CAMPAIGN REPORT ON TOP 300 AGENCIES: Top UK agencies profiles (2 of 2)

Carter departed as JWT's chief executive, then the agency lost out

on the People's Lottery, a business JWT believed was in the bag. The

loss of the BBC account by Leagas Delaney was countered by its securing

of the £70 million Lycos business. Leith's London launch added to

the agency's momentum



Declared billings 2000 n/s

MMS 283m

Declared income 2000 n/s

Total accounts year end 52

Accounts gained 10

Accounts lost 3

Total staff 417

Company type: WPP subsidiary

Not a great year for J. Walter Thompson despite some satisfying account

wins. September saw the departure of the chief executive, Stephen

Carter, to ntl and the agency took five months to appoint a successor,

Simon Bolton.

However, by autumn, JWT had notched up £51 million in billings

with £4 million in losses, bringing it in at number nine on the

Campaign business performance league 2000.

January gave the agency a great start to the year with the Unilever

pan-European Van den Bergh win, worth £60 million. In February

came the £22 million account win for Marketsunlocked. Other wins

included Conde Nast's new women's title Glamour.

With Branson's People's Lottery looking like it had prised the lottery

chalice from Camelot, JWT thought it had the £20 million task sewn

up until the decision was reversed in December.

Ladbrokes and Frosties left the agency. Ladbrokes had been with JWT for

seven years. Ironically, the agency gave up the work because its links

with the People's Lottery created a conflict of interest.

Apart from Carter, there were a number of moves in and out of JWT's


Derek Day was lured away from Partners BDDH to head the global creative

work for Unilever. Enda McCarthy was pinched from Euro RSCG Wnek Gosper

to run the Kellogg's account. After eight years, the planning director,

Merry Baskin, threw in the towel to start up her own consultancy and the

marketing director, Mark Robinson, quit in November. He joins Miracle

Media this year.

This year, JWT will have to pull out all the stops to secure its place

with Unilever after the impending £200 million realignment of the

Van den Bergh and Bestfoods brands. And a question mark remains over the

agency's ability to produce great, rather than merely good, creative






Declared billings 2000 92m

MMS 61m

Declared income 2000 14m

Total accounts year end n/s

Accounts gained 3

Accounts lost 2

Total staff 142

Company type: Envoy Communications company

The big news for Leagas Delaney in 2000 came in November, with its

decision to sell out to the Canadian Envoy Communications for a whopping

£60 million.

Although it already has offices in Paris, Rome, San Francisco, and

Hamburg the move proves the agency means business as it plans to use

Envoy's backing to establish itself as a global player.

The last months of 2000 saw a step-change in the agency's management as

it sorted out a succession strategy after a raft of medium-to high-level

departures. The former chief executive Bruce Haines took over as the

chairman from Tim Delaney, who became the chief executive. The former

managing director Nick Hough was made deputy to Haines.

Day-to-day management of the agency is now handled by the joint managing

directors, Justin Bairamain and Colin Clarke.

However, Leagas has admitted there is much to be done - from revamping

the way the office works to scooping more UK business (some 80 per cent

of its work comes from overseas) to working on more integrated marketing


It won the £70 million pan-European Lycos account in April, but

apart from brokering the deal with the Canadians, Leagas Delaney has had

a less than brilliant year in the UK, climaxing with the loss of its

flagship BBC account to Abbott Mead Vickers BBDO in December.

Work on its Nintendo account has been wound down following the brand's

evaluation after the hugely successful launch of its rival Sony


The chocolate manufacturer Bendicks also left the account list after a

ten-year relationship. However, the agency did produce one of the most

talked-about campaigns of the year - Barclays' 'big' advertising.

In the coming year, no doubt the agency will be looking to add more UK

billings as well as working out a solution to its search for a media






Declared billings 2000 n/s

MMS 29m

Declared income 2000 4m

Total accounts year end 22

Accounts gained 9

Accounts lost 1

Total staff 62

Company type: Private company

Last year, Leith continued to be Scotland's most talked-about creative

agency, often finding the opportunity to showcase its credentials

outside the Scottish marketplace.

It kicked off the year with John Rowley's promotion to chief executive,

and a brief to actively pursue new business south of the border. Swiping

Bass' £7 million Grolsch account from Euro RSCG Wnek Gosper was a

major victory, followed by being appointed lead agency for Honda Motor

Europe South in June. It then won the £30 million pan-European

launch of the Honda Civic and the £10 million Carling account in

August. It also got on to COI Communications' roster.

With the Scottish agency in buoyant form, Leith London opened amid a

flurry of speculation in September. The quality of the surprise

management line-up appeared to lend the right amount of gravitas. Jeremy

Pyne and John Messum defected from Saatchi & Saatchi to become the

managing director and joint creative director alongside Paul Silburn

from Leo Burnett.

There's no doubt that the launch of the London agency helped Leith win

its international business.

Though Leith London had no confirmed wins by the end of the year, Leith

Edinburgh showed consistent form by winning the Grand Prix at the

Scottish Advertising Awards. However, there were creative misses - the

Grolsch work was picked as a Campaign Turkey.

A few significant wins and some top creative work will be needed if the

London agency is to stand out in a crowded market.



Leo Burnett had a solid year in the face of major changes at the London

agency. Lowe Lintas defied the cynics to be named Agency of the Year.

