1. JP│KOM Agency Management
Gaining a competitive edge
in a mature market
MAY 22, 2018

2. The German (agency) market:
Highly developed and competitive
Economic growth in Germany PR agency market (2017): Highly competitive
04.07.2018 2
JP | KOM market analysis 2017/18
Consumer
goods
Engineering / IoT
Cars
• Worldwide leader in exports
• Almost full employment
• War for talent
Consumer
goods
Sales +7.94%
Employees +5.72%
JP│KOM Agency Management

3. Economy and society:
Digital transformation as major trend
04.07.2018 3
Internet of Things Agile methodsDisruptive business models
End of free tradePostmodern, postmaterial societyGrowth in Germany
JP│KOM Agency Management
JP | KOM market analysis 2017/18

4. Agency market:
Rapid change and new working environment
04.07.2018 4
Internet of Things Growth market: HealthcareDigitization
Implementation of management
techniques
Cooperation / collaborationLabor shortage
JP│KOM Agency Management
JP | KOM market analysis 2017/18

5. Our scope and mission
JP│KOM is an agency for strategic
communications.
Our guiding topic is change. We empower
our customers with communications for
digital transformation.
• Change communications
• B2B communications
• Healthcare communications
We develop and monitor communications
with management tools.
5
Strategy and positioning of JP | KOM
a)
c)
Relevant stories…
… in appealing
media
… developed and
controlled using
management tools
JP│KOM Agency Management 04.07.2018

6. Brand identity: be cool!
04.07.2018 6
Strategy and positioning of JP | KOM
JP│KOM Agency Management
Security Driving change→
Professional skills Frontrunner for innovation→
Relationship management “In search of excellence”→
Emotionality Technology driven→
Hands-on approach Management tools→
Spontaneity Controlling→
Advertising and PR “Digital first” approach→

7. What does an agency need
to succeed in competition?
7

8. Balanced scorecard: Strategic management and controlling of all
programs
04.07.2018(according to Kaplan / Norton 1992) 8
Basic tool for agency management at JP | KOM
Vision
and
strategy
“To succeed
financially, how
should we
appear to our
shareholders?“
Financial
Customer Internal business Processes
Learning and growth
“To achieve our
vision, how will
we sustain our
ability to change
and improve?“
“To satisfy our
shareholders
and customers,
what business
processes must
we excel at?“
“To achieve our
vision, how
should we
appear to our
customers?“

9. Strategy map: Value links in the business model
(according to Kaplan / Norton 2004) 9
Basic tool for agency management at JP | KOM
Financial
perspective
Customer
perspective
Internal
perspective
Learning &
growth
perspective
Product / service attributes Relationship Image
Human Capital
▪ Employee skills
▪ Training
▪ Knowledge
Information Capital
▪ Information systems
▪ Database
▪ Networks
Organizational Capital
▪ Culture
▪ Leadership
▪ Alignment
▪ Teamwork
Operations Management
Process
Production and distribution of
products and services
Customer Management
Process
Increase customer value
Innovation Process
Development of new products
and services
Regulatory and Social
Process
Relationship management with
communities and environment
Customer Value Proposition
Price Quality
Availabil-
ity
Selection
Function-
ality
Service
Partner-
ship
Brand
Improve cost
structure
Enhance
customer value
Increase asset
utilization
Enhance
customer value
Equity
capital costs
Borrowing
costs
Productivity Strategy Funding StrategyRevenue Growth Strategy
Long-Term Shareholder Value
04.07.2018

