Project Proposal for Study of JWT India

Managing Organizations

Contents

31. Introduction

42. Structure

42.1 Functional Structure

62.2 Other Aspects of JWT Structure

73. Organization Strategy

83.1 Strategy of JWT

94. Culture

104.1 Interpreting Culture

114.2 Design and Culture

125. Dynamic Processes in JWT

125.1 Decision Making Process

155.2 Conflicts

166. Environment at JWT

166.1 Task Environment

186.2 General Environment

197. Control Mechanisms

208. Evolution and road ahead

209. References

1. IntroductionJWT, or J. Walter Thompson as it was formerly known, is one of the largest advertising agencies in the world. It has offices in 90 countries and over 10,000 employees. They boast of clients that are leading global brands, many of whom have had a relationship with JWT for a long time. HSBC, Ford, Kellogg, Nestle, Shell, Unilever and de Beers are just among a few of these illustrious names.

So what exactly does JWT do for these clients, and how does it serve them so as to keep them coming back time and again. Simply put, if any client has a message it wants to communicate to its consumers, JWT will find the most creative way to package that message and make sure it reaches out via the most suitable media, whether print, radio, TV or the internet to make just the impact the client wished for. It does this through an extensive global creative talent pool and years of experience.

The advertising industry is lucrative, exciting but not without its challenges. Being creative is one thing, getting the right message across to increase the clients share is another. Creativity is by its very nature subjective. How does one judge how good an idea is? The space itself is crowded by other competitors vying for similar clients. To top it all, consumers needs and demand change in the blink of an eyelid. The recent explosion in the Internet/mobile space has meant that JWT and other firms must be quick to integrate this change or perish.

This report aims to take an objective view of JWT as an organisation and critically examine the way it is structured and governed. The report also places these findings both within the context of the advertising industry as a whole and within certain academic frameworks used for analysis.

The report starts with the organisations structure, move on to how it differentiates itself to remain competitive, and how it fosters a culture of creativity. The report then goes on to describe how JWT deals with the conflicts inherent in an organization and how it controls its employees and processes. Towards the end, an analysis of the threats JWT perceives from the environment he near future and how it plans its road ahead is presented.

2. StructureJWT is in the business of coming up with creative ideas. They also sell their ability to be reliable and deliver consistent performance. And they promise these high standards of deliverables to over 1,200 clients, operating out of 200 offices across the world. What kind of organisational structure does it take to manage such large enterprise that needs to be creative and efficient, adaptable to the ever changing market and yet reliable in project implementation, provide a structured growth for customer-facing executives and a stimulating environment for its creative talent? The two striking features about the structure is a Functional approach and Geographical differentiation. In this section we examine each of these two features.2.1 Functional StructureCustomers come to JWT expecting expertise in all forms of communication vehicles from print, to television advertising and lately the internet and mobile forms of communication. They also expect value in terms of understanding the consumer pulse and market sentiment. Needless to say, they expect professional behaviour from the people they come into contact with, the account managers.

The only structure that would allow the in-depth development of each domain expertise is the functional structure. The Account Planning function devotes its time to market research and while The Account managers study their clients need and focus on service standards, thus leaving the creative department free to concentrate on being innovative and constantly honing their skills.

Fig 1: Functional Structure at JWT

Media is marked in red because it no longer exists. It has become a very complex business in itself and hence is no longer a part of JWT. This is a trend seen in all advertising agencies.

Creative: The creative function is responsible for coming with innovative ideas to deliver clients messages to consumers. They are broadly divided into two sub functions: Copy and Art. Copy looks after the text part of a communication while Art looks after the visual appeal in all communication mediums. Only people who show a clear inclination and passion towards working in not-so-formal environment are recruited for this function. Account Manager: This function is the face of JWT as the clients see it. They are responsible for pitching for deals, and interfacing with the clients throughout the deal period to ensure that their message and requirements are communicated to the creative department. They act as a link between clients and other functions. Because of this centrality in the role, this function has clout in the organisation, and most General Managers have been ex-Account Managers. Account Planners: The Account planning function conducts surveys, market research, to determine what the current Indian consumer finds appealing in terms of products, personalities and advertising styles etc. The quality of this research in the USP of JWT. It is a boundary spanning function. Support: Everything from finance, IT services, production and HR are classified as support functions. They provide the needed platform that ensures the organisation functions smoothly.2.2 Other Aspects of JWT StructureJWTs Geographic Differentiation

jwts has offices in 90 countries. In India they are present in the 6 big cities, Mumbai (Headquarters), Bangalore, Delhi, Kolkata, Hyderabad and Chennai. They have structured this global expansion in such as way that all these locations work as autonomous units. For example Bangalore has its own General Manager who has under him the entire gamut of functions from account planners to account managers, creative staff and support operations. The creative team at Bangalore is not accountable to anyone at the Mumbai headquarters or at regional HQ Singapore. Clients with Headquarters in a city usually do business with the JWT office in that city and hence they are not really competing for each others business. For all practical purposes, they are all like different franchises operating under the same brand name.

