CAMPAIGN REPORT ON TOP 300 AGENCIES: Top Media Agency Profiles - 2000 was an up and down year for most media agencies, a trend bucked most notably by BBJ's consistently strong performance, which landed it Media Agency of the Year

BBJ

BBJ

PRINCIPAL                      TRISTA GRANT

Declared billings                      165m

MMS                                    136m

Declared income 2000                    n/s

TV billings                             66%

Press billings                          18%

Outdoor billings                         6%

Radio billings                           5%

Staff 2000                               75

Total accounts held                      49

Accounts gained                          16

Accounts lost                             2

Company type: Aegis subsidiary





BBJ produced a true Media Agency of the Year performance in 2000 that saw it dramatically reverse the disappointment of losing the pounds 80 million Volkswagen account the previous year. Winning pitches in every month of the year with the sole exception of March, the agency pulled in pounds 117 million of new business and surged to fourth in the Campaign new-business table.

Furthermore, BBJ succeeded in wiping out doubts left at the start of the year regarding the long-term viability of its independence from sister agency Carat. Instead the agency proved its value to the Aegis group by playing a key role in the dramatic series of car accounts pulled in over the summer. PSA's (Peugeot-Citroen) agreement to place the entirety of its pounds 75 million business into BBJ enabled Aegis to pull off the seemingly impossible in holding both that account and Renault.

However, BBJ was not content with playing a supporting role over the past 12 months. Its 92 per cent pitch conversion rate saw it sweep up a further pounds 28 million in the shape of the Bertelsmann account and take pounds 7 million of Coke buying business (all except TV) and the entirety of Coke's UK planning business from Universal McCann. The agency also beat Zenith and BJK&E to grab the pounds 8 million EasyJet account.

The morale blow of Volkswagen eventually resulted in only one departure, with the planning director, Jed Glanvill, heading over to MindShare's dotcom arm. Going into 2001, the managing director, Trista Grant, will be looking to add more talent to her line-up.

SCORE LAST YEAR 3

SCORE THIS YEAR: 9



BJK&E

PRINCIPALS                       TIM IRWIN,

                             JAMES JENNINGS

Declared billings                       95m

MMS                                     58m

Declared income 2000                     4m

TV billings                             33%

Press billings                          44%

Outdoor billings                        13%

Radio billings                           4%

Staff 2000                               25

Total accounts held                      36

Accounts gained                          10

Accounts lost                             3

Company type: Tempus/True North subsidiary





BJK&E had an excellent year in terms of growth and new business. Back in the summer, the agency was the fastest growing media outfit in percentage terms - the Nielsen MMS figures published in August showed a year-on-year growth rate of 103 per cent. Not many agencies manage to double their billings in a matter of months and though the absolute figures were relatively modest - pounds 31 million to pounds 63 million - it was enough to propel BJK&E into the top 20.

But unfortunately that growth counts for relatively little in the story of the agency's year - which came to be dominated by superpower politics. BJK&E was originally set up to allow the media operation of a smallish agency (Delaney Lund is its most recent incarnation) to plug into the resources of a big media specialist (CIA) without losing its identity. But now Delaney Lund's owner, True North, is revising its media template and, having failed to buy BJK&E outright, is poised to sell its 49 per cent stake to CIA.

The big question now is whether BJK&E can find a role for itself, especially now that its managing director, Mark Patterson, has departed to head MindShare's Japanese operation. Much of its business is planning only and CIA's parent company, Tempus, has pledged to maintain it as a second-string network - but it will have to find some pretty compelling arguments in order to survive.

