Superpower of Independence

In times when “more” is not inherently “better”, we need to rethink growth: What does it really mean for us to substantially expand our business? What are the strengths we can build on and how can they sustainably nurture our development for long-term success?  
For Serviceplan, the answers lie in focusing on the capacity for growth that arises from being an independent agency. As such, we are fortunate to pursue a path led by our own business perspectives, market assessments and targets as well as by the impact we want to create - rather than by externally imposed objectives.

That is why growth and internationalization are not ends in themselves for us, but strategic levers. Being independent allows us to stay sovereign while making autonomous decisions, whether in a global or more local context. We are growing, not for the sake of size, but to create relevance – for our clients and for the topics that drive us. Our goal is clear: to build a truly integrated Serviceplan Group that remains independent, with international reach and strong local roots, competitive across all formats. And we are seeing that this very model is gaining increasing demand internationally.

Take our entry into the UK, for example. It was a deliberate move – particularly in terms of timing. London is not a market waiting for another agency. More than anywhere else, success here requires substance, differentiation, and a clear value proposition.

That is exactly what we have built: starting from our partnership with Total Media, we have created a fully integrated House of Communication that now unites media, creation, digital, production, and AI under one roof.

This clearly resonates. Especially in demanding markets, we see growing demand for independent, integrated models that don’t operate in silos. Today, we are significantly more visible there – and, above all, more relevant.

Beyond London, we are also seeing exciting developments across Europe. In Spain, for example, we are very satisfied with our performance. Central and Eastern Europe still offer interesting potential from a media perspective, even if current economic conditions are not ideal. At the same time, our approach remains consistent: we strengthen existing markets before entering new ones. 

We are also deliberately focusing beyond Europe: the United States remains one of the most important markets globally – and our own ambitions reflect that.

We already have strong building blocks in place: Pereira O’Dell in creation, as well as Mediaplus and Silverside in the AI segment. The next step is to integrate them more closely and establish a fully connected offering.

Here, too, our focus is on targeted development. We are currently planning the next strategic steps, particularly with regard to platform and digital offerings.

In Asia, we are consciously pursuing a model built on partnerships and alliances – not because we have to, but because it makes strategic sense.

Our collaboration with Hakuhodo in Japan, our presence in Shanghai, and our joint venture in Singapore demonstrate how we combine international reach with local strength. Singapore, in particular, is evolving into a key hub for international media clients – and a central anchor point for us in the region.

The principle is simple: we go where we can deliver real added value and where our clients need us.

We are also present in the Middle East and have built a strong base in Dubai over recent years, complemented by smaller teams in Abu Dhabi, Jeddah (Saudi Arabia), and Lebanon.

The region is currently shaped by geopolitical uncertainty. Nevertheless, we continue to see mid-term potential. Our top priority, however, is ensuring responsibility for and the safety of our teams on the ground.

Another key element of our international strategy is our International Collaboration Locations, whose importance should not be underestimated. They represent a modern, global approach to working.

Locations in India, South Africa, and Croatia allow us to bundle capabilities internationally while maintaining the highest quality standards.

Today, this is no longer just about efficiency – it is an integral part of modern agency work and a clear competitive advantage.

The “independent vs. network” debate is often overly simplistic. We see it differently: today, we are large enough to manage international mandates on equal footing and to invest substantially in future topics such as AI and automation. At the same time, we remain independent, entrepreneurial, and fast in our decision-making.

This combination is exactly what makes us relevant. We compete with major networks while still being able to match specialized boutique agencies.

The fact that we already rank among the top 15 agency groups worldwide underlines that our model works.

The environment remains challenging – economically and geopolitically. But it is precisely in times like these that the resilience of a business model becomes evident.

We expect the international business to develop steadily overall in 2026 – a clear sign of strength for us. Our focus is clear: to continue investing selectively, expand our integrated structures, and consistently advance our international footprint.

I am convinced: we are on the right path – and will further strengthen our role as an independent, globally relevant agency group.

First published in Horizont Germany.