CAMPAIGN REPORT: Top 300 Agencies - Top UK agency profiles for 1999. (2 of 3)

By CLAIRE BEALE, campaignlive.co.uk, Friday, 25 February 2000 12:00AM

SCORE KEY
9 Outstanding
8 Excellent
7 Good
6 Satisfactory
5 Adequate
4 Below average
3 Poor
2 A year to forget
1 Survival in question
EURO RSCG WNEK GOSPER
SCORE: 6
SCORE LAST YEAR: 6

Microsoft MSN
Declared billings 1999                        223m
MMS                                           164m
Declared income 1999                           15m
% TV billings                                   53
Total accounts year end                         72
Accounts gained                                  8
Accounts lost                                    2
Total staff                                    n/s
Company type                      Havas subsidiary

SCORE KEY

9 Outstanding

8 Excellent

7 Good

6 Satisfactory

5 Adequate

4 Below average

3 Poor

2 A year to forget

1 Survival in question

EURO RSCG WNEK GOSPER

SCORE: 6

SCORE LAST YEAR: 6


Microsoft MSN

Declared billings 1999                        223m

MMS                                           164m

Declared income 1999                           15m

% TV billings                                   53

Total accounts year end                         72

Accounts gained                                  8

Accounts lost                                    2

Total staff                                    n/s

Company type                      Havas subsidiary





Agency personnel joked about holding a ’close-second party’ last year,

acknowledging the fact that Euro RSCG Wnek Gosper secured places on

several shortlists but success, though not unrecorded, was evasive.



On the account wins front, the highlights were the pounds 10 million

Aquarius task, a European project for Budget Rent-a-Car, Air France and

the Danish shipping line, Maersk.



The ’pitched but missed’ list included Amazon, BTR Siebe, Lee Jeans, the

Central Office of Information and launch work for its existing client,

Cadbury. It also resigned the Lemsip/Disprin account pending a larger

win.



Account losses weren’t huge. The loss of Procter & Gamble worldwide had

little impact on the London agency, with the dollars 100 million

business worth less than 1 per cent of billings in Europe. Bass Brewers

moved Euro’s pounds 7 million Grolsch account into the Leith Agency. It

stays on the roster with Hooch, however, which benefited from new

creative work this year.



There were other improvements creatively with Peugeot winning

international awards for the David Blaine spot. The Microsoft MSN work

maintains humour and interest and proves a challenging campaign for a

traditionally staid client. Abbey National work featuring the comedian,

Alan Davies, continues to be highly popular and has massive recall

within the sector.



The planning department saw some senior departures including the

planning director, Neil Dawson, and the board planner, Mike Bentley.



Looking ahead, the agency needs to reinstate its formidable new-business

reputation to top this year’s wins. Further creative headway is expected

under Mark Wnek and Paul Shearer and the new head of art, Andy

McKay.





EVANS HUNT SCOTT

SCORE: 7

SCORE LAST YEAR: 5


Express Newspapers

Declared billings 1999                         83m

MMS                                            12m

Declared income 1999                         12.5m

% TV billings                                    2

Total accounts year end                         17

Accounts gained                                  9

Accounts lost                                    2

Total staff                                    175

Company type                      Havas subsidiary





Evans Hunt Scott dusted itself off after 1998’s less than sparkling

performance, and posted an impressive year worthy of its reputation.



The agency won 12 out of 15 competitive pitches, picking up big names

such as Procter & Gamble, Thomson Holidays, Harvey Nichols and

Smirnoff.



Existing clients such as Express Newspapers and Tesco continued to spend

well. Indeed, Tesco relied on the agency for the pounds 15 million

relaunch of its Clubcard. The only blot on the agency’s copybook was

Legal & General’s review in February. But EHS’s refusal to repitch paid

off, as Craik Jones and CMB were stripped of the business in a

centralisation to WWAV just six months after winning it.



Plans to set up in Paris began taking shape in the middle of the year,

with strong client interest paving the way. Consultancy work in the

market has already netted the agency just under pounds 1 million of

income, and an announcement is likely in the first quarter of 2000.



The senior management was also tidied up. Linda Piggott - formerly the

joint deputy managing director - kept the managing director’s chair warm

once it had been vacated by Jon Ingall at the end of 1998, but it was

clear this was no more than a temporary measure.



After months of consideration and to everyone’s surprise, Louise Wall,

Triangle’s managing director, with a sales promotion background, was

brought on board in July.



