In 1985
WPP was a small, publicly traded company, worth about $1.3 million. It
manufactured shopping carts and other wire and plastic products. Today it is
the world’s largest advertising and marketing services company, worth about $30
billion. Sorrell details how that growth occurred and why it continues, even in
an industry with constraints on the top line. Within two years of buying WPP,
which he always intended to use as a shell company, Sorrell and his team had
made 18 acquisitions, focusing on firms that specialized in “below the line”
marketing functions: packing, design, and promotions. (“ ‘Above the line,’ ” he
writes, “is the sexy, creative, Don Draper stuff.”) They went on to acquire J.
Walter Thompson and Ogilvy & Mather in deals worth a combined $1 billion
plus. When the economy went into recession, WPP found itself overleveraged; the
author concluded that he needed to justify the parent company’s existence. The
leadership team focused on investments in its people and in real estate and
launched a number of programs to cultivate and retain talent. It colocated
operating companies in multiple markets throughout the world, centralized
procurement, and standardized hardware and software across the group. Its
effort to create horizontality, which has accelerated over the past decade,
gives clients access to the best talent and ideas from WPP’s entire portfolio
and keeps the company growing. [ABSTRACT FROM AUTHOR]