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Starcom MediaVest Group Spins Off Spark Into Third Network

20.05.12

Publicis Groupe's Starcom MediaVest Group is tripling up on the new-business front with ambitions to turn Spark, its small and quiet media offering, into a viable third shop.

At the beginning of March, Starcom Chief Operating Officer Chris Boothe will become CEO at Spark. He'll be responsible for growing the agency, as well as transitioning a handful of Starcom clients and account teams into the firm.

Clients moving to Spark from Starcom include Sara Lee, Hanes, Stanley Steamer and Bass Pro Shops.

"The ultimate ambition is that we grow Spark quickly into a top-10 agency, and we're not that far off," said SMG Global CEO Laura Desmond. "We want to build on the strength of Starcom and MediaVest to make Spark strong. It's not about shifting resources. It's really about making sure they're all strong at the right time."

Spark had revenue of $13 million in 2010, according to the Ad Age DataCenter , and Ms. Desmond said that it has grown about 30% over the past few years. It also added E-Trade, Purina and Dairy Queen in 2011. The goal is to build on that and in three years have three SMG media networks in the top five.

Source: AdAge.com

Entrepreneurial Creativity

is manifested when a diversifying organization capitalizes on its core strengths and yet the diversification is unrelated to its core business ...

Intensive, Integrative and Diversification Strategies « Michael ...

by mamikikeyu

It could be using current product to penetrate market in other countries, or develop unrelated product to increase profit margin when attempt to new market share. Market penetration , which means intend to increase market share for present product in present market. It also helps organization to increase market share and revenue by reaching new customer segments and new market....

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Crafting and Executing Strategy, The Quest for Comptetitive Advantage - Concepts and Cases Crafting and Executing Strategy, The Quest for Comptetitive Advantage - Concepts and Cases

Creator: Thompson, A. J. (Alonzo J.) Strickland | Business & Economics - 1997-10
As one president of a diversified firm expressed it: . . . we've got to make sure that our core businesses are properly ... Second, without the competitive advantage potential of strategic fit, consolidated performance of an unrelated ...
Strategic Management And Business Policy
698 pages 		Strategic Management And Business Policy

Creator: Kazmi | Business & Economics - 2008
That's why diversification strategies — enigmatic though they may be — have always attracted business people and ... For long it was believed that the private sector companies were forced to diversify into related and unrelated areas ...
Publisher: Tata McGraw-Hill Education
Exploring Corporate Strategy with MyStrategyLab
625 pages 		Exploring Corporate Strategy with MyStrategyLab

Creator: Gerry Johnson, Kevan Scholes, Richard Whittington | Business & Economics - 2009-12-18
It is important also to recognise that the distinction between related and unrelated diversification is often a ... As in the case of the car manufacturers diversifying forwards into apparently related businesses such as repairs and ...
Publisher: Financial Times/Prentice Hall
Strategic Management, Theory and Application
720 pages 		Strategic Management, Theory and Application

Creator: Adrian Haberberg, Alison Rieple | Business & Economics - 2008
If a firm diversifies too far, into unrelated businesses or in an unplanned fashion, then its performance is likely to suffer. Diversification has been subject to fashion. In the 1960s and 1970s, the writings of Alfred Chandler ( 1962), ...
Publisher: Oxford University Press, USA
Management-International Edition
250 pages 		Management-International Edition

Creator: Daft, Kendrick, M., Vershinina, N. | Business & Economics - 2010-05-24
Consequently some companies are giving up on unrelated diversification strategies, selling off unrelated businesses to focus on core areas. A firm's managers may also pursue diversification opportunities to create value through a ...
Publisher: Cengage Learning EMEA

a strategy of diversifying into unrelated businesses - News


On the fast track
Business Standard (blog) - Apr 03, 2011
And the company agrees that growth in the next financial year will slow down to about 30-35 per cent. Some experts also warn against unrelated diversification. “Why is the company moving into unrelated areas like bags, spectacles frames, lenses?

Big Pharma's Next Decade Won't Be Lost
Seeking Alpha - Mar 28, 2011
Abbott Labs has three main business divisions (prescription drugs, nutritionals, and medical device) that are largely unrelated. During Abbott's last conference call, Jami Rubin, a drug analyst at Goldman Sachs argued that Abbott's stock is currently