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Close-Up: Live Issue - Hooper remodels the resurgent Team Saatchi.(Saatchi and Saatchi appoints its new managing director Sophie Hooper)

Campaign

| April 07, 2006 | COPYRIGHT 2006 Haymarket Business Publications Ltd. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan.  All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information)Copyright

The agency is ditching its 'diet Saatchi' image, as its new managing director carves out a lucrative niche, Emma Barns writes.

Team Saatchi has been lining up new management and mobilising its players to move out of its Saatchi & Saatchi second-string positioning and into something more worthy of Premiership action.

And the effects are already being felt. In the past three months, the 16-strong agency has picked up pounds 23 million of business, a 2006 record more impressive than that of the main agency.

Much of the new energy being pumped into Team Saatchi can be attributed to its new managing director, Sophie Hooper. The 36-year-old, who has spent her career in production, joined the agency last year, parachuting in to replace the Saatchis veteran Mike Parker.

When he founded Team Saatchi 12 years ago, Parker was briefed to take on smaller clients that either would not have been profitable for the main agency, or would have caused conflict. Under him, Team Saatchi's positioning became that of 'diet Saatchi' - a watered-down version of the Charlotte Street giant. Tucked away in Saatchis' basement, it had until recently dropped off the industry's radar.

But things are changing. With the ambitious Hooper at its helm, Team Saatchi has already picked up two valuable retained clients this year (Emap's Closer magazine and the global Cyprus Tourist Board account) as well as holding on to its Johnson & Johnson business in the face of the account's centralisation into Lowe.

Lee Daley, the Saatchis chief executive, attributes this turnaround to the agency's repositioning along a project management model. After a reassessment last year, the agency is now positioned to offer clients its services on a project, rather than a retained, basis. 'It acts as the mistress and not the wife for clients,' Daley explains. 'This has given it the energy of a start-up and makes for an interesting mix of clients. Some buy into it and end up staying and some continue to use it on a project basis.'

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