THE KINGS OF MADISON AVENUE: Ed Meyer - He’s reported to be advertising’s wealthiest man, describing himself as a ’benign dictator’ Stefano Hatfield meets Grey’s Mr Big, Ed Meyer.

Unless you work for Grey, you may not have heard of Ed Meyer, its septuagenarian worldwide president, chairman and chief executive officer. He does not court publicity - either through dramatic business moves or personally. But he controls one of the world’s major advertising groups to a relative degree that no-one else matches and is - arguably - the advertising world’s richest man.

Unless you work for Grey, you may not have heard of Ed Meyer, its

septuagenarian worldwide president, chairman and chief executive

officer. He does not court publicity - either through dramatic business

moves or personally. But he controls one of the world’s major

advertising groups to a relative degree that no-one else matches and is

- arguably - the advertising world’s richest man.



I failed to ask Ed Meyer two obvious questions, partly because they felt

so desperately British and small-minded. The first was ’what are you

worth?’, to which the answer is ’shedloads’. The second was ’what’s your

succession?’, to which the answer is that he’s just signed up for

another five years.



Meyer, somewhat enigmatically, describes Grey as ’semi-public’. This

means that Grey is listed but Meyer retains control. To define control:

Meyer holds 25 to 33 per cent of Grey shares between himself and family

trusts; another third is held by employee share-option schemes over

which he controls the voting rights. The rest are traded on Nasdaq, but

Grey is invulnerable to hostile takeover.



Meyer’s worldwide board consists of John Shannon, the president of Grey

International, two non-executive directors and himself. So, when Ed

Meyer says,’You know, I’m not sure the board will buy that idea’, he is

being euphemistic. In the last (1996) annual report, Grey declared

pre-tax profits of dollars 65.7 million on revenues of dollars 765.5

million. The dividend has been raised for 22 years in succession.You see

what I mean about those questions?



I interviewed Ed Meyer in Grey London’s anonymous Great Portland Street

offices. A pity, because to understand Meyer you need to go to Grey’s

monolith on Madison Avenue, over the road from the famous Smith &

Wollensky’s, America’s most expensive steakhouse. (Meyer owns a stake in

the steakhouse.) It’s difficult in parochial London to gauge the

extraordinary power of Grey by its unexceptional local office.



However, I can tell you the interview took 18 months to set up, that

Grey staffers asked in hushed awe, ’You’re interviewing Ed Meyer?’, and

if ever it was clear that when someone says ’jump’ everyone jumps, then

it was clear at Great Portland Street.



Which, of course, helps explain why the search for a successor to the

dep-arted, frustrated Nigel Sharrocks took so long it had to be

abandoned in favour of an interim collective. Make no mistake, Grey is

not St Luke’s.



Refreshingly, unlike other London offices of multi-national agencies, it

does not try to be.



You can’t be a funky local shop when you are part of a network that

claims more multi-national clients (95) than any other, one thick with

the likes of Procter & Gamble, Smith-Kline Beecham, Mars, BAT, Kraft

Foods and Danone.



Grey’s clients know this - they don’t want funky, or they’d go

elsewhere.



Neutral observers know this. The question is whether local managers can

allow themselves publicly to say that they know it too.



However, Meyer, having delivered an utterly convincing explanation of

why the trend of globalisation is quickening, regardless of Coca-Cola,

is adamant that an office can handle global and local business with

equal success.



’Grey in New York and Germany certainly have both. London probably has a

higher proportion of multi-national business, but there’s nothing

inherently that restricts you,’ he says with unmistakable steeliness.

’This is a market where there is a greater bifurcation than most between

local and global. But there’s no reason why there has to be. We want

both.’



I suggest that, in our peculiar marketplace, Grey’s reputation as the

ultimate pragmatic agency is one of the reasons he doesn’t have so much

of both, to which Meyer retorts: ’It’s not the way I’d like to paint the

agency.



’But I’d never like to surrender the fact that Grey has a worldwide

reputation for being a marketing-smart agency; a research-sophisticated

agency and a business-producing agency for our clients. I think people

don’t see through that to the quality of our creative product, and I’d

like to get a bit more credit for the work we do.’



Meyer is as animated as he gets during the time we spend together. His

emphatic statements belie a slight irritation that he is trotting out

these arguments again. I’m sure he’s thinking ’damn limeys’.



’I come to the UK a lot,’ Meyer says. ’Frankly, the work we do for Fairy

Liquid should be praised to the sky and it’s done for a client (P&G) who

we all know, while they want to get better work, it’s hard to sell

better work to.’



When I agree with him, his sharp ’do you?’ suggests he was ready for a

fight. He’s a fan of London advertising - both his agency’s and

others.



It’s just as well, because his assessments of the realities within a

global network is as honest as those from any advertising guru get.



Meyer believes there remains a need to service clients in local markets

on the ground, but creative work could come from centres of excellence

such as London. Isn’t this disincentivising to smaller offices?



’I don’t think you need outstanding and forceful creative departments in

97 countries. Sometimes you’re better off recognising centres of

excellence.



A tip of the hat to the London creative community - sometimes you’re

better off using the UK.



’Instead of this being disincentivising for the smaller countries, you

say to them, ’go out and get local business’. That’s what they all

really want to do anyway, isn’t it?’



Meyer declares he is happy to run other agencies’ creative work, with

Grey as a handling network - an admission other agency bosses would be

wary of. While acknowledging, ’I’d rather do it myself’, he simply views

such requests as business opportunities.



Talk to Meyer, and the ’crazy bifurcation’ in the London market between

businessman and adman disappears. He does care about quality of the work

and about new-business initiatives such as interactive media, but not in

a show-off-to-his-mates kind of way. They are a means to a business end.

