Score: 7 Last year: 6
There was lots of change at Havas Media in 2013. First up, it rebranded from MPG Media Contacts in January. The agency claimed it wanted to look more "agile" by bringing the traditional brand MPG and its digital sister Media Contacts under the same name (from the outside, though, it looked like tidying up). In the UK, the two entities had been run alongside each other since 2009, but the name change marked even more integration, both inside Havas Media and with its sister agency Arena, which moved into the Havas Media building.
Havas Media promoted Paul Frampton, who had been the managing director of MPG Media Contacts for four years, to chief executive to replace Marc Mendoza. After initially becoming the agency’s chairman, Mendoza left after 27 years at the media shop. The senior line-up was strengthened in July when Natasha Murray was promoted to managing director.
Havas Media and Arena now work much more closely together, both drawing on what they call middle-office functions (such as the mobile team, Mobext, the social media specialist, Socialyse, and Web Narrative, which develops design, build and user experience). Havas Media’s resources were bolstered by the purchase of Elisa DBI, a data analytics company, and the agency picked up new data-based work for clients such as Axa and EDF Energy. New business included Emirates, Gatwick Airport and Pernod Ricard. There was less welcome news on its Admiral account, which consolidated into PHD.
The repercussions of all the change in 2013 are not yet evident, but Havas Media could be set for a cracking 2014.
How Havas Media rates itself: 8
Havas Media's year in a Tweet: 2013 @HavasMediaUK retained @edfenergy, won @Pernod_RicardUK @emirates & @BirdsEye and won gold @MediaWeek. #MeaningfulConnections
|Type of agency||Media|
|Key personnel||Paul Frampton chief executive|
|Natasha Murray managing director|
|Fiona McCann managing partner, client leadership|
|Kate Cox managing partner, strategy|
|Alan Brydon managing partner, investment|
|Nielsen billings 2013||£151m|
|Nielsen billings 2012||£192m|
|Total accounts at year end||75|
|Accounts won||10 (biggest: Emirates)|
|Accounts lost||2 (biggest: Admiral)|
|Number of staff||266 (+10%)|
Score key: 9 Outstanding 8 Excellent 7 Good 6 Satisfactory 5 Adequate 4 Below average 3 Poor 2 A year to forget 1 Survival in question
Footnote: *indicates where agencies claim the corporate governance constraints of the Sarbanes-Oxley legislation.