Every high schooler can recite Newton’s third law of motion:
“For every action there is an equal and opposite reaction.”
But it’s a rule that applies far beyond physics classrooms.
In the advertising world, an attempt at an equal and opposite reaction to this
past summer’s mega-merger of Omnicom Group and Publicis Groupe, now
Publicis-Omnicom and the world’s largest advertising agency, is already under
way.
Like the Alliance of Small Island States or any “big guy
versus little guy” organization, several small to mid-sized advertising
agencies including Chi & Partners, its media operation M Six, customer
relationship shop Rapier, PR agency Halpern and social shop The Social Practice
have begun to push back by creating their own joint holding company called The
& Partnership, according to AdAge.
Headed by Chi & Partners CEO Johnny Hornby with a North
American arm run by Proximity CEO Andrew Bailey (formerly of Proximity
Worldwide, an Omnicom company), the new conglomerate is a recognition that
small and medium-sized advertising agencies risk losing clients and being
squeezed out of the market as mega mergers like Publicis-Omnicom become more
common. In reaction, small agencies are fighting fire with fire.
But are mid-sized mergers really the right solution?
Media analyst and blogger Don Cole doesn’t think so and I
agree to an extent. He fears that small to mid-sized agencies won’t have the
staffing, creative talent and big data resources to be truly appealing to
larger (and more profitable) clients. In the end, mid-sized mergers are like
pooling the skills of several minor league baseball teams. More players don’t
mean more capabilities. If anything, he cautions, cost cutting (read: layoffs)
will be first on their agenda. In this scenario, the Goliath that
Publicis-Omnicom has become (and the others that follow) wins out over the
smaller Davids.
So if mini mergers aren’t the solution, what is? It’s not as
black and white as Don Coles sees it. To return to my baseball analogy, not all
minor league players stay minor league forever. Some do make it to the majors.
And “making it to the majors” is what all advertising and PR agencies aspire to
achieve. While one route to that success is, of course, growing large (and
influential) enough to be bought by a conglomerate such as Publicis-Omnicom,
another way is to continuously recruit new, young talent and also become expert
in specific niche communication fields. That’s what we’re doing at ThinkInk.
It’s important to remember that smaller agencies aren’t
devoid of assets. At smaller shops there is often less process, less
bureaucracy and less confusion over who has the authority to do what. Small
agencies are nimble and can better respond to client crises, when they
inevitably occur.
As for The & Partnership, you can be bet adland will be
watching its success or failure as closely as it’s watching Publicis-Omnicom.
The David and Goliath ad agency battle is just heating up and it’s anyone’s
guess which side will win.