10. Strategy Map JP│KOM 2025: Value links of the future
10
Management tools in use
Sustainable increase in revenue (and thereby company value)
Productivity Strategy
• Cost controlling (?)
• Improve use of resources (?)
• Motivational activities
Strategy to increase revenue
• Improvement of customer added value
• Development of new sources for
revenue
Financing by cashflow
Financial
perspective
Customer
perspective
Internal
perspective
Learning &
growth
perspective
Company culture
• Community building
• Open, challenging leadership
• Profit center graphics and groups
• Communication for alignment
• Diversity in teams
Employees (human resources)
• Updated training program
• Updated trainee program
• Recruiting according to competencies)
• HR development
IT (information assets)
• Secure highest availability
• State-of-the-art hardware
• Early testing of new software and programs
• Support systems for transparent and agile / visual collaboration, project systems
• Content hub
• Data cable
Operational management
• Excellence programs
• Tooling and tool-based performance
• Dynamic capacity management
• Time management
Customer management
• Consulting expertise
• Securing personal availability
• Staffing of teams
• Guidance
• Emotional added value of the agency
Innovation
• Focus on Internet of Things
• Products instead of
services
• Based on algorithms
• Agile methods
Social environment
• Social security for employees
• NEW: Employee engagement,
e.g. ProBono
(instead of art)
High availability
• Project management
• Employee commitment
Portfolio
• Corp.Com, B2B, Healthcare
• Analysis, strategy / consulting,
content, implementation
• For industries… (see above)
Functionality
• Support digital transformation
• Management and implementation
• Relief and pushing forward
• Integrated / single source or stand-alone solutions
Relationship
• Long-lasting strategic
partnerships
• Innovation partnerships
• Partnerships of equals
• Personal coach for the
client
Brand JP│KOM
− Further uptrading:
- Vital change
- Innovation/digitization,
strategy, management
- Excellence
• Personalization of the
agency via JP ?
Product / service characteristics Relationship Image
Value contribution for the customer
17 18
1516
11 12
13 14
8 7 9
1 2 3
1013Excellence
• Agility
• Project
management
• Quality
Above-average pricing

11. Scorecard 2018 (1/2)
7/4/2018JP│KOM Agency Management 11
Management tools in use
Target Measured value Target/Actual 2015 Target/Actual 2016 Target/Actual 2017 Target 2018
Finance
Revenue growth
Revenue
4.5M (+15%) /
3.54M (-8.7%)
3.6M (+2%) /
3.06M (-13.6%)
3.6M (+17.5%) /
3.6M (+17.5%) (vorl.)
4.15M (+13%)
NB per year 877T 700T / 458T 600T 700T
Costs € 3.8M / 3.479M 3.3M / 3.267M 3.1M / 3.47M (vorl.) 3.9M
Profit margin* % 18% / 9.5% 2.5% >10% / >14% (vorl.) >8%
Cash
Constant liquidity in proportion to
operating margin
>5% >3% >3% und <6% >3% und <6%
Customer
Attractivity Budget in pitch in €
4.0M / 2.355M
(1.835 + 520)
2.2M / 2.6M 3.0M / 2.2M (vorl.) 2.5M
Trust Number of requests (>50T€) 50 / 32 40 40 / 31 35
Reputation
Awards (digital products and
processes) / speaker placement /
requests for panel of judges
3 Awards (→ inkom, LACP,
IPRN), 10 Speaker
3 / 1 Awards,
Speaker 10 / 5
3 Awards, 10 Speaker / 1
Award, X Speaker
(inkl. Unis)
3 / 10 / 3
Pitch performance Conversion v. pitches v. vol. >40% >40% / 22%? >40% / 45% (vorl.) >40%
Processes
Innovative strength /
product development
Number of implemented products N/A N/A N/A 4
Digital portfolio
Response quote customer
satisfaction with digital services (%)
N/A N/A N/A ≥50
Customer satisfaction with digital
services (1–5)
4.13 4.46 N/A ≥4.4
Operative excellence with existing
clients
Customer satisfaction (1–5) 4.55 4.41 N/A
≥4.4, no individual value
sub 3.5
Customer fluctuation 3 (2 resp. 3 incl. Pharma)
As low as possible/ 3
(BPW, BI, SMS, DuPont)
3 / 2 (BASF AP, Brose) 3
Complaints <10 <10 <10 <10
Revenue with existing clients --- (-27% incl. Healthcare)
<-10% / -26% (davon
12% Totalverlust)
<-5% / -3% (vorl.) <IST 2017 (<-3%)

