go beyond what is
the standard being offered in the marketplace. They
only perceive the difference between the duty of the
brand and its “plus”.
A brand’s value is a
co-production
A brand image is not only a matter of communication.
It’s the result of both material and immaterial
assets, encompassing R&D, products and services, design,
distribution choices, pricing policy, merchandising, internet
policy, messages...
Brand image is always the offspring of a company that
conceives and carries out a project and the communication
group which transforms this into a concept and then
takes it public.
TRENDS
DOSSIER
Expertise
overcoming risk
Using communication to boost
value is not easy. No risk, no return.
However, the higher the risk,
the greater the possible return.
However, communications cannot play around
with a company’s core values, hence the need to limit
risks and maximize potential by calling on experts.
The risk for the brand exists of becoming lost in
an ocean of offers, and of not standing out within the
media chorus. The brand risks
Removing risk and
having a fuzzy image. Of diluting
maximizing potential
by calling
brand capital and becoming a soulupon real experts.
less entity.
One can dress up an image, but the risks are several.
The risk for the brand that its difference in communication does not echo its difference in product
and service.
The risk for the brand of a disparity of images
around the world. Or between its external image and
internal identity.
The risk of dwelling on the roots of the brand,
repeating its original story, instead of focusing on what
will stretch the line between the brand’s origins and its
future role.
Failure to communicate means the brand will
disappear from people’s minds. It amounts to admitting that it does not have advantages, that it renounces
any right to be considered preferential.
But, the risk that is greatest is that of not communicating.
Brand communication is the catalyst of growth.
26A N N U A L
REPORT
The Brand
all its sides
Communication as
a catalyst of growth
A brand’s value is activated by the incomparable
asset of communication, capable of lifting a firm,
boosting growth, injecting vitality. It’s not something
physical that can be isolated, but a real catalyst
nurturing a brand’s components.
It is capable of lifting
a firm’s activity,
charging its growth and
injecting vitality.
Let’s look:
Brands communication,
first of all, is a catalyst for
awareness... and image among
different internal, external,
commercial and financial
audiences. Vivendi’s first move
was to launch a major campaign
to announce its creation and
explain its vision of the future
and the key elements of its policy.
Brands communication is
also a catalyst for sales. These
follow the investment curve for
there is a close link between
share of voice and market share;
any fall in share of voice by a
firm immediately benefits its
competitor.
TRENDS
DOSSIER
Communication as
an accelerator of new
behavior.
The Euro is a brand when
its communication aims at
modifying attitudes and
behavior so that the broad
public adopts it in the same
manner as institutions and
companies.
Brands take strength from:
■ the pertinence of the idea
■ the precision of conception in the media
■ the performance of space buying
■ the power of the network
■ the proximity; geographical and emotional
Brand communication as an internal message
is a catalyst of commitment and quality. “We
try harder”, Avis said in its day. Today, most brands
offer commitment charters which are very much
guides of new attitudes on the inside and therefore an
improvement of service to the client.
When General Electric expresses its values, “We
bring the good things to life”, it gives a commitment
to honoring promises and so raises the overall value of
the brand. When Microsoft promises each client a
quick reply to any question on education, its communication confers “attachment” to the brand, providing
a lever for internal mobilization as much as service for
clients. In this way, it lays out the duties and rights of
the brand.
It also catalyses the relationship between the
brand and its audiences. It can be fun, serious, informative, educational or iconoclast and says much as to
how it represents its clients: does it speak like a mother
to children, a teacher to pupils, a boyfriend to his girl,
an engineer to colleagues, an expert to the ignorant?
Over the Internet, this is even clearer....
28A N N U A L
REPORT
Beyond its messages,
brand value comes from
the media it uses and the
events it organizes.
“Holistic Difference”
is a way of being
accurate and
increasing value.
Globalization’s economic models can lead to rejection. Consumers, drowned in a sea of information,
seek to regain their individuality.
The future lies undoubtedly in total and holistic
consuming, adopting all aspects of a brand and its display and which reaches out to people in all their
dimensions not just that of consumer. People expect
not only service from a brand, but also a relationship.
This is more true than ever during difficult economic
times.
HORIZON
Creating value
via a total relationship
When creating
difference, unity should
not be confused with
uniformity. Global
companies confront a
paradox: reconciling the
necessary unity
of a brand with a
diversity of cultures,
techniques and various
publics, be they
shareholders, staff,
clients, future
collaborators.
T
he brand is a whole and indivisible. All its messages and
means of expression should
make its Difference apparent.
The challenge is to ensure that R&D
choices, new products and services,
development and Internet strategies plus
product design all point to a goal, guided
by a communications policy targeted to
financial, commercial or media partners.
The challenge also is to ensure that
the brand's diverse means of expression
–from the President's policy statement to
direct marketing, from customer services
to advertising and sponsorship– converge
for the desired image. How does one
guarantee to the company that the consistency and uniqueness of the brand do not
diverge given the diversity of techniques
and medias.
This is the challenge and the superiority of Publicis 2010.
HORIZON
Publicis 2010 is
a project centered
entirely upon brand
Publicis 2010 is the new action
project for Publicis.
Publicis 2010 is creating a holistic
relationship to support the brand's
difference, identifiable by:
Publicis 2010, focused completely
upon the brand, is at the heart of value
creation.
agencies around the world, the
with a new vision: what are people's
aspirations when it comes to holienvisage its role in the matter?
Publicis 2010 brings “Holistic
Difference” to life. It treats the brand as a
whole. Communication developed via
“Holistic Difference” addresses holistic
individuals recognizing that they do
not want to be treated merely as
consumers. This radically new
method of communicating
goes far beyond what has
been sought in the past.
Responding to the manners and
rhythms of contemporary life, Club
Med redefined its Point of View and
adopted the concept: regeneration.
Abundance, certainly, but, above
all, moments for all forms of expression, moments of anti-stress, self
discovery, sharing strong emotions
with others. Drawing breath. Holidays
as a pause. A period for renewing
Client/
brand
ting
eration.
Rediscovery. A return to basics.
Rebirth.
Vi
an su
Consu
l
t
a
and
nt
Br
y
ntit
ide sign
al De
d
Intera
ctiv
e
strength, for renaissance and regen-
Pr
relati ess
ons
Elaborated by different Publicis
days? Above all, how does Club Med
Direct
ma rketing
in
Pr
model when it comes to holidays.
ts
en
Ev
t
■ believable and tangible in its proofs
promise of the message is associated
days, pioneering their democratizabrand, the new reference, the new
The advantage of totally integrated
communication.
Sale
s
promo
tio
n
Consult
an
and
r
B
Club Med is the paragon of holi-
■ clear and legitimate in its intentions
■ visible and transparent in its
expression
Publicis 2010 organizes the flow of
skills and techniques, guaranteeing for
the brand a clear and coherent Point of
View in all matters.
v
Ad
An example
tion and benefits. Club Med is the
Publicis 2010 ensures a total relationship between the brand and its partners
through a new organization and structure
of communication teams.
ising
ert
Trident
The promise of regeneration is
global and is on offer in 35 countries.
It's an across-the-board promise
for the activities of the brand; the
holiday villages, Club Med cruises,
30A N N U A L
REPORT
Annual Report
Recruitment Ads
of integrated communication
The Point of View of Club Med
Club Med Découverte holidays, Club
Communication vis-à-vis the
Med Affairs for businessmen, Club
network of Club Med agencies in
Med World, the new city center con-
France.
cept, Club Med Villas.
The promise is expressed in a
brand campaign around the words
renewal and happiness and is contained in product and tactical campaigns.
It responds both to values and a
form of expression which create synergies for all the brand's messages.
Corporate and financial com-
Regeneration highlights the final
and common benefit of all Club
Med's moves and messages.
There is the same logic throughout, answering the specific needs of
each activity at Club Med.
Corporate Ad
Integrated communication at
Club Med links this new central message with all the different global
activities and offerings.
munication for investors: the annual
report is the embodiment of these
values and the positioning of both
the brand and the institution itself.
Product catalogues: the Trident
catalogue for Club Med Villages,
Club Med Cruises, Club Med Affairs,
Club Med Découverte and brochures
Campaign for Club Med
in North America
for fitness and honeymoons.
On-line Communication.
Graphics for packaging and
products under license (Club Med
World).
Communication for the recruitment of staff which adopts the same
style.
Web site promotion
HORIZON
Creating a brand
with impact and one
which produces value.
Publicis 2010 marks
a “new economy”
within communications –
fuller, quicker,
smarter and more solid.
One which provides
superior services at a
lower cost.
Publicis 2010 is not a cold organization: the project links the talents of an
orchestral conductor (brand consultant),
the emotions of the musical score (the
Point of View), the skills of musicians
(the marshalling of creative value), a concert's tempo (the choice of rhythm in
media, street, events, the net and one to
one meetings)... to underline the trace of
a brand.