The initial shock has now given way to the noise of an agency getting

down to some hard work after trundling close to complacency.



In particular, now that Terry Hunt no longer has to run the show from

the front line, he can return to what he does best: being an

entrepreneur.



As a result, EHS is showing every sign of returning to the quality that

made it Campaign’s direct agency of the year in 1997.





FALLON MCELLIGOTT

SCORE: 7

SCORE LAST YEAR: 7


BBC Radio 1

Declared billings 1999                         23m

MMS                                           8.5m

Declared income 1999                          2.5m

% TV billings                                   45

Total accounts year end                         14

Accounts gained                                 14

Accounts lost                                    0

Total staff                                     24

Company type                   Publicis subsidiary





In its first full year of business, Fallon McElligott showed the UK

advertising industry that it was determined to do things its own

way.



The agency topped off a strong all-round performance by poaching the

pounds 10 million UK Skoda account from Grey in December. Throughout

1999, Fallon had been collecting accounts, people and creative esteem,

but the agency still needed that large-scale boost.



It notched up a succession of other wins, including the

onlinehighstreet, the Plants & Flowers Association, Switch2.com,

Calloway Golf and Electronic Data Services.



Notable work came for Nando’s, the South African fast-food chain. Work

for IPC’s Later caused controversy but the Timex campaign, which

launched in December, was another example of the agency’s simple,

straightforward press and poster work.



In television, Fallon’s best work was for BBC Radio 1. The ’one love’

campaign was adopted by the radio station as its on-air identity and a

series of successful films throughout the year culminated in a memorable

spot illustrating just how bad the band Supergrass, might have been if

Radio 1 hadn’t been around for inspiration.



The agency continued to attract ambitious young advertising hopefuls,

many of whom came from Bartle Bogle Hegarty or BMP DDB.



Not everything went Fallon’s way, however. It lost out to Mother in

pitches for the pounds 10 million launch of HFC Bank’s Marbles brand and

the Harvey Nichols business, and Bass’s Worthington went to Publicis

after a three-way pitch.



Following Publicis’ purchase of its US parent company, 2000 will be an

interesting year for this ambitious London agency.





FAULDS

SCORE: 7

SCORE LAST YEAR: 7


Kwik-Fit

Declared billings 1999                         38m

MMS                                            22m

Declared income 1999                          4.6m

% TV billings                                   29

Total accounts year end                         22

Accounts gained                                  8

Accounts lost                                    2

Total staff                                     81

Company type                       Private company





For Faulds, 1999 was a year of transition. Some of the changes, such as

the management rejig and new-business drive, were planned. Others, such

as the loss of British Midland, were not.



The arrival of Billy Mawhinney as creative director at the start of the

year brought new optimism to an agency that has been fighting to upgrade

its status from ’business-like’ to ’dynamic’ for many years. In 1999,

the battle started in earnest.



Jim Faulds, the agency’s distinguished founder, allowed a new team (made

up of Faulds lifers) to run the show. Dennis Chester, the managing

director, took charge, flanked by the new-business directors, Christine

Tulloch and Ian Wright.



It takes more than a year to change an agency’s culture, but the

influence of Mawhinney trickled through the Faulds ranks during 1999. It

was too soon for the improvement to show at the Roses, though, where the

agency had one of its quieter years.



The Faulds management will point proudly to its new-business results as

proof that the agency moved forward in 1999: Kwik-Fit (pounds 6

million), Direct Line Financial Services (pounds 5 million) and

Autotrader (pounds 1.5 million) were all substantial wins. But Faulds

failed to convert some of the more glamorous pitches, in particular the

opportunity to win more work from Scottish Courage on the McEwans

brand.



Faulds’ clearly stated ambition is to be seen as a UK player, and in

this the agency has not yet succeeded. British Midland, its flagship

account, went to Bartle Bogle Hegarty and the Macallan went to Mother,

depriving the agency of creative opportunity and national prestige.



Speculation that Faulds is up for sale mounted in 1999. If Jim Faulds is

really ready to cash in, he will need to act quickly while Scotland’s

biggest agency remains a stronghold.





FCA!

SCORE: 4

SCORE LAST YEAR: 7


Action 2000

Declared billings 1999                         85m

MMS                                            34m

Declared income 1999                           n/s

% TV billings                                   25

Total accounts year end                         26

Accounts gained                                  2

Accounts lost                                    2

Total staff                                     86

Company type                   Publicis subsidiary





Considering that FCA! was Campaign’s direct agency of the year in 1998,

1999 was a far from vintage year.



