Sabanci Holding Case Study

856 Words4 Pages
I’ve been working for Sabanci Holding for the last 10 years, which is one the largest multi-business firms in Turkey operating in various sectors including finance, insurance, retail, cement, industrial production besides its philanthropic endeavors. The Group currently operates in 16 countries and has also multinational business partners, namely Ageas, Aviva, Bridgestone, Carrefour, E.ON, Heidelberg Cement, Marubeni and Philip Morris.
Sabancı Holding is a 90- year-old family company founded by five brothers. Each brother took responsibility of one business unit and controlled the related companies autonomously. This decentralized approach has been one of the key components of way doing business in Sabanci companies including brand and communication
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The communication teams working for the subsidiaries were not reporting to headquarters and each subsidiary was acting independently. There was no defined common vision or strategy for the brand management and even the communication teams do not know each other and what the rest of the Group is doing. There were no criteria to harmonize the decision- making process and the practices. The messages given by the different spokesmen of the Group were in conflict and moreover, out of their responsibilities. The companies were competing with each other by holding press events on the same day. As the outsource services are not consolidated which causes incremental costs. In conclusion, the company was missing the opportunity of using the multiplier effect and synergy of the Group companies in order to maximize the efficiency of communication which will enhance its…show more content…
In this context, the document has been communicated to the Group with a kick-off meeting followed by site visits. A communication committee has been formed by the communication professionals of the Group which meets regularly in every three months, besides regular meetings of communication teams of each business unit. These meetings have opened the lines of communication within the Group which are the vital platforms for experience sharing. Events, activities, and campaigns of all companies have been collected under a single calendar. The Annual Communication Plans of Sabanci brands have been available for all communication teams to make integrated plans in long terms and explore the synergy opportunities. The roles of each spokesman within the Group have been described within the document and media training has become compulsory. Some of the commonly used services were consolidated which resulted in budget advantages and increase in quality. The last section of the document was the audit, which means each company is being audited annually to check if they are working in line with these principles. All these efforts have only been possible by convincing the top management and gaining their support as well as maintaining effective relations between Sabanci Holding and its
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