SCORE LAST YEAR -

SCORE THIS YEAR: 6



BOOTH LOCKETT MAKIN

PRINCIPALS                     STEVE BOOTH,

                              NICK LOCKETT,

                              CHARLIE MAKIN

Declared billings                       77m

MMS                                     42m

Declared income 2000                     5m

TV billings                             53%

Press billings                          25%

Outdoor billings                         9%

Radio billings                          10%

Staff 2000                               75

Total accounts held                      50

Accounts gained                           7

Accounts lost                             0

Company type: Private company





2000 was a milestone for Booth Lockett Makin, marking the agency's tenth anniversary. BLM remains a relative minnow but has proved itself a far-sighted and flexible media operation, in spite (or more likely because) of its size.

Now established as BLM Group, the operation has grown exponentially beyond a simple planning and buying outfit to provide an intelligent suite of services.

Quantum, BLM Group's new-media agency headed by Paul Longhurst, continued to pile on revenue and by the end of the year had announced plans for European expansion, starting in Scotland.

The former Ammirati Puris Lintas media director Matthew Pitt joined as the head of a standalone planning and consultancy division, Leap Communications; a joint venture creative and media unit, @the Hub, was launched with TBWA/London; and a new creative division, Creative Addition, was launched.

Paul Van Barthold was poached from MediaCom to take over as BLM's managing director in a move designed to allow the three BLM founding partners (Steve Booth, Nick Lockett and Charlie Makin) to step back and concentrate on future strategy.

2000 was more about laying foundations rather than piling on billings, though with group income up more than 72 per cent year on year, its proposition seems to be built on solid (if still small) ground.

SCORE LAST YEAR 6

SCORE THIS YEAR: 7

CARAT

PRINCIPAL                        MARK CRAZE

Declared billings                      739m

MMS                                    519m

Declared income 2000                    n/s

TV billings                             49%

Press billings                          34%

Outdoor billings                         7%

Radio billings                           5%

Staff 2000                              368

Total accounts held                     n/s

Accounts gained                         n/s

Accounts lost                           n/s

Company type: Aegis subsidiary





Carat enjoyed an impressive 2000 that saw it gain dramatically on Zenith in the battle for the UK's number one billings spot.

A measure of the agency's performance is that in a year when it lost more than pounds 40 million of business, largely through the global realignments of Nissan and Reckitt & Colman, it was still able to establish itself as a contender for Campaign's Media Agency of the Year.

Carat's success in winning both BMW and Renault while persuading PSA (Peugeot-Citroen) to keep its own business within the Carat group, added almost pounds 100 million to its own billings and left the industry speculating whether time might finally be called on the old perceptions of client conflict.

However, Carat certainly did not restrict itself to winning car business.

LVMH, Cahoot, Tiny and Pfizer were all brought on board as the agency's new-business billings swelled to pounds 158 million.

However, it wasn't all one-way traffic for Carat in 2000. As well as losing Nissan and Reckitt, it failed to hold on to the COI Communications radio business.

The agency can point to several areas in which its business was improved during the year. Strategic planning billings grew by 20 per cent and sponsorship proved a growing area of Carat's activity. 2000, though, will be remembered as Carat's year of the car. And the big test for this year will be retaining all three auto accounts.

SCORE LAST YEAR 6

SCORE THIS YEAR: 8



CIA UK

PRINCIPAL                     DAVID WHELDON

Declared billings                      225m

MMS                                    242m

Declared income 2000                    11m

TV billings                             55%

Press billings                          31%

Outdoor billings                         7%

Radio billings                           4%

Staff 2000                              120

Total accounts held                     n/s

Accounts gained                          20

Accounts lost                             2

Company type: Tempus subsidiary





After a disastrous few years, things are definitely looking up for CIA UK. David Wheldon's first full year as the chief executive began with the departure of the managing director, Alan Brydon, and the directors, Lee Collins and Kevin Shute. These were the last in a series of departures designed to refocus the agency.

CIA also restructured around client service rather than media function and promoted Tim Neligan and Andy Martin to joint managing directors.

It has also developed an offering called 'media first', which seeks to put media at the heart of clients' communications strategy.

A key priority for CIA was to start winning business again. It did not win huge amounts of business in 2000 despite participating in 33 pitches.

