M&C Saatchi to decide on launch of China ops

<p>M&C Saatchi will make a decision within the next 12 months about </p><p>whether to establish a presence in China, according to Asia-Pacific </p><p>executive chairman Tom Dery. </p><p><BR><BR> </p><p>"It's all a question of timing," said Mr Dery, adding that China was </p><p>currently capably handled by the M&C offices in Hong Kong and </p><p>Singapore. </p><p><BR><BR> </p><p>Mr Dery was talking at a press conference as part of the agency's 5th </p><p>anniversary celebrations, and announced billings in Asia-Pacific (Hong </p><p>Kong, Singapore and Australia) of USdollars 210 million and staff of 250 </p><p>(compared to dollars 780 million worldwide and 1,000 staff). </p><p><BR><BR> </p><p>M&C Saatchi flew about 300 staff to Australia for the 5th anniversary, </p><p>culminating in a massive dockside party in Sydney. </p><p><BR><BR> </p><p>China has been a particular growth area, albeit from a low base. </p><p><BR><BR> </p><p>Growth in the year 2000 alone will be 80 per cent and the agency </p><p>recently formalised a media alliance with Carat, giving it access to an </p><p>executional network in China. </p><p><BR><BR> </p><p>Mr Dery said that in 2000 the total Asia-Pacific profit would top </p><p>USdollars 3 million and that revenue growth worldwide had averaged 100 </p><p>per cent continuous year on year from 1995-2000. </p><p><BR><BR> </p><p>The conference was also attended by Lord Saatchi, who when asked what </p><p>the immediate plans were, said: "More of the same would be a very fine </p><p>goal." </p><p><BR><BR> </p><p>Lord Saatchi also shot down talk of plans to go public. </p><p><BR><BR> </p><p>"The merit of going public is to raise funds for expansion and </p><p>acquisitions. </p><p><BR><BR> </p><p>So far, we don't need to do that." </p><p><BR><BR> </p><p>Mr David Kershaw, London-based founding partner, when asked about </p><p>further expansion, said every M&C Saatchi office had to survive in its </p><p>own right. </p><p><BR><BR> </p><p>Mr Kershaw said the future for advertising agencies was that, instead of </p><p>bleating about management consultancies stealing their business, they </p><p>should have more skills than them. </p><p><BR><BR> </p><p>"Agencies need the right talent and brainpower that allows you to </p><p>contribute at a higher level rather than as a creative studio. It's all </p><p>about brainpower linked to understanding consumers." </p><p><BR><BR> </p><p>(See also story on page 22.) </p><p><BR><BR> </p>