Meyer is the client’s archetypal business partner.



It is evident in the trust P&G places in him. We spoke before P&G’s

firing of Wells BDDP, which precipitated the GGT fire sale to Omnicom.

As a result, Grey quietly picked up the dollars 30 million Pringles

business. Small wonder Meyer enthuses, making reference to the variety

of work Grey does for the client in response to the suggestion of a

threat posed by management consultants.



’What can P&G’s Cover Girl do on the Web? We came up with the whole idea

of that cosmetic counselling you get in stores. That’s a strategic

decision.



What element does interactivity give you that’s different?



’Interactive is burgeoning. We are doing transaction work for Dell,

we’re doing Website work for P&G - we’re developing new paradigms for

clients. We don’t need the technologists who can do the coding. It’s the

page that you can see. This is strategy and execution.



’I look at consultants as yet another competitor. We must defend the

strategy part of our business. But we are taking the fight to

consultants, with companies like Brand Futures, more than most in the

industry.’



It’s a typical response. Unlike so many of the smaller-sized prophets of

doom Campaign meets, Meyer’s self-belief allows him to see a new growth

opportunity at every turn.



’We live in an age of outsourcing and, frankly, communications

activities -from company reports to internal communications - are not

the core skills of the manufacturers of the world. They’re not going to

outsource the production of the widget they make, but they will ask ’why

the hell are we printing these booklets saying what a great company we

are? Can’t we get someone else to do that? We’ve got eight people in

that department.’’



It’s delivered with the matter-of-fact confidence of a businessman who

understands his global business, and has the unchallenged authority to

take decisions based on that understanding. This is Meyer at his best,

sure enough of his ground to reveal the odd flash of humour. Take the

crash in Asia.



’You have to smile because now American executives are saying it really

won’t affect us very much because the rest of the world is 92 per cent

of our business, which is probably true, but they were saying yesterday

that this is 8 per cent of our business and it’s growing like that.

Listen, if England or Germany went down, I’d be in despair and walking

on a ledge.



I feel sorry for my people in Asia, but it’s not yet a tragedy for

us.



’The real issue is Japan. If the second-largest economy in the world

goes down, then the knock-on effects will cause us problems. It’s not as

if Asia has sunk below the waves. There will be a mom-entary problem

but, over a 20-year period, it will still be our fastest-growing

marketplace.’



Meyer remains frighteningly hands-on. He is challengingly on top of

subjects ranging from healthcare agencies, and other booming

below-the-line sectors, to a view that the future growth of MediaCom

lies in developing global proprietary software programmes.



Yet even Meyer has no answer to the client community’s

growth-restricting obsession with conflict. Therefore, with Wall Street

off his back and safely sitting atop a cash mountain after 20

consecutive years of profits growth, you might think an acquisition

would be on the cards.



’A lot of 80s acquisitions were done for reasons I didn’t understand,’

he concedes. ’They were done at too headlong a pace, and there wasn’t

enough experience of how to manage some of the companies that were

created. Now the paradigm of how to build those com-panies is a little

clearer it’s a valid way to go. But I’m still excited about building out

Grey. As you know, we have had discussions but it’s not an essential

part of our strategy.’



That strategy is to continue to grow quietly but inexorably as the key

business partner of as many global clients as possible. It is helped by

a level of senior staff retention that is the envy of Meyer’s rivals.

All this, despite his penchant for horse-trading over every pay rise -

in fact, in everything he does.



’If you want a 10 per cent rise, you know you have to ask for 15. And

then you will probably have to negotiate the date of the increase,’ one

phlegmatic Grey employee says.



Viewed from London where nearly everyone, big and small, tries to sell

themselves as the sexy local boutique, Meyer at least has a clear

business strategy. It’s not to everyone’s taste, of course. Grey has

found that, in London, pragmatism has been a deterrent to some of the

very top talents, and to local clients looking for more creative

risk-taking.



But Grey is the product of Meyer’s relentless drive to succeed in

business - a drive few in the London community (outside Martin Sorrell)

can match.



It brings with it a different definition of what’s sexy. Decades of

success in advertising leave him confident about the future.



’As Roger Edwards (Grey’s European chief executive) is doing here, we

must project that we’re not just about the old definition of the ad

agency. There’s no doubt that if I called in a management consultant

they would advise me in all seriousness to drop the advertising name

everywhere - but, you know, I’ve got a lot of stationery.’



This success is achieved at some cost. Despite the fabulous house in the

Hamptons and the condo in Florida, Meyer never takes holidays.



In fact, he’s been known to telephone employees and express surprise

that they themselves have found the time to take holidays.



Instead, he’s to be found at his favourite restaurant in New York, the

21 Club. Arguably the best networked man in US advertising, it can take

him 20 minutes to get to his regular table. He knows the business,

cultural and political elite of American society. Photos of Meyer with

presidents and business leaders adorn his office.



It is also true that he has an enthus-iasm for the more mundane, less

high-profile parts of the marketing services business, unmatched in my

experience. That’s possibly down to the fact that 40 per cent and rising

of Grey’s fortunes derive from these areas. And, as we have established

beyond doubt: Grey’s fortunes are Ed Meyer’s fortunes.



It’s small wonder, then, that a Grey insider confided: ’Meyer can’t

retire; he mainlines his job. He is drug-dependent and needs his

fix.’



Ed Meyer is a one-off. He even genially volunteered his own headline for

this piece: ’Hey, how about calling it ’the Benign Dictator’?’ And, yes,

he did call me ’son’.



Next week: Interpublic’s Phil Geier.



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