And M&C Saatchi outstripped Saatchi & Saatchi in the billings table for

the first time


John West

Declared billings 2000 235m

MMS 118m

Declared income 2000 30m

Total accounts year end 34

Accounts gained 10

Accounts lost 1

Total staff 296

Company type: B/Com3 subsidiary

Following the whirlwind of last year's deal with the MacManus Group and

Dentsu, Leo Burnett Worldwide had a solid 2000 as the whole group moves

towards an IPO. However, there were creative highlights and plenty of

changes at the London agency.

The creation of its new holding company B/Com3, will undoubtedly have an

impact on Leo Burnett London in future but at the moment most change is

being driven by the desire to diversify to complement core advertising


Billings were up £15 million to £235 million. New account

wins included Virgin Energy, P&O Cruises, BBC Worldwide, Handspring and But it lost the £3 million Gordon's Gin account to Bartle

Bogle Hegarty.

The big news in management terms came at the end of the year when it was

announced that Nick Brien, chief executive in London, will leave this

April for the US. Brien has driven diversification into digital media

through Hard Reality and direct marketing with Leonardo, which in its

first year picked up £15 million in billings from clients

including Kellogg's.

Brien has assembled a good management team but much will depend this

year on how new chief Stephen Whyte - the former managing director -

adapts to increased responsibility.

What was undeniable last year was the high standard of its creative.

The McDonald's work continued to impress, with the 'Chinese' spot the

best, but it also produced some good work on other accounts. Its John

West salmon TV ad is brilliant and Heinz Salad Cream was strong across

the board which helped Heinz to win Campaign's Advertiser of the Year

award. The signs are that the creative directors Nick Bell and Mark

Tutssel are improving the creative product.

Leo Burnett is not the boring agency it once was but the next job for

the London operation is to win some serious new business.





Declared billings 2000 348m

MMS 208m

Declared income 2000 33m

Total accounts year end 32

Accounts gained 10

Accounts lost 1E

Total staff 320

Company type: Interpublic subsidiary

Last year Campaign ended its report on Lowe with the advice that, as the

culture clashes between the newly merged Lowe Howard-Spink and Ammirati

Puris Lintas were substantial, Lowe was going to have to get its

creative fingers dirty servicing some unglamorous accounts.

Well, creative director Charles Inge's department has rolled up its

sleeves and got stuck in to clients like Carte D'Or and Weetabix, turned

the previous ailing creative work around and produced award winning


With numerous awards already under its belt - including Campaign Press

and grand prix at the 2000 IPA Advertising Effectiveness Awards - Lowe

has proved the doubters wrong.

With new billings at £90.5 million and losses of only £11

million, Lowe jumped right to the top of the Business Performance

League. It's this sterling performance against stiff criticism that was

a major factor for the agency winning Campaign's coveted Agency of the

Year title.

In a sparkling first year, the agency won over some impressive clients,

such as Orange, and the internet banking venture between

Merrill Lynch and HSBC.

Although Lowe was beaten in a number of pitches - most notably by JWT

for Unilever's Bestfoods work - it had few losses, including P&O Cruises

to Leo Burnett, and Alberto-Culver's VO5.

Its direct marketing operation Lowe Direct won £26 million of new

business from 3Com, NEC and Merrill Lynch HSBC and won creative awards

for its Saab and Egg work. Lowe also acquired the independent

advertising and marketing agency, the Broadway Group.

Lowe couldn't have asked for a better year but it will have to work hard

on Unilever to capitalise on the client's £200 million global

realignment for 2001.




Declared billings 2000 260m

MMS 237m

Declared income 2000 n/s

Total accounts year end 49

Accounts gained 14

Accounts lost 2

Total staff 316

Company type: Private company

If M&C Saatchi began life as an instrument of revenge on those who

Maurice Saatchi believed betrayed him, then his agency's achievement in

outstripping Saatchi & Saatchi for the first time in the billings table

must have been sweet indeed.

It certainly indicated how much the pecking order has changed since the

Saatchi brothers went into exile six years ago. Their old group is now

an integral part of the ambitious global plans of the Paris-based

Publicis and speculation is heavy that M&C too will soon succumb to a

communications giant's overtures.

Havas, the great French rival to Publicis, was said to be eyeing M&C as

a possible marriage partner for WCRS. Others have floated the

possibility that Publicis, which jointly services the British Airways

global account with M&C, might acquire the agency, paving the way for

Maurice's return to run a reunited Saatchi empire.

For the moment, though, Maurice casts aside all talk of selling out.

He claims everybody is enjoying themselves too much and it's true that

the hunger which propelled M&C to a top ten ranking within five years

shows no sign of abating.

The agency's entry on to the COI roster to handle the 2001 census and

the first nationwide police recruitment campaign, buried the idea that

it was too tainted by past associations with the Tories to be a Labour

Government propagandist.

Its 'nipples' poster for, which took gold at the Campaign

Poster Awards, suggests M&C is getting to grips with its reputation for

erratic creativity. In 2000 it put Simon Dicketts in sole creative

command and promoted creative director James Lowther to chairman.

Although short-term tenure of the Sainsbury's TV account (which returned

to Abbott Mead Vickers BBDO) as well as a slashed Rover budget suggests

it isn't all beer and skittles at Golden Square, the signs are that

there'll be more hits than misses in 2001.



