CAMPAIGN REPORT: Top 300 Agencies - Top UK agency profiles for 1999. (1 of 3)

9 Outstanding
8 Excellent
7 Good
6 Satisfactory
5 Adequate
4 Below average
3 Poor
2 A year to forget
1 Survival in question


9 Outstanding

8 Excellent

7 Good

6 Satisfactory

5 Adequate

4 Below average

3 Poor

2 A year to forget

1 Survival in question





Declared billings 1999 399m

MMS 382m

Declared income 1999 n/s

% TV billings 53

Total accounts year end 66

Accounts gained 10

Accounts lost 2

Total staff 338

Company type Omnicom subsidiary

Firmly anchored at the top of the UK ranking, the only worry for Abbott

Mead Vickers BBDO last year was how to avoid falling victim to its own


After a steep rise from mid-table, agency chiefs must now tame the AMV

leviathan. Which is why it enters the new millennium with its management


Some of the change has been driven by the desire of its Omnicom parent

to exploit AMV’s best talent on a bigger stage. Hence Peter Mead’s

appointment as Omnicom’s vice-chairman and Michael Baulk’s relinquishing

of day-to-day responsibilities to bring more synergy to the loose-knit

BBDO Europe network.

The result is a period of evolutionary transition, with Andrew

Robertson, Baulk’s successor as chief executive, assuming more direct

control in partnership with the new managing director, Cilla Snowball

The spreading of power has also manifested itself in the creative

department, with the signing of Tony Cox from BMP DDB.

Inevitably, his arrival prompted speculation that David Abbott’s shoes

were too big for Peter Souter, his successor as creative director.

Souter acknowledges a period in the wake of Abbott’s departure when the

work was less than inspired. However, 13 golds, 24 silvers and 14

bronzes from major awards suggest few serious problems.

Despite having its back to the wall, the agency defied the odds to

retain the bulk of the BT account and won new business from Sainsbury’s

when the relationship seemed doomed. The capture of the Government’s

massive anti-smoking campaign was the climax of a terrific new-business

performance, marred only by the failure to bag Sony.

The challenge for this year will be sustaining both quality and


Or, as Robertson puts it: ’Securing our unfair share of a small supply

of outstanding talent.’




Ferrero Rocher

Declared billings 1999                        143m

MMS                                            94m

Declared income 1999                           n/s

% TV billings                                   46

Total accounts year end                         34

Accounts gained                                 14

Accounts lost                                    5

Total staff                                    140

Company type                 True North subsidiary

For doing nothing else last year but killing off the world’s worst TV

commercial - Ferrero Rocher’s ’ambassador’s party’ - Banks Hoggins

O’Shea/FCB is deserving of universal gratitude.

On a more serious note, it was an unsettling year for the agency, which

has yet to confound critics who believe that in buying Banks Hoggins,

FCB allowed its desperation to shore up an ailing London operation to

run away with its common sense.

How well the marriage will bed down is still hard to judge because of a

host of other setbacks and distractions. First came FCB’s loss of

Kimberly-Clark’s global tissue business, which ripped pounds 9 million

worth of billings out of the newly merged UK agency. Twelve staffers

were axed as a result of what Sven Olsen, the newly promoted managing

director, described as ’a savage blow’.

The agency then had to grapple with the fall-out from the decision by

True North to merge its FCB and Bozell networks across the world. The

move provoked a messy situation in the UK, where the anticipated coming

together of Banks Hoggins and Delaney Fletcher Bozell foundered. Delaney

Fletcher directors opposed it and were allowed to go their own way.

It is hardly surprising then that new-business activity was modest.

However, the agency did secure lead status on a pounds 15 million global

campaign for Regus, the office hire company, as well as gaining Brittany

Ferries (pounds 5 million), (pounds 5 million) and

Electronic Arts computer games (pounds 2.5 million). New projects from

Clairol and SC Johnson also boosted billings.

