{"id":61032,"date":"2018-01-29T21:12:27","date_gmt":"2018-01-29T21:12:27","guid":{"rendered":"http:\/\/www.bnreport.com\/boss-of-100m-wpp-superunion-jim-prior-on-the-trials-of-consolidation\/"},"modified":"2018-01-29T21:12:27","modified_gmt":"2018-01-29T21:12:27","slug":"boss-of-100m-wpp-superunion-jim-prior-on-the-trials-of-consolidation","status":"publish","type":"post","link":"https:\/\/www.bnreport.com\/en\/boss-of-100m-wpp-superunion-jim-prior-on-the-trials-of-consolidation\/","title":{"rendered":"Boss of $100m WPP ‘Superunion’ Jim Prior on the trials of consolidation"},"content":{"rendered":"

At a time when the notion of union is being challenged on the international stage, a new one has been formed. Not those bastards who occasionally shut the Tube down with strike action. This one is super.<\/p>\n

It\u2019s the consolidation of five WPP<\/a> brand consultancies into one, given the modest title of Superunion.<\/p>\n

Leading the combination of Brand Union, Lambie-Nairn, Addison, VBAT, and The Partners, is former chief executive of the latter, Jim Prior. Overseeing $100m in client billings, Prior is now responsible for a network of 750 people spanning 18 countries, looking after clients from Diageo<\/a> to Fifa.<\/p>\n

\u201cYou do something like this, the eyes of the world are on you,\u201d says Prior, two days before the launch of the new group. \u201cIt\u2019s easy to promise at the beginning, but we need to make sure we deliver it as we go through. So the launch for me is the start of a new chapter.\u201d<\/p>\n

To operate under one name with a single bottom line was only decided upon six months ago, and implemented in four. Moving fast is part of the plan though, says Prior. \u201cThat pace<\/a> of change forces you to move quickly and efficiently, to make the decisions that you need to make.\u201d<\/p>\n

While in the Netherlands, Superunion will operate under the previous brand name of VBAT, the consolidation is a complete integration of the five firms.<\/p>\n

\u201cOur view was that if we create an organisation that has a really unusually wide set of capabilities, and at the same time, has the reach, scale and presence in the market, and is brave enough to go out and assert itself in the market, then we ought to be able to do more work. Which has got to be of benefit to the clients, to the people that we serve,\u201d says Prior.<\/p>\n

Jim Prior, chief executive, Superunion (Source: Superunion)<\/p>\n

Too many chefs<\/h2>\n

Rebranding a branding agency is quite meta \u2013 a working case study of practising what you preach, and an opportunity to \u201cturn the lens on oneself\u201d, says Prior.<\/p>\n

The challenges of bringing five agencies together are numerous \u2013 each firm has an individual history, finances, clients, and practices. The millions dollar question is about leadership though. Was it a case of \u201ctoo many chefs?\u201d<\/p>\n

\u201cThere are lot of chefs but not too many,\u201d says Prior.<\/p>\n

\u201cThere are a lot of complementary chefs, or a lot of chefs that are experienced and mature enough to understand that it\u2019s better to work together than to fight against each other. It\u2019s not a fusion built on big egos and a desire for control, it\u2019s a fusion built on experienced people who understand the value in collaborating in working together.\u201d<\/p>\n

Since first announcing the intent to consolidate back in September, Prior has insisted that no jobs would be lost at any of the five firms. Good intentions are very well. But did it come to fruition?<\/p>\n

\u201cThere hasn\u2019t been a single job loss as the result of this combination. Our plan has always been to manage the organisation on a basis of growth, and obviously as it evolves, it\u2019s going to organise itself in different ways to how it has in the past.<\/p>\n

\u201cYou can\u2019t go through a process of combining five companies and not realise there are some operational efficiencies in there. There are people whose roles are changing in nature, or they\u2019re deploying into areas where there\u2019s an opportunity for them to grow and develop in different ways. But we\u2019re not doing this to lose jobs.\u201d<\/p>\n

\n

You can\u2019t go through a process of combining five companies and not realise there are some operational efficiencies in there<\/p>\n<\/blockquote>\n

The consolidation is an interesting move considering the ongoing debate about scale in the advertising industry \u2013 but Prior insists big is beautiful.<\/p>\n

\u201cIt used to be that scale could hold people back, but it was a conceptual barrier,\u201d he says.<\/p>\n

\u201cThere was this dichotomy that people had in their minds that, if you were really creative you had to be small, and if you were really big you were process-driven and held back by scale, chasing after poor quality business, just keeping the lights on. I think that\u2019s out of the window.<\/p>\n

Consolidate<\/h2>\n

The move comes at the end of a rough year for Martin Sorrell\u2019s ad-giant WPP, usually a bellwether for the state of the industry.<\/p>\n

Whether market uncertainty or tight budgets, Facebook<\/a> and Google\u2019s Duopoly, the misplaced ads scandal, or the ever-growing scope of management consultancies, the network\u2019s share price plunged.<\/p>\n

In response, and as part of a wider industry trend of consolidation, WPP has been shedding excess weight.<\/p>\n

Last year saw Possible merge with Wunderman, Rockfish with VML and Neo Ogilvy into Mindshare. MEC and Maxus were joined to form Wavemaker, a new global media network under GroupM. It\u2019s what Sorrell describes as \u201chorizontality.\u201d<\/p>\n

\u201cI\u2019d say it\u2019s in consideration,\u201d says Prior. \u201cThat strategy is in place because it\u2019s the right strategy for the market, and I think we identified that, in our area of the business, it made sense to do something akin to that. I wouldn\u2019t say it was the driver, but when you see that direction of travel and ask yourself would that make sense to us, and in our case the answer was yes, so we thought \u2018okay let\u2019s do that.\u2019 It\u2019s good for us, it\u2019s good for WPP.\u201d<\/p>\n

<\/a><\/strong> <\/a><\/p>\n

Original Article<\/a><\/p>\n

[contf] [contfnew] <\/p>\n

CityAM<\/a><\/h5>\n

[contfnewc] [contfnewc]<\/p>\n","protected":false},"excerpt":{"rendered":"

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