After having grown - business-wise and creatively - over the past few

years, the Publicis group was radically reshuffled in the spring by the

group chairman, Rick Bendel. All the changes signalled a more hands-on

role for Bendel.



Publicis Technology was merged into FCA! and Publicis Technology’s chief

executive, Mike Croft, ousted FCA!’s chairman, Chris Parry. Though Parry

had always worked well with the creative directors, Shaun McIlrath and

Ian Harding, it was felt that he had been holding them back.



The chemistry between Croft and the creative pair sizzled happily, which

is why it came as a surprise that rumours towards the end of the year

about Croft leaving the building were true.



While the merger with Publicis Technology brought in a number of

clients, the only significant new-business win was for the Bingo Game

Association in January. But it wasn’t as if FCA! failed to get on to the

pitchlists - credit due, no doubt, to the formidable new-business

director turned managing director, Samantha Smith. Unison, VideoNet,

Ronseal, Pioneer and MD Foods were all fought for - and lost. Not to

mention two COI pitches, for anti-smoking and the University for

Industry, which would have plugged the gap that Action 2000’s natural

expiry left.



FCA! has been built largely on its sound creative reputation - but this

year, despite scooping a gold and two silvers at the Campaign Direct

Awards for 98’s work, it wasn’t in that league. With the to-ing and

fro-ing that the reshuffle threw up, McIlrath and Harding had more

frontline business to take care of, leaving less time to spend on the

creative output.



Ironically, by bringing the agency closer to his clutches, Bendel may

well have spoiled its uniqueness for good.





GREY

SCORE: 5

SCORE LAST YEAR: 5


Vibrant

Declared billings 1999                        390m

MMS                                           171m

Declared income 1999                         30.2m

% TV billings                                   71

Total accounts year end                         71

Accounts gained                                 11

Accounts lost                                    4

Total staff                                    324

Company type                       Grey subsidiary





Grey stuck its tongue in its cheek last year with a brochure showing a

picture of Steve Blamer, its chief executive, clad in Hawaiian shirt and

shades. Quite a fashion statement at somewhere once so conservative that

it frowned on staffers eating at their desks lest they offend a passing

client, but which now says it is ’glad to be Grey’.



What the agency sees as self-mockery, however, sceptics who know its

history may claim as self-delusion. For Grey, it’s just a symptom of

organisational restructuring in response to changes within cornerstone

clients such as Procter & Gamble, Mars and SmithKline Beecham upon which

it can no longer rely.



It has been a cathartic and sometimes painful experience symbolised by

the resignation of Roger Edwards, the Grey group chairman who

personified much of the established Grey culture, and a nasty legal

dispute with Carol Reay, the agency’s former deputy chairman.



Having drawn a line under the past, Blamer has zealously set about

reform.



Five new ’agencies within agencies’ are intended to give executives

greater ownership of their accounts while fostering closer client

relationships.



Creatively, Grey has steadily raised standards across its bedrock

business of traditionally conservative advertisers - most notably in its

work for Vibrant. Tim Mellors, the executive creative director, is

miffed that Skoda left before he could get to grips with it. And it will

be up to Jo Smith, hired last year from RPM3, to lure more domestic new

business.



The question now is how well Grey can secure the management succession

when Blamer returns to his native US.



Elsewhere, Joshua, Grey’s direct marketing offshoot, failed to live up

to its launch promise. Seemingly more keen to chase ad business and hit

by the loss of key personnel, the agency poses little threat to

below-the-line rivals.





HHCL & PARTNERS

SCORE: 8

SCORE LAST YEAR: 8


Iceland

Declared billings 1999                        180m

MMS                                            98m

Declared income 1999                         16.6m

% TV billings                                   56

Total accounts year end                         33

Accounts gained                                 10

Accounts lost                                    1

Total staff                                    177

Company type                      Chime subsidiary





1999 was HHCL & Partners’ second consecutive year of solid growth.



Business losses were minimal, wins were substantial, creative work was

strong and its management was shored up for the future.



In July, Robin Azis was promoted from managing director to chief

executive to allow Rupert Howell and Chris Satterthwaite more time to

concentrate on expanding the agency’s business interests. Ian Priest

became managing director and Minnie Moll became sales and marketing

director. Emma Serednyj took on Moll’s former new-business role.