Now that the agency has been augmented by extra global business from

Bozell, including Daimler Chrysler and Unisys, this year may allow John

Banks, the agency chairman, to shape the company for the long term by

extending its expertise into direct mail and e-commerce.




Mars Fun Size

Declared billings 1999                        119m

MMS                                            13m

Declared income 1999                         17.8m

% TV billings                                    5

Total accounts year end                         33

Accounts gained                                  8

Accounts lost                                    2

Total staff                                    280

Company type                    Omnicom subsidiary

Last year’s acquisition of Barraclough Hall Woolston Gray’s parent

company, Abbott Mead Vickers BBDO, by Omnicom opened up global

possibilities for the agency. However, its chief executive, Simon Hall,

must be disappointed that the proposed launch of BHWG/BBDO did not come

off. A new international network is in development and plans are again

afoot for expansion.

In the UK, after a slight drop in turnover and profits, BHWG is keen to

round itself out as a full-service agency and has had an internal

restructure to encourage this to happen.

The agency pulled off a couple of impressive new-business wins this


First Line, a new-to-market telecoms product, offered a big DRTV spend,

and the prestigious Royal Mail business was welcome. It also won silver

at the Campaign Direct Awards for its VW Polo work. Another high-profile

campaign was for Mars Fun Size.

Otherwise, the new-business effort was slower than in previous years, no

doubt due to Hall’s devotion to the global picture and the lack of

senior management.

The loss of the managing director, Dennis Kerslake, to Brann London in

August may have appeared unfortunate given his mere 18-month tenure, but

it was clear that his heart had never really been in the job.

With the other three partners - Chris Barraclough, Elly Woolston and

Duncan Gray - taking an increasingly back seat in terms of agency

management, a top-whack managing director must be sought to put in place

a second-tier day-to-day management team. If Hall is to spearhead a

global network, someone must take care of the flagship London





Levi’s Sta-Prest

Declared billings 1999                        238m

MMS                                           130m

Declared income 1999                         28.1m

% TV billings                                   63

Total accounts year end                         37

Accounts gained                                 10

Accounts lost                                    5

Total staff                                    285

Company type                       Private company

John Bartle’s retirement at the end of last year not only deprives the

ad industry of one of its most credible and articulate frontmen, but

will be an important indicator of whether Bartle Bogle Hegarty can carry

its founding culture with it into the new millennium.

With John Hegarty, the embodiment of BBH’s creative philosophy, now

enthusiastically embracing new challenges in the US, the onus is on

Nigel Bogle, always the most reticent of the founding trio, to see the

company through the transitionary period.

While each have had crucial roles to play, Bartle’s has been


He was regarded as the glue bonding the agency together for 17 years and

the reason why planning lies at its heart.

He bows out as BBH adapts to a changing communications landscape in

which the relationship with its biggest shareholder, Leo Burnett,

remains crucial.

While major wins such as Nationwide, Johnnie Walker, British Midland and

UBS - Europe’s largest bank -signify an improving new-business record,

its creative output remains uneven.

Although Graham, the Boddington’s bisexual cow, provoked much notoriety

and the Levi Sta-Prest campaign turned the anarchic puppet, Flat Eric,

into a new advertising icon - as well as a gold lion winner at Cannes -

creative awards have not flowed into the agency with their usual


Not surprisingly, the situation of Hegarty’s creative heir, Bruce

Crouch, has drawn comparison with Peter Souter, David Abbott’s successor

at Abbott Mead Vickers BBDO. Certainly, it is hard for either to make

their mark while living in such giant shadows. Maybe, as one commentator

has suggested -only partly in jest - Crouch and Souter should simply

have swapped jobs.





Declared billings 1999                         n/s

MMS                                           180m

Declared income 1999                           n/s

% TV billings                                   50

Total accounts year end                         59

Accounts gained                                  8

Accounts lost                                    4

Total staff                                    374

Company type                   Cordiant subsidiary

The pantomime season went into an extended run at Bates UK last year as

managerial infighting, and the sacking of the chairman, left the

industry wondering if the agency would ever bring down the final curtain

on its troubles.

