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The world’s largest agency group, WPP, has dismissed the apparent threat from consultancies such as Accenture and Deloitte which have begun to acquire creative shops to grow into the advertising and design sectors to service their clients.

While releasing its latest financial results, the WPP statement addressed the changing nature of the advertising market, highlighting three ways in which the industry is changing. On the rise of tech and search platforms such as Google (understood to now be WPP’s largest partner), Facebook and Amazon, it said that the former two companies had, in recent times, become “friendlier” as they have become key media partners for the network that is an important client to each entity. Another change the report spotlighted was client consolidation by major companies such as Unilever and P&G, probably the most important change taking place at the moment, forcing consolidation within the networks and cost cutting to match the lower budget spend from each FMCG conglomerate.

The third change was with the consultancies moving into the space by acquiring “small agencies” and talent. The report stated that only “two or three” such businesses were currently capable of competing.

It continued: “Most agencies report, including ourselves, that even when they do compete directly with the consultancies on digital projects, the win/loss records are consistently strong, particularly given the continuing importance of the creative dimension for success.”

It then continued to question whether such companies were capable of buying a culture of creativity and claimed that the press had “wildly” overestimated their digital marketing revenue in comparison to the holding companies and agencies.

“Where the consultancies may have made some inroads is their focus not so much on the digital area, but more importantly on client concerns about cost. Very few CEOs will resist the suggestion that they may be overspending and the promise of an audit or review that will only cost a proportion of any cost savings generated or a contingency fee,” the report said. “So, it may well be, that consultant activity is having some impact, not so much in the digital area, but more because of an emphasis on cost containment.”

WPP reported an increase in revenue of 1.1% at £3.649bn for its third quarter and reported revenue up 8.9% at £11.053bn for the nine month period overall.

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Sourced from THEDRUM

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UK’s best-paid chief executive could receive smaller package of about £15m after earning more than £200m in four years.

Sir Martin Sorrell, Britain’s best-paid chief executive, is to take a pay cut in an effort to avert a clash with investors over the scale of his remuneration. WPP will confirm on Friday that Sorrell was awarded almost £50m last year, taking the total payout to the founder of the world’s largest advertising company to more than £200m over the past five years.

The latest payout will be the last from WPP’s controversial Leap scheme, which has sparked investor revolts at the company’s annual meetings, and is to be replaced with a less generous deal that is expected to pay out under £20m annually.

However, WPP – which saw a third of shareholders oppose Sorrell’s £70m payout for 2015 at last year’s AGM, one of the biggest pay deals in UK corporate history – is set to announce that it will cut Sorrell’s maximum pay package to closer to £15m.

The company has moved to stem further potential run-ins with investors at a time of renewed scrutiny of corporate Britain since the vote for Brexit and the warning by Theresa May that she would curb boardroom excess. This year’s annual meeting, to be held in June, will include a binding vote on WPP’s pay policy over the next three years.

In December, the chair of WPP’s pay committee told MPs that Sorrell was not on a “superstar” salary but that he has been “rewarded very highly” for driving the WPP business.

Sorrell’s pay has been a flashpoint in the past. In 2012, during what became known as the shareholder spring, nearly 60% of investors rejected his annual package for the previous year.

Last year, Sorrell defended his pay package, arguing that he had put three decades of his life into building WPP from a maker of wire baskets into a £22bn global marketing business.

“I’m not a johnny-come-lately who picked a company up and turned it round [for a big payday],” he said. “If it was one five-year plan and we buggered off, fine [to criticise my pay]. Over those 31 years … I have taken a significant degree of risk. [WPP] is where my wealth is. It is long effort over a long period of time.”

Photograph: WPA/Getty Images

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Sourced from The Guardian