1. Management Tools SCPS Enterprise Thinking – Spring 06

2. Facts Traditional advertising agency, with 30 years in the business. Presence in Colombia, managing brands in Venezuela, Ecuador, Chile, Peru, Dominican Republic and Puerto Rico. Member of the WPP Group. Around 100 employees $ xxx.xxx USD total income. Ranked 7th in the country and 1rst, totally local.

3. Scenario Our insignia 30 year old account merged and left. (-25% of total income). Low morale. “Newly poor” syndrome and instability. Owners open for suggestions. PERFECT TIME FOR CHANGE, LOTS OF OPPORTUNITIES.

4. Management tools 1. Redefining 2. Time Management 3. Systems & Structure 4. Alliance & Development SOC, Reframe (WWIT), Scan, Solutions, Test, I&L, Review Prioritize, Select, Determine value, CPM Redesign structure Establish needs, 7 types of alliances.

5. Redefining SOC Problem Our income suddenly dropped 25% Reframe Our income should increase 25% in one year. WWIT What will it take for our organization to recover 25% of our income in one year?

6. Redefining Solutions Participate in governmental licitations. Dismiss personnel to adjust to our new size. Evaluate merging with a multinational ad group. (WPP?) PR on our new achievements, to attract new accounts. Open a branch in a bigger advertising market. Create a innovating ad/marketing product for our top accounts that gives us a competitive advantage.

7. Redefining Aha’s! Open a new JUAS branch in Bogotá. Create a Continuing Proactive Program CPP. Reshape the structure of our business to make it cost efficient.

8. Redefining Tests Small Scale: Will being present in a bigger market increase our chances of getting new clients? R/: Yes Survey existing clients and possible prospects the viability of the idea. Survey existing clients about what needs might be unsatisfied by our actual services. Large Scale: Open a small office. 2 account managers that run existing accounts with presence in Bgta, and scout for new business there. Try an outsource implant with 1 small account for finalizing artwork.

9. Redefining Implement Review Open JUA Bogotá. Develop the basis for the CPP with a rewarding system Outsource all we can possible can. Check revenue performance in 6 months. Evaluate how many new accounts we gained, and their ROI Survey client satisfaction and monitor their brand performance.

10. Project Time Management Prioritize Open a branch in Bogotá Implement a single software that process a work flow YaJUAS. Create CPP’s Re-structure personnel Hire talents Develop a e-newsletter for our clients. Make alliances with ad/marketing research institutes. … 2 key projects Open a branch in Bogotá Implement a single software that process a work flow in JUAS.

11. Project Time Management Value determination Projects Time (Max Hrs) Impact On Firm (1-100) ROI $ (Min) Money Invested (Max $) Priority Selected New branch32090$1.5M$1.2M2 Yajuas104098$1M$45K1 CPP’s20060$250K$1K3 Personnel restructuring 16050$ ?$6K4

12. Project Time Management CPM for Yajuas List, order and understand the internal order of the work flow. Research for possible software developers Set a briefing meeting. Request and study quotations Research possible benchmarks and experiences. Prepare a full briefing document First review meeting. 50% Down payment Due project date review meeting Final 50% Payment. First approach Final development 8 W-H 24 W-H 40 W-H 8 W-H 24 W-H 2 W-H 1 W-H 8 W-H 590 W-H400 W-H Total time 1080 working hours 137 days

13. Systems & Structure Redesign structure Use the CPP’s to determine account manager performance. This will create a sense of empowerment over the projects and help develop a carrier ladder, because managers performance and retribution will be based on their own results. Implement a comprehensive work flow software (Yajuas). This is a basic tool for business integration, to keep track of the workflow, have measuring resources for employee performance. Define the role of each job in the organization This way each individual clearly understand what he/she is supposed to do, what is expected from his work, and how can he stretch it to excel.

14. Alliance & Development What do I need? Reduce operative costs. Provide a better response in terms of time and quality. Strengthen my competitive advantages to attract new accounts.

15. Alliance & Development Type of alliance: Implant outsource OBJECTIVES: JUA: Reduce operative costs, speed process. Outsource: Gain a big account, with low investment. ESTRATEGIC: Give better response at more competitive prices. BUDGETING: Internal funds, if needed. CONTROLS: No. of “Re-Processed” works FINANCIAL: 50-50 Both parties. HR: 1full time person for monitoring & control. RISK ASSESMENT: It’s very important and worth of our time & efforts. Joint venture

16. Alliance & Development WPP Partner Type of alliance: Affiliate OBJECTIVES: JUA: Gain know-how and international accounts. WPP: Gain a Big account and open in a new market. ESTRATEGIC: Offer clients all the strategic tools of a multinational. BUDGETING: Loan CONTROLS: Control meetings to evaluate the merge process FINANCIAL: 50-50 Both parties. HR: High level council, 2 Top execs from both sides RISK ASSESMENT: Medium importance. Depends on terms of negotiation.

17. Alliance & Development Academy Type of alliance: Ad hoc OBJECTIVES: JUA: Develop a name as a strategic agency Academy: Team up with a known name in the business ESTRATEGIC: Develop own strategic tools and a reputation for it BUDGETING: Internal funds CONTROLS: CPP’s FINANCIAL: All JUAS HR: None. It’s all done on off working hours RISK ASSESMENT: It’s important and has good ROI for JUAS and employee.

18. 10x a lot! NYU SCPS Enterprise Thinking Student: Santiago Johnson G Spring 06.