Until the 1980s, a few US-based advertising agencies dominated the Western market in terms of both market share and creative talent. Saatchi&Saatchi led what became known as the "tidal wave from Britain". By using continuous earnings growth to fund a voracious acquisitions campaign throughout the decade, Maurice and Charles Saatchi's "big is beautiful" mentality saw their agency grow from its founding a modest consultancy in 1970, to one of the ad world's major players in a mere 15 years. But hyper-expansion and over-diversification would eventually prove the brothers' at-least-partial undoing.
In the (A) case study, Distinguished Visiting Professor Paul Verdin examines the multifaceted character of Saatchi&Saatchi and the profound impact it had on the industry globally. First and foremost, the brothers embraced the concept of globalisation. They strove to be able to identify comparable customer segments irrespective of national boundaries, and wanted to be able to offer clear advantages in terms of economies of scale and cost sharing, as well as being able to provide effective servicing for their global accounts.
The authors recount how the Saatchi's approach quickly gave rise to both enemies and naysayers. The industry in most Western countries had been relatively stable for decades, with very low client turnover. Overt promotion was largely frowned on, and a good many senior executives saw the ad world as having a "mystique" that put it above the fray of being a "mere business". The Saatchi upstarts were a blatant threat to all that, with their belief that volume was essential for getting the visibility needed to attract the right clients and executives.