The orchestral metaphor is not by
chance: it arouses emotion, moves everyone in the audience, unites experts from
different backgrounds, demands respect
for technical precision and ensemble
playing: harmonies, local or world
melodies, according to the moment.
What other metaphor allows one to
feel, not merely understand, what “integrated” communication and fluid organization can bring in the way of added
value?
Only an orchestral organization can
perform the score of each brand, bringing
together violin and piano, not necessarily
playing the same notes but performing
the same rhapsody, cantata, opera or rap.
For each brand, a different form
brings together experts in a tight and harmonious team.
Only an organization
similar to an orchestra
can play the part
of each brand, assemble
the instruments without
playing the same
notes, rhapsody, cantata,
opera or rap.
32A N N U A L
REPORT
NEWS 2000
Using different skills
to increase a brand’s
value
Brands do not
perform on the same
playing field.
Each playing area has
its language, rules
and style. Sometimes,
situations demand
the use of one of the
following forms
of language...
The commercial language of
advertising communication creates
“The Brand” - “HR Communications, Design Creative, Media, Internet, CRM, Advertising”
demand with a style that these days
is humorous or dreamlike: advertising with The mobilizing language for internal communia smile.
cation seeks to share a company’s vision, showing
the direction to follow in addition to the pride of
The civic language of communication for citizens belonging.
appeals to people’s conscience using a style
employing a sense of responsibility. One sees this The seductive language in the communication for
in campaigns for safety, security and health.
jobs is designed to attract the very best in future
staff.
The strategic language of corporate and financial
communication for shareholders concerns the The community language of ethnic communicastrategic vision and value of the brand.
tion appeals to the sense of belonging.
NEWS 2000
ADVERTISING
When Difference shows its
worth: the Publicis network
Benefiting from a very favorable world market,
the Publicis network won market share
on the five continents and in most of the
76 countries where it is present.
Everywhere, the network was noted for the
creativity of its agencies.
LANDMARKS
Main worldwide clients
of Publicis network
Nestlé, Hewlett Packard, L’Oréal,
Renault, Coca Cola, Ericsson,
Siemens, Whirlpool, UBS,
British Airways and Club Med.
Revenues
1,329 Me
13,005
people
Highlights 2000
Acquisition in Germany of the
Boebel Adam agency in Frankfurt
which has the accounts of BfG
Bank, Deutsche Börse and NUR.
Publicis Canada bought two
design agencies, Goodhue &
Associates in Montreal and Ove
Design & Communications in
Toronto.
Acquisition of Publicistas
Asociados, Peru’s leading agency,
as well as Fergo, a leading
Panamanian agency.
Publicis set up in Trinidad and
Tobago.
Acquisition of the Indian agency
Maadhyam in New Delhi.
34A N N U A L
REPORT
FRANCE
In the birthplace of Publicis,
23
7
Publicis Conseil
brought together
21 3
Publicis Conseil,
Publicis Étoile,
Publicis Constellation, Publicis Régions
and most of the Group’s French agencies
in France.
NEW BIZ:
France
Fifth TV channel,
Cristalleries
d’Arques/Luminarc,
Cityvox.com,
OK Assurance,
Vizzavi,
Comdirect,
Club Internet,
Helena Rubinstein,
Façonnable,
Finance Ministry (Euro)
Publicis Conseil also strengthened
its ties with major clients, such as
Renault, L’Oréal and Nestlé.
EUROPE
2
2
2
2
8
4
2
8
2
7
21
3
3
2
2
6 6
3 13
2
6
3
2
2
3
2
23 2
The French advertising
market saw 10% growth in
2000. Revenue of Publicis
Conseil reached 190 million o, an increase of 7.4%;
net profit rose strongly. The
best performances were
reported by Publicis Conseil,
Media System and Publicis
Dialog.
2
2
2
2
2
5
2
2
2
2
5
6
3
2
2
2
2
It was a highly satisfactory year
in the U n i t e d K i n g d o m where
advertising spending, stimulated by
economic growth of close to 3%, rose
10.3%
…A brand in touch
with trends in creation…
speaks the language of the day…
cinema, video, special effects,
Internet…
The Group took advantage of this
climate to develop significantly new
business. Its 87 million o
of revenues hoisted
it into fourth place
in the British
market. The Group
also shone by the
quality of its creations:
campaigns for Ericsson, Renault (Clio
and Scenic) and Müller, the dairy
products group, stood out.
The S w e d i s h
advertising market
remained stagnant
despite strong ecoUnited Kingdom:
nomic growth, but
chello Broadband,
Publicis.Welinder
Fish4.co.uk, Syngenta,
moved into the
Citizen watches,
top ten, which
Wilcon Homes.
will make it more
Norway: promotion
visible and in
of Norwegian salmon.
greater demand
Finland: Aurinkomatkat
during pitches.
(travel agency).
NEW BIZ:
Northern Europe
The local agency in Norway turned
around a difficult financial situation.
FOCUS
How does one make known the existence of a
new product or brand if it is not done initially
by advertising?
Publicity (or advertising), as its name indicates, makes
things public: it puts into the public marketplace that
which previously was confidential or local.
But the language of advertising is never neutral, there’s
always an intention of targeting a selected audience.
Western Europe
Germany ’s favorable economic climate, marked by growth in
GDP of more than 3%, helped the
expansion of advertising spending.
In an advertising market up by more
than 6%, Publicis’ 2000 revenues
of 136 million o were ahead by
14%, excluding acquisitions.
Today, Publicis is the third ranking
communications group in Germany.
In Austria , another favorable
climate (GDP growth of 2.8%)
enabled Publicis’ revenue to register
impressive growth.
Advertising needs to know and understand trends within
society: how does one reach individuals without understanding their desires, motivation, hopes and fears? How
does one convince people to change their behavior without turning to human and social sciences?
The real skill of advertising in an information society is to
arouse sufficient interest and impact in the midst of an
ocean of visual, verbal and sonorous appeals, thus catching
people’s attention and modifying their behavior.
It must act in conjunction with creative currents. The idea
is not to imitate these, but to speak the language of the
day, to follow the signposts.
Advertising is thus a partial reflection of the consumer
society: the reflection of relationships between products,
brands and individuals.
It is a witness to society’s belief in a market economy,
something that does not exist without competition.
Otherwise, there is one-way propaganda.
Basically, advertising reflects the world of brands, of
imaginary partners. With advertising, the brand becomes
author, writer, painter, deploying its own universe.
Its role among the different means of communication is to
reach the greatest number of people.
Its not like “one-to-one” communication, but rather
“one-to-many”. Advertising is a special industry mixing
artists and economists, sociologists and sales people,
statisticians and Internet fans in one common endeavor.
NEWS 2000
ADVERTISING
The Publicis network
NEW BIZ:
Western
Europe
Germany: Wal Mart,
Maggi Kochstudio (Nestlé),
Fidelity Investments,
Berlin Wasser, Wasa,
Finance Ministry
for launch of Euro,
Daihatsu.
Austria: Tele.ring,
mobile phone operator,
Powerade, ORF Digital,
Toys R Us, Coke Light,
Fidelity Investments.
Netherlands:
Finance Ministry for launch
of Euro, Central tax office
for campaign for electronic
tax returns, NCM,
Adinformatie Online.
The Group became
No 2 in the Netherlands
advertising market in
2000. Revenues reached
more than 48 million o,
a strong rise over 1999.
At the end of the year,
Publicis absorbed the
FCA! agency.
ing market which expanded by 12.1%. In
all, revenues of the two agencies in 2000
reached nearly 40 million o, a strong
increase. In this rich market, the agencies
won a large number of pitches and
expanded the
services on
offer for local
clients.
Belgium ’s GDP rose
3.9% and the advertising market by 8.2%.
Publicis, No 11 in the
market, consolidated
its position and considerably increased its
revenue.
Italy also
had a good
year given the
rise in GDP
of nearly 3%.
The advertising market
literally took off
moving ahead
by 13.4%.
The Italian
activities of
Publicis
evolved in a
satisfactory
manner and
revenues
r e a c h e d
31 million o.
Publicis is the No 2
player in the S w i s s
Belgium:
market and revenue
National Lottery,
there continued to grow.
Mees Pierson bank,
extensions Sud Presse.
Publicis Zurich was
named the most creative
agency in Switzerland and received a host of
local and foreign awards.
Southern Europe
Publicis in Spain is represented by
two agencies, Publicis España in Madrid
and Publicis Casadevall Pedreño & PRG
in Barcelona. Their development during
the year was underpinned by a strong
economy (GDP +4.1%) and an advertis36A N N U A L
REPORT
NEW BIZ:
Southern
Europe
Spain : Carrefour,
National Lottery,
Tax Office, Quiero TV,
Dewar’s White Label,
Gerblé (Novartis),
Nabisco Spain,
Daewoo Spain,
BBVA bank, Renfe.