MBA won a number of new accounts including pan-European work for

Mercedes. McCann had a strong 2000 as the promotion of Ben Langdon

testifies. Miles Calcraft has matured into a well-rounded agency with

impressive new-business less than two years after launch


Smart Car

Declared billings 2000 n/s

MMS 8m

Declared income 2000 3m

Total accounts year end n/s

Accounts gained n/s

Accounts lost n/s

Total staff 36

Company type: Omnicom subsidiary

MBA says that 2000 was its most successful year to date. Looking at the

performance it certainly wasn't a bad year at all - at the very least

Stephen Maher seems to be steering the agency in the right direction.

But a bit more speed wouldn't go amiss.

MBA pitched for six accounts last year and converted four of those into

clients. Adding to this respectable performance, the agency also kept

everyone happy and lost no existing clients over the year.

The new business started to roll in back in February. MBA won the £10 million task for the online insurance broker, A positive

start to the year. But then it lost out on the Aristoc lingerie account

to Miles Calcraft Briginshaw Duffy.

MBA had to wait until September for its next bit of good news when it

won the Smart Car account. Celebrations were tainted by news the

following week that Springer & Jacoby had won the international task -

and it was unclear how this would affect MBA's work on the account.

In October came the £1 million Bioform Bra win - along with

mountains of PR, including two TV documentaries, about its development

and design.

Later in the month MBA got its own back on Springer & Jacoby when it

beat it to the pan-European Mercedes Vaneo task, worth £3 million

in the UK.

With the prestigious Mercedes brief now under its belt, it will be

interesting to see if MBA spreads its wings further in 2001.





Declared billings 2000 410m

MMS 218m

Declared income 2000 n/s

Total accounts year end 270

Accounts gained 45

Accounts lost 1

Total staff 945

Company type: Interpublic subsidiary

McCann-Erickson enjoyed a strong 2000, posting an impressive

fourth-placed performance in the Campaign Business Performance League

and seeing its UK and Ireland Group become an account winning

mini-network in its own right.

Its youth subsidiary Magic Hat also enjoyed an impressive 12 months,

snapping up the £5 million Caterpillar business and taking the

£4 million UK account for Hennes & Mauritz. McCann's regional

presence was enhanced by the acquisition of Manchester agency, The


The bulk of McCann UK's new business went to its London offices,

including the £20 million consolidated CGNU Norwich Union account.

McCann London also picked up the £12 million Viagra account from

Pfizer and the £20 million Onstar communications business from


International work continues to provide much of McCann UK's


Holding Company IPG's appointment as Coca-Cola's international brand

consultants keeps McCann in touch with the business despite losing the

pan-European pitch to Publicis.

But McCann's creative output remains an easy target, with ads for Bird's

Eye frozen peas and Zovirax gracing Campaign's Turkey of the Week


There have been signs of improvement in 2000 with the Bacardi Breezer

'Tom cat' spot in particular winning plaudits. It remains to be seen

whether the appointment of Jeremy Perrot as executive creative director

will bring changes.

UK group chairman Ben Langdon's duties will be stretched yet further in

2001 by his new role overseeing Universal McCann across Europe. The

deputy chief executive Chris Hunton and the managing director Nick

Wright, recently arrived from Bates, must take responsibility in

ensuring that improvement continues.





Declared billings 2000 28m

MMS 20m

Declared income 2000 3m

Total accounts year end 11

Accounts gained 9

Accounts lost 1

Total staff 30

Company type: Private company

Last year saw Miles Calcraft Briginshaw Duffy mature from a fashionable

talking point to a well-rounded agency with a broad portfolio of clients

and a real body of work to prove its credentials.

It was an impressive new-business year by any standards. Of the 11

pitches the agency was involved in, it converted eight. Wins came in the

form of the £5 million European launch task for Self Trade, the

revamp work for Aristoc, the Bush Internet TV account, Dyson's £6

million business, £3 million of work for Thornton's, UDV's Bells

Whisky brand, BT's Syntegra account and the creative task for the Radio

Advertising Bureau.

The only stumble was a self-inflicted one: the agency resigned Bosch

after being asked to adapt foreign creative work.

It was also a frenetic creative year. The agency's creative directors

Paul Briginshaw and Malcolm Duffy produced 13 commercials in nine


High-profile work included the launch work for - one of the

few creatively acclaimed dotcom ads, Aristoc's cinema debut, and the

Syntegra campaign.

On the personnel front, the agency broadened its offering by hiring in

some media expertise to add to its creative base. Janine Abrahams, the

former marketing director at MindShare, signed up as media strategy

director, moving to a marketing role when WWAV's former group media

director Ceri Davies and Hal Pearson from Starcom Motive also came on

board later in the year.

By the close of the year, Miles Calcraft had clocked up billings of

£28.2 million and had sealed its position as an established and

accomplished agency less than two years after its launch. The challenge

for the year ahead will be to really crack a couple of £10

million-plus accounts and focus on polishing the agency's creative




Mother won more business from existing clients, such as Coca-Cola. MMHL

needs a big account win to replace Norwich Union. Ogilvy & Mather had a

better year with international business wins including Ford Europe


Harvey Nichols

Declared billings 2000 40m

MMS 26m

Declared income 2000 4m

Total accounts year end n/s

Accounts gained 11

Accounts lost 2

Total staff 42

Company type: Private company

With an impressive performance in 2000, Mother gave Lowe Lintas a

spirited run for its money for the title of Campaign's Agency of the


Despite its undoubted success of last year, Mother remains something of

an enigma to many. While other agencies are more interested in hyping

themselves, Mother gets down to business with a tongue-in-cheek style

that often belies a ruthless focus across its portfolio of accounts.