First came the clumsily handled merger of all the group’s below-the-line

operations, including the newly acquired Blue Skies, under the 141

Communications umbrella, and the installation of Graham Green, the Blue

Skies chairman, as group vice-chairman.

Graham Hinton, the Bates chairman, who had staked his reputation on

fully integrating Bates, could only watch impotently as what was

expected to be some manageable staff fall-out turned into a string of

unexpected resignations.

The pantomime degenerated into farce as Jean d’Yturbe, the Bates Europe

chairman, made little attempt to disguise the bad blood between himself

and Hinton. The upshot was to turn the London chief into a lame duck

forced to endure the indignity of what became a very public search for

his successor.

That job fell to Toby Hoare, who faces the challenge of spearheading a

reversal of fortune at Bates of the kind he began at Young & Rubicam,

but was prevented from seeing through.

In his favour is Bates’s solid foundation of well-run retail business,

including Woolworths. But first, morale must be restored and the

poisonous politics that have been the agency’s undoing must be


Much depends on the pivotal relationship between Hoare and Andrew


Bates’s prodigal son has returned to succeed Jay Pond-Jones at the head

of the creative department. Having been synonymous with the agency’s

Camelot years, Cracknell, more than anybody, should know what needs to

be done.





Declared billings 1999                         75m

MMS                                            65m

Declared income 1999                           n/s

% TV billings                                   30

Total accounts year end                         42

Accounts gained                                 10

Accounts lost                                    2

Total staff                                    105

Company type                    Omnicom subsidiary

BDH TBWA’s performance last year proves that Soho is not the centre of

the universe. The agency may be tucked away in an exclusive Manchester

suburb but it has a lot to shout about. Notably, a series of great

new-business wins - so great, in fact, that in August BDH shot eight

places up the MMS table, with a 90 per cent year-on-year growth, to rank

number 22.

It was the pounds 8 million Cussons win that catapulted the agency to a

position between HHCL & Partners and Leagas Delaney.

But Cussons topped a series of smaller wins, totalling around pounds 15

million, including the Newspaper Society, Sadolin woodcare, Diadora

sportswear, Ethel Austin clothing and a BBC Worldwide project. It also

scooped other national accounts, including UCI cinemas and the pounds 6

million re-launch of CGU estate agents.

This, BDH’s 35th year, also saw more work from Focus Do It All and Time

Computers, for which the agency had to re-pitch, and each are now worth

more than pounds 10 million. The agency also re-pitched for another

client, North West Water, and again retained the account.

Its only losses were Turtle Wax and Infogrames, totalling pounds 2.5


The agency maintained its pragmatic approach towards work - evinced by

its success at the IPA Area Advertising Effectiveness Awards where it

won the grand prix and 14 other gongs, almost double last year.

Creatively, BDH’s reputation still borders on the commendable rather

than the outstanding. Although its long-serving creative head, Al

Dickman, left earlier in the year to pursue a directing career, the

agency claims to have no plans to recruit a successor. Perhaps an

expanded team would ease the task of producing quality work for all its

new clients.





Declared billings 1999                        440m

MMS                                           306m

Declared income 1999                           n/s

% TV billings                                   55

Total accounts year end                         51

Accounts gained                                 16

Accounts lost                                    5

Total staff                                    520

Company type                    Omnicom subsidiary

It was always going to be difficult for BMP DDB to maintain the

astonishing level of all-round success that earned it Campaign’s agency

of the year title in 1998. Although 1999 didn’t deliver quite the same

vintage, BMP still finished the decade with its highest MMS ranking -

number two - and remains one of London’s most admired agencies.

The year began with internal changes. Chris Powell, the charismatic

chief executive, stepped back to become chairman, entrusting the running

of the agency to Chris Cowpe and Ross Barr, who became joint managing


Another of the agency’s big names and a mentor for young talent, Tony

Cox, quit his post as executive creative director and went to Abbott

Mead Vickers BBDO, where he felt he could be of more practical use.