Sample Hierarchy

The figure below gives the hierarchy of the account management function. While nomenclature may differ slightly for account planners or creative staff, the general hierarchy is similar.

Fig 2: Hierarchy at JWTPromotions: Promotion is done on a merit basis through an appraisal system called shine. The process consists of MCQs to self-rate the performances and is done in presence of the immediate boss (creative director), and the next level of appraisal happens with General Manager. At junior level number of ideas generated matters most, at senior level, quality of leadership also matters.Special Features of JWT Structure

Structural Dimensions

Formalization: There are rules and procedures in place for conducting business. Most written documentation, however, is for knowledge transfer. It is moderately formalized. Specialization: To a great degree, roles are subdivided into specialities. This facilitates the experts in each speciality to hone their skills further. Centralization: On a global scale, it is definitely decentralized with each region being fairly autonomous. However, within an office most decisions require approval at senior levels. Professionalism: Most of the staff is qualified. Broadly speaking, all employees are professionals and JWT prides itself on providing professional, on time, and consistently reliable output to its clients.3. Organization Strategy Every organization needs to have a purpose and direction that shapes how it is designed and managed. Managers set strategic plans for the organization that determine how it interacts with its environment and achieves its desired goals. Some of the key elements that JWT has to focus on as part of its strategy are as follows. Get a competitive advantage in the advertisement industry. Align their strategy to meet the dynamic and wide variety of needs of their clients. Awareness of developments in its environment consisting of technology, market and consumers. Ability to be flexible to meet the needs of the ever-changing world of advertising.3.1 Strategy of JWTMission and VisionJWT is basically a service business dedicated to creating, planning and handling advertising (and sometimes other forms of promotion) for its clients. The motto of To create ideas for their clients that people want to spend time with drives the advertising firm to constantly work towards its desired objectives.

Although there is no codified mission statement in JWT, but the management at JWT believes that advertising needs to stop interrupting what people are interested in and be what people are interested in. This is in accordance with their work with clients. For instance, for the NIKE campaign, they showed high level of understanding for the game of cricket and thus won the pitch.Service Range

The services provided by JWT for its clients range from print media to advergaming to internet advertising & promotion to television commercials. JWT is ready to use any kind of medium which will enable them to fully express their creative thinking and ideas. The management in JWT feels that service is related to anything to do with communication. Porters Strategy Model Competitive Advantage and ScopeIn the advertising industry, there are two distinct ways by which an advertising firm can build its strategy. The first approach is to focus on creativity as the dominant strategy for the campaign, which is found in some major competitors of JWT.The second approach, which is followed by JWT, is to focus on building brand and developing strategy for the clients rather than trying to be only creative. This is how JWT has always attempted to distinguish its services from the rest or from its competitors in the industry. For example, when NIKE entered Indian market, JWT tried to find a space for NIKE among Indian consumers. After a lot of research, JWT came to the conclusion that for NIKE, cricket could be the best space to reach the Indian market. Thus, JWT came up with the ad campaign for NIKE featuring Cricket, when the brand was launched. JWT has clients from across all segments. In India, JWTs clients include big brands like Van Heusen, Lifestyle, Vodafone, Levis, Kingfisher, Times Group, Nike etc.

Moreover, JWT has developed expertise in the field of Fashion and Luxury products over the years and it is a known fact that in these segments, JWT has an edge over its competitors. Thus, JWT can be located as shown below in the Porters Strategy Model.