Creatively, the agency produced sound campaigns for several clients

including Iceland, Go, Tango and Pot Noodle.



It also pulled in prestigious new-business wins such as Amazon, Texaco,

FIFA and Molson, and extended relations with existing clients such as

British Airways London Eye, Birds Eye’s Ciabazza and Thomson’s budget

travel brand called Just.



The agency’s successes shone through in the mid-year MMS figures, which

showed a dramatic billings increase of 78 per cent to 83.69 million.



However, although the agency had the clout to be included on a couple of

the most important pitchlists of the year, it did fail to convert

them.



BT Youth went to St Luke’s and Rover went to M&C Saatchi.



HHCL, Campaign’s agency of the decade, is positioned to shine in

2000.



It enters the year a very strong business, poised to shoot up the

billings tables.





IMP

SCORE: 5

SCORE LAST YEAR: -


Rugby Union

Declared billings 1999                         90m

MMS                                           3.6m

Declared income 1999                         13.4m

% TV billings                                    1

Total accounts year end                         53

Accounts gained                                 27

Accounts lost                                   15

Total staff                                    189

Company type                        BDM subsidiary





IMP continues to compete at the top of the direct marketing tree, but

would have to admit that 1999 was not its best year.



Texaco, one of its biggest and longest held accounts, moved to HHCL &

Partners and it lost its creative director, David Harris, to M&C

Saatchi’s direct marketing start-up.



IMP also missed out on two of the most highly prized pitches of the year

- Dell and Open - as well as Carlsberg Tetley’s sponsorship of the Euro

2000 football championships, despite being a roster agency.



But it wasn’t all bad. The agency made efforts to increase its network

and, by the end of the year, had 15 fully branded offices across

Europe.



Wendy Richards, the former president of global direct marketing and

e-commerce at Hasbro, was bought in with a brief to develop the network

internationally and John Quarry, the agency’s chief executive, was made

managing director of the group’s marketing communications companies

across Europe.



At the end of the year came IMP’s most surprising hiring. Jeremy

Pemberton, the former European head of art at sister agency, D’Arcy,

joined as executive creative director to replace Harris.



IMP has also stepped up its marketing of online brands, predicting that

by the end of 2000, 25 per cent of its business will be online driven

It also set up IMP Sports Marketing and now counts Manchester United and

the Rugby Union as clients.



New business was erratic, with the agency gaining 27 accounts but losing

15. Chanel, Virgin Money Marketing, Bell’s, Pedigree Petfoods, Philip

Morris and AGFA were some of the best new recruits.



While 1999 had its upsets, the agency has made some key appointments and

looks well placed to enter 2000 on a positive note.





J. WALTER THOMPSON

SCORE: 7

SCORE LAST YEAR: 6


Smirnoff Red

Declared billings 1999                         n/s

MMS                                           281m

Declared income 1999                           n/s

% TV billings                                   36

Total accounts year end                         48

Accounts gained                                  7

Accounts lost                                    1

Total staff                                    330

Company type                        WPP subsidiary





J. Walter Thompson claims that 1999 was its most successful year to

date. The new-business record looks good, the creative work has been

mostly solid - if not sparkling - and the management has taken steps to

revitalise the agency across all departments.



Its most dramatic win was the UDV global business, which came as part of

a global realignment. The fact that JWT won the prestigious prize

because of its account handling skills became all too obvious when the

first big film to come out of the account, ’makeover’ for Smirnoff Red,

came close to The Express for Campaign’s ’turkey of the year’.



Other big wins included NTL but, again, it was a shame that the

television work was so dreadful. Billings also came in from Invensys,

First-e, Mercury Asset Management, Kimberly-Clark, Elizabeth Arden and

Gulf Air.



The worst loss was the pounds 17.5 million Barclays Bank account, and

the resulting sense of failure was felt as keenly in terms of prestige

as in billings.



JWT’s worldwide creative director, Allen Thomas, retired in 1999, and

the creative department took on a different shape when the executive

creative director, Jaspar Shelbourne, hired eight deputy creative

directors. Top planners were given the chance to play consultants

through a new planning consultancy, @JWT, and Tim Davis was appointed

non-executive chairman.



Creatively, apart from the turkeys, there were some gems produced in

1999. Kit Kat moved to the 20-second format on TV with success, and the

’Skippy’ ad for Rolo was entertaining.



