and Two agencies with name Saatchi United Kingdom
Part one: Country Profile
The area of the
The political system of the
This stability of institutions contrasts with and complements the striking heterogeneous social character of the
Official language: English. Other languages: Welsh, Gaelic
Religion: Churches of
Religious affiliation: Christian 65.9%, of which Protestant 53.4% (Anglican 43.5%, Presbyterian 4.5%, Methodist 2.2%), Roman Catholic 9.8%, Orthodox 1.0%, other Christian 1.7%; Muslim 2.6%; Hindu 0.6%; Sikh 0.5%; Jewish 0.5%; other/nonreligious 29.9%.
Major cities: Greater London 7,074,300; Birmingham 1,020,600; Leeds 726,900; Glasgow 616,400; Sheffield 530,400; Bradford 483,400; Liverpool 468,000; Edinburgh 448,900; Manchester 430,800; Bristol 399,600; Kirk lees 388,800; Wirral 329,200.
Imports: £184,305,000,000 (machinery and transport equipment 42.2%, of which electrical equipment 19.8%, road vehicles 11.2%; chemicals 10.0%, of which organic chemicals 2.6%, plastics 2.4%; food 7.9%; clothing and footwear 4.3%; petroleum and petroleum products 3.1%; textiles 2.8%; paper and paperboard 2.7%).
Major import sources: Germany 14.7%; U.S. 12.4%; France 9.6%; The Netherlands 6.8%; Japan 4.9%; Italy 4.8%; Belgium-Luxembourg 4.7%; Ireland 3.9%; Switzerland 2.9%; Spain 2.7%.
Exports: £166,340,000,000 (machinery and transport equipment 44.1%, of which electrical equipment 19.8%, road vehicles 8.6%; chemicals 13.3%, of which organic chemicals 3.1%; petroleum and petroleum products 6.2%; food 4.2%; professional and scientific 4.0%; iron and steel products 2.4%).
Major export destinations: Germany 12.3%; U.S. 11.8%; France 10.2%; The Netherlands 8.0%; Ireland 5.2%; Belgium-Luxembourg 5.1%; Italy 4.8%; Spain 4.0%; Sweden 2.6%; Japan 2.5%; Switzerland 1.9%.
Gross national product: U.S.$1,152,136,000,000 (U.S.$19,600 per capita).
Budget (1996-97). Revenue: £280,900,000,000 (income tax 33.5%, value-added 16.9%, social security contributions 16.6%). Expenditures: £308,500,000,000 (social security 24.9%, health 11.0%, debt interest 7.2%, defense 7.2%).
Material well being. Households possessing: automobile 69.7%, telephone 92.4%, television receiver 98.3% (color 95%), refrigerator 98.5%, central heating 85.3%, washing machine 90.9%, video recorder 79.2%.
Transport. Railroads: length 23,518 mi, 37,849 km; Roads: total length 228,042 mi, 366,999 km (paved 100%). Vehicles: passenger cars 20,505,000, trucks and buses 2,712,000. Merchant marine: vessels (over 100 gross tons) 1,631; total deadweight tonnage 4,355,063. Air transport: passenger-mi 77,575,900,000, passenger-km 124,846,500,000; short ton-mi cargo 2,662,600,000, metric ton-km cargo 3,831,900,000; airports 57.
Monetary unit: 1 pound sterling (£) = 100 new pence; valuation (Sept. 25, 1998) 1 £ = U.S.$1.70; 1
Literacy: total population literate, virtually 100%
Educational attainment. Percentage of population age 25 and over having: primary or secondary education only 89.7%; some postsecondary 4.8%; bachelor's or equivalent degree 4.9%; higher university degree 0.6%.
Quality of working life. Average workweek (hours): male 43.3, female 30.2.
Social participation. Eligible voters participating in last national election (May 1997): 71.3%. Population age 16 and over participating in voluntary work: 22%. Trade union membership in total workforce 32.0%.
