A new-
The era digital advertising and marketing services company S4 Capital, launched shortly after exiting WPP in April 2018, has completed two acquisitions.
The 73-year-old told his first trip to India after setting up the company about his adventure, especially in India, a market he closely watched.
What we are saying is that we want to get about $0. 3 billion in revenue, about $45 million to $50 million in Ebitda ()
In a very short time.
MediaMonks and MightyHive ()
Revenue was approximately $0. 15 billion and Ebitda was approximately $30 million.
As we grow next year, we will achieve what we want.
I also want to spend a little time on organic growth.
First, our content model --
The party's data and media buying and planning are the key to a sufficient distinction to gain a share.
While we will be making acquisitions, I would also like to focus on organic growth.
I don't want two bureaucrats.
This is a single business.
Therefore, combining MediaMonks with MightHive at all locations where we operate will be key.
I am well aware that we would like MediaHive to bring the technicians and MediaMonks (
As a digital content player)
Under one roof.
India is very important. There are many reasons to attract many people. -
Its location, talent and technology.
We may start with the acquisition of India, but it is small.
Here, there are many businesses that started purely as digital institutions.
Since we are a digital services company, we may look at these targets from potential acquisition targets.
For me, the burning people represent creative destruction.
Every year, they hold these wonderful exhibitions at the film festival. )
Burn it once it's over.
The signal is that if you want to build something new tomorrow, you have to tear it all down.
Advertising is going through something similar.
Huge changes sweeping the entire industry.
The speed at which this all happens is intense and fast, and the industry has to adapt quickly to this change.
If you're referring to what WPP did by merging Y & R and VML or J. Walter Thompson and Wunderman, then I 'd say they got it wrong.
It seems to me that this decision is a bad one and it is not easy to implement it.
In India, for example, Wunderman Thompson ()
There is no point at all.
The heritage agency is appreciated here and this will continue. However, they ()
There is a real need to adapt to changes sweeping the industry.
I didn't expect such a big surprise.
Structurally, there is a problem with WPP.
Too much attention has been paid to London and New York, and senior executives are also British. Andrew Scott ()is fine.
He is a key partner, focusing on the business to be handled ()This is good.
But WPP lost a lot of customers.
There is still work to be done to regain trust and build a company.
Piyush is a good choice. He is a world-
The famous man, with his brother, was honored in Cannes.
If anyone can do global creative work from India, that's him.
The status of WPP in India is huge and should not be wasted here or elsewhere.