Over the year it gained pounds 17 million in billings with wins including InStyle magazine, the luxury goods company Richemont and World Online. It lost CGU to MBS Media.

In 2001 CIA needs to pitch, and win, more of the pounds 20 million-plus accounts.

If its good performance towards the end of the year is anything to go by, it is building the momentum to do this.

The virulent health of the Tempus group, which posted record profits last year, should also help CIA in 2001. CIA will work more closely with its sister companies, including Added Value and Outrider, which should bring more, and more interesting assignments. It seems there is life in CIA after all.

SCORE LAST YEAR 3

SCORE THIS YEAR: 5



INITIATIVE MEDIA

PRINCIPALS                       ROY JEANS,

                                 JERRY HILL

Declared billings                      277m

MMS                                    313m

Declared income 2000                    12m

TV billings                             64%

Press billings                          23%

Outdoor billings                         5%

Radio billings                           4%

Staff 2000                              145

Total accounts held                      46

Accounts gained                           7

Accounts lost                             4

Company type: IPG subsidiary





Interpublic is finally merging its UK media operations - bringing Western International and Initiative together - a year after other markets.

Initiative's loss of the PSA (Peugeot-Citroen) account, a conflict with Western Media's Vauxhall business, removed the last stumbling block.

The new agency (which is too young for Campaign to award a score this year) is the third largest in the UK with pounds 450 million in billings. Observers have warned of an initial culture clash between the 'accountants' of Initiative and the 'car salesmen' of Western, but such talk disguises what should be a good fit.

Initiative filled the top positions with Roy Jeans taking the role of chief operating officer in the UK and Ireland. The agency will be given some impetus with the arrival of Jerry Hill, the former chief executive of TSMS, as the group chief executive. Western's managing director, MikeTunnicliffe, has moved to a wider role at Interpublic.

The PSA loss aside, Initiative last year strengthened its grip on the Unilever business by winning the pounds 16 million Bestfoods account from OMD UK. It also landed the media for a joint venture between Merrill Lynch and HSBC and the Liverpool Victoria Friendly Society.

Jeans will focus, post-merger, on growing core business and developing new services, including Initiative's online advertising division, FastBridge.

SCORE LAST YEAR 7

SCORE THIS YEAR:



MANNING GOTTLIEB MEDIA

PRINCIPALS                    NICK MANNING,

                             COLIN GOTTLIEB

Declared billings                      215m

MMS                                    266m

Declared income 2000                    10m

TV billings                             46%

Press billings                          30%

Outdoor billings                        13%

Radio billings                           6%

Staff 2000                              105

Total accounts held                     n/s

Accounts gained                          20

Accounts lost                             2

Company type: Omnicom subsidiary





Manning Gottlieb Media celebrated its tenth anniversary with another strong performance. Last year, Campaign said it needed a car account to take it into another league. So it went out and won the pan-European Nissan business as part of the newly created TBWA.OMD network.

The blot on a great year was the loss of the pounds 12 million UK Nike account after a pan-European consolidation into MindShare. Manning Gottlieb was unfortunate to lose the business given the quality of its work.

But losing an account which gave the agency opportunity to be really creative should not overshadow its year. It still managed to increase declared billings from pounds 120 million in 1999 to pounds 215 million in 2000 with wins including Nissan, Alliance & Leicester, Royal & Sun Alliance, The Independent, Vogue.com, npower, Starbucks and Virgin Energy.

The agency almost doubled its staff size. It restructured and promoted Matt James to the post of managing director. It also launched consultancy services - ROI, Consumer Insight and Creative Media - as it remains convinced that clients still want serious planning advice.

The agency's interactive team worked for clients including Sony Music and Eurostar and is working on interactive TV projects for several clients.

Manning Gottlieb has made the move into the big league but still cares about quality.