Fig 3: Strategy Adopted by JWTKnowledge Management at JWTAt JWT, there is a system by which the information regarding every campaign is shared between the different centres on a regular basis. This is achieved through news mailers that are sent periodically on a global basis. So, even though the individual work done at each centre continues to be owned by that particular centre, it is seen to it that at details of major campaigns are shared globally. Later on if any centre wants details about a particular campaign, they contact the owners of that campaign to get the information.4. CultureJWT has a very open culture, characterized by flexibility and a nominal hierarchy. The employees never feel that they are in a workplace, and work is not a burden for them, but an integral part of life. 4.1 Interpreting Culture

The informality at JWT makes it possible for employees to bond well. Several traditions and norms have formed over the years. For instance, social drinking is an integral part of the culture at this company, and employees go out together to have drinks, resulting in greater camaraderie. Moreover, employees go out for a smoke in groups, spanning across departments. It is in these smoking sessions that the team comes up with most creative ideas. The informal language moreover leads to greater interaction across levels.The dislike for rigid rules and formalities is evident in everyday life at the organization. JWT Bangalore is located in a building complex, housing various IT companies. Everyone working inside the building complex is supposed to wear name tags, but JWT employees are the only exceptions, who do not adhere to this rule. None of them wear a name tag, whether inside the company or inside the building complex. Rites and CeremoniesSeveral rituals have become integral to JWT Bangalore and have helped enhance the capabilities of employees, become a driver of motivation and a platform for brainstorming.

a. Rites of Passage Following the informal culture prevalent there, the boss takes the newcomer out for a drink, and subjects him to 20 questions. It is a very effective measure to break the ice, and induct the new employee into the friendly atmosphere. b. Rites of enhancement The company recognizes individual creativity by holding a Creative Challenge every quarter, in which each JWT centre across the globe has to send the best work done in the last quarter. The grading of the creative submissions is done by the global team, which comprises of national creative directors from each region.c. Rites of Renewal

Individual training workshops are conducted at regular intervals at both the local as well as national level. Typically around 25 workshops take place in a year, which ensures that all employees are up to date with whatever is happening in the creative world as well as technological, and leads to skill enhancementOne of the employees that we spoke to, Mr. Kishore, had recently attended a film workshop in Delhi.d. Rites of Integration

Regular team outings are a part of JWT culture. These outings are held once every 6 months (the last outing happened at Wayanad, Kerala), and serve as a good platform to achieve greater team bonding. During these outings, teams also discuss about campaigns, and such relaxed environment enhances their capability to come up with more creative ideas.Symbols

JWT Bangalore likes to emphasize their successful campaigns, Thus, one can see the walls filled up with success stories of Kingfisher campaigns. They have also had their company mission, what it stands for printed on the carpet in the receiving area for guests. It says Better the work, the stronger our reputation, the more the opportunities to grow.

4.2 Design and Culture

Fig 4: Culture at JWTJWT follows mainly a clan culture while having shades of adaptive culture. It lays a lot of emphasis on development of the employees. The organization gives a lot of free space to the creative team to think out of the box, and allows them flexibility to come up with ideas. This gives them a heightened sense of empowerment and responsibility resulting in greater performance. Moreover, the cubicles are open, giving the employees avenues to communicate freely each other, resulting in greater trust and bonding between the employees. This also emphasizes a culture of cooperation and collaboration, where in a team can help other teams by leveraging its expertise in a particular sector.

The organization provides flexibility to its employees such as giving the creative people a certain amount of freedom and relaxation from rigid rules. JWT employees are supposed to be in office by 10 am. However this is not adhered to rigidly and some leeway is given. The company also believes in recognizing individual talent. Cannes award, biggest award for advertising, is held every year, and this year JWT got the best award for their campaign of NakkaMukku for TOI Chennai. JWT rewarded the individual behind the campaign, even though the award was given to the agency.

JWT also values its customers very highly and has an external focus as well. Being in the advertising industry, it has to be more responsive of the changes in the market, and devises strategies to tackle the complex changes prevalent in the environment. JWT constantly explores new ideas to adapt to changing needs of customers as well as changing technologies. It has successfully adapted to the introduction of online media as an avenue for advertising.

5. Dynamic Processes in JWT

The highly dynamic environment to which JWT has been exposed has the major influence in the internal processes of the organization. The various departments work in close interaction with each other and this leads to critical issues during decision making due to the enormous scope of inter-group conflicts.

5.1 Decision Making ProcessIn an advertising agency the major decision making issue related to the core process is the final product to be delivered to the client. In JWT, usually, only the account management team interacts directly with the client to collect the requirements. During the process of development of the advertisement/product, there is a high degree of reciprocal interdependence between the account management and the creativity teams. The creativity team comes up with innovative solutions to the problem, but it is the account management team that has a better understanding of the client needs and hence will have a say in the solutions proposed by the creativity team. Also, in all cases multiple solutions are generated and then the different teams get together and come up with a final decision after studying the various alternatives in detail.