BMP made another effort to sort out its below-the-line offering. In

January, Nigel Jones, its head of planning, co-founded Jones Mason

Barton Antenen, a joint venture between BMP and Claydon Heeley. The new

agency pulled in the pounds 15 million Telewest account almost

immediately and then fell quiet.

BMP won pitches for,, Glenfiddich and DHL,

but the new-business year was marred by the loss of the pounds 50

million pan-European Sony account.

The agency’s mighty creative reputation was bolstered when it was named

the most creative agency of all time by the Gunn Report and, more

importantly, by some great advertising - in particular for Compaq and


Despite having had a good year, BMP failed to convert some major pitches

in 1999, including Barclays Bank,, UBS, the Sony re-pitch and

the Post Office. If it is to maintain its place in the rankings, BMP

needs to beat the competition more often.





Declared billings 1999                        160m

MMS                                             3m

Declared income 1999                           85m

% TV billings                                    5

Total accounts year end                        200

Accounts gained                                 15

Accounts lost                                    2

Total staff                                  1,000

Company type      Snyder Communications subsidiary

Brann’s year was dominated by activity at the London agency, now three

years old, rather than the stalwart Cirencester and Bristol shops.

Initial thoughts on London being a creative boutique probably only

existed in the mind of Paul Kitcatt, the creative who moved to the

capital as launch managing director. A more hard-nosed attitude was

required, and plans to move Kitcatt into an international role and

install a more business-minded managing director finally prompted his

resignation in August.

The original intention, to appoint Steven Jenkins, the founder of

Brann’s acquisition, SJA, was scuppered by his reluctance. (Moreover,

the merger of this agency with the London one in the summer did not pass

without bitter recriminations and mass resignations.)

Instead, Dennis Kerslake was appointed in August. He may not have set

the world alight at his previous agency, Barraclough Hall Woolston Gray,

but that was said to be due to a culture clash rather than anything

fundamentally wrong. He appears to lend the right amount of gravitas to

a shop which is no longer entrepreneurial but is becoming a solid London


Losing the Royal Mail business was a blow to the agency, softened by

picking up the through-the-line Toshiba account, via the below-the-line

incumbent, Brann SJA, from Duckworth Finn Grubb Waters, as well as the

National Blood Service, the Labour Party, Adidas and Bass’s Hooch (the

latter two were Bristol wins). And it created ground-breaking work for


Brann’s worldwide network is thriving under the watchful eye of its new

parent, Snyder Communications, and its three UK operations as a whole

are worthy of modelling new acquisitions on, even though individual

performance is not always up to scratch. With Snyder’s eye on a possible

sale, it is up to the individual agency heads to ensure that internal

growth continues.




Free Net Name

Declared group billings 1999                   66m

MMS                                              -

Declared income 1999                         29.3m

% TV billings                                    5

Total accounts year end                         56

Accounts gained                                 14

Accounts lost                                    4

Total staff                                    580

Company type     Carlson Communications subsidiary

Carlson was only really notable for one event this year: the endless

procrastination of its key client of 12-years’ standing, Citroen. A

full-scale pitch process - which lasted for three months and involved

three other heavyweight agencies - was kicked off in May.

When the result was announced, clinging on to the pounds 12 million

business wasn’t as happy an event as it should have been. There was a

feeling that it was lucky - rather than deserving - and then Citroen

culled its direct marketing spend in the UK, informing Carlson that no

work would be commissioned in the foreseeable future.

The PR did Carlson no good. Despite being the second-largest

below-the-line outfit in the UK, the agency has suffered from a confused

perception, parrying accusations of being a collection of sales

promotion and loyalty factories, despite its through-the-line work for

clients such as Free Net Name.

In October, the issue was addressed with a long-awaited restructure.