12. Scorecard 2018 (2/2)
04.07.2018JP│KOM Agency Management 12
Management tools in use
Excellence graphic
Customer satisfaction
Creativity and
layout / creation (1–5)
4.34 / 4.08 4.13 / 4.13 N/A ≥4.0 / 4.0
Satisfaction internal clients (1–5) N/A N/A 3.6 ≥3.8
Customer focus Performance of annual talks 90% 85% / N/A 85% / N/A 85%
Efficiency
Billing rate in % ≥85% / 80% 82% 82% / 80% 82%
Proportion of payroll expenses
compared to overall costs
22% / 22.1% 22% / ? 22% / 21.2% 22%
IT quality IT satisfaction (1–5) ≥3.6 / 3.4 ≥3.6 / 3.4 ≥3.6 / 3.0 ≥3.8
Employees
Commitment
Total value “Barometer”
(1–5)
≥3.8 / 3.8 ≥3.8 / 3.8 ≥3.8 / 3.6 ≥3.8
Leadership quality Satisfaction Managing Board (1–5) ≥3.6 / 3.4 ≥3.5 / 3.3 ≥3.5 / 3.2 ≥3.8
Employer attractiveness Unsolicited applications 30 (?) 15 N/A 30
Employer branding Implementation HR project N/A N/A N/A 80%

13. Excellence in consulting and implementation
04.07.2018 13
Process management (classic)
JP│KOM Agency Management
Based on tools… …with thrilling stories… …and appealing media

14. The Agile Manifesto (2001):
Disruptive change requires new behavior
14
Process and innovation management (new approach)
Individuals and
interactions
Process and tools
Working product
Customer collaboration
Responding to change
Comprehensive
documentation
Contract negotiation
Following a plan
→
→
→
→
JP│KOM Agency Management
Traditional
project management
New forms
04.07.2018

15. Design thinking and agile methods
• New approaches for problem solving
• Agile workshops lead to innovation
Writeable walls and surface hub
• Development of content and structures
in workshops
• New ways of collaboration
• Interdisciplinary teams
Web-based project management
• Use of freeware project management tools
• Development of own systems (content hub)
15
Process and innovation management
15
Collaboration at JP | KOM:
Inform → Disrupt → Transform
JP│KOM Agency Management 04.07.2018

16. Bringing the Internet of Things into digital communications tools
JP│KOM Agency Management 16
Move scope of business 2025
TREND: Corporate messenger
in business environment
TREND: Augmented / Virtual Reality
for onboarding employees
TREND: Service automation
via chatbotsTREND: Automated analysis
mapping stakeholder networks
04.07.2018

17. From isolated work to open space and collaboration
04.07.2018 17
Room concept and modern work practices
JP│KOM Agency Management

18. State-of-the-art IT systems
04.07.2018 18
Technology drives business
JP│KOM Agency Management
Collaboration and testing of
the latest tools
(Freeware) tools like Trello or
Scompler for project management
State-of-the-art
equipment
Need: Coding
unit to faciliate
prototyping and
new innovations

19. New HR system (2017/18):
Involving employees in the entire process
19
Employer Branding and HR
Competencies Leadership Recruiting Onboarding
Community
Building
• Definition of skills
required for the
success of the
company
• Developed in
agency-wide
workshops
• Definition of good
leadership
• Measures to support
leadership via
mentoring, buddy
programs, etc.
• Development of the
recruiting approach
• Selection of
professional
recruiting tools
• Provision of
onboarding programs
• Implementation of
innovative
measures like AR
• Internal newsletter,
monthly agency
meetings
• Support exchange:
Event of the
Quarter, Art after
Work, etc.
JP│KOM Agency Management 04.07.2018

20. New HR system (2017/18):
Developing future competencies in workshops
04.07.2018 20
Employer Branding and HR
JP│KOM Agency Management

21. Human Resources concepts:
Attracting generation X, Y and Z
Modern spaces
• Allowing for flexible working and
breaks / concentrated working
04.07.2018 21
Employer Branding and HR
Events
• For exchange amongst employees (excellence days,
summer party, christmas party)
• Leisure activities (art, sports, culture, etc.)
Engagement
• Providing time / budget
for CSR activities
JP│KOM Agency Management

22. This is JP | KOM
22JP│KOM Agency Management 04.07.2018

23. 04.07.2018JP│KOM Strategie 2025 23
Let’s keep in touch:
Thank you very much!