Another aspect of the decision making process is the role of the Account Planning team. Their role comes into picture when they realize that the solutions proposed by the creativity team do not suit the current trends in the targeted market segment. This happens because the creativity team tends to focus only on innovation and not on the market. So the account planning team gets involved in such situations so as to provide a sense of direction to the creativity team and develop alternatives accordingly. Thus a typical decision making process at JWT is characterized by a definite problem or requirement and a development of a wide variety of alternative solutions. The problem is treated as definite because the client is very clear about what is needed. Once the problem is understood, the creativity team and comes up with all sorts of alternatives which can be considered. This is followed by the selection phase where all the teams analyze the various alternatives in detail and choose the best alternative which has to be implemented. During this process they make use of the knowledge that they have gained in past while working on similar projects as well as the current trends in the market segment, as provided by the account planning team. This process usually involves a high degree of discussions and arguments and this continues till a consensus is arrived at. Another aspect of the decision making process is that since the solutions are highly customized to suit the nature of the problem and the clients, there is no definite solution and hence there is a great deal of intuition and judgment involved. However, if the teams are not able to arrive at a consensus, further alternatives will have to be developed and the whole process is repeated.

SHAPE \* MERGEFORMAT

Fig 5: Incremental Decision Process Model in JWT

The decision making process at JWT gives an indication that an Incremental Decision Process Model has evolved in the organization.

Traces of garbage can modelAnother aspect that is observed in JWT is that on many occasions, employees get random ideas and thoughts and they feel that these ideas may be used in some campaign for a particular product in future. Also, there are many cases where they find some innovative solution for some problem even while they are working on an entirely different issue. So all this indicates that they tend to find solutions without problems and hence this behaviour shows that there are traces of the Garbage Can Model of decision making at JWT. However, there is no conscious effort taken by JWT to implement this model. 5.2 ConflictsThe major source of conflicts is the high degree of task interdependence among the different teams. As explained earlier, the account management team is constantly under pressure from the clients in various businesses. However, the creativity team functions best when it is given complete freedom to unleash its creativity and there are no pressures or constraints. Conflicts also occur between the account planning team and creativity while evaluating the generated alternatives.The major issue with resolution of conflicts in this environment is the highly subjective nature of work. There is no perfect solution to any problem and there is no well-defined methodology to evaluate alternatives. Hence there is no way that rational process can be followed to resolve conflicts. The method adopted by JWT is more of a political model which involves participation of everyone. There is a great deal of discussions involved during this process. In spite of all this if conflicts are still not resolved, then the onus is on the heads of the respective teams to get involved and take a decision. At times, for major campaigns, the General Manager of JWT takes the final decision.

However, one factor which plays an important role during such conflicts at JWT is the highly informal atmosphere that is present between the employees. This results in free flow of ideas and there are no restrictions or inhibitions among employees to come up with their opinions. Also, the close interaction between the teams means that every team has a good idea of the goals to be met and hence they all take an active part in resolution of conflicts. Conflicts during Employee EvaluationDue to the highly subjective nature of the work, there are no concrete rules present in the organization to evaluate employees. Another issue is that in many cases, the ideas generated may not actually translate to successes after the launch of the campaign. In such cases, it is not easy to locate the source of the problem, as there might have been an issue with the product itself.

The major factor that works in favour of an employee is if the work directly results in some kind of award or recognition for JWT. Other than this, the worth of an employee is judged by the quality of the ideas that are generated. Also due to the bonding between the employees, the Director and General Manager, who handle the appraisals of employees, have a very good knowledge of the kind of work done by each employee and hence are able to evaluate everyone very effectively. Power of Account ManagementThe account management team has an advantage over other teams due to the aspect of network centrality. They interact with all the other teams and the clients and hence are ideally located to understand every process. The account management team uses this power to resolve conflicts if all other methods are not successful. The power vested in the account management team is also evident in the fact that in most cases it is the head of this team who go on to become the head of the organization.