Italy : Cariplo bank,
Saeco coffee machines,
National Statistics
Institute, Radio Italia
Network, Carrier,
RAS assurance.
Portugal : El Corte
Ingles stores,
Banco Sottomayor.
Greece : Whirlpool,
Nestlé, Hewlett Packard.
Portugal had a mixed year economically and this without doubt stabilized
the market. Greek growth reached 3.7%
in 2000 and the advertising market, fairly
limited until now rose spectacularly by
20%. In both these two countries, Publicis
quickened its growth and won several new
assignments of international clients.
Eastern Europe
Poland, the Czech Republic and
Hungary are the three main centers;
Publicis is also present in Slovakia and
Croatia.
In Poland, the winning of local
accounts and the increase in advertising
expenditure by international clients led
to a good increase in Group revenue. In
the Czech Republic, which had experienced a recession since 1998, advertising
fell off notably in 2000, resulting in a
decline in the revenues of the local
agency. On the other
hand, H u n g a r y ’s
GDP increased by
5.6%, and the advertising was also up
(+9% in constant
Hungary: Vivendi
Telecom Hungary,
terms). Strong demand
Villeroy&Boch Alföldi
boosted the activity of
the Publicis agency
Poland:
which had a record
Pekao Bank,
TPSA,
year for revenue and
the national
net profit.
NEW BIZ:
Eastern
Europe
telecom company
MIDDLE EAST AND AFRICA
The Middle East
advertising market is
essentially in the
Arabian peninsula,
rising 5% to 10%
according to the country, while falling off in Egypt and the
Levant. A new office has been opened
in Doha, Qatar.
3
2
2
2
2
2
3
2
3
2
4
In Israel , Publicis.Ariely consolidated
its position. The Group was involved in
several dynamic
developments,
along with Super
Push and AB
Data, marketing
specialists, and
Saudi Arabia:
Al Azizia Panda
this enabled
(retailer)
revenue in the
South Africa:
region to leap
Ericsson
25%.
NEW BIZ:
Middle East
& Africa
The South African scene has been
very difficult for some years and this has
weighed on the Group’s results there.
USA CANADA
Publicis Canada
The US advertising market in
2000 saw very
10
23 24 17
vigorous growth
with total advertising spending reaching $147 billion,
an increase of 11.3%. However, this rate
slowed towards the end of the year,
reflecting some concern about the state of
the economy.
6
2
2
The Canadian economy is very
influenced by that of the United
States and saw strong growth in 2000,
falling away in the fourth quarter.
Revenues in Canada were 36 million o.
Strong growth in Canada came mainly from ne w accounts and the
increased advertising activity by
existing clients. Publicis Canada was
voted “Canadian Agency of the Year”
by the industry.
The Group knew how to benefit from
this growth: revenues rose significantly
in 2000 to reach 225 million o.
Several campaigns created by
Publicis agencies stood out.
Among them: CellularOne,
USA:
Whirlpool, Subway (restauHewlett Packard
rants) spots, interpreted by
(global account),
Jerd Fogle and the L’Oréal/
Siemens (global
corporate account),
Garnier campaign with Sarah
insurance company
Jessica Parker as its star.
NEW BIZ:
USA Canada
Publicis & Hal Riney
Principal Financial Group,
Syngenta, OfficeMax,
Fuji Photo Film USA,
Citizen Watch Co. of America,
Hoover’s Online,
Nestlé “Powerbar”.
The celebrated Californian agency of the Group
has had satisfactory results,
Canada:
CIBC and L’Oréal
despite the cut back of the
advertising budget of the
First Union Bank. This setback was
compensated by the dynamics of large
traditional clients, such as Sprint
PCS and Saturn.
NEWS 2000
ADVERTISING
The Publicis network
LATIN AMERICA
2
2
2
2
2
5
2
3
2
is present in Argentina,
Brazil, Chile, Colombia,
Peru, Venezuela and
Mexico.
3
ASIA PACIFIC
The Publicis
network across
the Asia Pacific
region achieved
total revenues in
2000 of 91 million o. With the
exception of Japan, where the Group has
a weak presence and where the economy
has been in a difficult shape, the countries
in the region enjoyed a very favorable
economic climate with two digit growth
in advertising markets.
2
8
2
4
3
6
6
2
3
3
2 22
2
2 2 2
3
4
5
6
NEW BIZ:
Latin
America
The whole zone:
Hewlett Packard,
UBS, Ericsson.
Argentina: Whirlpool
Brazil: Firestone,
the Ministry of
Communication,
Polo Ralph Lauren.
Chile: L’Oréal.
Mexico: Whirlpool,
Sanofi-Synthélabo.
Peru: L’Oréal,
Inca Cola (Coca Cola).
Venezuela: Nestlé.
38A N N U A L
REPORT
With the exception of Argentina,
suffering from a strong
economic recession,
and Colombia, beset
with serious political
problems, the Continent as a whole had a
fairly good year: GDP
in various countries
rose 2.5% or more.
Pu b l i c i s’ t o t a l
revenue in the region
reached 34 million o
in 2000.
In each country, Publicis has performed well both commercially and
creatively. Publicis.Welcomm is recognized locally and internationally as the
most creative agency in Korea and 2000
saw a spectacular rise in its revenues and
net profit.
4
3
Publicis is spread over 17 countries,
notably Australia, Korea, Philippines,
China and Singapore and is now the 11th
agency in the area. Publicis agencies are in
the “top five” in the Philippines, Korea,
Australia and New Zealand.
After two years of strong
external growth, the Group
concentrated on consolidating and restructuring its
agencies in 2000: in the
Philippines, Publicis.AMA
merged with Publicis
Philippines while in
Singapore FCA! was folded
into Publicis.Eureka.
Publicis’ revenues in Australia grew
25%. This was largely attributable to
growth in revenues from international
clients of the Group.
Prakit.Publicis continued to make
breakthroughs in Thailand benefiting
from a favorable economic situation.
This particular agency serves as “hub” for
three countries in the Indo-Chinese
peninsula: Vietnam grew well, largely due
to the Nestlé account. Prakit.Publicis also
won the account of Smart
Telecom, one of the biggest
in Cambodia.
NEW BIZ:
Asia Pacific
Regional Accounts:
Sampoerna (“kretek”
cigarettes, ST Dupont
Paris), Renault
Asia-Pacific, Delifrance,
restaurant chain,
Schneider.
Japan: Renault,
Amora-Maille, Fauchon.
Korea: Renault,
Samsung, Korea Telecom
Philippines: Siemens,
Scotch Brite.
The Philippine advertising market stood still due
to the economic situation
and political uncertainty.
Publicis had a relatively
stable year.
A network within the network
Fallon Worldwide
Fallon McElligott agency, one of the most brilliant in the United
States, became part of the Publicis Group at the beginning of 2000.
Renamed Fallon Worldwide, it will now build the Group’s third
network. It will be a network of a new kind.
M
NEW BIZ:
Lion for the famous
inneapolis
Principal new accounts in 2000,
“Herding Cats”
(Minnesota)-based
beginning
of
2001:
campaign for EDS
Fallon Worldwide
PBS (public TV), Archipelago
and for United
has branches in New York
(electronic communications
Airlines.
and London, the latter parnetwork), Citibank and United
Airlines (Minneapolis),
ticularly well developed. Its
MTV (New York), BBC, Umbro
A network like
reputation for creativity is
(sports goods) and Budweiser
none other
worldwide. From the begin(London).
ning, it has sought excelThe Group’s
lence and has set very demanding levels
aim is to turn Fallon Worldwide into a
of quality and approach.
third world advertising network, different
from the others in its role, organization
Its principal clients are Holiday Inn
and method of working. There will be
Hotels, EDS, BMW of America, Citibank,
some ten offices, acting as regional “hubs”
United Airlines, Nordstrom, Conseco,
serving neighboring countries.
Starbucks and Ralston Purina.
Year of the Lion
In 2000, Fallon raised revenues to
107 million o, a 10% increase over the
1999 figure. The London office, in particular, enjoyed a brilliant year.
Fallon’s creativity won many
national and global awards. Among the
best known: the Gold Medal at the
EFFIE Awards for Holiday Inn’s “Mark”
campaign, a Golden Lion at Cannes for
MTV, Fox and Sports Illustrated, a Silver
Another original feature will be
Fallon’s total digitalization, a network
integrated across the world through
Internet. In order to build up Fallon, the
Group will favor the creation of start-up
agencies. Aside from talent, the creator
will need a strong entrepreneurial spirit to
guarantee performance and a long life of
his agency. Two new agencies are set to
open in 2001 in São Paulo in Brazil and
in Singapore.
A multi-disciplinary offer
The network plans to develop a very
rich offering coupled with a high level of
creative competence, including design
(with Duffy Design) and interactive communication (Fallon Interactive). Later, it
could well bring other disciplines on board.