Widely acknowledged as one of the agencies where many people would want

to work, Mother last year formally pitched for six pieces of business,

and won all of them. Big wins included Dr Pepper, Fuji, and a place on

the Mars roster with a pan-European Pedigree Masterfoods account.

Mother also boosted its standing with existing clients. Coca-Cola, Emap,

Van den Bergh Foods and Whitbread all consolidated more business into

the agency, proving that success does indeed breed success. Emap trusted

the agency to take its entire music brand portfolio online, and small

but prestigious wins, such as, completed the line-up.

Mother successfully kept the creative momentum going on long-running

campaigns, such as Batchelors Supernoodles, which again enjoyed massive

recall within the sector and - along with Typhoo Tea's 'two thumbs

fresh' - had tracking measurements going off the scale. Other highlights

included Harvey Nichols' furry friends, Harvey and Hibby, who helped

lure unsuspecting shoppers into retail heaven.

The agency has remained resolutely independent, refusing to join a large

network, something which so far has not hindered its international


If Mother continues to produce top creative work that is also effective,

the agency looks likely to continue leading the pack this year.




Declared billings 2000 54m

MMS 27m

Declared income 2000 5m

Total accounts year end 28

Accounts gained 10

Accounts lost 1

Total staff 51

Company type: Private company

Mustoe Merriman finished 2000 with the loss of a flagship account,

Norwich Union. Though it did pick up a number of smaller accounts, with

a bias towards internet ventures - some of which ended in tears.

The Norwich Union account, won in December 1999 and valued at around

£9 million, fell to McCann-Erickson London after the building

society merged with CGU.

Hirings for the year centred on the arrival of Patrick Semple, formerly

creative director at IMP's internet arm, Blue Marble, as digital media

director. Chief executive Nick Mustoe said he was keen to beef up the

agency's ability to help clients with internet opportunities.

This was reflected in creative work and new-business wins for the


A fully integrated campaign for financial website was

rolled out, but the account was lost following the closure of the site

by its US parent later in the year.

More dotcom work followed - the creative work for Venturedome, the

e-business ideas internet portal, the account for and the

recruitment company, Michael Page.

The agency also won the £1 million account and

its work for the wedding website, which picked up four

stars at the IPA Effectiveness Awards.

More work came from an existing client, Dr Martens, in March and a

project from Capital Radio as well as the £4 million Stena Line


But with the instability of dotcoms, MMHL will want to find something of

substance to replace Norwich Union as soon as it can.





Declared billings 2000 275m

MMS 220m

Declared income 2000 36m

Total accounts year end 48

Accounts gained 7

Accounts lost 1

Total staff 315

Company type: WPP subsidiary

After the dismal performance of the previous year, 2000 turned out to be

better for O&M, with the network winning big billing global accounts -

even though creatively there was little to write home about.

Chairman and group chief executive officer Paul Simons was brought in to

breathe life back into the flagging agency - and that is what he has

started to do. O&M ended up number four in the Business Performance

League with £75.5 million in new billings and only £3.3

million in losses.

The agency started the year with the £11 million Vision Express


In February it gave up the £2.5 million Hoover account to Bates UK

to go after Indesit - a £3 million account which it went on to


Spring brought the news that the managing director Richard Pinder was

leaving, citing 'internal problems', with no job to go to. He joined Leo

Burnett in June to take on the directorship of its Asia-Pacific


In July, O&M lost out on two very large pitches. Burnett beat it to the

£31 million Euro Disney task and McCann-Erickson won over

Lufthansa to claim the £20 million billings.

Surprisingly, Simons decided to open up a satellite Soho office after

O&M's years of singing the praises of Canary Wharf.

It was in November, and internationally, however, that the agency really

came into its own. First it was announced that Y&R had beaten it to the

£50 million global Land Rover account. Then, in a dramatic

sequence of events, it was revealed that O&M had won back the Ford

Europe lead agency role from Y&R, worth £44 million.



OgilvyOne came of age thanks to strong creative and wins such as BP

Amoco. Partners BDDH suffered from the departures of key staff and

speculation over its ownership. Publicis's efforts were eclipsed by the

activities of its global president, but London celebrated some

impressive wins



Declared billings 2000 183m

MMS 6m

Declared income 2000 n/s

Total accounts year end n/s

Accounts gained 7

Accounts lost 1

Total staff n/s

Company type: WPP subsidiary

2000 saw OgilvyOne really come of age as an agency offering both direct

marketing and interactive solutions. Following its acquisition of the

new-media agency NoHo in 1999, OgilvyOne rebranded it as Ogilvy

Interactive and it has since more than tripled in size to close to 200.

It accounts for over a third of OgilvyOne's business.

The big challenges for OgilvyOne chairman Nigel Howlett in 2000 were to

integrate this interactive activity with the remaining 'traditional'

parts of the agency while building OgilvyOne's consultancy practice. He

has so far managed this and built an agency that is now 400-strong.

OgilvyOne also kept its holding company WPP relatively happy with a

series of new business wins including BP Amoco and Motorola (working as

part of the Ogilvy Group), Royal Mail International, and It

also won interactive work from the likes of Argos, Mattel, Unilever and

the Samaritans and managed to grow existing business from Amex and

Envision but lost Thorn/Radio Rentals.

The agency made several key appointments including Susie Browning,

director of OgilvyOne brand practice, and Ian McAuley, who joined to run

the global interactive American Express account.