6. Environment at JWTJWT India, like other organizations, is impacted tremendously by the various sectors of the external environment. However, being a creative organization, it is affected most by human resources sector, market sector and the socio cultural sector. The following analyses the impact of various sectors of the external environment on JWT.6.1 Task Environment

The task environment includes sectors that directly impact an organization. The following sectors constitute the task environment

1. Market sector

JWT, being an advertising firm, has to adjust itself to the demands and environmental changes of its very diverse client base. For example, the advertising strategy for luxury soaps would be very different from that of high-end mobile phones. The company typically conducts a market survey to understand the market sentiment so as to devise a successful campaign. 2. Human resources sector

The employees of JWT are the most important asset for the organization. a. Creative team

The creative team comes up with various ideas for the advertising campaigns, in turn, resulting in higher revenues for the organization. The work expected out of the creative team is non-routine, and hence the team requires a lot of flexibility in terms of deadlines, work timings to explore the creative insights required for a successful campaign.

Recruitment for creative employees can be a challenge, because judging creativity is very subjective. Moreover, advertising professions do not pay that well, so it becomes a challenge finding the right talent for the company. This is why JWT Bangalore has restricted itself to 60 employees, and does not have any immediate plans for expansion so as to maintain the quality.

b. Account Management

The account management has to sell the idea to the client. They need to have strong persuasive skills and communication skills. They also have to cope with the challenge of working with the unstructured creative team and complex client requirements, and achieve a fine balance between the two.

This role is very prone to being poached by the clients, since only account management executives interact directly with the client, and clients want to hire them for handling their strategy and branding divisions, because these executives have a broad understanding about their business processes, while working for their campaigns. Hence, the advertising companies have to prepare themselves against such threats.

c. Account Planning

This role involves understanding market trends, and hence requires individuals who are motivated by research and analysing data about markets. 3. Industry sector

JWT Bangalore may not face competition from other JWT centres, but it has to tackle the intense competition posed by other advertising agencies, and it does so by focusing its energy on the sales pitch. For example, Nike had given their international advertising campaign to Weiden+Kennedy, and when they were planning to reinvent themselves in India, JWT aggressively put up a creative sales pitch to weed out competition faced by Ogilvy & Mather and Weiden+Kennedy, even though Weiden+Kennedy had a higher chance of getting it, being the global advertising partner for Nike. This resulted in them getting the prestigious Nike contract.4. Government sector

The advertising agency has to keep in mind the constraints imposed by various government regulations as well as the censor board. For example, Kingfisher is an important client for JWT, but they cannot develop advertisements for Kingfisher beer directly, because Government of India does not allow direct advertisements for alcoholic products. Hence, the creative team has to develop surrogate advertisements so as to establish a brand for Kingfisher. Such constraints limit the creative potential, but the teams have to deliver their best output working under such constraints.

5. Financial resources sector

Every organization needs financial resources to sustain itself and continue its operations. The advertising companies, in particular, are being motivated to come up with better campaigns, by tying their revenues with the sales of the product. The ad agencies currently get fixed revenue for the campaigns that they develop, but the clients feel that this does not give them enough incentive to prepare a successful campaign, and they should be made stakeholders in the success of the campaign.

Thus, the clients have devised a revenue structure which includes a variable pay component, according to which companies pay the advertising firm a certain percentage of revenue, depending on the success of the campaign. JWT has not yet adopted this structure, because it feels that it may be unjust in certain situations, wherein they may have come up with a brilliant campaign, but it still fails because the product itself does not click with the consumers. Hence, the company may not get its fair share of revenue in spite of putting in so much hard work for the campaign.6.2 General Environment

The general environment includes the sectors which indirectly impact an organization:

1. Economic conditions sector

The prevalent economic conditions affect the advertising companies the most, since the advertising budget becomes the first victim of cost cutting exercises. However, Mr Rajesh R Gangwani, GM of JWT Bangalore, explained about a survey conducted by JWT, in which they concluded that the firms who stuck to their advertising expenses during recession came out stronger, since they could maintain a connect with the customer, and had a stronger brand presence as compared to others who cut down their advertising expenses.

