JCDecaux

John R. Wells; Vincent  Dessain

Case | HBS Case Collection | February 2005 (Revised June 2006)

JCDecaux

by John R. Wells and Vincent Dessain

Abstract

Describes how JCDecaux, the second largest global outdoor advertising company, became the world leader in street furniture advertising in a fast consolidating business environment. Also explains why, in the late 1990s, JCDecaux diversified its activities into billboards and transport outdoor advertising in reaction to competitor attacks. Places students in the position of Jean-Francois Decaux and his brother Jean-Charles Decaux, the sons of the founder and JC Decaux's co-CEOs who, in late 2004, explore ways to continue the success of the 73% family-owned business.

Keywords: Advertising; Global Strategy; Leadership Style; Family Ownership; Strategic Planning; Competitive Strategy; Diversification; Advertising Industry;

Language: English

Format: Print

32 pages

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Citation:

Wells, John R., and Vincent Dessain. "JCDecaux." Harvard Business School Case 705-458, February 2005. (Revised June 2006.)

Related Work

Supplement | HBS Case Collection | February 2017

JCDecaux, 2016: Global Leader ... Again

John R. Wells and Gabriel Ellsworth

In 2016, JCDecaux was number one in the world in outdoor advertising. This was a far cry from the situation in 2003; at that time, JCDecaux had been unseated by Clear Channel from the number-one spot that it had held for decades, and it was fighting for second place with OUTFRONT (then owned by Viacom). Over the 12 intervening years, JCDecaux had doubled in size, building leadership positions in China, Japan, Latin America, Africa, and Russia, and in 2010, it had passed Clear Channel to lead the industry once more. Now, co-CEOs Jean-François Decaux and Jean-Charles Decaux were looking for new ways and new places to grow. After the company overtook Clear Channel in 2010, Jean-François had indicated that he believed that another doubling in size was feasible, but it would probably take a major acquisition to do so. And JCDecaux faced more pressing short-term issues. The contract for London bus shelters that the company had won with much fanfare in August 2015 was behind schedule. To make matters worse, the United Kingdom’s June 2016 “Brexit” vote to leave the European Union cast a shadow over the project, and the markets reacted negatively. By the start of November, JCDecaux’s share price had fallen 21% since the beginning of the year. Just what the economic uncertainty of Brexit would mean for global outdoor advertising in general, and U.K. outdoor advertising in particular, was not clear. Doubling in size in such an environment appeared a daunting task.

Keywords: JCDecaux; Clear Channel Outdoor; OUTFRONT Media; Lamar Advertising Company; Jean-François Decaux; Jean-Charles Decaux; outdoor advertising; street furniture; airports; billboards; bicycles; digital devices; digital marketing; bidding; Advertising; Advertising Campaigns; Acquisition; Mergers and Acquisitions; Business Growth and Maturation; Business Model; Business Organization; Family Business; For-Profit Firms; Joint Ventures; Design; Price; Profit; Revenue; Geographic Location; Geographic Scope; Global Range; Globalization; Global Strategy; Globalized Firms and Management; Multinational Firms and Management; Globalized Markets and Industries; Government Legislation; Business History; Human Resources; Laws and Statutes; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Growth Management; Marketing; Brands and Branding; Marketing Channels; Marketing Strategy; Product Marketing; Demand and Consumers; Supply and Industry; Operations; Distribution; Infrastructure; Logistics; Product; Product Design; Production; Organizational Structure; Property; Public Ownership; Renting or Rental; Problems and Challenges; Business and Community Relations; Business and Government Relations; Family and Family Relationships; Sales; Situation or Environment; Luxury; Strategy; Business Strategy; Commercialization; Competition; Competitive Advantage; Competitive Strategy; Consolidation; Corporate Strategy; Customization and Personalization; Expansion; Segmentation; Mobile Technology; Wireless Technology; Air Transportation; Bicycle Transportation; Rail Transportation; Transportation Networks; Advertising Industry; France; Paris;

Citation:
Wells, John R., and Gabriel Ellsworth. "JCDecaux, 2016: Global Leader ... Again." Harvard Business School Supplement 717-441, February 2017. View Details

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Case | HBS Case Collection | February 2005 (Revised June 2006)

JCDecaux

John R. Wells and Vincent Dessain

Describes how JCDecaux, the second largest global outdoor advertising company, became the world leader in street furniture advertising in a fast consolidating business environment. Also explains why, in the late 1990s, JCDecaux diversified its activities into billboards and transport outdoor advertising in reaction to competitor attacks. Places students in the position of Jean-Francois Decaux and his brother Jean-Charles Decaux, the sons of the founder and JC Decaux's co-CEOs who, in late 2004, explore ways to continue the success of the 73% family-owned business.