OgilvyOne continues to produce strong creative across all media under

its creative director Rory Sutherland. Its work for the Amex Blue launch

was impressive, as were its Wimbledon banners for IBM and work for the

Royal Mail.

It is likely that OgilvyOne will continue to grow in 2001, partly due to

its strong links with Ogilvy & Mather and other WPP Group companies.

There are few direct marketing agencies around that can compete with its

international capabilities and interactive offer.





Declared billings 2000 113m

MMS 41m

Declared income 2000 12m

Total accounts year end 19

Accounts gained 9

Accounts lost 2

Total staff 106

Company type: Havas subsidiary

It wasn't such a good year for Partners BDDH in 2000. The first months

were spent amid speculation that the agency was going to buy itself out

after Snyder Communications, its parent company of only 12 months, sold

itself to Havas Advertising in February. The deal made the agency a

small fish in a very large pond, and its uncertain positioning in the

global network was a preoccupation.

The year also saw the departure of several key members of staff. This

started in January, when Simon Green, the joint creative director, left

the agency. In June, Derek Day, who co-founded the agency, and

new-business director Donna Nicholson also departed.

Hardest hit was the creative department. The creative helm is still

vacant after John Dean, the remaining creative director, resigned in

July. The department also suffered the loss of respected senior teams

Greg Milbourne and Jason Fretwell, and Jo Tanner and Mark Dickens, both

hired only the year before.

The year also saw the departure of two high-profile accounts in The

Guardian and Smile.

The agency did, however, have consistent new-business results. It won

the Heineken Ireland account, the £8 million London Regional

Transport business, the £4 million Supanet account, the £15

million global Omega business, a place on the COI Communications roster

and a £10 million Bristol & West online task. It also secured

places on shortlists including Fuji, Workthing and Yorkshire

Electricity, and it was a four-star winner with Co-op for best new

client award at the IPA Effectiveness Awards.

Partners has to solve its fundamental problem with creative leadership

but its new-business record, coupled with its now clearer place in

Havas's worldwide network should help it to get back on track in






Declared billings 2000 280m

MMS 255m

Declared income 2000 43m

Total accounts year end 40

Accounts gained 10

Accounts lost 1

Total staff 270

Company type: Publicis subsidiary

Not for the first time were events at the Publicis office in London

eclipsed by the global stage-strutting of the group's worldwide

president, Maurice Levy.

Charismatic, charming and immensely ambitious, Levy has become equally

well-known in London and New York as in his native Paris. If he wasn't

preparing to use the newly acquired hotshop, Fallon, as the basis of a

new network, he was the white knight trying to ride to Young & Rubicam's

rescue or announcing the audacious acquisition of Saatchi & Saatchi.

All this activity has obscured some significant extra weight acquired by

the London agency and its pivotal role in helping to win and service

pan-European and global assignments.

Not only did it play a key part in securing Coca-Cola's pan-European

branding assignments but was picked to take over European co-ordination

for Hewlett-Packard, as the computer giant consolidated its agency

arrangements around the world.

On the home front, Publicis recorded another strong new-business

performance with a quarter of its client list made up of business won in


Wilcon Homes (£5 million), Sara Lee Bakeries (£2 million),

Fish4, the internet classified service (£8 million) and the launch

of Syngenta, the new global agribusiness, were among the agency's new


It was also named global agency of record for Chello, the high-speed

internet access service. Only one client,, left after

deciding to opt for ad hoc creative work.

Creatively, the agency's output, notably for the Renault Clio, remains

workmanlike rather than award-winning. Not that anybody seems to be




Rainey Kelly Campbell Roalfe/ Y&R needs to find a strong single identity

drawing on both agencies' strengths. Rapier increased its turnover by 50

per cent. One of the strongest independents, but will it still be that

way in 2001? Following its acquisition by Chime, Roose could be set for

a year of growth


Marks & Spencer

Declared billings 2000 281m

MMS 229m

Declared income 2000 n/s

Total accounts year end 39

Accounts gained 6

Accounts lost 3

Total staff 217

Company type: WPP subsidiary

The year following their merger saw Rainey Kelly Campbell Roalfe and

Young & Rubicam essentially become good bedfellows. But the agency

proved it hadn't quite managed to seamlessly merge the two strong


The agency did scoop some good new business, with the top win being the

£27 million Marks & Spencer account. Then followed its notorious

work with a naked, size 16 model and acres of press coverage.

However, on occasions it appeared that RKCR was being belatedly brought

in to address creative issues on since-departed Y&R accounts, such as

Eurostar and the £100 million global Ericsson business.

Creatively, the agency produced some good advertising including Virgin

Atlantic, Times newspapers and And it gave a boost to

client servicing by setting up 2.1, a fast-turnaround unit.

However, senior departures included Tim Broadbent, Y&R's planning

director at the time of the merger in January, and Mike Cozens, the

creative director of Y&R Europe.

The end of the year saw the agency coming to terms with the network's

acquisition by WPP. And in a shock move, Ford of Europe returned lead

agency status to Ogilvy & Mather just two years after handing the bulk

of its business to Y&R. The agency's subsequent appointment to Land

Rover's £50 million global business softened the blow.

Over the next year, the agency needs to fully reconcile its divided

parts and to recapture its creative prowess, concentrating on what it

does best - producing great ads, and using Y&R's formidable network to

do so.




