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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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8/6/2019 Monika Mor Maam Project
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8/6/2019 Monika Mor Maam Project
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% 2 $ 5 ' 2 ) ' , 5 ( & 7 2 5 6
Jack KluesChief Executive OfficerVivaKi
Frank VorisChief Financial OfficerVivaKi
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Rishad TobaccowalaChief Strategy & Innovation Officer
VivaKi
Kathy DyerChief Talent & Transformation OfficerVivaKi
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Cheri CarpenterEVP/Director of Global Communications
VivaKi
Curt HechtChief Executive OfficerNerve Center
8/6/2019 Monika Mor Maam Project
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Laura DesmondChief Executive Officer
Starcom MediaVest Group
Laura LangChief Executive OfficerDigitas
8/6/2019 Monika Mor Maam Project
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Bob LordChief Executive Officer
Razorfish
Steve KingChief Executive OfficerZenithOptimedia
9 , 9 $ . , & 2 8 1 7 5 < & + $ , 5 6
8/6/2019 Monika Mor Maam Project
8/20
Jakub Benke
VivaKi Chair, Poland
Sergey Koptev
VivaKi Chair and CEO, Russia
8/6/2019 Monika Mor Maam Project
9/20
Yifei Li
VivaKi Chair, Greater China
Sergio Lorca
VivaKi Chair, Iberia
8/6/2019 Monika Mor Maam Project
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Kevin Malloy
VivaKi Chair, Australia/New Zealand
Nicole Pruesse
VivaKi Chair, Germany, Austria and Switzerland
8/6/2019 Monika Mor Maam Project
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Mike Readman
VivaKi Chair, Middle East and North Africa
Daniel Saada
VivaKi Chair, France
8/6/2019 Monika Mor Maam Project
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Srikant Sastri
VivaKi Chair, India
Adrian Sayliss
VivaKi Chair, UK
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Fernando Silva
VivaKi Chair, Mexico, Central America and Caribbean
Guillermo Tafet
VivaKi Chair, South America
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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
8/6/2019 Monika Mor Maam Project
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
8/6/2019 Monika Mor Maam Project
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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.
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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
8/6/2019 Monika Mor Maam Project
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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.