THE KINGS OF MADISON AVENUE: David Bell - The new chief executive of True North talks to Caroline Marshall about life as Bruce Mason's successor

Indisputably ambitious businessman, 4.30am riser, Wall Street

innocent, tireless advertising advocate, skilful motivator, acquisition

hunter, 1999 Good Scout Honoree from the Boy Scouts of America for

community service ... which David Bell do you want?



Actually, True North's new chairman and chief executive is a King of

Madison Avenue who earns the title by proxy. Born in Minneapolis and

midwestern by style, Bell splits his time between Chicago where True

North is headquartered and New York where his operating groups are

based.



After 34 years in the business, latterly as chief executive of Bozell

Worldwide, where he oversaw a four-year growth rate of 125 per cent,

Bell is well known and well liked in US advertising circles.



He started out with a two-year stint at Leo Burnett Chicago where he

shared a desk in the media research department with Bruce Mason - who he

succeeded as True North's chief on 31 March. He joined Bozell & Jacobs

in 1975 when it bought Knox Reeves Advertising, where he was president

by the age of 27.



He owes part of his profile to those days at Knox Reeves, which was the

leading creative shop in Minneapolis. It also stems from his various

industry positions: he is a recent past chairman of the 4A's (the US

equivalent of the IPA) and twice chairman of the Advertising Federation

(the AA equivalent).



Bell is less well known on Wall Street, but that will have to

change.



'I'm looking forward to spending time with the Wall Street guys,' he

says.



'You have to be comfortable there, people are gonna know if you don't

like it.'



Chuck Peebler, who was named chairman emeritus of True North two weeks

ago, had been seen as the likely successor to Mason. Another internal

candidate was FCB's Worldwide chief executive, Brendan Ryan, who

reportedly didn't want the job. Peebler was known on Wall Street: he

sold Bozell to True North and had an appropriate track record as an

adept, abrasive, dealmaker. Bell, meanwhile, carved his reputation as

the problem-solving agency man, Peebler's number two. Now, with Peebler

sidelined, the roles have been reversed and everybody is watching to see

how Bell fares. Can he add value to the company?



True North is the sixth-largest advertising group in the world with

dollars 1.2 billion revenue and dollars 12 billion billings. Its

operating groups are FCB Worldwide (major clients SC Johnson, AT&T,

Kraft), Bozell Worldwide (Daimler Chrysler, Hilton, Bristol

Myers-Squibb) and True North Diversified Communications.



TN Media in the US has more than dollars 3 billion in billings; BJK&E is

its joint European media venture with Tempus. Creatively, the highlights

of the reel come from Bozell: Daimler Chrysler's Jeep work and the 'milk

moustache' campaign.



The holding company was created at the end of 1994 when Mason announced

that Foote Cone & Belding Communications was to rename itself True North

Communications. The change signified the urge to play on a bigger stage,

but it was the acquisition of Bozell Jacobs Kenyon & Eckhardt in

December 1997, that turned the group into a player, doubling its

revenue. 'Until then,' scoffs a rival King of Madison Avenue, 'True

North was a holding company without the holding.'



I meet Bell in New York at the Soho offices of Bozell Worldwide. With

his straightforward manner, friendly but not at all slimy, he manages to

look both boyish and middle-aged.



You are easily convinced that he has little personal vanity - he can't,

he still wears those enormous 80s-style specs with coloured frames!

Chugging on a Diet Pepsi, he plunges into his views on the role and

positioning of True North.



'The role of the holding company is to add strength to the brands, to

help them financially and in other ways,' he says. 'My target audience

is employees, shareholders, potential acquirees and clients who want to

consolidate in a holding company. We have to be on point with the

fundamentals - growth and earnings per share, top line revenue and so on

- but beyond that our culture is going to be about aggression,

hunger.'



So, no different from the heavyweights like Omnicom and Interpublic?



'We are smaller,' he says. 'And the sense of urgency is both necessary

and real.'



His urgency is driven by several things: the length of time it took to

name a successor to Mason, a bitter divorce from former European partner

Publicis, the need to build both his advertising networks and sluggish

share price growth.



