Interview. Marian Dumitrescu (Fieldstar): Full year budget projections (BTL) communicated by our strategic clients are to grow on average by 5 percent

With more than 19 years of experience in advertising and marketing, Marian Dumitrescu is managing partner at Fieldstar since July 2008. Business Review talked with him and found out how was 2017 for the agency, what he believes will happen in 2018.

By Romanita Oprea

How was 2017 for the agency in terms of turnover /revenues?

Fieldstar closed the FY2017 with a turnover of EUR 19 million.

What were the departments that were most successful? What about the least successful ones?

2017 was clearly the year of our Consumer Experience department which led the implementation of more than 10 experiential marketing programs with national coverage.

What about the pitches entered?

We were quite selective in participating to pitches since the main focus was on the consolidation of our business. In the beginning of 2017, we started a partnership with one of the players in tobacco industry which required tremendous preparation efforts to have a flawless kick off in March 2017. However, we enriched our portfolio with three new clients, two of them being well known FMCG companies.

How would you characterize the local advertising industry in 2018 in terms of budgets, campaigns, creativity, etc?

We foresee a continuation of the 2017 pace and full year budget projections (BTL) communicated by our strategic clients are to grow on average by 5 percent.

What were the campaigns done by the other agencies in Romania that you admired and why?

Looking back, I would name Strongbow (Debarcaderul Verde) which was an outstanding initiative.

What were the most important changes & novelties in the agency in 2017 and how did they come to happen?

Direct sales to consumers of an innovative product (IQOS) with a field force of several hundred fulltime and part-time community activators and sales experts. It was a golden project and grace to a perfect alignment and cooperation with client team, we managed to integrate all operational processes (from HR to logistic and cash management) in due time and to close the year with sales target exceeded.

What is your goal for 2018 in terms of revenue, but also new clients, employees, etc?

We budgeted a single digit growth index and our aim is to open new business lines with current clients. Our headquarter and field team almost doubled in 2017 and human capital is our number one priority (internal engagement, learning and performance acceleration programs) as well as further investment in tech tools to automatize some of our business processes.

What do you wish for the local industry this year?

Clients to be more conscious the brand activation is a major component of the communication value chain. We supply the tangible proofs of the brands’ claims to consumers which ultimately drive consideration and purchase.

Where is the local industry still lacking and what can it be changed?

Fiscal predictability and clarity particularly on labor regulation changes.

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