monika mor maam project

8/6/2019 Monika Mor Maam Project

1/20

ABOUTTALENTWORKPRESSCONTACT:+2:($5(

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WHAT WE DO

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WHAT WE GIVE OUR CLI ENTS

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HOW WE DO IT

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% 2 $ 5 ' 2 ) ' , 5 ( & 7 2 5 6

Jack KluesChief Executive OfficerVivaKi

Frank VorisChief Financial OfficerVivaKi


4/20

Rishad TobaccowalaChief Strategy & Innovation Officer

VivaKi

Kathy DyerChief Talent & Transformation OfficerVivaKi


5/20

Cheri CarpenterEVP/Director of Global Communications

VivaKi

Curt HechtChief Executive OfficerNerve Center


6/20

Laura DesmondChief Executive Officer

Starcom MediaVest Group

Laura LangChief Executive OfficerDigitas


7/20

Bob LordChief Executive Officer

Razorfish

Steve KingChief Executive OfficerZenithOptimedia

9 , 9 $ . , & 2 8 1 7 5 < & + $ , 5 6


8/20

Jakub Benke

VivaKi Chair, Poland

Sergey Koptev

VivaKi Chair and CEO, Russia


9/20

Yifei Li

VivaKi Chair, Greater China

Sergio Lorca

VivaKi Chair, Iberia


10/20

Kevin Malloy

VivaKi Chair, Australia/New Zealand

Nicole Pruesse

VivaKi Chair, Germany, Austria and Switzerland


11/20

Mike Readman

VivaKi Chair, Middle East and North Africa

Daniel Saada

VivaKi Chair, France


12/20

Srikant Sastri

VivaKi Chair, India

Adrian Sayliss

VivaKi Chair, UK


13/20

Fernando Silva

VivaKi Chair, Mexico, Central America and Caribbean

Guillermo Tafet

VivaKi Chair, South America


14/20

Andras Vigh

VivaKi Chair, Central and Eastern Europe

Jens Welin

VivaKi Chair, Nordics

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INITIATIVES

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The VivaKi Difference

VivaKi is sharply differentiated by four essential elements:

1. Scale - this is a key factor unleashing value for our clients as they face large new actors in the

media landscape. Publicis Groupe today has the necessary size for global leadership in its sector.

The Groupe is now further leveraging its scale by aligning resources and the power of its

operations under VivaKi.

2. Innovation -- by building the VivaKi Nerve Center at the heart of the new entity, Publicis

Groupe is fulfilling several objectives:

Creating the world's largest center for developing the new technologies necessary to our clients'future growth Making the resources of the VivaKi Nerve Center available to all Groupe entities,

including our creative agencies Bringing our clients the best solutions to improve performance

marketing, relations with platforms (MSN, Google, Yahoo) or social networks (MySpace,

Facebook), as well as integrated media solutions and the optimization of data analysis and return

on investments.

3. Technology -- the approach of Publicis Groupe rests on Open Source systems giving it access

to all available innovations and solutions. Proprietary tools will however be developed, such as

Navigator and Insight Factory. Links will be developed with digital platforms, cable operators,

telecom companies and media supports to improve exchanges and to benefit form leveraging

scale.

4. Talent -- with the shaking up of our industry, more flexible and more diversified talent - liquidtalent - will be critical. Finding and developing such talent will be a core competency of VivaKi,

through the new training and career development programs offered by the Talent and

Transformation team.

The VivaKi Name

The name VivaKi is derived from the word "viva" which means life, and "ki" (or Qi) which is often

translated as energy flow. A name that signifies a new frontier a new lead solution in the digital

era.

Board of Directors


17/20

Srikant SastriCountry Chair

VivaKi

Puvanan

Thuraisamy

Chief Financial

Officer

VivaKi

Rashmi

Deshpande

Chief Talent

and

Transformation

Officer

VivaKi

Ambika SrivastavaChairperson,ZenithOptimedia

India andChairperson,

VivaKi Exchange

CVL SrinivasChairman,

Starcom

MediaVest

Group Indiaand ManagingDirector,

LiquidThreadAPAC

Kanika

Mathur

Chief

Executive

Officer,Digitas India

Pavan

Chandra

Managing

Director,

VivaKi NerveCenter

Mona JainChief Operating

Officer,

VivaKi

Exchange

OURAPPROACH

At VivaKi, we know that the industry is changing new technologies, disciplines, companies and

job descriptions are springing up every day. Todays top jobs didnt exist five years ago.

Tomorrow, well be looking for talent to fill positions that havent yet been imagined, and

competing for talent with new types of employers and industries.

With these changes in mind, our goal is simple: to continue to attract and retain the worlds best

talent.

FLUID TALENT

In our organization, we ask that each of our employees be more than just inspired, more than just

experienced, more than just talented. We ask that that each be flexible to adapt and grow so

our Clients enjoy the full benefit of our vast resources.

This is what we call Fluid Talent an initiative that gives VivaKi brands and employees a means by

which they can match individuals growth (professional and personal) with the brands business


18/20

needs.

We do our best to make it easy for employees to work with other VivaKi entities and switch jobs

whether permanently or just for a project to gain experience, broaden their skill sets and

prepare for the future. To do so, we have harmonized our approach to compensation and benefits

and coordinated training and development.

DIVERSITY AND INCLUSION

We are advocates of diversity, creating and nurturing a vibrant work environment that celebrates

and values all aspects of diversity and inclusiveness. We provide outlets for our leaders to get

more involved in this arena through mentorship programs, opportunities with active nonprofit

organizations and executive sponsor roles for employee network groups.