SCORE LAST YEAR 7

SCORE THIS YEAR: 8



MBS MEDIA

PRINCIPAL                      GLENN BURTON

Declared billings                       90m

MMS                                     91m

Declared income 2000                    n/s

TV billings                             54%

Press billings                          35%

Outdoor billings                         2%

Radio billings                           8%

Staff 2000                               55

Total accounts hekd                      60

Accounts gained                           7

Accounts lost                             1

Company type: True North subsidiary





It was a strange year for MBS Media. The deal which saw True North snapping it up was almost certainly better for MBS than it was for True North.

Since falling out with Publicis and thus having to pull out of the Optimedia joint venture, True North has been desperate to find alternative - and, of course, credible - media arrangements.

It remains to be seen whether MBS is the answer. When the deal went through in November, MBS was the largest media independent still in private hands.

At more than pounds 80 million, its billings are pretty decent - it is, after all, a top 20 operation.

But in many eyes, MBS is a tired brand with uninspiring clients, the most prominent being the pounds 20 million Norwich Union account, Allied Carpets and Michelin Tyres. Of these, the jewel in the crown is Norwich Union and MBS must have been mightily relieved to retain the enlarged account following the company's merger with CGU to create CGNU.

True North insists it has big plans on the media side and this could offer a new lease of life for MBS. On the other hand, True North has been notoriously backward in its media thinking and sceptics will wonder where the needed inspiration will come from. The MBS mission for this year is to confound the sceptics and provide vigorous leadership in helping to redevelop the True North media product.

SCORE LAST YEAR -

SCORE THIS YEAR: 6



MEDIACOM

PRINCIPAL                     STEPHEN ALLAN

Declared billings                      490m

MMS                                    478m

Declared income 2000                    n/s

TV billings                             52%

Press billings                          39%

Outdoor billings                         4%

Radio billings                           3%

Staff 2000                              280

Total accounts held                     n/s

Accounts gained                          43

Accounts lost                           n/s

Company type: Grey subsidiary





MediaCom had another very strong year and is viewed as an efficient media operation which does exactly as it promises. The only facet the agency needs to work on is building its strategic credentials and adding some creative sparkle.

Clients clearly recognised the agency's strengths with MediaCom gaining its first foothold on the COI Communications roster with the pounds 36 million press-buying account. It also secured an additional pounds 43 million in billings from the centralised Royal Bank of Scotland and NatWest account, following a pitch against the fellow incumbent Starcom Motive and the outsider Media Planning. Other wins included De Agostini and the frozen food brand Young's Bluecrest.

In terms of account losses, the only two slip-ups were the departure of Midland Mainline's pounds 500,000 account and Danbury Mint's pounds 3.5 million business.

MediaCom scored a first when it used COI Communications to trail a new media buying service, iMediabrief, which allows an advertiser to put a brief out to media owners before negotiating deals.

The agency also fine-tuned its structure, hiring Paul Chard from Viacom to head a division handling sponsorship and advertiser-funded programming.

In September it boosted its new-media credentials with its online buying arm, media.com, announcing a formal strategic partnership with Grey Interactive.

It also hired Jason Dooris from Organic as the managing director of media.com.

Alan Rich ceded his title of chief executive to Steve Allan and became the executive chairman. Key departures included the commercial director, Paul Van Barthold, and its second most senior broadcast director Ivan Clark.

SCORE LAST YEAR 9

SCORE THIS YEAR: 7



MEDIA PLANNING

PRINCIPAL                         BOB OFFEN

Declared billings                      490m

MMS                                    186m

Declared income 2000                    n/s

TV billings                             52%

Press billings                          39%

Outdoor billings                         4%

Radio billings                           3%

Staff 2000                              280

Total accounts held                     n/s

Accounts gained                          43

Accounts lost                           n/s

Company type: Havas subsidiary





Media Planning's bright start to 2000 was not sustained through to the end of the year. However, there was much to cheer in the agency's performance and the attention given to development over the 12-month period.