LANDMARKS
Revenues
107 Me
724
people
Highlights 2000
Launch of the Fallon Worldwide
network
NEWS 2000
ADVERTISING
The ideas company: the Saatchi
& Saatchi Worldwide network
Saatchi & Saatchi, present in 92 countries
via 152 offices, became Publicis Group’s second
network in 2000: a truly global network,
one that has won major clients – and kept their
loyalty – it has justified its reputation
as a strong creative agency wherever it goes.
Network’s
leading clients
Revenues
720 Me
5,517
people
Highlights 2000
Worldwide success for campaigns conducted for Toyota,
P&G...
Elected “Agency of the year” in
the Philippines and New Zealand.
Chosen by Media and Marketing
Magazine, Hong Kong, as
“Agency of the year” in Asia.
40A N N U A L
REPORT
G
rowth in the
communiGamble, General Mills,
cations
Johnson & Johnson, DuPont,
market
was
strong,
Sony Consumer Electronics,
but the market also
American Home Products,
Pharmacia & Upjohn, Astra
suffered from the
Zeneca, Eastman Kodak
whiplash of the
and Visa.
crisis within the New
Economy, notably
within the dot.com sector. The network’s
balanced spread of accounts in the USA
enabled it to resist this crisis.
There were outstanding
success stories in terms of
new business and creativity.
Toyota/Lexus, Procter &
LANDMARKS
United States
NEW BIZ:
USA
Transitions Optical,
Guidant Corp.,
Rubio’s Baja Grill
The New York agency,
main pillar of the Group
in the USA, succeeded in limiting the fall
in dot.coms business by winning new
accounts in more traditional sectors. The
agency also benefited from the extension
of the partnerships with General Mills,
Kodak and Johnson & Johnson.
The agency’s creativity was recognized
on a number of occasions in 2000, notably
the campaigns for Glaxo Wellcome,
General Mills and Procter & Gamble.
For its part, the Los Angeles agency
enjoyed a record year, thanks to winning
new business, but also because of reinforced collaboration with Toyota which
resulted in excellent creative success for
the agency. Campaigns for three models
were rewarded several times. The success
also of the Lexus line helped the development of TeamOne agency.
Europe
The “Old Continent” was the scene of
the agency’s most notable advances: greatest growth came in France, Italy, Austria
and Spain. A
new agency
was opened in
Barcelona
following
France: Gemplus.
Saatchi &
Italy and several
European countries:
Saatchi’s takeTiscali.
over of the local
Poland: Carrefour.
activities
United Kingdom:
o f FCA!BMZ.
Telewest, Monster.com,
NEW BIZ:
Europe
Festival Cruises and RHM
Mr Kipling cakes.
Saatchi & Saatchi won
numerous prizes for strong
creativity.
Saatchi & Saatchi UK and
Saatchi & Saatchi Germany
consolidated their positions.
Once again, Saatchi & Saatchi
London stood out, winning
seven Lions in Cannes for campaigns for the British Army,
Club 18-30, Johnson & Johnson,
Livostin eyedrops and WWF.
Middle East
Saatchi & Saatchi had an
excellent year in 2000 in the
Middle East.
Latin America
Saatchi & Saatchi benefited from
greater advertising investment by
Procter & Gamble in the Mercosur
free trade zone and an initial move
into Cuba.
The strong growth in billings was
accompanied by a significant improvement in the zone’s profitability.
“Creativity”
The Australian market was boosted
strongly by the 2000 Olympic Games
in Sydney and enabled Saatchi &
Saatchi to achieve an excellent year,
marrying commercial and creative performances. The agency was rewarded for
its campaigns for Toyota and Buy.com.
Billings and profits both rose sharply.
Asia Pacific
In Asia (outside Japan) the favorable environment helped the network’s
activities and resulted in a good rise in
revenues and profits. Saatchi & Saatchi
was voted “Agency of the year” in the
Philippines, while its campaign for
P&G/Head & Shoulders
was named “the best
creation in Asia”.
Awards came also for
Asia (regional accounts):
the Vitasoy campaign
Development Bank of
in
Hong
Kong,
Singapore (DBS), Guinness
Discovery Channel in
Extra Stout.
Australia: launch
Singapore, UNICEF
of Toyota’s Avalon, Buy.com
and Netease in China.
NEW BIZ:
Asia Pacific
and David Jones stores.
New Zealand:
Fletcher Building, Qantas NZ,
eVentures/eLoans.
NEW BIZ:
Latin America
Argentina:
Parmalat and Sudamerica.
Puerto Rico:
Grande Supermercados.
The New Zealand market was less dynamic, but
the agency maintained its
position and aggressively
developed new business.
Saatchi & Saatchi was
named “Agency of the year”
by “Campaign Brief
Magazine” and received
several prizes for campaigns.
NEWS 2000
SPECIALIZED AGENCIES
AND MARKETING SERVICES
They examine labels and
compare companies
social policy and values.
The “SAMS”
Reinforcing a brand’s value by means
of personalization.
New technologies and a much more demanding public have combined to force brands into rethinking
their commercial approach, their place in the market, their organization... and to think differently
when it comes to communications strategy.
Consumers are changing their purchasing habits
following recent food, ecological and social scares.
They scrutinize labels, follow a company’s social
policy and values. People looking for meaning in
their existence and in their buying no longer regard
the brand as a product or a marker… but as something involving responsibility.
Brands find themselves in a new environment characterized by a wide diversity of expectations and
questions amongst a public which is consumer,
client, wage earner, shareholder, voter and citizen
all in one. Brands must be able to address this
public personally, even intimately: blending information on consuming and people’s main interests,
refining the choice of media, dialoguing with the
consumer via Internet, staying alert in real time.
42A N N U A L
REPORT
“The brand”
The credibility and long life of a brand these days
depend on the quality of this dialogue between the
brand and its public: a real “four handed” task,
involving the company and its savoir-faire and the
individual as consumer and shareholder.
HEALTHCARE COMMUNICATION
A world leader in good
health : Nelson
SAMS
Nelson Communications, the leading
independent healthcare communications
group in the USA, joined Publicis
in 2000. The Group has become the leading
worldwide network in this sector.
H
ealthcare communications is
Publicis + Saatchi + Nelson
a sector experiencing very
= No 1
strong growth. It enables the
A new healthcare group integrating
pharmaceutical industry to establish and
the skills of Nelson Communications,
strengthen ties with all those who prePublicis Wellcare, Saatchi & Saatchi
scribe, distributors in the sector and the
Healthcare and Healthcare Resources
patients. It’s a specialty calling upon a
Group (Klemtner Advertising) is the
large number of disciplines: traditional
leading network in the world specializadvertising, inter-active communication
ing in healthcare communications.
within the medical profession, medical
education for doctors and medical
The Group can now offer its internapersonnel, public relations, consulting
tional clients in the pharmaceutical
services on communications strategy
industry the same standards of service
(particularly conversion
throughout the world and
strategies from prescripto the clients of Nelson in
tion-to-over-the-counter),
the USA an immediate geoConvaTec
the management of patient
graphical extension towards
(Ostomy Skin Care)
data bases (in the USA),
Europe, Asia and Latin
Daiichi (Floxin Otic)
sales promotion, outTri Path (tests)
America.
sourcing of the sales force
Wallace Labs (Astelin)
for a specific product or
brand plus telephone sales targeted at
doctors, nurses and chemists.
NEW BIZ:
2,000 people on 4 continents
This network has been baptized
Nelson Communications Worldwide. As
of now, it has more than 2,000 staff,
operating in eight cities in the USA as
well as in Europe, Asia and Latin
America. The network had total revenues
of 300 million o in 2000.
NCW has 200 clients, including
19 of the top 20 pharmaceutical companies in the world. Among the most
important are Johnson & Johnson,
GlaxoSmithKline, Astra Zeneca, Bayer
and Bristol Myers Squibb.
LANDMARKS
Revenues
157 Me
1,447
people
Highlights 2000
In the United States, the healthcare communications market represent 1.4 billion b in revenues. In
France, this figure is 375 million b,
in Germany 350 million b and in
the United Kingdom 320 million b.
NEWS 2000
MEDIA BUYING
Space, a territory for expression:
Optimedia and Zenithmedia
In a context of growth, companies want
to express themselves and they have the means
to do so. Optimedia and Zenithmedia,
both in dynamic form, pursued their conquest
of market share throughout the world.