Five agencies in the UK now exist under the umbrella of Carlson

Marketing Group, the main ones being Smith Bundy Carlson Direct

Marketing, Carlson Loyalty and a newcomer, Eleven, dedicated to sales

promotion and field marketing.

Whether the restructure will let the individual agencies grow as

discrete brands is yet to be seen. But more independence for Smith

Bundy, in particular, is necessary for it to be allowed to build on its

reputation as a solid direct marketing shop - without being confused

with the sales promotion giants, Eleven and Carlson Loyalty.

To oversee the development of the new companies, a heavyweight hiring

was made in the shape of Marcus Evans, the former chief executive of

Bates Communications. Part of his brief is to give the group a higher






Declared billings 1999                         94m

MMS                                            44m

Declared income 1999                           n/s

% TV billings                                   23

Total accounts year end                         22

Accounts gained                                  9

Accounts lost                                    3

Total staff                                    118

Company type                     Dentsu subsidiary

It was business as usual last year at CDP, with the same lack-lustre

story repeated as it has been since the agency’s heyday in the 70s and

80s. It converted more than a few new-business pitches but, for the most

part, they were unexciting and low billing.

In May, it won the pounds 2 million Maestro (a European equivalent of

Switch) business, which was followed by the Reed-owned

site, the fashion brand, Holland & Holland, the Cirio Italian food range

and a selection of Haymarket titles. Matalan was the last and most

impressive success of the year.

The more interesting pitchlists that CDP appeared on were the ones that

it failed to secure. In March, it pitched alongside its parent, Dentsu,

for the Nescafe branding task, which was eventually awarded to


It was also a contender for Norwich Union, the London Mayor task and an

additional piece of business for McEwans, but was unsuccessful on all

three counts.

The newly appointed managing director, Simon Myers, began exerting his

authority last year with a series of new hirings, including Jon McKie,

who joined as planning director from DDB Sydney, and Kevin May, who was

appointed director-in-charge on the agency’s Canon, Switch and COI


In June, Crispin Reed arrived from Leo Burnett to take charge of the

agency’s flagship Honda account and immediately had the unenviable job

of defending the agency’s ’Swindon’ campaign.

As the year ended, the creative department was without its executive

creative director, following the exit of Adrian Kemsley in


Previous heads of art and copy, Rob Kitchen and Loz Simpson

respectively, are handling the day-to-day running of the department

while the agency assesses its options.




The Environment Agency

Declared billings 1999                         n/s

MMS                                             2m

Declared income 1999                          2.7m

% TV billings                                    -

Total accounts year end                         14

Accounts gained                                  9

Accounts lost                                    1

Total staff                                     22

Company type                       Private company

As a newly launched business, Circus had an enviable year in 1999.

Its income rose from just over pounds 1 million to pounds 2.74 million

and staff numbers increased from nine to 22.

But it would be misguided to compare it, and its income, with

traditional advertising agencies. Much of its business is behind the

scenes as it sticks to its media-neutral principles.

The agency has developed credible above-the-line advertising for NCR,

BBC Sport and the Environment Agency. The clients it worked with on

non-advertising projects included the Abbey National Group, Kingfisher

and Microsoft.

It failed to convert three pitches where the brief was for traditional

ad agency work: Britvic, Abbey National’s project, Aquarius, and a

Millennium Dome project. However, it did win new business from clients

including The New Scientist and from Levi Strauss-owned Dockers.

The agency doesn’t pose a threat to its traditional above-the-line

partners - it isn’t winning big advertising accounts. However, it is

handling the media-neutral jobs that many agencies claim they can handle

- but rarely do.

It is the right time for an agency like Circus to capitalise on clients’

need for platform-neutral advice. If it continues with this core

offering, the future should continue on an upward curve.




Consumers’ Association

Declared billings 1999                         94m

MMS                                             5m

Declared income 1999                         14.1m

% TV billings                                    3

Total accounts year end                         34

Accounts gained                                  8

Accounts lost                                    2

Total staff                                    157

Company type                    Omnicom subsidiary

Claydon Heeley had a satisfactory, rather than spectacular, year.

