WPP’S CEO on turning a portfolio of companies into a growth machine
WPP首席执行官详述了如何通过收购、人才投资和资源整合，将一家小型制造企业转变为全球最大的广告营销公司，并持续增长。
In 1985 WPP was a small, publicly traded company, worth about $1.3 million. It manufactured shopping carts and other wire and plastic products. Today it is the world’s largest advertising and marketing services company, worth about $30 billion. Sorrell details how that growth occurred and why it continues, even in an industry with constraints on the top line. Within two years of buying WPP, which he always intended to use as a shell company, Sorrell and his team had made 18 acquisitions, focusing on firms that specialized in “below the line” marketing functions: packing, design, and promotions. (“ ‘Above the line,’ ” he writes, “is the sexy, creative, Don Draper stuff.”) They went on to acquire J. Walter Thompson and Ogilvy & Mather in deals worth a combined $1 billion plus. When the economy went into recession, WPP found itself overleveraged; the author concluded that he needed to justify the parent company’s existence. The leadership team focused on investments in its people and in real estate and launched a number of programs to cultivate and retain talent. It colocated operating companies in multiple markets throughout the world, centralized procurement, and standardized hardware and software across the group. Its effort to create horizontality, which has accelerated over the past decade, gives clients access to the best talent and ideas from WPP’s entire portfolio and keeps the company growing