New business everywhere
in the world
Optimedia may have lost the contract
for media buying for Renault, but 2000
saw numerous national and international
successes, among them new business for PinaultPrintemps-Redoute and the Euro for the
edia buying and consultancy clearly Finance Ministry in France, Bauer Verlag in
benefited in 2000 from the strong Germany, CIBC, Hasbro and Purolator in
growth of advertising throughout Canada, State of Victoria Government and
the world (estimated by Zenithmedia at 9.3%). Telstra in Australia, ReckittBenckiser and Lego
This year, the trend for distinct
in Germany, Austria and
advertising agencies and specialSwitzerland,
Nabisco
and
ized media agencies has been
Tabacalera (Altadis) in Spain,
confirmed. Internet continued
Siemens in Belgium. Optimedia’s
Hewlett Packard
its impressive growth amongst
efficacy across the world won it
and Syngenta
advertisers and is today an undeseveral prizes.
on a world scale,
niable advertising space. The
Siemens mobile
Group owns 100% of Optimedia
phone in several
ZENITHMEDIA
countries.
and 50% of Zenithmedia (the
Zenithmedia, where Publicis
other 50% is held by Britain’s
has 50% of the capital, operates 68 branches
Cordiant Communications Group) and has
in 38 countries and is ranked ninth in the
become the fourth world force in consultancy
world. Most of its activity is in the US,
and buying of advertising space.
United Kingdom and Spain. Its principal clients
are Verizon, Kingfisher, Mars, Toyota/Lexus,
OPTIMEDIA
BT, Astra Zeneca and Lloyds TSB.
Optimedia is established in 32 countries via
48 offices and is now the 11th ranking player
in the world in the sector. Its principal
clients are L’Oréal, Nestlé, BMW, Telstra,
British Airways, Allied Domecq, Alcatel,
Whirlpool, Qantas, Coca Cola, Vizzavi and
Hewlett Packard.
M
LANDMARKS
Revenues
212 Me
1,818
people
Optimedia and Zenithmedia accumulated figures
Highlights 2000
The Optimedia brand was
launched in several countries during 2000: Malaysia, Philippines,
India, Pakistan, Slovakia.
Acquisition of DeWitt Media
in the USA which enabled the
launch of an Optimedia network
in eight cities.
The acquisition of MI Media
Independent strengthened
Optimedia in the Netherlands.
44A N N U A L
REPORT
NEW BIZ:
international
The spirit of the times:
Ethnic communication
SAMS
Within less than a year, Publicis has become
one of the leaders in the field of ethnic
communication in the US. The Group is now
an indispensable partner for major brands
anxious to reach specific consumer segments,
audiences which are difficult to reach by way
of standard messages.
Departing from tradiPublicis broke into this
tional advertising, which seeks
m a rk e t i n 1 9 9 9 w h e n
Burrell: Adidas,
to establish a close-up relai t a c q u i r e d t h e No 1
American Legacy
tionship between a brand
communications agency for
Foundation, Verizon
and its consumers, a certain
Afro-Americans: Burrell
Conill Advertising:
number of agencies in the
Communications. The Group
Viamericas
US have made ethnic differcontinued down this path in
entiation their communications focus 2000-2001 when it integrated several
and their specificity. The focus is on other ethnic agencies: Conill Advertising,
three leading ethnic communities: Afro- member of the Saatchi & Saatchi
Americans, Hispanics and Asians.
network, Sanchez & Levitan in Miami
and two agencies of the Siboney network
An essentially North
(Dallas, Los Angeles).
NEW BIZ:
American market
At the beginning of 2001, the latest
census in the US came up with ten million Americans of Asian origin, 36 million
of Hispanic origin and 35 million AfroAmericans. The increasing weight of
the ethnic minorities among the overall
population explains the expansion of this
specific form of communication.
Burrell
Burrell had an exceptional year in
2000, with intensive commercial activity
and revenues 30% higher than in 1999.
These reached 23 million o.
With the Verizon campaign, Burrell
showed itself to be a generalist and creative agency. The winning of the Adidas
account emphasized the so called “street
knowledge” of Burrell which proved
indispensable for the launch of the Mad
Handle brand.
Burrell in 2000 also created “Yurban”
(youth and urban), a department specialized in the research on habits of urban
youth.
Conill Advertising
Conill won many awards during the
year and for the second year running was
named Hispanic agency of the Year by the
John O’Toole jury. Conill works also with
P&G, Beck’s Beer, Toyota and Verizon.
Publicis Sanchez & Levitan
Under this famous name, Publicis
regrouped the two entities acquired at the
beginning of 2001 — Sanchez & Levitan
and the two agencies in the Siboney
group. This new structure works with
prestigious clients, including Coca Cola,
Nestlé, BellSouth, Denny’s, ADT Security
Systems and United Distillers & Vintners.
New offices are set to open soon in New
York and Chicago.
LANDMARKS
250
people
Highlights 2000
Acquisition of Conill Advertising
(via Saatchi & Saatchi).
Acquisition of
Publicis Sanchez & Levitan.
NEWS 2000
DIRECT MARKETING
The brand and the individual…
Publicis Dialog and Frankel
Marketing services seek to create and maintain strong individual
ties between the brand and the consumer.
These techniques fall naturally into the global offer that Publicis wishes
to offer clients. They are expanding rapidly and form a major part of the
Group’s strategy and development.
LANDMARKS
A winning year
PUBLICIS DIALOG
1,870
people
F
Highlights 2000
Faster international expansion
Launch of the Publicis Dialog network in
Brazil, Malaysia, Singapore and the Philippines,
meaning this network now covers 22 countries
across the world.
Acquisition in the US of the Frankel agency,
leading independent agency in the field of marketing services.
Acquisition of Geltzer & Company,
public relations specialists, a move sig-
rench marketing services expanded 12.7% enabling Publicis
Dialog’s revenues and net profit
to move ahead strongly. The Group won
numerous new accounts, including
Comdirect, Chronopost, Lancôme, Club
Internet and Boursin. The year 2000 was
notable for the merger of Publicis Dialog
and Global Event System, the leading
events company in the Group which has
managed the World Economic Forum in
Davos, Switzerland, for many years.
Several new conventions and events were
won in 2000: Alcatel, André, Aéroports
de Paris, Renault and IBM France.
nificantly reinforcing Publicis Dialog
New York. Publicis Dialog now has nine
offices in the US offering a complete
range of services.
Acquisition in the Philippines of three
direct
marketing
agencies,
including
Spark, merchandising specialists for mass
consumption products throughout the
archipelago.
46A N N U A L
REPORT
Publicis Dialog in Germany had very
strong growth and won businesses such as
Quelle and the campaign for the launch
of the Euro. In the Netherlands, the
billings of Dialog KHY also progressed
well. This unit began collaborating with
Hoya, British Airways and Heineken.
Publicis Dialog UK had an excellent
performance and reinforced its ties with
Renault, Lancôme, ASDA, Woolwich
and Ericsson. The agency secured the
accounts of Wilcon Homes, Business
Week and studychoice.com. Publicis
Dialog also launched a consumer watch
service: Dataworks.
A selection of
NEW BIZ:
Publicis Dialog: The Euro,
Lancôme, British Airways,
Renault, Ericsson...
Frankel: AT&T Wireless,
Del Monte, Safeway.
In Israel, the business of Super
Push, No 2 in the sales promotion
market and AB Data, leader in
direct marketing, enjoyed significant progress.
FOCUS
Marketing directly
FRANKEL
Chicago-based Frankel has two offices
in California. Prestigious brands have chosen to be its clients: McDonald’s, United
Airlines, Visa, Nestlé, Frito Lay, Target and
USPS (US Postal Services). Frankel’s offer
covers a wide range of services, notably
direct marketing, sales promotion tools,
merchandising, product launches, promotional contests and games, loyalty programs
and events.
SAMS
How does a brand treats its audience? As
consumers or people?
Should it offer an overall service or simply sell a
product to people? Should it maintain contact or
make much more of the link? Direct marketing
establishes a give-and-take balance and mutual
advantages between brand and purchaser: loyalty to
the brand, specific services and information for the
client. It’s like the art of conversation... banning
imbalance, forgiving errors if they are picked up,
banishing mediocrity. Sellers know that everyone
can make mistakes, but that well-intentioned and
genuine excuses guarantee future loyalty. Use with
moderation.
During 2000 Frankel won the business
of AT&T Wireless, Del Monte and
Safeway. The agency won several awards
for its promotional activities, notably for
Frito Lay.
Frankel’s revenues during the
year were 106 million o.
Direct marketing:
benefits of a give-and-take
balance between the
brand and its audience.
NEWS 2000
CORPORATE COMMUNICATIONS
Successful branding is a job
for specialists:
Experts are needed to help a company manage
change and assess how this is regarded
in the environmental, economic and social
contexts. Publicis Consultants has developed
this skill on an international level with
multi-disciplinary teams and “that extra
something” of Publicis.
LANDMARKS
290
people
Highlights 2000
Acquisition
of
Winner
&
Associates (USA), highly skilled
Saatchi & Saatchi enabled the
Group to welcome Rowland
Communications
Worldwide,
based in New York and operating outside the US via hubs in
London, Geneva and Brussels.
C
ommunication magnifies a
company’s merits and faults
and is the reflection of its strategy. The adding of value to a company’s
image involves not only control of communications downstream, but also
intervening upstream in strategy and its
various manifestations.