2. Technology sector

Technology plays a very vital role in advertising campaigns, since the organizations have to adapt and cope with the changing technologies, so as to connect well with the customers. JWT has already devised an online campaign for ING Vysyas Formula One Savings account, and they plan to leverage this medium to a greater extent to exploit the wider reach. Moreover, JWT plans to use internet and SMS marketing so as to connect well with the youth of the nation, since it forms an important customer segment for most of its clients.3. Socio-cultural sector

An advertising firm has to cater to different demographic segments, such as younger and older population, or appealing to a particular income level. For example, the advertisements for Gutkha products would have a different appeal as compared to the one for Raymonds. For example, JWT has made most of its advertisements centred on youth, since the clients that they work for cater mostly to such segments. The Nike campaign was centred on cricket so as to connect to the cricket-crazy youth of the nation.Environment UncertaintyJWT interacts with a very heterogeneous environment, because its client base ranges from airlines to apparels, to real estate. Thus, JWT has to devise campaigns keeping in mind the customer base of each sector, as well as the marketing strategy of the client. This leads to a very complex environment that JWT has to cope with.

Similarly, JWT faces a very unstable environment, in terms of the changing requirements of the customers as well as changing strategies of its competitors.

Thus, JWT, like other advertising firms, faces a very complex and unstable environment.7. Control MechanismsClan control

JWT primarily employs clan control to emphasize their beliefs and values to the employees, and use them as a guiding force for their behaviour.

The following levers of control are employed by JWT to regulate the behaviour of employees:

Diagnostic control: The employees of JWT are expected to come up with newer ideas very frequently, and their appraisals are judged by the number and quality of ideas generated by them. The company encourages competition by giving due recognition to the employees whose campaigns wins awards for the company. Moreover, a competition Creative Challenge is held every quarter to encourage people to come up with more ideas, and this also becomes an important consideration in their appraisal process.

Beliefs Systems: JWT enforces strong belief systems by encouraging shared values among the employees. It believes in the culture of openness and flexibility, and it is communicated through lively posters, open cubicles. JWT creates and communicates the belief systems that are conducive to enhance creativity.

Boundary systems: JWT has devised a code of conduct and employees are expected to strictly adhere to it. One such example would be that employees have to make sure that none of their work reflects discrimination of any kind. Interactive Control systems: The higher management such as Creative director and Account management director has a high degree of involvement in the decision making of their respective teams. Even in the case of conflicts, if the executives are not able to resolve the conflicts amongst themselves, then the directors in respective departments discuss the issue, and work towards a common consensus. Also, regular meetings are held between executives and senior management employees to track the progress of the campaign.

8. Evolution and road aheadQuality not quantity

JWT has always been a lean organization with a small number of highly qualified and skilled employees. The employee strength has stayed at around 50 at the Bangalore centre for almost a decade. There are no plans to increase the number of employees substantially in the future.

A prospector

Though JWT has been successful with its strategy of differentiation, of late competing agencies have also started to focus on this strategy too. So, in future, JWT might not get any significant advantage due to its unique strategy and will be more dependent on its qualities of being a prospector and try to keep looking for innovations and new avenues to expand their markets. Exploring new avenues

JWT has initiated advertisement campaigns implemented using digital media. It is also actively exploring options of advertising through text messages, through social networking sites and buzz marketing among others. According to the GM the focus is shifting from one to - many advertising to one - to one advertising. They have to target an audience which is becoming more and more mobile and as a result have to find new ways to achieve successful results.

Meeting every client need

The media function had initially been removed from the agency. There are plans to reintegrate the function into the agency. This would help JWT to more comprehensively deal with client needs. Increasingly they are playing a major role in the decision process for the choice of media and the process of implementation of the campaign. Aligning the media function again with the agency would help serve clients more efficiently.

Creative managing

There is also an upcoming trend of the creative team staff to be directly in contact with the clients. The clients themselves insist on someone from the creative department being present. They feel that the presence of someone from the creative end would help in better translation of client needs into innovative advertisement campaigns. This trend can also been seen in countries such as UK and USA where advertising agencies have a minimal account management department ( usually consisting of 1 or 2 employees) and the clients directly interact with the creative team, JWT is also heading in that direction. 9. References Organizational Theory, Change, and Design by Richard L. Daft Interviews with employees of JWT, Bangalore www.jwt.com http://en.wikipedia.org/wiki/JWT http://www.youtube.com/watch?v=Mpvuz8gg79Q http://www.youtube.com/watch?v=fEU_qyiQmYQNon Managerial Roles

Competitive Advantage

Competitive Scope

Competitive Advantage

JWT

Competitive Scope

Requirements Collection

Generating Alternatives

Evaluating Solutions

Implementing Selection

Clients

Acct Mgmt

Creative Team

Acct Planning

Creative Team

Acct Mgmt

Identification Phase

Development Phase

Selection Phase

Study of JWT India

PAGE 5Study of JWT India