Perhaps the most obvious change for the agency came in March. The Mediapolis name was ditched to reflect parent Havas' purchase of the Spanish Media Planning network. A third change of moniker in as many years is clearly less than ideal. However, the new identity should hopefully enable the agency to brand itself more successfully as an international operation.

Media Planning's strategy division, Catalyst, will now be exported throughout Havas' newly acquired operation, reflecting a new emphasis on planning that has been evident in its policy this year. The success in poaching Marie Oldham from BBC Worldwide to become a managing partner for strategy was the high point here, sending a clear signal that the agency is prepared to invest in expanding its offering beyond high-yield buying.

On the new-business front, there were indications that such an approach could bring dividends. Media Planning landed Ask Jeeves and Thomson, both worth pounds 10 million, and Reed Employment, which brought in a further pounds 15 million. However, the flow of wins dried up in the second half of the year and there were losses to be registered too - the pounds 4 million Bayer and pounds 4.5 million Scottish Widows TV business.

To put real flesh on the bones of their expanded offering, Media Planning must strive to land larger businesses such as the Royal Bank of Scotland and COI Communications that it missed out on at pitch this year. Barclays could well provide such an opportunity in 2001.

SCORE LAST YEAR 5

SCORE THIS YEAR: 5



MEDIAVEST

PRINCIPAL                      JIM MARSHALL

Declared billings                       n/s

MMS                                    355m

Declared income 2000                    n/s

TV billings                             53%

Press billings                          35%

Outdoor billings                         3%

Radio billings                           4%

Staff 2000                              206

Total accounts held                     148

Accounts gained                          16

Accounts lost                             3

Company type: B-Com3 subsidiary





MediaVest's 2000 was a year of two halves; a first period that bordered on the disastrous, buoyed up by an increasingly robust performance later as the year progressed.

The agency began the year with its international position as uncertain as ever. Internal morale suffered when the creation of the Starcom MediaVest Group in May looked set to position the agency as a second string to Starcom Motive in the UK. Adrian Birchall, the chairman of MediaVest UK, failed to land the SMG top job and had left by the end of the year.

Things on the domestic front hardly improved as a number of high-profile accounts came under pressure. Scottish Courage announced a review, Barclays Bank publicly planned its own for the year's fourth quarter and MediaVest faced a massive task defending its COI Communications TV and press buying accounts in a statutory summer review.

As it turned out, the agency proved surprisingly tenacious in defending these accounts. The COI Communications press might have gone to MediaCom, but MediaVest kept hold of the equally lucrative TV business. The agency then stunned the industry by holding on to Scottish Courage's pounds 48 million account, beating Manning Gottlieb Media, Walker Media, New PHD and Optimedia.

Finally, Barclays opted to delay its review until at least the first quarter of 2001.

But even if MediaVest got out of 2000 relatively unscathed, it still needs to reinvigorate its domestic performance. Account wins such as StarTV, Misys, the Conservative Party and the Bristol Myers business are encouraging.

But the industry will be looking to see how Jim Marshall, MediaVest's chief executive, restructures his agency.

SCORE LAST YEAR 5

SCORE THIS YEAR: 6



MICHAELIDES & BEDNASH

PRINCIPALS              GEORGE MICHAELIDES,

                             GRAHAM BEDNASH

Declared billings                       61m

MMS                                       -

Declared income 2000                    n/s

TV billings                             31%

Press billings                          32%

Outdoor billings                        12%

Radio billings                           6%

Staff 2000                               19

Total accounts held                      13

Accounts gained                           6

Accounts lost                             1

Company type: Private company





Michaelides & Bednash's challenge for 2000 was to stand out from an increasing number of agencies converted to its brand-strategy-above-all-else offering. It did so in vigorous style with an impressive series of account wins and a summer of strong Channel 4 work, particularly around Big Brother and Test Cricket.

