Category: Strategy

4am Saatchi & Saatchi se enfoca en el valor humano

Fuente: LatinSpots

En un mundo donde existe tanta información y maneras de conocer al ser humano, las agencias de publicidad tienen el reto de replantear el negocio y su estructura, para poder acercarse a las personas de una forma diferente. Las marcas que hoy no usen la data/información a su favor para humanizarse, tienden a desaparecer, debido a que alguien más va a analizarla, entenderla y usarla para crear nuevas marcas, más cercanas y con vínculos emocionales más fuertes.

Entendiendo esto, la agencia en 2016 reunió a su equipo de directores creativos, de planeación y cuentas para trabajar en lo que se transformaría en People First, una metodología, cuyo objetivo es entender a profundidad a las personas, para conectarlas con las marcas de una manera más humana.

Dependiendo el mercado, se calcula que las personas están expuestas entre 5.000 y 25.000 mensajes publicitarios por día, sumado a esto, una mayor dependencia hacia la tecnología en pantallas y móviles, hacen que la comunicación se transforme de una “linda creatividad” a una comunicación relevante, donde deben tenerse en cuenta diferentes variables. La agencia identificó esta situación que la llevó a hacer una evaluación de sus procesos y de su modelo de negocio.

4am Saatchi & Saatchi da un salto importante en la industria de la publicidad en Centroamérica. Pasa de ser una agencia dividida en unidades de negocio, que generalmente están desintegradas, a una agencia integrada por unidades de capacidad.

Data, una unidad donde se capta y analiza la información del comportamiento de las personas. Insight, donde se transforma los datos en entendimiento valioso para las marcas. Conexión, de donde surgen las ideas de comunicación y negocios para las personas y las marcas. Y, experiencias, donde se vuelve tangible People First mediante estrategias enfocadas a conectar las personas con las marcas.

“Buscamos humanizar las marcas y su comunicación, entendiendo lo que las personas necesitan, de esta forma, podemos apoyar la transformación de los negocios de nuestros clientes”, afirma Guillermo Martínez.

Todo esto, en búsqueda de la generación de vínculos de confianza y lealtad, por medio de un mejor conocimiento, empatía y comprensión de la gente. Las marcas ahora serán capaces de ofrecer servicios o productos más adecuados a los requerimientos de sus usuarios, audiencias o consumidores, mostrándose más honestas y abiertas a solventar sus problemas, con el fin, de satisfacer sus necesidades o cumplir sus aspiraciones


Leer más en https://www.latinspots.com/sp/noticias/detalle/46612/4am-saatchi-saatchi-se-enfoca-en-el-valor-humano

Case Study: People First

Context

4am Saatchi & Saatchi, a privately held company, operates under Saatchi & Saatchi proven agency model. However, the 41-year-old company has experienced lots changes over the years, ranging from media buying to creative performance to digital business transformation. Although these strategies have proven successful, the need and hungriness to evolve continues.

How to prove growing value in these VUCA times?

Strategic Roadmap

In a world of accelerated change, a strategy cannot be formulated by top management alone. So, in order to accelerate and involve key players, I conducted the strategic development along 4 main areas:

A) Stakeholders Analysis
B) Strategic Formulation
C) Strategic Analysis
D) Strategic Implementation

A. Stakeholders Analysis

Change is not easily welcomed and most people don’t understand why change is needed. Before developing any strategy, I established the level of resistance and cynicism the company would face towards strategy implementation. Is the ground fertile for the change?  Who are the primary stakeholders that will help us or block our way? How many roadblocks will we find and how will we overcome them?

To answer these and many other questions, I conducted an online survey where agency stakeholders could select their level of identification with the statements presented. I conducted in-depth interviews with Business Unit Directors and High Performance Personnel to identify major pains, gains, and jobs to be done. I also revisited exit interviews and talked with former employees to understand what made them leave.

B. Strategic Formulation

The creative industry main capital is human. I had to understand not only the Central American culture and background but to contextualize my findings in a human framework. What do our people really care about? What do our clients need? What generates value for both of them?

After the Human Experience Assessment, I conducted weekly Design Thinking sessions first with the CEO and then integrating A-team players and outside advisors. The main goals for this sessions were:

  1. To avoid tunnel vision.
  2. To open space for candid conversation.
  3. To empower people to develop and own the solutions.

C. Strategy Analysis

Along with the CEO, we presented the strategic framework to the managing level directors to assess feasibility from Operations and Financial point of view.

On a Director’s level, I prepared a Business Development Deck, including research results, methodologies, and frameworks, analysis and conclusions, roadmaps and workflow diagrams among others, both for Operations reference and documentation.

D. Strategy Implementation

I developed 4 key pillars for implementation considering:

  • Responsibility: Work profiles and Capabilities Units redesign.
  • Learning: Learning and Intellectual Development Program.
  • Recognition: Talent Recognition System.
  • Joy: Day-to-Day Leadership and day-to-day operations.

Branding Process

After all strategy development, we needed to brand our value proposition and make it accessible to all internal and external stakeholders. After all, we are transforming the way we work, from inside out.

I crafted the branding brief to all 4am Saatchi & Saatchi creative agencies
in Central America to develop the visual identity for our new workstyle and methods, selecting 4am Saatchi & Saatchi Honduras creative development.

Implementation

By 2018, strategy implementation is led by our regional CEO, local COO and CFO and all Leadership team including General Creative Director, Insights & Strategy Director, Experience Director and Media & Technology Director.

Growth Analysis: Cervecería Centroamericana S.A de C.V.

This document is the result of the third module of Coursera’s Business Strategy Specialization: “Growth Strategy”. The selected business is Cervecería Centroamericana, from Guatemala. The purpose of this work was to apply the key concepts such as Scenario Planning, Game Theory, Pay-off Matrices and M&A Analysis.

(via Growth Analysis: Cervecería Centroamericana)

Industry Analysis: Cervecería Centroamericana S.A de C.V. 

This document is the result of the first module of Coursera’s Business Strategy Specialization: “Foundations of Business Strategy”. The selected business is Cervecería Centroamericana, from Guatemala. The purpose of this work was to apply the key concepts for business analysis and understanding. 

(via Cervecería Centroamericana: Industry Analysis)

Advanced Business Analysis: Cervecería Centroamericana S.A de C.V.

This document is the result of the first module of Coursera’s Business Strategy Specialization: “Advanced Business Strategy”. The selected business is Cervecería Centroamericana, from Guatemala. The purpose of this work was to apply key concepts for business internationalization, diversification and stakeholders analysis.

(via Cervecería Centroamericana: Advanced Analysis)