This could be because much of its attention was fixed on its joint

direct marketing venture with BMP, Jones Mason Barton Antenen. The

launch of the venture in January left Claydon Heeley without its

managing director, Edward Mason, who still hadn’t been replaced by the

end of the year.

Jones Mason has grown rapidly, however, recruiting 65 people in less

than 12 months. It also won Compaq and Telewest but failed to peel off

direct marketing business from any of BMP’s prestigious clients.

Although still a profit-making hub, Claydon Heeley had few major


Its biggest included Carlsberg-Tetley’s sponsorship of Euro 2000 and a

pounds 3 million through-the-line BAA win. It also added Adidas to its

roster without a pitch.

Existing clients, including Unilever and Sony PlayStation, kept the

agency busy over the year, but other clients drifted away, notably Ford.

It later pitched for the Citroen account but was unsuccessful. Marks &

Spencer proved a damp squib, with work on a voucher project leading

nowhere, and a long drawn-out pitch for Iceland proved fruitless.

Claydon Heeley pitched for another client in the same category (Tesco),

won the pitch, but then pulled out.

The agency also terminated its five-year relationship with the Tory

Party amid rumours of late payment.

Creatively, the agency is more innovative than it is given credit


Highlights include the Consumers’ Association guerrilla marketing and

the high-profile ’Strip for Shelter’ campaign.

Next year, Claydon Heeley is bound to make every effort to pin down a

car client and a food retailer. It is also planning further launches,

particularly in new media, and is aiming to compete on the global





Sunday Business

Declared billings 1999                         n/s

MMS                                            23m

Declared income 1999                          3.5m

% TV billings                                   43

Total accounts year end                         17

Accounts gained                                  7

Accounts lost                                    1

Total staff                                    300

Company type                        WPP subsidiary

After a long time being cast as the runt of the WPP litter, Conquest got

a taste last year of what it feels like to be top dog.

Not only did the capture of the Bank of Scotland’s entire pounds 30

million account effectively double the size of the agency, it also

marked a defining moment in its history and the resolution of an

identity crisis which always left it uncertain of its role within Martin

Sorrell’s empire.

As the outpost of a network put together in haste by Sorrell 12 years

ago to handle Alfa Romeo’s pan-European account, Conquest was forced to

make up its USP as it went along while living in the shadow of its

bigger brothers - J. Walter Thompson and Ogilvy & Mather.

The Bank of Scotland win completes a rite of passage and represents the

first major success in Conquest’s reinvention of itself as a

premium-priced strategic advice service for so-called ’challenger’

brands and a ’gateway’ for clients to co-ordinate WPP specialists

ranging from direct marketers to brand identity consultants and PR


It has certainly been an auspicious start for the new management team of

Julian Saunders (chief executive), John Wringe (managing partner) and

Simon Frank (creative director). In their first full year in charge

since the ousting of the former chairman, Bill Patterson, the agency

claims to have boosted revenue by 20 per cent and trebled its net profit

margin in the wake of wins that have also included Singapore Airlines

and Sunday Business.

Having defined what it stands for, this year’s challenge for the agency

will be to successfully exploit it. But it is still only a short way

down its new path. A couple of significant wins -backed by some powerful

creative work - would go a long way towards proving that the Bank of

Scotland win wasn’t a flash in the pan.





Declared billings 1999                         31m

MMS                                            17m

Declared income 1999                          3.8m

% TV billings                                   45

Total accounts year end                         29

Accounts gained                                  8

Accounts lost                                    2

Total staff                                     53

Company type                       Private company

After a few unsettled years, Hugh Burkitt seems to have found a formula

for his agency. Thanks to a trusted management team and a steadily

broadening client base, 1999 was Court Burkitt & Company’s most

successful year for some time.

Seven out of eight pitches were converted into wins and new clients such

as Discovery Foods, Peroni Italian lager, Israel 2000, River Island,

Britvic, Drambuie and the Royal Horticultural Society helped to reduce

the agency’s traditional reliance on UDV.