The succession took more than a year and was complicated by a

headhunter's report, leaked to Adweek magazine, that talked of poor

relations between the True North subsidiaries and the board,

disappointing stock performance and over-reliance on too few global

clients.



Anyone who's run an advertising holding company can, of course, expect

to get the odd heel-biting from the press. Very often it's some

disaffected former client, ex-employee or rival coming out of the

woodwork to spin their version of events. But the leaked document can't

be ignored.



'One US journalist went on a tear about that report,' Bell says. 'Of

course, it's good that the search is over but those that knew about the

succession process are much more comfortable with it, they feel it was

thorough, both inside and outside the companies.'



Nonetheless, it is a fact that the emergence of the successor to Mason

from Bozell looked like a reverse takeover, especially when you throw in

the prevailing theory of lingering unhappiness at FCB over the money

picked up by Bozell managers when True North bought the network.



'That's also been overblown,' Bell replies. 'It's true that some people

made a lot of money, but what wasn't told was that many Bozell

shareholders mortgaged their homes to buy their company in 1988.' (In

1985, Lorimar Telepictures bought Bozell & Jacobs for dollars 41 million

and merged it with its Kenyon & Eckhardt agency. Three years later

Lorimar hit financial trouble and Bozell Jacobs' management bought the

agency back for dollars 133 million, of which more than dollars 100

million was in cash.)



Bell insists and insists and insists that he has the confidence of the

FCB management: 'Yes I do, yes, it's all been overblown, this is not a

loggerheads thing. Mergers always throw up cultural issues, but we've

emerged with those issues of style, chemistry and priorities behind us.

My wife worked for Brendan Ryan so I knew about him and I respect what

he's accomplished.'



The origins of the ill-starred marriage between Publicis and FCB go back

to way before Bell's time. It was 1989 when Publicis and True North

joined to create a European network known as Publicis Communication. In

a bid to emulate its peers in going global, but with no strong presence

in Europe, FCB agreed to assimilate its operations with Publicis.

Publicis, with no capability beyond Europe, allowed FCB to service its

business in all other markets. But cracks appeared immediately: it was a

deal that made sense until you got down to detail.



The divorce, in 1997, was played out against a background of attempts by

Maurice Levy, the Publicis chairman, to exploit his position as True

North's largest shareholder (Publicis then controlled 18.4 per cent of

True North) by destroying True North's purchase of Bozell and claiming

the network as his own. His bid failed - most read Levy's intervention

as an act of spite - but not without an expensive legal battle.



Does Bell regret the break-up? 'I don't have a point of view,' he

says.



'I wasn't there to do the deal and the relationship was well on its way

to divorce before we (Bozell) joined True North.'



Publicis is still the largest shareholder in True North with 9.9 per

cent while True North owns 8.8 per cent of Publicis.



Surely, one of Bell's immediate priorities is to dismantle the

partnership?



'Since we have been on a highway to divorce, selling those shares is

something I'd look at strongly,' he agrees.



But Levy sounds a different note. 'What we do with our stake in True

North depends on circumstances,' he says. 'Even though True North's

share price has improved, I don't consider the price is good enough for

me to sell. Perhaps we could increase our share in True North if David

turns out to be a good CEO. Our stake is a nice one and we could hold on

to it. Maybe forever.'



Levy's words merely serve to reinforce that the issue of international

expansion remains crucial for True North.



Bell acknowledges that Bozell doesn't have enough multinational clients

('we want more and we're gonna go after more') and that FCB's recent

loss of Kimberly-Clark to J. Walter Thompson left a hole in the network

('but there were issues of efficiency and cost there,' he says, hinting

at stories of JWT accepting a 4 per cent commission rate).



Cordiant is under-represented in the US, but attractive for its Asian

and European strengths, so could this be a logical purchase? No

comment.



Basically, he is twitchy about the very notion that True North must buy

or be gobbled up. 'That's by no means a foregone conclusion,' he says,

adding his mantra: 'We're builders of companies, not sellers.'



