Case 14-1 O Reilley Associates: T & S. Company

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Case 14-1 O’Reilley Associates Background Information Value Chain O’Reilly Associates was one of the largest advertising agencies in the United States that create and execute marketing plans, advertising strategies, and campaigns for numerous companies. The industry value chain is as follows: O’Reilley O’Reilley Organizational Structure Porter’s Five Forces * Suppliers: Many media and channels - Low Power * Customers: Many competitors from which to choose - High Power * New Entrants: Labor intensive. Low entrance barrier. Many competitors - High Power * Substitutes: Many substitutes, such as internal advertising departments, websites, magazines and TV programs - Medium Power * Competitors: Lots of competition…show more content…
According to Ex.1, gross billing of the case was $870,000 and the revenue was $154,400. Cost of direct payroll was 88.19% of revenue, which was much higher than the 55% breakeven point. This means that the T&D corporation account would not generate a profit. To make it profitable, O’Reilley should consider following approaches. Firstly, the biggest cost issue was the copy, which was 35.60% of total revenue. T&D Int’l provides “its own artwork in-house” to O’Reilley who includes it in the copy along with their own work which ensures the copy “is in line with T&D’s corporate policies”. This integrating procedure doubled the workload and significantly increased the cost of creative management. In order to achieve cost efficiency, O’Reilley should either solely use the copy provided by T&D or create its own regardless of the corporate policies as an independent advertising team. Secondly, the payroll of account management and indirect service department counted 29.13% and 23.62% separately of the revenue. The account management department was responsible for overall client contact and coordinated other divisions within the advertising firm. However, the functional structure might not be the best choice for a professional organization. Instead, O’Reilley could arrange its staff by different accounts and projects as task forces to save the huge amount of payroll for account management division and part of that for indirect service
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