In short, it has become crucial to
link a company’s strategy and its communications policy in one endeavor
and to achieve close coordination
between strategic and communications
advice. This is the Difference supplied
by Publicis Consultants.
Acquisition of Ekonos and
Carré Noir in France and integration of the teams of Publicis
Design. Carré Noir works for
Bon Marché department store,
Hollywood
chewing
gum,
Lafarge, Michelin and Inès de la
Fressange.
48A N N U A L
REPORT
manner in which they will structure the
new unit.
Corporate communication aims also
to place a market value on achievements,
so that these are reflected in the share
price: financial communication aims to
give the best possible financial image to
the market.
in lobbying and crisis management.
corporate level in order to explain the
The matter of reputation
The balance sheet is not all. The
company must also have a positive
reputation. That’s the role of press
relations and of public relations covering more extensively the institutional area and those touching the
general public, marketing and events.
Special skills for the luxury and fashion fields are supplied by the Pietri
agency.
Image and reputation can be badly
shaken during crises brought on by
unexpected events. Via a special com-
Power of corporate brands
When companies adopt their main
brand name as their own it is important
that they should link institutional and
brand messages. Concentrations and
mergers oblige companies to speak out at
munications structure and a trained
staff, Publicis Consultants offers special advice to senior managers,
notably on regulations and industrial
restructuring.
FOCUS
Consulting experts nourish
a brand’s value
Nourishing a brand’s value involves intervening in the value chain. The image of a
brand is the result of the actions and messages of a company so consulting experts
must combine the company’s strategy and
communications strategy. This know-how
means creating and translating the messages given out by a company. These
reflect a coherent whole no matter the
subject, the moment, the event: Brand
Strategy, choice of Language and Design,
institutional, financial, even crisis, communication, press and public relations.
Acting in this way, the company and its
corporate communications agency can
adopt a position based on a genuine
difference of approach; one that is both
specific and credible due to communications flowing straight from the company’s
strategy.
Combining all company
messages
SAMS
Reinforcing identity
The first step is formulating a “Brand
Positioning Statement” as the basis and
reference point for actions and messages.
One must also manage the structure and
worth of brands so as to answer simultaneously strategic necessities and operational requirements and ensure the transparency of communication... by the
choice of names, logos and signs of
belonging and recognition.
Skills in the matter of “language and
design” concentrate on the visual and verbal languages of institutions, enterprises
The firm
and its agency
establish
the central position
of the brand.
When it comes to rallying within a
group, several elements are the domain of
institutional communications. Here,
Publicis intervenes in creating communications strategies for the values, concepts
and events which determine a company’s
image. This leads to campaigns aimed at
sensitization and action programs adapted for institutional needs.
“Firm, Brand, Agency”
and brands, the commercial packaging
and overall “architecture”.
In France, Publicis Consultants is the
main link in a chain which progressively
has become international: first came
offices in Belgium, Portugal, Switzerland,
the Netherlands and Germany, then in
2000 Publicis put down significant roots
in these fields in the US, following the
purchase of Winner & Associates.
The year 2000 saw Publicis
Consultants improve revenues which
reached 37 million o .
NEW BIZ :
Institutional and crisis
communication: Unilog,
JC Decaux
● Financial
communication:
Air Liquide/BOC,
TotalFinaElf, Sovabail,
Immobail
● Public relations,
Press relations:
Launch of the Euro
in France
● Language and Design:
Vivendi Universal
● Rowland:
DuPont Teflon and Tyvek,
Crowley Maritime
●
NEWS 2000
HUMAN RESOURCES
COMMUNICATIONS
As long as there are men
of talent: Media System
The development of Media System
has made Publicis the French leader in human
resources communication.
This was one of the most dynamic segments
of the communications market in 2000.
T
he French market in human
resources communication has
been helped in recent years by a
skills shortage which has led companies
to approach candidates as if they were
customers.
LANDMARKS
This has been one of the main
changes in the sector in 2000.
265
people
Highlights 2000
The
French
recruiting
middle
market
executives
managers
for
and
showed
strong growth. Some 188,000
managers were recruited in
2000, a jump of 27%.
50A N N U A L
REPORT
Increasingly, firms act in terms of
image (the image of the employer), confidence and permanent dialogue. The phenomenon has been more noticeable with
the arrival of Internet as a support tool for
staff recruitment.
Relationship with the
candidate: a multidisciplinary undertaking
As a specialist in relations with candidates, the human resources communications
agency must know how to build and diffuse
an image of the company which is both convincing and seductive. In order to do this, it
calls upon all the competencies and tools of
communication which it directs and articulates in accordance with the company’s
objectives.
Human resources communication
embraces the institutional communication
of the employer, recruitment communication and internal and social communication.
It relies upon all kinds of existing
methods: institutional advertising in the
press, recruitment advertisements, consultancy in media buying, written support
material, direct marketing, call centers,
staging of events, video production, multimedia, including web sites dedicated to jobs.
Excellent outlook
for Media System
The Media System group benefited in
2000 from an extremely favorable market
environment: the French market for the
recruitment of executives and middle
managers has been growing strongly since
SAMS
the second half of 1999 (188,000 managers
recruited in 2000) and this growth was
some 27% in 2000.
Demographic trends over the next few
years suggest the current tension in the
market over skills is unlikely to disappear:
of course, the effects on the growth in
human resources communication will also be linked to
economic growth.
Media System already has 35 international clients in more than four countries. These companies, such as Cisco and
Eutelsat, have international recruiting
strategies, which, although limited for
the moment, constitute significant
growth potential for Media System.
NEW BIZ :
Publicis group aims to create in this
field a really integrated network covering
some 18 countries.
Communication for
human resources: a specialist
in the relationship with the
candidate.
Cap Gemini Ernst & Young,
Mitsubishi Electric France,
Cegetel,
NetGem,
Web sites for the human
resources departments of
Société Générale, Bosch and
Vizzavi.
Media System in 2000
undertook major institutional
campaigns involving “image”
(Cap Gemini Ernst & Young,
SNCF, NetGem and Danone)
and strongly developed its
multimedia activity to answer the growing need of human resources departments
(sites for Société Générale, Bosch,
Vizzavi...). Total revenues from this activity was close to 22 million o.
Internationalization of
recruitment strategies
Media System became more international: the agency has participated since
1997 in a network of 12 European and
American agencies called Recruitment
Advertising Network.
NEWS 2000
INTERACTIVE COMMUNICATION
When generations meet:
Publicis.Net
Publicis was one of the first to bracket the development of
interactive products and services. Internet units of the Group
were reorganized in 2000 so that benefits from leadership in this
field could be passed on to clients.
P
ublicis rode the strong “net acceleration” wave of 1998/1999,
redeploying its Internet strategy
with the creation at the beginning of
2000 of Publicis.Net. This holding company brings together the Group’s different stakes in web agencies that have been
bought or created from scratch.
LANDMARKS
Revenues
65 Me
700
people
Purchase of five web agencies
during the year and early
TNI
Ikonos
and
Institutional Design in France
regrouped under the name
Publicis NetWorks; Welcome
2000 in Italy, Web Image in
Israel and Fallon Interactive in
the US acquired via Fallon.
52A N N U A L
REPORT
In support of its web agencies, the
Group has acquired or created five units
offering communications solutions
based on Internet technology:
Net.Intelligenz in France specializes in
“competition watch” on the web, while
Publicis e-brand is a communications
A t t h e s a m e t i m e , Pu b l i c i s agency turned towards net firms; in
Technology, which is based in Paris and Israel, e-deologic specialized in advertising
San Francisco, is developing ways to banners; the US has two agencies,
Siren Technologies and
ensure a complete IT offer
Brand Guard, created
internally and to clients.
by Frankel. Siren, created
originally for McDonald’s
Renault in four additional
In addition, Publicis poscountries; United
is a remote control
sesses integrated, interactive
Biscuits/Jaffa cakes site;
digital display system.
resources within several
Nestlé’s human resources
BrandGuard is an
and financial information
adver tising agencies in
sites;
Ericsson/WAP
camadvanced system for
G e r m a n y, t h e Un i t e d
paign; European Central
decentralized commuKingdom, Portugal, Finland,
Bank; Fidelity Investments;
nication of a brand
Canada, US, Brazil, Peru and
Hewlett Packard and
while safeguarding rules
Whirlpool.
Australia.
and values.
NEW BIZ:
international
Highlights 2000
2001:
Betting on technological
innovation
SAMS
More service, more
interactivity
Interactive services continue to grow:
the IDC research institute sees 40%
annual world growth between now
and 2004.
The boom is a response to
major changes in the demand
and expectations of clients and
is in the throes of revolutionizing, once and for all, the world
of communication.
FOCUS
Old style brands
and the new economy
Publicis wants to be a leading
player as the sector takes off. The priority is to help traditional clients build
and develop an interactive offering using
Internet to the full.