Despite its track record, JWT still lacks a certain gravitas in

London.



The agency did much to put things right in 1999, but there is a danger

that the changes were not radical enough, and this may start to show in

2000.





LEAGAS DELANEY

SCORE: 7

SCORE LAST YEAR: 7


BBC Future Generations

Declared billings 1999                         92m

MMS                                            37m

Declared income 1999                         13.8m

% TV billings                                   46

Total accounts year end                         24

Accounts gained                                  5

Accounts lost                                    0

Total staff                                    142

Company type                       Private company





Leagas Delaney had a good 1999. The highlight was winning the pounds

17.5 million Barclays account. It was one of the most significant

account moves of the year and a prestigious win for the relatively small

agency. It also came at a good moment, after the loss of Nationwide,

which parted company with the agency at the start of the year. Internal

problems at the client, however, have meant the advertising debut has

been delayed until this year.



It also roped in the high profile pan-European Goodyear tyre account and

the pounds 5 million international launch business for Adidas’ men’s

toiletries range from Coty.



The wins consolidate the agency’s position on the London advertising

scene. Although its MMS billings have dropped significantly, this is

largely due to the loss of Nationwide. Billings for Barclays should show

in 2000.



The agency lost its senior creatives, Tiger Savage and Mark Goodwin, to

M&C Saatchi in July, but upheld creative standards with its

award-winning BBC ’future generations’ film.



New overseas offices also began to take off, particularly in the US.



The San Francisco office won the Yankees and C-NET accounts, Dusseldorf

landed the Diebels beer account and Paris picked up GAN insurance.



Leagas Delaney is a sought-after agency. It is contacted when most key

accounts come up for review and is that rare thing in the UK

marketplace: an independent agency worth acquiring. Such a position

bodes well for 2000.





THE LEITH AGENCY

SCORE: 6

SCORE LAST YEAR: 7


Irn-Bru

Declared billings 1999                         n/s

MMS                                            23m

Declared income 1999                          3.5m

% TV billings                                   60

Total accounts year end                         27

Accounts gained                                  4

Accounts lost                                    2

Total staff                                     52

Company type                       Private company





Scotland’s most boisterous agency was relatively quiet in 1999. Until,

that is, it pulled off a major victory by swiping the Grolsch account

from Euro RSCG Wnek Gosper at the end of the year.



Despite its continued creative and business success with Tennents, the

Leith Agency had been repeatedly frustrated in its attempts to persuade

Bass to trust it with another brand. At last, the Grolsch prize gives

the agency the opportunity to demonstrate its beer credentials outside

the Scottish market.



December also brought with it some disappointment when the agency lost

most of its Bank of Scotland business to a centralisation into WPP’s

Conquest.



For the first 11 months, however, there was the usual ebb and flow of

business, but little drama. The agency won a project from Honda,

Atlantic Telecom and Beat 106, Emap’s new Scottish commercial radio

station, and lost the pounds 1 million Scotsman account to 1576.



In June, John MacDougal, the director of account management, jumped ship

to run the ill-fated British Midland account at Faulds. And, early in

the year, the agency was almost duty-bound to take part in the pitch for

Kwik Fit - but the account went to Faulds, arguably a more natural home,

in April.



The Leith Agency dominated the Roses Awards in May, with seven golds,

plus silvers and bronzes for a mixture of clients dominated by Orangina,

Tennents and Irn-Bru. Irn-Bru also stoked up some controversy with its

nipple-sucking baby poster and took the print format on to television

for the first time.



The Leith Agency will be satisfied with its performance in 1999. The

Grolsch win was crucial to pushing its credibility forward and the

stability of its management has helped it to remain Scotland’s most

admired agency.





LEO BURNETT

SCORE: 5

SCORE LAST YEAR: 6


McDonald’s

Declared billings 1999                        220m

MMS                                           136m

Declared income 1999                         24.8m

% TV billings                                   62

Total accounts year end                         25

Accounts gained                                  7

Accounts lost                                    2

Total staff                                    321

Company type                        BDM subsidiary





Nothing stood still for Leo Burnett in 1999. It was the year that the

privately owned agency network threw its hat in the ring as a long-term

global player by striking a deal with the MacManus Group, assisted by a

dollars 400 million investment from Dentsu.



The formation of the holding company, BDM - the fourth largest global

communications holding company - surprised observers and presented

Burnett with a new challenge for the new century.