The year began with some promising dotcom wins, most notably for the US financial website MotleyFool. However things really picked up with the arrival of the pounds 8 million Workthing.com account in May. M&B's appointment to handle strategy for this Guardian Media Group spin-off predated the creative and media pitches and strengthened the agency's claim to top-of-the-corporate-tree positioning.

M&B's sole major loss also came in the summer, with Anchor Butter opting to return to the more traditional Zenith. However, this deficit was offset by an extremely impressive close to the year as the agency swooped in at the close of traditional creative and media pitches to grab the planning and strategy for Ananova and Coffee Republic.

The announcement of a new agency outpost in New York indicates the next step for M&B. International expansion could allow the agency to make the same impact abroad as it did in the UK two years ago.

On the domestic front, however, M&B's partners must hope that at least one of its new clients provides an outlet for high-profile strategic work equal to that of Channel 4.

SCORE LAST YEAR 6

SCORE THIS YEAR: 7



MINDSHARE

PRINCIPALS                    MANDY POOLER,

                                 SIMON REES

Declared billings                      475m

MMS                                    403m

Declared income 2000                    n/s

TV billings                             57%

Press billings                          31%

Outdoor billings                         5%

Radio billings                           4%

Staff 2000                              220

Total accounts held                     130

Accounts gained                          33

Accounts lost                             2

Company type: WPP subsidiary





MindShare turned in a strong performance this year, becoming a force to be reckoned with on the pitch front while beginning to deliver on its 'house of media' positioning.

In terms of new business, its two key highlights were the gain of Boots' pounds 60 million media account from OMD UK and the clinching of Nike's pounds 60 million centralised European account.

Other notable wins included the final pieces of Ford's media with Volvo and Land Rover, BP Amoco, EasyEverything's global internet cafe business and the launch of the internet venture, Marketsunlocked. MindShare also prised away Bass's restaurant business from BBJ.

Business losses were restricted to Lycos (pounds 4 million), Thomson Holidays (pounds 10 million) and P&O Stena Line (pounds 5 million).

In terms of personnel, the agency brought in Jed Glanvill from BBJ as a managing partner to head its new-media division, mdigital, and to help build new business. Ita Murphy was poached from Initiative Media to lead the new Boots account. Key departures included the deputy managing director, Kevin Razvi, and MindShare's client services director, Ron de Pear.

The one thing preventing MindShare from scoring a close-to-perfect nine was the fact that its management structure needed to be fortified beyond its chief executive, Mandy Pooler, and the managing director, Simon Rees, even before it emerged in January that Pooler is to step down.

In 2001, the agency needs to sharpen up its management team, while fine-tuning its specialist capabilities and keeping up its new-business performance.

SCORE LAST YEAR 7

SCORE THIS YEAR: 8



NEW PHD

PRINCIPAL                    DAVID PATTISON

Declared billings                       79m

MMS                                    354m

Declared income 2000                    18m

TV billings                             54%

Press billings                          26%

Outdoor billings                        10%

Radio billings                           6%

Staff 2000                              212

Total accounts held                     n/s

Accounts gained                         n/s

Accounts lost                           n/s

Company type: Omnicom subsidiary





New PHD had a rollercoaster year in 2000, faring pretty well in new-business terms, but facing a management issue with the departure of three of its key staff.

The year began well with the gain of Letsbuyit.com's account (pounds 5 million), the planning for Mars' Whiskas, the awarding of Lastminute.com (pounds 5 million) and the internet cosmetics company Beautyspy. In July, however, John Harlow, the managing director of New PHD's second-string agency Rocket, Jon Wilkins, the joint managing director of New PHD, and Will Collin, its director of strategic services, left to set up their own communications agency, Naked.

New PHD responded in the short term by buying out Partners BDDH's 50 per cent stake in its strategic consultancy joint venture, MSc, and bringing the managing director, Louise Jones, and the managing partner, Daren Rubins, on board. The chairman, Ken New, stepped down at the end of the year and Jeremy Tester, its client services director, also left.

