0
0
In the 70s, advertising in Nigeria was a modest profession.
It was seen as a job for “artists” and “writers.”
Biodun Shobanjo was a top executive at a big agency (Grant Advertising). He was comfortable.
But he saw a problem. The industry was too “casual.” It lacked Business Rigor.
He took a massive risk. He resigned and started Insight Communications with 18 staff (a huge number for a startup then).
Critics said he would crash. “How can you pay 18 salaries in Month 1?”
Shobanjo had a plan.
He didn’t just want to write jingles. He wanted to solve Business Problems.
He approached clients not as a “Vendor” who wants to design a logo, but as a “Consultant” who wants to increase their market share.
Because he spoke the language of Revenue, CEOs listened.
Today, Troyka Holdings owns the biggest ad agencies, media buyers, and even the largest private security firm in Nigeria (Halogen).
He used a strategy called The Corporate Wrapper.
Here is how he turned “Services” into an Empire:
1. The “Halogen” Pivot (Cross-Selling).
Shobanjo noticed something while visiting his rich clients (Banks, Oil Companies) to pitch ads.
He noticed their security guards were poorly dressed, poorly trained, and asleep.
He asked a simple question: “You pay me millions to protect your Brand image; why do you let a sleeping guard ruin your Corporate image at the gate?”
The clients said: “We don’t know anyone better.”
So, Shobanjo launched Halogen Security.
He packaged security guards in sharp uniforms, trained them, and put systems in place.
He sold “Security” to the same clients he was selling “Ads” to.
He teaches us Share of Wallet.
Your current client has other problems. If you solve them, you get double the money without finding a new customer.
2. The “Apprentice” Model (Talent Equity).
In the agency business, your assets are your People. If they leave, you die.
Shobanjo realized that the only way to keep “Superstars” was to make them Partners.
He created a system where top performers were given shares and allowed to start subsidiary companies under the Troyka umbrella.
Instead of his best staff leaving to become competitors, they became Co-Owners of new units (like The Quadrant Company for PR).
He teaches us that it is better to own 51% of a Giant than 100% of a Dwarf.
Don’t be greedy. Share the equity to keep the talent.
3. The “Global” Validation.
Shobanjo knew that Nigerian clients respect “Foreign” things.
So, he affiliated Insight with Grey and later Publicis.
He brought in global tools, global training, and global standards
When he pitched to a client, he wasn’t pitching “Insight Lagos”; he was pitching “Global Best Practices.”
He teaches us Borrowed Authority
If you are a local consultant, get a global certification or partnership. It makes the client feel “Safe” paying you a premium
Why am I telling you this?
His kindness precedes him, little wonder he has been able to build an empire with a dedicated workforce.
SB E-news.
About the Author