The Group has had limited exposure
to dot.com clients and has generally
avoided the effects of the new economy
cutbacks which marked the second half of
2000.
Internet has
revolutionized the old
“client is king”
concept. Clients now
have extra-power –
to reply, to group
together, to “zap”.
Do brands have different management
styles in the real and virtual worlds?
For brands in the old economy, Internet has
been a revolution changing the “client is king”
philosophy to one where the client remains a
similar figure but one conscious of his power to
reply, to associate with others or simply to
“zap”, or switch off.
Internet encourages more egalitarian and personalized relationships. It leads to a more
effective client focus, a constant challenge, a
hot line quality and a charter of services.
Internet serves to boost marketing
and as a catalyst, pushing firms to
become really client-oriented.
It is also a test for dot.com companies. If
advertising should intrude on private lives,
then it is for them to take the initiative to back
off on the net. People should want the service.
Dot.coms should communicate and make
themselves known.
Dot.coms need “real” communication to make
known their virtual side. Old economy brands,
for their part, often need virtual communications to help their real side.
NEWS 2000
MEDIA SELLING
The art and technique
of filling space:
Médias et Régies Europe
The Médias et Régies group, specialized
in media selling, is the only independent,
international and multimedia company
in the world. Operating since 1937,
it has been the partner of the written press,
radio, cinema, outdoor advertising and,
more recently, Internet.
LANDMARKS
Revenues
135 Me
828
people
Highlights 2000
Cinema : creation of Mediavision
subsidiaries in Switzerland and
Brazil.
Street furniture: creation
of Omnimedia in Cleveland,
Ohio.
Transport: Metrobus (France)
posted billings over one billion
francs (153 million e).
Internet:
partnership
with
Weborama in Internet profiling.
54A N N U A L
REPORT
New contracts and
extensions of others
● Written
press: Le Nouvel
Economiste, News Bourse,
Le Monde 2, Consumer Media
● Cinema : Pathé in the
Netherlands
● Public transport:
Paris Metro new billboard
formats
● Interactive agencies:
Le Monde and Le Monde
Interactif (l-regie.com),
Allo Ciné, Libération Web,
JobUniverse (recruitment sites)
T
he space seller, intermediary
between publishers and advertisers, markets advertising space for
the written press, outdoor advertising,
cinema, street furniture, radio and
Internet. These are “territories of expression” for brands and Médias et Régies
Europe brings strong added value for
those who place their confidence in the
Group and profit for those who invest.
The Group stresses a resolutely up-front
and strategic approach to solving the
problems of clients, both publishers and
advertisers.
Big names
Médias et Régies Europe is made up
of well-known names at the service of
prestigious brands: Le Monde Publicité
for Le Monde newspaper, Espaces
Libération for another daily, Libération,
Régie 1 for Europe 1 radio station,
Metrobus for RATP (Paris urban transport), RTM for transport in Marseilles,
Médiavision for the Pathé and Gaumont
cinema chains, Régiscope for the
Pariscope What’s On guide, Médias et
Régies (Presse) for Télé Z, a leading TV
weekly, Le Nouvel Economiste,
Marianne, Le Monde Informatique and
many other titles.
Médias et Régies is the only French
group with such a large and multidisciplinary view of the market, the only
group to offer clients marketing tools and
aid in decision-making taking in the
whole of the advertising market.
SAMS
Permanent quest for new
space
Led by Médiavision and others subsidiaries specialized in outdoor advertising,
Médias et Régies Europe is now established in France, Portugal, Spain, Italy, the
Netherlands, Poland and Switzerland. At
the beginning of 2000, the group crossed
the Atlantic and created a street furniture
specialist, Cleveland Omnimedia, in
Cleveland, Ohio. It also opened a branch
of Médiavision in Brazil.
Médias et Régies also set up in the virtual world. The group sees Internet as a
path of growth and one which will lead to
a new reputation amongst publishers and
advertisers.
Four years ago, the group brought to
Internet two major partners: newspapers
Le Monde and Libération. In 2000,
Médias et Régies Europe launched its
own agency: Médias et Régies Interactive
(MRI). Beyond the sale of space MRI will
help the market structure itself and gain
efficiency.
Promising outlook
The year 2000 confirmed the trend of
the previous two years for most segments
of the media and achieved
record sales. Médias et
Régies Europe benefited
from this overall growth and
saw its revenues rise 15.4%.
All the sectors where the
group is active contributed
to this good performance.
Radio and outdoor advertising recorded the highest
growth in revenues in 2000.
“Hear, hear”
A
SYMBOLIC
NEWS
2000 SHOP WINDOW
133, CHAMPS-ELYSÉES
Publicis showplace:
the Drugstore Publicis
It bears the Group’s name and aims to present
a special image of Parisian life. Like its neighbor,
the Arc de Triomphe, it is known throughout
the world. Publicis is as much attached
to the Drugstore as it is to its own identity.
The store will be associated with all the other
changes under way. The manner of its renovation
is under discussion.
A
t 133 Avenue des ChampsElysées, Publicis Groupe S.A.
owns a store (specialized boutiques, pharmacy, book store, newspaper
kiosk) and a restaurant. For 26 years it has
been in the same building that houses the
Group’s headquarters and a number of
agencies (Publicis Conseil, Publicis
Consultants, WAM) and it has been, in
many ways, the Group’s shop window for
the public.
An exceptional sight on the world’s
most celebrated avenue, the Drugstore
has always been a highly friendly and
modern place close to the spirit of the
times and Parisian lifestyles. It attracts
tourists and Parisians around the clock.
The Group decided to undertake a
profound modernization of the Drugstore
in 1999. The concept, activities and
layout will change in order to stay abreast
of trends in urban sales.
An international competition was
launched in 2000 and a dozen European,
American and Japanese architects were
invited to participate. The winner was a
young Californian architect Michael
Saee. The project is being drawn up and
work will start in a few months.
56A N N U A L
REPORT
Consultancy, conception, creation and production:
Pictures: H. de Oliveira, Ph. Zamora, Drugstore photo libraries - Illustrations: Kot / O. Girault
Global presence of Publicis Groupe S.A.
April 2001 - Major Group companies
EUROPE
Austria
Publicis
Saatchi & Saatchi
Optimedia
Belarus
Primary Saatchi & Saatchi
Belgium
Publicis
Saatchi & Saatchi
Saatchi & Saatchi Business
Communications
Optimedia
Zenith Media
Bosnia Hercegovina
S Team Saatchi & Saatchi
(Sarajevo, Banja Luka)
Bulgaria
Croatia
Publicis
Czech Republic
Publicis
Optimedia
Denmark
Publicis
Saatchi & Saatchi
Optimedia
Zenith Media
Estonia
Adell Saatchi & Saatchi
Finland
Publicis.Törmä
Viherjuuri Saatchi & Saatchi
Publicis Dialog
Publicis Marché
France
Publicis Conseil
Publicis Etoile
Publicis Constellation
FCA!BMZ
Loeb & Associés
Saatchi & Saatchi
Publicis Régions
(Annecy, Lyons, Clermont-Ferrand,
Brest, Nantes, Lille, Strasbourg,
Nancy,Besançon, Marseilles, Nice,
Paris, Montpellier, Bordeaux,
Toulouse,Tours, Le Mans)
Publicis Dialog
Publicis e-brand
Publicis NetWorks
Publicis Technology
Publicis Wellcare
Directis
Guillaume Tell
Media System (Paris, Lyon, Nice,
Marseille, Strasbourg)
Motivom
Mundocom
NetIntelligenz
Verbe
WAM
Saatchi & Saatchi Healthcare
Saatchi & Saatchi Rowland
Saatchi & Saatchi Business
Communications
France (continued)
Optimedia
Idemedia
Zenith Media
Médias & Régies
Espaces Libération
Le Monde Publicité
Médias & Régies Interactive
Mediavision
Métrobus
Régie 1
Drugstore Champs-Elysées
Germany
Publicis (Berlin, Frankfurt)
Publicis.MCD (Munich, Erlangen)
BMZ/FCA!