Although most of Burnett’s activity was played out on a global stage,

the UK agency also had an active year. It bought a 30 per cent stake in

the new-media agency, Hard Reality, and laid plans for the launch of

Leonardo, an integrated sister agency.



MMS-ranked billings are down, but new business still came from new and

existing clients. Most dramatically, Burnett won worldwide lead status

on Heinz in the spring, when it picked up convenience foods and Heinz

Salad Cream. Other global wins included the dollars 100 million Delta

Airlines account



Locally, the year’s biggest wins were the pounds 10 million launch of

Zoom, Arcadia’s internet offering, and the pounds 10 million launch of

the Morgan Stanley Dean Witter credit card. More notoriously, Burnett

won and lost the pounds 13 million Somerfield account, wasting resources

on a relationship that turned out to be acrimonious and

demoralising.



Creatively, there were a few gems tucked away in the agency’s 1999

output - again dominated by McDonald’s. The ’McRuby’ spot was a delight

and the Daz idents for Emmerdale showed that Burnett is also making the

most of the new spirit at Procter & Gamble.



Leo Burnett London must emerge from the shadow of global events to

maintain the impetus in new business and creativity through 2000.





LOWE LINTAS

SCORE: -

SCORE LAST YEAR: -


Heineken

Declared billings 1999                        325m

MMS                                           327m

Declared income 1999                           n/s

% TV billings                                   57

Total accounts year end                         38

Accounts gained                                 17

Accounts lost                                   11

Total staff                                    340

Company type                Interpublic subsidiary





Few could have predicted that the end of 1999 would see the merger of

Lowe Howard-Spink and Ammirati Puris Lintas. However, as the year

unfolded and bad news for both shops mounted, the logic behind a union

between the two Interpublic subsidiaries began to emerge.



Coming at the end of 1999, the new incarnation is too young for Campaign

to give it a score. But we can chart the year’s progress for each

shop.



Lowes’ principal loss was its global UDV business. The client’s decision

to move shocked the industry, given the creative reputation of the

agency’s work for Smirnoff. However, insiders cited the relative

weakness of the Lowe network as a contributory factor, making the merger

with Lintas a logical step.



Lowes’ new creative director, Charles Inge, picked up the Grand Prix at

Cannes for The Independent’s ’litany’. In 1999, the agency produced

sound work for Heineken.



APL failed to turn around its lacklustre performance of the past few

years. It reached a low point in June when Rover put its pounds 40

million account up for review. The loss took its UK billings below the

pounds 100 million mark.



In the UK, as in the rest of the world, management of the new agency is

dominated by faces from Lowes. Paul Hammersley, Lowes’ former managing

director, was chosen to lead the merged agency as chief executive. Chris

Thomas, APL’s highly regarded chief executive, was handed the managing

director role. APL’s chairman, William Eccleshare, and its chief

creative officer, Steve Rabosky, have both left.



Lintas mergers have historically gone badly. In this case, the almost

total dominance of Lowes over APL may bode well. Nevertheless, the

culture clashes are substantial, and for this merger to succeed, Lowes

is going to have to get its fingers dirty servicing some very

unglamorous accounts.





M&C SAATCHI

SCORE: 9

SCORE LAST YEAR: 7


Sainsbury’s

Declared billings 1999                        240m

MMS                                           223m

Declared income 1999                           n/s

% TV billings                                   40

Total accounts year end                         41

Accounts gained                                 14

Accounts lost                                    3

Total staff                                    280

Company type                       Private company





Asked what it was like sharing a client with M&C Saatchi, a rival agency

boss compared it to keeping a gorilla in the lounge. It might seem

docile and friendly, he commented, but you don’t dare take your eyes off

it for a minute.



The description was fully vindicated last year when several shops had

cause to fear M&C Saatchi’s hot breath on their necks and their cages

being rattled.



Abbott Mead Vickers BBDO was one victim, losing its grip on Sainsbury’s

pounds 25 million TV advertising brief after 20 years. Ammirati Puris

Lintas was another, failing to survive intact after M&C Saatchi

plundered the creative task on Rover’s pounds 40 million UK account.



BT too tossed a prize banana in the direction of Golden Square in the

shape of a multi-million pound assignment promoting the corporation as a

communications problem-solver for business.



