Havas Eyes Strategic Move Into Dentsu’s International Network

Havas has signalled a notable shift in its ambitions. During their latest quarterly earnings call, the company’s CFO and COO acknowledged that Havas “would certainly consider” engaging in discussions about acquiring or partnering with some of Dentsu’s international assets. Dentsu has been exploring strategic options for its global operations, and Havas is positioning itself as a nimble potential partner rather than a buyer of the entire network.

The interesting nuance here is that Havas is clear it cannot take on Dentsu’s whole international business given the scale. But, it is open to acquiring “part of it or in a partnership with some of the agencies of the network.” Havas is framing itself as agile rather than all‑in. The historic connection between the two groups adds a layer of context: Havas’s major shareholder once held a stake in an entity acquired by Dentsu years ago, which gives Havas some familiarity with the terrain.

For marketers and agency watchers this development is rich with implications. First, it suggests that Havas believes the global consolidation wave is still very much in motion. While many in the industry argue that “more of the same” acquisitions are yesterday’s logic, Havas appears to disagree, or at least believes the right “partnership or asset‑buy” can unlock value. The fact that Dentsu’s international arm generates multi‑billion dollar revenues yet is facing organic declines in many regions adds to the intrigue. It creates an opening for a focused player to step in, cherry‑pick assets, and gain strategic advantage.

Secondly, this move shows that Havas is playing a longer game around capability, geography and scale. Rather than simply acquiring the largest asset possible, Havas is signaling that selective moves, where cultural fit, growth potential and integration risk are in balance and are preferable. This has resonance for pharma marketers and communications professionals because it shows how agency landscape shifts can ripple into how service models, global offers and digital‑ecosystem partnerships evolve.

Finally, what this means for brands working with agency groups is that the contours of global service provision may increasingly rely on hybrid models: part acquisition, part partnership, part integration. Havas’s willingness to explore the “some part” approach rather than full takeover suggests that flexibility and modularity in agency networks are back in vogue. For global pharma brands, which often demand consistent service across markets but also want market‑specific agility, this matters. It means the agency you pick may be more bespoke in how it delivers globally, instead of one standard model applied everywhere.

In short, Havas’s remarks mark a subtle but meaningful shift in the agency world. Rather than the headline‑grabbing mega‑merger, the talk now is about selective, strategic moves. For the industry at large, it may signal that consolidation is far from over but is entering a more nuanced phase where precision and fit matter at least as much as scale and headline size. Brands and marketers should consider how this might impact their global agency relationships, their expectations for service delivery, and the strategic partnerships that support their work across regions.

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