While New PHD's status in Omnicom's portfolio of companies appeared unclear, the announcement early last year that the agency was to launch its own global media brand, PHD, which would work in parallel to OMD, resolved this issue.

In terms of new-business losses, New PHD lost its pounds 25 million Volvo business, which joined Ford's centralised media in MindShare, and PHD Compass's Cellnet business went to Zenith.

PHD rounded off the year by climbing on to COI Communications' first new-media agency roster and accruing pounds 13 million in billings from Weetabix following a hotly contested centralisation pitch.

This year, after bedding down its new management figures, New PHD needs to evolve and hone its strategic acumen.

SCORE LAST YEAR 8

SCORE THIS YEAR: 6



OMD UK

PRINCIPAL                       PAUL TAYLOR

Declared billings                      480m

MMS                                    413m

Declared income 2000                    n/s

TV billings                             60%

Press billings                          23%

Outdoor billings                         6%

Radio billings                           9%

Staff 2000                              135

Total accounts held                     101

Accounts gained                          13

Accounts lost                             5

Company type: Omnicom subsidiary





It has not been a blistering year for OMD UK, which began as BMP OMD and, after becoming the lead UK agency in the Omnicom media network, rebranded itself as OMD UK. The agency seems to have lost none of its confidence, but it has lost a lot of business.

The loss of Boots' pounds 60 million media account to MindShare as part of a centralisation was a bitter blow. In fact, this, followed swiftly by the departure of the Bestfoods pounds 16 million account, which went into Initiative as part of a pan-European consolidation, made it a bit of an annus horribilis for the agency.

Other pieces of business to leave the agency included Alliance & Leciester (pounds 5 million) and a chunk of the Marks & Spencer account (pounds 10 million) following a centralisation into Walker Media. The agency, however, retained the pounds 9 million National Dairy Council business.

Its high spot in new-business terms was clinching the COI Communications pounds 9 million radio account from Carat, but this didn't start to make up for the billings that had gone out of the door.

OMD's sister agency, BMP Solutions in Media, fared well last year, raking in the rest of the centralised Reckitt Benckiser business as well as AXA's pounds 22 million centralised account.

OMD has bolstered its strategic credentials with its appointment following a pitch against management consultancies, to advise on the commercial development of British Cricket online.

This year, the agency needs to refresh its new-business record, build the OMD brand and reassert its strategic credentials in the media marketplace.

SCORE LAST YEAR 7

SCORE THIS YEAR: 4



OPTIMEDIA

PRINCIPAL                    SIMON MATTHEWS

Declared billings                      280m

MMS                                    227m

Declared income 2000                    n/s

TV billings                             48%

Press billings                          32%

Outdoor billings                         5%

Radio billings                           5%

Staff 2000                              105

Total accounts held                      97

Accounts gained                          23

Accounts lost                             1

Company type: Publicis subsidiary





Optimedia was rocked by the loss of Renault to Carat in the UK and Europe, resulting in pounds 76 million of lost billings for the agency. Although there were some interesting developments at the agency, these were overshadowed by the loss of a third of its billings.

Optimedia has worked hard to replace the Renault account and has pulled in a solid pounds 54 million in new business from the likes of Hewlett-Packard, Sara Lee, Jungle.com, Conde Nast and L'Oreal.

On the negative side, it also lost the buying account for Marks & Spencer's food business. Due to the Renault loss, there is still a large shortfall and the agency needs to win big in the next six months to replace it.

On the positive side, Optimedia launched a new digital department called interactive@Optimedia to provide clients with consultancy on interactive media and it became the first a

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Digital marketing executives oversee the online marketing strategy for their organisation. They plan and execute digital (including email) marketing campaigns and design, maintain and supply content for the organisation's website(s).