Channel 4

Declared billings 2000 58m

MMS 7m

Declared income 2000 n/s

Total accounts year end 12

Accounts gained 4

Accounts lost 1

Total staff 92

Company type: Private company

Rapier had a successful 2000 with rapid business growth and strong


The agency affirmed its reputation as one of the best remaining

independent agencies with some good wins and growth of existing business

from AXA and Bank One. It won £32 million of new business from

clients including Sage, Schroders and Channel 4 and was then appointed

by HSBC as its lead direct marketing agency. It performed well to hold

on to Yorkshire Electricity's advertising following a tough pitch

against Rainey Kelly Campbell Roalfe/Y&R and Partners BDDH.

A big question was hanging over Rapier's flagship Cable & Wireless

business following the acquisition by ntl. However, it will continue to

handle all customer marketing for ntl despite J. Walter Thompson's place

on the roster.

Rapier's senior management team, led by the chairman and owner Jonathan

Stead, bedded down nicely following the arrival of Ben Stephens as the

managing director. The creative director, John Townshend, is running a

highly successful department with good advertising and direct marketing

expertise. In 2000 it won a DMA/Royal Mail gold for Cable & Wireless TV.

Its work for Channel 4 Cricket may win awards this year.

Rapier increased its turnover by 50 per cent in 2000 while growing in

areas such as data planning and developing an alliance with Michaelides

& Bednash to add media skills to its offer.

Looking forward, Rapier's independence has not been a barrier for growth

domestically but may become an issue as it moves above a headcount of

100 and looks to expand internationally. Will 2001 be the year it gets

swallowed up?



Roose & Partners


Declared billings 2000 54m

MMS 53m

Declared income 2000 5m

Total accounts year end 20

Accounts gained 6

Accounts lost 1

Total staff 50

Company type: Chime Communications subsidiary

Roose & Partners' solid 2000 was overshadowed by two massively

significant business developments. The agency first moved to hive off

its in-house media operation in a £20 million joint venture with

Manning Gottlieb Media, dubbed Roose Media. Then the UK's third-largest

independent was itself snapped up by Tim Bell's Chime


Chime's willingness to shell out £13.6 million for Roose is

testament to the continuing strength of the agency, which reported a

£1.1 million pre-tax profit in September.

Roose spent 2000 in its traditional style, shunning the spotlight while

steadily picking up new business and retaining clients with an apparent

ease that must be the envy of many. The agency picked up more than

£8 million in new business, beating HHCL & Partners and

Barraclough Hall to pick up Eastern Energy, and the Advertising

Brasserie to win Bass's Reef alcopop. It secured a place on the Virgin

roster by picking up and also grabbed the Entenmann's


Roose's creative output has never seemed likely to turn awards juries'

heads, but the agency showed itself capable of attention-grabbing stuff

where required with its new work for Toffee Crisp.

The agency may not be disposed towards fireworks, but Chime's purchase

could pave the way for a high-profile 2001. This August, the agency

broke into Campaign's top 25 in the agency billings table for the first


Additional investment, the media offering and the possibility of client

cross-referrals now seems likely to accelerate Roose's slow and steady

new-business machine.



A fairly good year for Saatchi & Saatchi - losing just one account and

gaining nine. Soul displayed signs of being a major player after its

launch in May, with wins from major advertisers. A new Swedish office

and some prestigious wins kept St Luke's on the innovation path



Declared billings 2000 400m

MMS 223m

Declared income 2000 n/s

Total accounts year end 31

Accounts gained 9

Accounts lost 1

Total staff 480

Company type: Publicis subsidiary

Saatchi & Saatchi racked up an impressive list of new-business wins last

year. All good news for Publicis, which bought Saatchi & Saatchi's

worldwide network in the summer for £1.24 billion and moved its

headquarters from London to New York.

New business last year included a £10 million account from P&G -

the launch of its Iams petfood in the UK. March saw the winning of the

£30 million through-the-line rebranding brief from Telewest after

its merger with Flextech.

Creative work for the Army won plaudits as the creative director, Dave

Droga, moved to axe the combat format and make ads which depicted

potential soldiers using their skills in everyday life.

In December, its new-media subsidiary, Saatchi & Saatchi Vision, was

hired to handle online media planning and buying for the

account, which Saatchis won in April. Not all was rosy. Losses included

the NSPCC account, marking the end of the controversial but much-lauded

child abuse campaign.

Rumours that the agency was close to appointing a chairman abated when

it emerged in June that Publicis was buying the network. However, a

question mark remained over the strength of its senior management until

the beginning of 2001 when it appointed a new chief executive, James

Hall, and promoted the chief executive, Tamara Ingram, to chairman - a

position from which she will maintain her close links with key client

Procter & Gamble.

Having gained a new owner and lost lead status in the network, Saatchis

will have to avoid the distractions of change and look to gather further

creative momentum.




Declared billings 2000 22m

MMS 1m

Declared income 2000 n/s

Total accounts year end 6

Accounts gained 6

Accounts lost 0

Total staff 20

Company type: Private company

Considering Soul only struggled for its first breath back in May last

year (hence no Campaign score for the year) the combo of former Bartle

Bogle Hegarty stars made a mighty impact in 2000.

For starters Soul represented the first breakaway in BBH's 20-year

history, a testament both to the mother agency but also to the strength

of conviction of Soul's founding partners, who launched with the firm

belief that there was room for a new, leaner breed of agency.

Then there was the line-up itself: Bruce Crouch, the former BBH

executive creative director, Duncan Bird and Seamus O'Farrell, both

group business directors, Andy Bird, the former head of design, and

Kevin Brown, the media director of BBH's media agency, Starcom Motive.