Keywords: Advertising; Global Strategy; Leadership Style; Family Ownership; Strategic Planning; Competitive Strategy; Diversification; Advertising Industry;

Citation:
Wells, John R., and Vincent Dessain. "JCDecaux." Harvard Business School Case 705-458, February 2005. (Revised June 2006.) View Details

Cite View Details Educators Purchase Related

In 2013, CEO Frida Polli was contemplating the next steps for her start-up business, pymetrics. After receiving her PhD in neuropsychology and MBA from HBS, she was determined to put her scientific and academic knowledge to work to build a business solving real world problems. To this end, her team at pymetrics had adapted a set of robust neuroscience-based computer exercises designed to measure a number of elements of brain functionality and apply these exercises to the world of talent assessment. In just about 25 minutes, these tests compiled a powerful cognitive, social, and emotional profile of the individual that could match the output of experienced interviewers or much longer psychometric testing programs. And the added benefit was that these tests, unlike interviews, discussion panels, or self-reported questionnaires, were hard to “game” because the underlying brain function and rate of learning showed through. Frida believed that her exercise suite would be invaluable to recruiters and had demonstrated to a hedge fund and a major consulting firm that it was much more cost effective than their traditional approaches and could be used to broaden their search for the best talent. As she got out of the cab at LaGuardia to catch the plane for Boston, she wondered what the Harvard Business School class she was about to address would think of her ideas and how they might suggest she implement them.

In March 2013, pymetrics CEO Frida Polli visited Harvard Business School to listen to a section of MBA students from the class of 2013 to discuss her business plan and provide feedback on the tests they had taken to identify career opportunities. Polli had developed a series of neuroscience-based tests to measure brain function and map this to the profiles of successful executives. She believed that these could collect much more data than conventional psychographic tests in much less time, and it would be much more difficult for the candidate to “game” the system. Polli’s goal was to help companies recruit more effectively. In preparation for the class, the MBA students had all taken the tests. She looked forward to discussing the results.

Supplement | HBS Case Collection | September 2019

pymetrics (C)

John R. Wells and Benjamin Weinstock

In August 2018, pymetrics, a solution offering neuroscience-based recruiting tests, closed a $40 million funding round that valued the business at $160 million. Over 60 companies around the globe were using pymetrics tests in their recruiting process, including Unilever, Hyatt, and Accenture. Clients were seeing real impact, including time and cost reductions – 75% reduction in time-to-hire and 25% reduction in recruiting costs, as well as significant increases in diversity (in some cases over 100%) –and new-hire performance through metrics like retention. In addition, 1 million job candidates around the world had played pymetrics games to obtain career guidance. pymetrics tools offered significant advantages over traditional personality tests such as Myers Briggs because they measured brain function rather than responses to self-administered questionnaires. They also collected a lot more data very quickly and measured critical brain functions associated with effective executives, ranging from analytical capacity and risk aversion to attentiveness, resolve, ability to interpret emotions, speed of learning, and capacity for trust. In early 2019, the company was expanding rapidly. It employed nearly 100 people and operated out of 4 offices around the world. CEO Frida Polli was contemplating next steps. What should the priorities be? Was it more important to add more clients or develop more services to build current clients? How many global offices should the company operate, and how should these be organized? And could the company make more of its bias-free recruiting processes in a world where regulation against discrimination was becoming increasingly important?

Keywords: BrainTech; psychodynamics; psychology; Hiring of employees; hiring; strategy; strategic evolution; strategy and execution; Startup; start-up; Startups; start-ups; entrepreneur; employment; bias; rapid growth stage;

Citation:

Wells, John R., and Benjamin Weinstock. "pymetrics (C)." Harvard Business School Supplement 720-376, September 2019. View Details

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