says JWT Taiwan managing director Steve Lin.
The agency's rise to the top of the heap comes in sharp contrast to the bleak times it faced back in the late '90s when Kodak, Citibank and several other multinational clients departed due to global realignments. This was especially demoralising because in Taiwan, JWT derived more than 80 per cent of its revenues from international clients. In addition, at that time, it only had about 20 or so clients in its stable.
It's a turnaround that extends beyond Taiwan to other key markets where a belated entry with a branded integrated offer may well turn out to be an advantage.
"In some quarters, JWT has been perceived to be at a disadvantage given our lack of a branded integrated capability - that is, the lack of separate P&L entities that really represent total diversified integration,
notes Northeast Asia area director Tom Doctoroff.
Against the established direct capability that OgilvyOne has built up over the years, JWT is making up for lost time this year. This month, a regional director - Andrew Carmody - came on board to spearhead ThompsonConnect's development and transform it into a "gold standard
in integrated marketing, in line with JWT regional chief operating officer Kevin Ramsey's ambitions.
But, unlike its competitors, JWT has chosen to operate "with a virtual P&L
for ThompsonConnect and other integrated disciplines it may add on later.
"The reason why a virtual P&L is important is that if you truly want to integrate and present a consistent image, you have to ensure different disciplines are communicating fluently and seamlessly,
says Doctoroff.
More importantly, it helps avoid the budgetary territorial wars that separate P&L units could encourage. Doctoroff believes this model for seamless integration, plus a number of initiatives taken by Lin, have been instrumental in advertisers recognising JWT Taiwan's improved performance.
Lin started taking action in 1999, bringing in an outside consultant to help redefine the agency's goal. The result, like most corporate slogans, offers the usual platitudes. Simply put, it is: "To become the most creative and influential brand communication navigator in Taiwan".
Next came the hard part - to convince staff that the slogan was more than just clever words. "There are two pillars to our vision,
says Lin, identifying them as creativity and influence. The main thrust of the latter has been to increase public awareness of the agency.
"The creative is our end product, and ultimately that is what the client takes away,
says Lin, who set about recruiting top creative talent. He upped creative salaries from 35 to 41 per cent of the agency's payroll.
Doctoroff says the agency's creative offer is now the second best in Asia-Pacific, lagging only Thailand. "But it's really not an apple to apple comparison because Thailand has very strong creative appreciation, but Taiwan is more conservative and has a very strong tactical thrust. That it has been able to do so, judging by the awards it has won, is all the more remarkable."
Another key move in opening up creative opportunities and bringing depth to the portfolio of brands represented by JWT was to win more clients. Lin achieved this by pitching for more local business.
"By 'local', I mean 'local-local' and also multinationals with local decision-making,
he explains. "These offer opportunities for creative work (done from scratch).
JWT Taiwan now has 31 clients, with 'locals' accounting for 45 per cent of revenue.
More clients can sometimes result in the occasional snafu when clients switch the brief on a whim, or demand unwarranted changes to work presented to them.
"When it comes to conflicts, you have to side with staff if you see that their work is right, and in accordance with our vision,
says Lin. In the past 18 months, JWT has 'fired' three big clients, including KG Telecom.
"If you are right, you have to be tough about it,
says Lin. "(In the long-term), if you let clients abuse your staff, they will leave the agency, and you won't be able to do good creative."