They made for a high-calibre team with the goodwill of the industry

behind it and began to attract the attention of a number of advertisers

even before the agency's doors were open for business.

One of the key tenets of the agency's foundation also marks Soul out

from the handful of new arrivals over the last year or so. The agency

embraced media planning from day one, with Brown providing a planning

service thoroughly integrated through the creative process.

It proved a formula popular with several high-profile clients within

months of the agency's launch. First through the door was Coca-Cola,

which handed the agency a project to promote its new online auction .

Then United News & Media appointed the agency to its MegaStar website,

Anheuser Busch added Soul to the Budweiser roster and the year ended

with another coup from Coke - the £5 million Fanta account.

Soul must keep its foot on the accelerator this year and prove its

proposition is an enduring rather than simply fashionable one. It will

be interesting, too, to see what the agency's creative credentials

really are.





Declared billings 2000 95m

MMS 90m

Declared income 2000 12m

Total accounts year end n/s

Accounts gained n/s

Accounts lost n/s

Total staff 125

Company type: St Luke's Holdings

The year in which St Luke's celebrated its fifth birthday was a year of

consolidation for the agency.

But although its creative work matched the stringent standards it had

already set itself, with highlights including Fox's Biscuits 'London

needs biscuits', Clark's 'new shoes' and Ikea's 'tattoo man', the agency

didn't maintain the performance it had enjoyed the year before, when it

hogged pole position at the top of Campaign's new-business league.

The agency started the year well by winning the Smartsgroup account in

January, followed by the COI Communications National Drugs Helpline,

National Foster Care Association, and But the agency lost

£3.5 million in billings after Teletext departed in May to Delaney

Lund Knox Warren and there were signs that it had lost its grip on the

Sky account. And for months, it was uncharacteristically silent on the

new-business front.

However, it became evident that this apparent lack of activity was

partly accounted for by focus elsewhere when the agency opened an office

in Sweden.

Once attention was focused back on the London office, the agency won the

£10 million Travelocity business and the £30 million Telia


But the agency's piece de resistance was scooping lead status across the

prestigious British Telecom account through its strategic planning


When the joint creative director Julian Vizard left the agency in March,

St Luke's poached Mark Howard from HHCL & Partners to partner Al Young.

However, Howard left after only six months, and St Luke's promoted five

staff to the creative director post in October.

Into 2001, the agency will no doubt be looking to return to consistent

form. And having set up Klondike, the digital media unit, it is showing

every sign of continuing in its innovative style.



TBWA/London beat off rivals to the Labour Party account and continued to

produce good work. Walsh Trott is still looking for a second

high-profile account. WCRS saw chunks of its best business leave the

agency in a year to forget


Sony PlayStation 2

Declared billings 2000 315m

MMS 199m

Declared income 2000 n/s

Total accounts year end 61

Accounts gained 14

Accounts lost 1

Total staff 280

Company type: Omnicom subsidiary

TBWA/London had to be content with a third consecutive second place in

Campaign's agency of the year stakes after the agency once again

succeeded in maintaining the impressive momentum built up over the past

few years.

The cream of the agency's new-business performance came in the first six

months of the year, including victory in the high-profile pitch for the

Labour Party account when it beat J. Walter Thompson and Saatchi &

Saatchi, and the unexpected success in defending its Holsten account

against WCRS, JWT, Duckworth Finn Grubb Waters and Leagas Delaney. It

also pulled in the launch task for Npower and the brief for building

Carphone Warehouse's above-the-line presence to take its combined

new-business billings to £100 million.

The agency bid farewell to its GGT Simons Palmer moniker and

whole-heartedly adopted its network's new branding.

2000 was a year of creative output for the agency that, while not

reaching the heights of 1999's fcuk work still did much to maintain the

collective reputations of its creative team under Trevor Beattie. The

launch campaign for PlayStation 2 was a standout piece of epic

creativity, while the initial poster drive for Labour's election

campaign proved that the agency can be quieter and more carefully judged

when necessary.

If there was a dark cloud to the year it came in the shape of the threat

to TBWA's NatWest business posed by the RBS's takeover of NatWest and

the emergence of M&C Saatchi as above-the-line flavour of the month.

This loss would be a huge blow, and likely to put paid to the agency's

experimental NatWest Village integrated shop.




Channel 5

Declared billings 2000 17m

MMS 14m

Declared income 2000 3m

Total accounts year end 18

Accounts gained 6

Accounts lost 1

Total staff 35

Company type: Private company

'Close but no cigar' must have become a familiar phrase around the

offices of Walsh Trott Chick Smith last year.

The agency pitched for an array of high-profile new business, battling

its way on to shortlists for, InStyle, FujiFilm and Supanet

only to lose out at the final hurdle. Even some successful pitches fell

victim to the year's inconsistent economic climate. The agency's launch

campaign for Gruner & Jahr's Project Florence never saw the light of day

after the magazine was abruptly shelved. Mike Gold's Wowgo website,

another piece of new business, swiftly went the way of

Walsh Trott did convert eight pitches during the year, including beating

Leo Burnett and the incumbent BDH TBWA to pick up the Brittannia

building society account and edging out Wieden & Kennedy to grab Streets


But it also lost National Savings and its Aristoc account went to Miles


Walsh Trott was left with the flagship Channel 5 account to provide an

opportunity for high-profile work. That creative output has again

divided opinion down the middle. The 'smiles' poster campaign for the

station picked up plaudits and turkey nominations alike but there can be

little debate about its impact.