Leisure. Favorite leisure activities (hours weekly): watching television 17.1; listening to radio 10.3; reading 8.8, of which books 3.8, newspapers 3.3; gardening 2.1.
Demographically, just under half of the total population is in the labor force. Within this group are small numbers of self-employed workers, as well as members of the armed forces and of work-related government training programs. The highest proportion of employees (more than two-thirds) is in the service sectors, with financial services and distribution the largest. Manufacturing, although it has declined, employs more than one-fifth of all workers. Smaller numbers are in construction, energy, agriculture, forestry, and fishing. The number of part-time workers has increased considerable.
Population (1998): 59,126,000.
Density: persons per sq mi 627.3, persons per sq km 242.2.
Urban-rural: urban 89.4%; rural 10.6%.
Sex distribution: male 49.09%; female 50.91%.
Age breakdown: under 15, 19.5%; 15-29, 20.1%; 30-44, 21.9%; 45-59, 18.0%; 60-74, 13.3%; 75 and over, 7.2%.
Population projection: (2010) 60,800,000.
Ethnic composition: white 93.7%; Asian Indian 1.8%; Pakistani 1.4%; Black 1.4%; other and not stated 1.6%.
Average household size: 2.4; 1 person
Immigration: permanent residents 245,000, from United States 11.0%, Australia 8.6%, Bangladesh, India, and Sri Lanka 4.5%, New Zealand 4.1%, South Africa 3.7%, Canada 3.3%, other 64.8%, of which EU 14.7%.
Life expectancy at birth: male 74.4 years; female 79.7 years
Food: daily per capita caloric intake 3,149 (vegetable products 67%, animal products 33%); 125% of FAO recommended minimum requirement.
Part two: Advertising agencies’ current situation
There are two advertising agencies with name Saatchi: Saatchi & Saatchi and M&C Saatchi. Both of them are worldwide and
Saatchi & Saatchi Advertising
Saatchi & Saatchi's comparatively brief period of independence started in December 1997, when the agency was demerged from corporate parent Cordiant in a curious reversal of the procedure by which original founders Charles and Maurice created their advertising empire during the Eighties. In June 2000, acquisitive French group Publics, keen to strengthen their hold on the
Formerly the holding company for both the Saatchi & Saatchi and Bates Worldwide agency networks,
Cordiant demerged its two principal businesses in December 1997. As a result, the group has ended up as a virtual independent, although it now tops most industry lists as the most likely target for merger or acquisition by a larger marketing group. Advertising Age rank Cordiant as the #13 ad organization worldwide with gross income of $713m and billings of $9.3bn (http://saatchi-saatchiplc.com).
M&C Saatchi has built up a strong position for itself since formation in January 1995, largely through the much-publicized support of longstanding clients British airways and Mars. Though it doesn't begin to compare t o Saatchi & Saatchi in worldwide size, the brothers' agency still holds a unique position in the
Further we can find many facts related to current activities of two agencies on the web sites. For instance, Saatchi & Saatchi’s eponymous ad agency provides creative advertising and marketing services to such clients as Sony and DuPont through its 150 offices in 90 countries.
Regarding to M&C Saatchi we find following information. M&C Saatchi was named by Campaign, the British trade newspaper, as 1999 Agency of the Year. The award not only recognizes the agency's achievement of becoming the UK's sixth-largest shop within four years of its controversial launch, but also a period in which BT, Rover and Sainsbury's all joined its client roster. TBWA GGT Simons Palmer and WCRS ran the agency close. But M&C Saatchi won on the strength of its ability to tailor itself to client needs and win business on its own merits, rather than the connections of its founding partners. Above all, the award marks the agency's coming of age and this year it answered criticisms that the agency's most powerful driving force was Maurice Saatchi's desire to get even.
The last branch-office of M&C Saatchi opened its door for clients are in
The Saatchis had done some of their best work for British Airways before they were ousted from their first agency, and the client remained loyal to them when they left. But other clients have come on board since, helping to build M&C Saatchi into
Two strong admen connect these two different advertising agencies back in history. Maurice and Charles Saatchi are two venerable and legendary names in advertising business. After Maurice and Charles Saatchi were ousted five years ago from Saatchi & Saatchi, their names started to relate to M&S Saatchi agency.