VivaKi will use digital platform more effectively...(India) is going to be a market where a lot of our support systems would be based

Marion Arathoon and Anushree Chandran

y

Mumbai: Steve King is chief executive-worldwide of global media

network,ZenithOptimedia (ZO), part of Publicis Groupe SA, and has almost 4,500 employees

across 170 offices in 66 countries. King was in Mumbai to speak at a ZO seminar on return on

investment (or RoI, in advertising and marketing) and advocacy. He spoke toMint on the

slowdown and his firms business plans for India, including the expected launch of VivaKi here.

Tech push: Steve King says his companys recent

initiatives will strengthen its digital capabilities in India.

(Photo: Ashesh Shah / Mint)

VivaKi is a recent initiative by Publicis Groupe to help

maximize RoI from new media and digital marketing,

while increasing the networks digital business. It will tap

agencies within the group, including Starcom MediaVest,

ZO, Digitas and Denuo, to develop new services, tools

and partnerships along with the VivaKi Nerve Center and

the VivaKi Talent Development Platform. Publicis will also launch a new open source on-demand

network, Nerve Center. The platform, expected to be the largest of its kind in the advertising

industry, is the result of a collaborative agreement with Google Inc., Yahoo Inc., Microsoft Corp.,DoubleClick and Platform A to help clients reach precisely defined global audiences better. Edited

excerpts:

We have just redone our ad forecast, which shows a 6.6% growth in ad spending for 2008. We

really havent changed that forecast. The make-up of the forecast has changed because we see

greater growth from developing markets such as Indiawhich, in a couple of years, will account

for one-third of total revenueand these markets are growing (at) double digit (rates). Russia,

India and China will grow three-five times more than world markets.


19/20

We have reduced our forecast in some of the more established Western markets. Digital (globally),

in which the Internet alone is 10%, is growing at 30%.

This downturn is different from the other two. Weve covered three downturns in the advertising

cycle which are an exaggeration of the economic cycle. The 2001 downturn was partly due to 9/11

and the dotcom crash. The downturn this time is different for three reasons: In the previous two

downturns, the proportion of ad spend to GDP was 1.3% and 1.25%, respectively; now its justbelow 1%. Compared with previous investments, the degree of investment is much more

conservative. Second, theres very little abatement in terms of emerging markets. Finally, theres

the growth in measurable digital media.

The second threat after recession is speed of change. Negative stories spread like wildfire. The

third is replication of the bubble. A number of new companies are reinventing themselves as media

companies: Google, Yahoo, Microsoft, online auction site eBay, content developers, producers

putting content (up) for free, telcos, etc. Are there enough ad funds to sustain these businesses is

the questionable part. There will be a huge degree of consolidation in a very fragmented market so

far. The challenge finally is of getting and retaining talent, especially in digital where no one has

more than a decade of experience.

On Zeniths India plans

Generally, what we are looking to do is to try and strengthen our capabilities in areas where we

lack resources, and which are growing most quickly. Those areas are in digital; theres growth in

digital activation, search, creative CRM (customer relationship management), mobile, analytics,

etc. Those are the areas we need to develop faster. We will look at bringing in global units and

acquiring local units. We have acquired a company (overseas) last year called Phone Valley, a

mobile activation company, a marketing company based entirely on the mobile platform. We also

bought a search business called Click2Sales. We have already brought both into India under Zed

Digital. Retail is also an area we are looking at.

Equinox is the subsidiary brand in ZO and its more the challenger brand that can also handle

conflicts. We are looking to develop all of our units (Zenith, Zed Digital, Equinox) in India and

globally. Click2Sales and Phone Valley are the more global brands that we are looking to scale up

here in India.

On the entry of Newscast and VivaKi into India

Newscast is a content creation business that we operate in some markets. Its there predominantly

in sponsorship and some creative development. Thats not a business that we have here yet, and

one that we are thinking of bringing into India.

India is going to be one of the top three development markets globally.

We have globally launched VivaKi, the business where we brought together three of the businesses

in the group, ZenithOptimedia, Starcom MediaVest and Digitas. We are currently in internal

discussions about how we can look at areas such as synergy, activationparticularly in the area of

talent and digital nerve centre. Its a way of harnessing the need to talk to some of the platforms

like Google and Yahoo in a much more single-minded voice.

Publicis Groupe Media (PGM) is not going to exist in the future. PGM is the formal management

holding group, which will be replaced by aggregation of Starcom, Digitas and ZenithOptimedia. The


20/20

brands will still talk to individual clients; the clients will still have their contracts with one of those

three brands or in some cases all three.

Between now and the end of the year, we will make announcements locally how this VivaKi brand

will be managed and come to India, rather like when we launched IMX (joint media buying

operations with Starcom MediaVest) when we wanted to develop a platform which was effective

and customized to the market here.

In most Asian markets, we dont have a Digitas brand in operation. Here we have a very strong

brand, Digitas Solutions, and some shared clients such as Hewlett-Packard, which we share

between ZO and Digitas, so we can work opportunities and benefits.

These would be predominantly in areas of keeping and retaining talent and developing tools and

systems in digital units.

VivaKi will talk to Yahoo and Google here as well as globally. The idea is that we can use the scale

of the digital platforms more effectively; global learnings or relationships and partnerships with

Yahoo and a single active engaged voice. If you think in terms of technological assistance that we

are going to get from India, its going to be a market where a lot of our support systems would be

based. Talent in terms of client leadership as well as technology is already advanced here, so I

think India is one of those markets where you look to capitalize on that (outsourcing). Would a

VivaKi give outsourcing out of India an impetus? Yes.

monika mor maam project

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