Unfortunately, business such as Marston's and Brittannia provided little

other opportunity to create reputation enhancing creative. The search

for a second high-profile account continues.





Declared billings 2000 246m

MMS 167m

Declared income 2000 20m

Total accounts year end 39

Accounts gained 19

Accounts lost 7

Total staff 183

Company type: Havas subsidiary

2000 was a terrible year for WCRS. A year to forget followed a great


The departure of its top accounts started in January, when Rover pulled

its £30 million business. It was also forced to resign its £50 million Land Rover business due to a conflict with BMW. Sega Europe

then reviewed its £60 million pan-European account only a week

before Orange, one of advertising's biggest success stories, called a

surprise review of its £35 million account. This was later

followed by Carling.

Its account wins did not come close to balancing the books although it

picked up Mini, RAC, Open, Scoot, Workthing and

Perversely, 'born free' for Land Rover and the 'hold up' spot for Orange

was the best work to come out of the agency.

While some thought the exit of the boisterous creative director, Rooney

Carruthers, would spell upheaval for the creative department, insiders

say it stabilised under Leon Jaume.

WCRS (e-brands), which launched last year, did produce acclaimed work

for new-media clients - although it's yet to be seen how the departure

of its keystone member, the interactive creative director, Steve

Vranakis, will affect it.

September's launch of the Havas global network, Arnold Worldwide

Partners, should provide the international bones on which WCRS can

fatten its new-business interests, especially after this lack of reach

was cited as the reason for Orange's departure to Lowe Lintas.

Robin Wight's continuing role in the agency is uncertain, and the

vibrant chairman is staying uncharacteristically quiet about speculation

that there's only room for one chief in the Arnold network which is

headed by Ed Eskandarian as the worldwide chairman and CEO.

Whatever happens, Wight will be hoping that the agency which bears his

name will not have another year like 2000.



Managerial turbulence last year for Wieden & Kennedy. It lost its

managing director and two creative directors. WWAV was very successful

at winning new business but could focus on improving its creative



Diet Coke

Declared billings 2000 25m

MMS 14m

Declared income 2000 2m

Total accounts year end 6

Accounts gained 3

Accounts lost 1

Total staff 27

Company type: Private company

Not a great start to the year for Wieden & Kennedy - in fact, the words

rats and ship spring to mind. And if you were to believe the rumour

mongers, then W&K shouldn't still be knocking around London.

The agency lost The Cartoon Network and there were few wins. W&K picked

up the work for UK Play worth £1 million and beat Court Burkitt to

the £5 million European task for Virgin Interactive Entertainment.

Against the odds the agency retained its high-profile client Diet Coke

after it altered the campaign at the start of the year to target men as

well as women.

But it lost out on a number of pitches including the £20 million

Lufthansa task, which went to McCann-Erickson, and the £5 million account which went to M&C Saatchi.

The agency's year was dominated with the news of departures. Just two

years old, W&K UK has already seen two managing directors and two

creative directors walk out the door.

The first departure was the joint creative director Adam Kean. He left

in April citing 'culture clashes' after just six months in the


Next was the managing director (the second in the role) Hugh


He quit in July after less than a year in the hot seat - his

predecessor, Mike Perry, lasted only ten months. In the same month,

creative director, Tony Barry, handed in his cards. His departure saw

the last of the original London team leave.

July also saw Amy Lawson arriving as the new managing director. Lawson,

previously the marketing director at WCRS, seemed to stabilise things as

there have been no departures since.

The big question for next year is will Dan Wieden, the chairman in

Portland USA, give the office the support it needs to move on from

another rocky year and firmly establish itself in the London market?





Declared billings 2000 183m

MMS 27m

Declared income 2000 28m

Total accounts year end n/s

Accounts gained 11

Accounts lost 1

Total staff 259

Company type: Omnicom subsidiary

Campaign's direct agency of last year keeps on growing. Detractors say

it continues to be a sausage factory, churning out barrowloads of tawdry

direct mail but the reality is otherwise.

WWAV continued its group expansion (in 1999 it launched consultancy

Zalpha) with the launch of, its new-media arm. The launch

is evidence of WWAV's commitment both to new media and to updating its

offering. It injected serious cash in hiring Thom Kennon and Stephen

King, the management team from the Californian agency ISIS New


New-business wins continued at an impressive rate. Its wins included the

RAC, Cahoot, Sony Europe, Procter & Gamble Pampers, Age

Concern-commercial division and First Great Eastern/First Great Western.

It produced its first TV work for NSPCC. However, it did lose the £8 million One2One account and it's facing a review on the huge Morgan

Stanley Dean Witter credit card account.

The senior management team, led by Chris Gordon, the group chief

executive, has injected a new dynamism following the departure of the

chairman, John Watson, in the summer.

The instability of WWAV's senior creative team has been of concern. The

creative director, Ian Haworth, who joined in 1999, left to join


However, WWAV has moved swiftly to replace him with two art directors:

Stephen 'Slug' Broadhurst from WWAV Scotland and Andy Todd, a freelancer

with Craik Jones Watson Mitchell Voelkel who was previously the creative

director at Arc Direct.

WWAV continues to tackle industry issues and lobbied hard on the issues

of commercial use of the electoral roll and the Royal Mail's involvement

in the Postal Preference Service.

If WWAV can recreate the creative standards upheld by its Scottish

agency across the group it will be an even more formidable outfit.




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