So what are his options for acquisitions? 'Everything is an option,

there are no specifics at this time,' he says, enigmatically. 'Of

course, we're taking a serious look at the TBD - To Be Determined -

list. Our focus will be FCB in Europe; it would be nice to be larger

there. The same is true for Bozell, worldwide. We have one of the

best-kept assets in the world in BSMG Worldwide (the PR group grew by 85

per cent in 1998). My guess is that they'll end up first or second and

we're going to acquire to make that a reality. And we have some needs in

the Diversified group to expand in sales promotion and direct

marketing.'



True North's Diversified Companies group is the home of various

interests including PR (BSMG) and interactive marketing (Modem

Media.Poppe Tyson which floated in February).



The term Bell uses for the non-advertising stuff is 'media neutral'.



'Arguably, we invented the term,' he claims. 'We were talking about it

more than two years ago as being different from integration. Rather than

having separate components it starts with a plan that determines the

right recipe.'



Diversified accounts for roughly a third of True North's income and,

Bell says, the percentage will get bigger. 'Those companies that are

best able to collaborate with others in the group will move up the food

chain,' he says.



How to offer clients media neutral solutions is occupying a good many of

Bell's thinking hours at the moment. As well as Diversified, he has FCB

Direct with 28 offices in 23 countries. But the big vision is

technology-driven change: to create through acquisition a fourth network

of marketing services companies, shared between Bozell Worldwide and

Diversified, covering all global regions and principally concerned with

design, sales promotion and relationship marketing. True North insiders

suggest this will be based around one of Bozell's 1998 acquisitions,

Marketing Drive, operating as a centre of excellence. The leadership and

the name itself will also come from the agency.



It won't be easy, creating a fourth network from a collection of recent

and still-to-be-purchased entrepreneurial agencies, bound together on

paper by little more than a desire to hit their earn-out targets. And

yet Bell has both a vision and an uncommon ability to foster a sense of

collaboration in agency managers. It is as if hard-nosed suits become

zombies in his presence, bewitched by that midwestern thing. 'It's no

secret,' Bell says, 'that getting people to move is a competitive

advantage. I do it because it gives me satisfaction.'



'David's unusual talent is to combine the ability to see the business

big picture with an ability to electrify small groups of people with

creative insight and passion,' Mark Lund, the chief executive at Delaney

Fletcher Bozell, says.



It is this characteristic which is perhaps the nearest we'll get to the

question: what drives David Bell? He might get up at 4.30am every day

and end his day more often than not with a working dinner, but he's

essentially a wealthy Republican bloke who likes the ordinary things in

life: his five kids (two at home, ten and 15; three others, adopted,

from a previous marriage), going to his beach house at Long Island,

skiing, tennis, sea fishing, out-of-doors things.



Having trained as a chef in a French kitchen in Berlin and worked as a

cook-trainer during his stint in the Air Force, he is keen on wine but

he is positively fanatical about cooking. He likes throwing dinner

parties and he owns no less than 800 cook books; 100 are on barbecuing

or what he prefers to call 'grilling and smoking'. He likes money, he

says, but he thinks the most fun you can have in business is 'getting a

group of people to see a mountain and wanna climb it, to figure out a

way to climb it and to stand at the top arm in arm and say, 'damn!''



And guess what? He actually means it.



- Since this interview appeared in April 1999, True North merged its

Bozell network with FCB, lost its biggest client, DaimlerChrysler, to

BBDO, and sold to Interpublic in a pounds 1.47 billion deal. David Bell

is now the vice-chairman of Interpublic, the world's largest advertising

group.



Topics

Become a member of Campaign from just £46 a quarter

Get the very latest news and insight from Campaign with unrestricted access to campaignlive.co.uk ,plus get exclusive discounts to Campaign events

Become a member

Looking for a new job?

Get the latest creative jobs in advertising, media, marketing and digital delivered directly to your inbox each day.

Create an Alert Now

Partner content

Share

1 Stop and stare at what these nine brands did for the eclipse

You don't have to shield your eyes from social media during an eclipse - brands from DoubleTree by Hilton to Pizza Hut have found creative ways to capitalise on the total solar eclipse.

Share

1 Job description: Digital marketing executive

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).