Even by its own ambitious standards, the agency’s new-business successes

- such as BOL.com, lastminute.com and Alberto Culver - have been

astonishing, particularly because they provide an emphatic answer to

snipers who accuse it of gaining accounts because of who, rather than

what, it knows.



Campaign’s Agency of the Year accolade seems an apposite reward not only

for its unparalleled achievement of gaining top ten status within five

years of its launch, but recording a 48 per cent billings growth in the

year to the end of September 1999.



M&C has shown what it can achieve when its tenacity is focused and is

distracted neither by share price nor over-extended ambition.



With the launch of direct marketing and online operations, M&C Saatchi

has spread its offering to match those of its clients. If it can only

smooth out its creative creases, it really will be the embodiment of the

Saatchi philosophy that nothing is impossible.





MCCANN-ERICKSON

SCORE: 7

SCORE LAST YEAR: 6


Bacardi

Declared group billings 1999                 305m

MMS                                          280m

Declared income 1999                          n/s

% TV billings                                  63

Total accounts year end                       226

Accounts gained                                28

Accounts lost                                   9

Total staff                                   970

Company type               Interpublic subsidiary





Chairman and chief executive Ben Langdon’s firm grip on McCann-Erickson

is helping the agency to go from strength to strength, with new-business

wins propelling it beyond its group targets. It began by securing the

dollars 50 million global Dupont business and the pounds 40 million

international Glaxo Wellcome account, run out of London.



A domestic win followed in May with the pounds 8 million Commercial

General Union account and, in that same month, McCanns prised the

multi-million Nestle global branding campaign out of Publicis’ hands - a

major scoop with budgets expected to rise considerably. Other

significant global wins which benefited the agency were Microsoft,

Mastercard and Deutsche Bank.



However, the agency lost some of its oldest clients, the biggest being

the pounds 20 million Goodyear account which ended a 40-year

relationship. Glenfiddich also parted company with the agency after 27

years.



Langdon continued in his drive to improve creative standards by hiring a

’multi-voiced’ team including the creative directors, Carl le Blond,

Luke White, Jeremy Perott and Simon Aboud. But using Tony Kaye to push

the creative boundaries proved disastrous - the resulting debacle almost

cost McCanns its flagship Bacardi client.



Planning also gained a boost with the recruitment of the strategic

planner, Robin Lauffer, and four senior planners. Other key personnel

changes included the promotion of Jim Heekin to worldwide boss of the

network.



A restructure in November, in which Langdon assumed chairmanship from

David Warden, saw the formation of the McCann-Erickson UK Group. This

year we shall see if its declared rationale - to focus on integration

combined with the creative and planning improvements - leads to a

successful 2000.





MILES CALCRAFT BRIGINSHAW DUFFY

SCORE: 6

SCORE LAST YEAR: -


Radio Times

Declared billings 1999                         1m

MMS                                          1.1m

Declared income 1999                        0.24m

% TV billings                                 n/s

Total accounts year end                         4

Accounts gained                                 4

Accounts lost                                   0

Total staff                                     8

Company type                      Private company





Miles Calcraft Briginshaw Duffy burst on to the scene in May last year

and made the headlines by becoming the first breakaway in Abbott Mead

Vickers BBDO’s 21-year history.



Jeremy Miles, the former AMV vice-president, established the agency

along with Helen Calcraft, AMV’s business development director, and the

award-winning senior creatives, Paul Briginshaw and Malcolm Duffy. They

have since been joined by Neil Dawson of Euro RSCG Wnek Gosper, who

became the agency’s planning director in August.



Together, in just eight short months, they have impressed more than a

few observers. The agency’s new-business record to date and the

personalities involved have secured it a place as one to watch.



Miles Calcraft defeated Saatchi & Saatchi and Rainey Kelly Campbell

Roalfe/Y&R for the pounds 5 million Bosch business and also picked up

the re-launch task for the Radio Times.



Other significant wins included the multi-million pound European launch

task for Breathe, the internet service provider, and the Helena Harnik

toiletries range.



Perhaps the only disappointment of the year was losing out to Bartle

Bogle Hegarty for the Financial Times’ consumer website task.



The partners announced some lofty goals to Campaign during their first

interview, promising to be a top 30 agency within five years. The agency

may still have some way to go and it has yet to win that really big

account, but the ambition is certainly there.





MOTHER

SCORE: 7

SCORE LAST YEAR: 8


Marbles

Declared billings 1999                        35m

MMS                           

This article was first published on campaignlive.co.uk

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