Saatchi & Saatchi
Publicis Dialog (Hamburg, Frankfurt)
Publicis NetWorks
(Munich, Frankfurt)
More Sales (Dusseldorf, Munich)
Publicis Vital
Mundocom
ADF DTP
Dialog Team Marketing
Publicis.Lenze
More Interactive
Optimedia (Dusseldorf, Frankfurt)
More Media (Dusseldorf, Munich)
Zenith Media
(Frankfurt, Hamburg)
Greece
Publicis
Adel Saatchi & Saatchi
Publicis Dialog
Publicis Technology
Optimedia
Zenith Media
Hungary
Publicis
Saatchi & Saatchi
Zenith Media
Ireland
Zenith Media
Italy
Publicis (Milan, Rome)
FCA!BMZ
Saatchi & Saatchi (Milan, Rome)
Carmi & Ubertis Design
Welcome 2000
Optimedia
Zenith Media (Rome, Milan)
Mediavision Opus
Latvia
Lithuania
Macedonia
Publicis
The Netherlands
Publicis
Saatchi & Saatchi
Mundocom International
(Amsterdam, Eindhoven)
Kern, Habbema & Yap
BMB
AMI
Change the Script
Compasso
Optimedia
Zenith Media
Publex
VKM
Mediavision
Norway
Publicis
Saatchi & Saatchi
Zenith Media
Poland
Publicis
Saatchi & Saatchi
Mundocom
Optimedia
Zenith Media
Portugal
Publicis Publicidade
BMZ/Park
Saatchi & Saatchi
Publicis Technology
Publicis Dialog
Optimedia
Zenith Media
Intervoz
TCS Portugal
Romania
Centrade Saatchi & Saatchi
Zenith Media
Russia
Viag Saatchi & Saatchi
Slovakia
Publicis.Knut
Optimedia
Slovenia
Spain
Publicis
Publicis, Casadevall, Pedreño
& PRG (Barcelona, Madrid)
Saatchi & Saatchi (Madrid,
Barcelona)
Publicis Dialog
Optimedia (Madrid, Barcelona)
Zenith Media (Madrid, Barcelona,
San Sebastian, Valencia)
Publisistemas
Sweden
Publicis.Welinder
Zenith Media
Switzerland
Publicis (Zurich, Lausanne)
Publicis Dialog
Fisch Maier Direkt
Global Event Management
(Geneva, Zurich)
Optimedia
Mediavision
UK
Publicis
Fallon
Saatchi & Saatchi
Team Saatchi
The Triangle Group
Publicis Dialog
Publicis Blueprint
Publicis NetWorks
Mundocom International
The Facilities Group
Duffy
Optimedia
Zenith Media
Ukraine
Yugoslavia
Publicis
NORTH AMERICA
Bermuda
AAC Saatchi & Saatchi
Canada
Publicis (Montreal, Toronto)
Saatchi & Saatchi
(Toronto, Montreal)
Saatchi & Saatchi Drum
Publicis Dialog (Montreal, Toronto)
Publicis NetWorks (Montreal,
Toronto)
Publicis Wellcare (Montreal,
Toronto)
Publicis Brand & Design
Goodhue & Associés
Ove Design & Communications
Taylor Tarpay Direct
Optimedia (Montreal, Toronto)
US
Publicis (Dallas, New York,
Chicago, Seattle, Indianapolis,
Salt Lake City)
Publicis & Hal Riney (San Francisco,
Atlanta, New York)
Fallon (Minneapolis, New York)
Burrell Communications (Chicago,
Atlanta)
Publicis Sanchez & Levitan
(Miami, Dallas, Los Angeles)
Saatchi & Saatchi (New York,
San Francisco, Los Angeles)
Conill Advertising
(New York, Los Angeles)
Nazca Saatchi & Saatchi
Team One Advertising
Publicis Dialog (New York, Dallas,
Chicago, Seattle, San Francisco,
Boise, Indianapolis, Salt Lake City)
Nelson Communications
Frankel (Chicago, Irvine,
San Francisco)
Winner & Associates (Washington,
Los Angeles)
Publicis Technology
Klemtner Advertising
(Fairport, Wilmington)
Saatchi & Saatchi Collaborative
Marketing
Siren Technology
BrandGuard
Fallon Interactive
Duffy (Minneapolis, New York)
US (continued)
Optimedia (New York, Chicago,
Dallas, Indianapolis, Salt Lake City,
San Francisco, Seattle)
Zenith Media (New York, Atlanta,
Chicago, Denver, Dallas, Fort
Lauderdale, Kansas City, Los Angeles,
Portland, San Francisco)
Médias & Régies
LATIN AMERICA
Argentina
Publicis.Capurro
Del Campo Nazca
Saatchi & Saatchi
Publicis Dialog
Optimedia
Brazil
Publicis.Norton (São Paulo,
Rio de Janeiro)
Publicis.D&M
Nortsouth/Norton Flores
F Nazca Saatchi & Saatchi
Dialog MPA
Mediavision
Chile
Publicis.Unitros
Sutil Nazca Saatchi & Saatchi
Colombia
Publicis.CB
Costa Rica
Consumer Excepcional Nazca
Saatchi & Saatchi
Dominican Republic
Cumbre Nazca Saatchi & Saatchi
Ecuador
Publicitas Nazca Saatchi & Saatchi
(Guayaquil, Quito)
Guatemala
Creacion Nazca Saatchi & Saatchi
Honduras
Mass Nazca Saatchi & Saatchi
Mexico
Publicis.Romero
Nazca Saatchi & Saatchi
Optimedia
Panama
Publicis.Fergo
Peru
Publicis Asociados
Quorum Nazca
Saatchi & Saatchi
PA Comunicadores
Puerto Rico
Badillo Nazca Saatchi & Saatchi
Trinidad & Tobago
Publicis Caribbean
Lonsdale Saatchi & Saatchi
Venezuela
Publicis.67
AW Nazca Saatchi & Saatchi
AFRICA/
THE MIDDLE EAST
Bahrain
Publicis-Graphics
Egypt
Publicis-Graphics
Saatchi & Saatchi
Gabon
Synergie Saatchi & Saatchi
Ghana
Target Saatchi & Saatchi
Israel
Publicis.Ariely
BBR Saatchi & Saatchi
AB Data
Super Push
Web Image
Optimedia
Tanzania
Century Saatchi & Saatchi
Laos
Prakit.Publicis
Tunisia
FCA!
KNR&G Saatchi & Saatchi
Malaysia
Publicis
Saatchi & Saatchi
Adsell Advertising
Publicis Dialog
Angsana Comm
Publicis PR
Saatchi & Saatchi Recruitment
Optimedia
Zenith Media
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Birikim FCA!
Guzel Sanatlar Saatchi & Saatchi
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Zenith Media
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Univers COM Saatchi & Saatchi
Jordan
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Erré Saatchi & Saatchi
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P&P Link Saatchi & Saatchi
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Publicis
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Ferro & Ferro Saatchi & Saatchi
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DV.8 Saatchi & Saatchi
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MC&A Saatchi & Saatchi
Qatar
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Publicis-Graphics (Jeddah, Riyadh)
Akeel Saatchi & Saatchi
Zenith Media
South Africa
Publicis
(Cape Town, Johannesburg)
Saatchi & Saatchi
(Cape Town, Johannesburg)
Optimedia
ASIA/PACIFIC AREA
Australia
Publicis.Mojopartners
(Sydney, Melbourne, Brisbane)
Saatchi & Saatchi
Publicis.DRUM
Publicis Dialog (Sydney,
Melbourne, Brisbane)
Publicis Wellcare
Optimedia (Sydney, Melbourne)
Zenith Media (Sydney, Adelaide,
Brisbane, Melbourne)
Cambodia
Prakit.Publicis
Zenith Media
China
Publicis.Ad-Link (Shanghai, Beijing,
Guangzhou, Hong Kong)
Saatchi & Saatchi (Shanghai,
Beijing, Guangzhou, Hong Kong)
Publicis Dialog (Hong Kong)
Publicis Link (Hong Kong)
Zenith Media (Beijing, Shanghai,
Guangzhou, Hong Kong)
India
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(Bombay, New Delhi)
Saatchi & Saatchi (Bombay,
Bangalore, Madras, New Delhi)
Saatchi & Saatchi Direct
Optimedia
Zenith Media (Bombay, Bangalore,
Calcutta, Madras, New Delhi)
Myanmar
Prakit.Publicis
New Zealand
Publicis.Mojopartners
Publicis Communication
Saatchi & Saatchi
(Wellington, Auckland)
Publicis Dialog
Rainger Direct
Publicis.Drum
Optimedia
Pakistan
Publicis (Lahore, Karachi)
IAL Saatchi & Saatchi
Optimedia
Philippines
Publicis.AMA
Basic Advertising
Ace Saatchi & Saatchi
Publicis Dialog
Publicis.Spark
Publicis.Interbrand
Optimedia
Singapore
Publicis.Eureka
Saatchi & Saatchi
Publicis Dialog
Saatchi & Saatchi Recruitment
Optimedia
Zenith Media
Taiwan
Publicis
Saatchi & Saatchi
Zenith Media
Thailand
Prakit.Publicis
Saatchi & Saatchi
Optimedia
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Vietnam
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Saatchi & Saatchi
Zenith Media
Indonesia
Publicis.Metro
Optimedia
Japan
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Saatchi & Saatchi
Korea
Publicis.Welcomm
■
■
■
■
■
Advertising
Media buying
Marketing services / specialized agencies
Media sales
Retail
133, avenue des Champs-Elysées
75008 Paris - France
Phone: + 33 (1) 44 43 70 00 - Fax + 33 (1) 44 43 75 25
www.publicis.com

NEW BIZ - Publicis

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