It is interesting to know how did they start in advertising business? How did they become so famous?
History of the brothers
Ivan Fallon (The brothers. 1989) and Kevin Goldman (Conflicting Accounts. 1997) wrote separate books about the brothers. *** Both authors tell detailed description of history how the brothers started.
In the middle of May 1970 Charles Saatchi emerged from the office and announced that Cramer-Saatchi agency would become Saatchi & Saatchi. “It’s bloody good name for a new advertising agency,” he went on. “Saatchi & Saatchi-it’s so bizarre no one will ever forget it in hurry.” (Fallon, p.42). Before that he run with Ross Cramer ad agency three years. They were good partners. Ross Cramer wanted to leave. He did not want to enter the agency world again. Therefore he took his younger brother Maurice who encouraged him all the time. Maurice had never worked for the agency before but he had other virtues. Maurice left his work at Haymarket publishing company for Saatchi & Saatchi.
Charles and Maurice Saatchi are Iraqi Jews. They were born in
Charles was “the problem child”. He left school at seventeen. He was an avid TV watcher, absorbing both the culture and TV advertisements. Charles did more than watch: he raced (Fallon, p16). While he was racing on the transverse-engined Mini, his brother Maurice was his faithful supporter and mechanic.
In contrast, Maurice was quieter, shyer, and academically far brighter. He was consistently honor student at
The have registered their agency in August 1970. Wile Charles was dominating the creative output, preparing pitches and even presenting to clients, Maurice was drumming up new business. Charles made much of concentration on creativity. His philosophy was simple. “The creative function is the main one of only two services an agency should provide: the other is media buying”, he said (Fallon, p.69). He wishes all his creative people would have to act as if they were salesmen.
Maurice was not greatly involved in the creative side. First thing he did for the agency was moving it to the elegant building on the
Charles had ability to generate personal publicity. He conducted one-man press campaign by telephone when he was working with Cramer. He picked up ad-industry gossip and shaped into news items, and phoned them to magazines. In return he expected some favorable mention of his own activities. He cultivated fame in another way too: through recognition for the quality of his creative advertisements. His Ford ad was included in the 1967 Selfridge’s ad annual.
First time the Health Education Counsel was only one client. Then Citrus Marketing Board of Israel became the second one. Imaginative ideas of Maurice to hire food retailer, to provide management consultancy, to have a good media buyer, or to hire a woman for creation of cosmetics ad kept the agency to grow and grow. At the end of first year the agency had made a profit nearly 20,000 pounds. Toward the end of their second year, the Saatchis decided to buy out the original investors: Lindsay Masters, Mary Quant, and Plunket-Greene. That year its profit was 90,000 pounds. They wanted to acquire everything: research, management, and marketing companies. They wanted to be number one.
The ad “The pregnant man” by Jeremy Sinclair brought recognition to the agency on the international arena. I became an icon of sorts for the agency. In 1987
Saatchi & Saatchi had a policy not to meet clients. Also, they had a policy not to seek 15% compensation on billings, the traditional industry standard. The Saatchis described it as ‘dying system,” so they would charge clients 22%.
Everything went well with its ups and downs until, the board of directors under threat fired Maurice the firm’s largest shareholders in December 16, 1994. Then Charles left the agency following his brother. They started over again a month later with a new rival agency name M&C Saatchi. It quickly snapped up former Saatchi & Saatchi clients, most importantly British Airways.
By May 1996, Saatchi & Saatchi Advertising lost its status as the
Goldman, K (1997). Conflicting Accounts. Simon & Schuster
*British Airways is the world's busiest international passenger airline group; carrying more than 45m passengers in 1999 in over 1,000 flights a day to 474 scheduled destinations in 103 countries.
**Owned and controlled by the Mars family, this
***Tim Bell, media director is considered to be the third brother for the Saatchis