UDV is still an important client, though, and the Drambuie win

strengthened the agency’s drinks credentials, when Court Burkitt’s

pitch-winning work was deemed strong enough to run in the US as well as

the UK.

The only pitch that slipped the net was NSPCC, which eventually stayed

with the incumbent. The year’s only other major disappointment came when

Singapore Airlines left for Conquest.

Court Burkitt’s winning streak was helped by its expansion into direct

marketing. Joss Marcom was recruited to set up Orca, which almost

immediately began to work with Peroni. David Simoes-Brown, the year’s

other major hiring, joined the agency as planning director from Partners

BDDH in October.

Jon Canning, Court Burkitt’s creative director, seems to work well with

the management line-up of Burkitt, the chairman, and Julian Calderara,

the managing director.

Hugh Burkitt has answered his critics by creating a stable shop that

reaped dividends in 1999. If staff and clients keep up the loyalty they

have shown over the past year, 2000 should be marked by continued

improvements in creative standards and a modest expansion of the client






Declared billings 1999                        218m

MMS                                           179m

Declared income 1999                           n/s

% TV billings                                   56

Total accounts year end                         31

Accounts gained                                  5

Accounts lost                                    0

Total staff                                    211

Company type                        BDM subsidiary

1999 gave staff at D’Arcy a lot to think about - the global

re-structure, the name change, the emergence of its new holding company,

BDM, and a big upset with one of its key UK clients, RHM.

Due largely to New York’s inept handling of the agency’s transatlantic

restructure, Paul Wilkinson, RHM’s chairman, complained that he was

being treated like a ’second-class citizen’ and, to prove it, called a

full agency review.

The big upset turned out to be more of a lovers’ tiff, as D’Arcy not

only held on to its Hovis business but was also asked to pitch for Mr


1999 was also a year when a question mark hung over the agency’s Mars

business, amid another full agency review. Despite emerging intact from

round one, the account remains shaky and the first half of 2000 will be

a nervous time.

As part of the restructure, David Jones transfered from being chairman

to taking the European client services director job, making Barry Cook,

the managing director, the most senior figure heading up the London


New business was good but not exceptional. The more impressive wins

included Blackthorn Cider, Virgin Holidays and the DSS Benefit Fraud

task. Then, to round the year off nicely, came the highly prized NHS

nurses recruitment business.

Although the pitch conversion rate was good, some big ones slipped

through the net - Nationwide was the biggest disappointment but IPC

Electric, UBS and the COI’s University for Industry task were all


Creatively, D’Arcy has always been capable of solid campaigns and last

year was no exception, with new work launched for Fiat Punto, Maltesers,

Fiary and the DfEE’s Reading & Literacy task. The latter was awarded the

Grand Prix at the APG’s creative planning awards.

D’Arcy now needs to settle down and concentrate on winning more new

business --letting the dust settle on the upheavals of 1999.





Declared billings 1999                        134m

MMS                                            52m

Declared income 1999                          9.2m

% TV billings                                   30

Total accounts year end                         44

Accounts gained                                 14

Accounts lost                                    1

Total staff                                     90

Company type                       Private company

Just as Delaney Fletcher Bozell was getting ready to celebrate its tenth

anniversary, news arrived from its parent, True North, that it was to

merge with Banks Hoggins O’Shea/FCB.

The news could not have come at a worse time for the agency. It was was

scheduled to pitch for several key accounts, including IPC Electric and

the COI’s anti-smoking business, that month.

The agency also baulked at the amount of clashes the merger would throw

up. Several accounts would have had to be resigned, including some of

the new business such as Del Monte and CIC Video.

The agency had been on an unprecedented high until September. New

business was impressive, with wins including Hoverspeed, Harmony,

and UK Horizons. Creative highlights included work for Ambrosia.

So the agency’s management came to an agreement with True North that saw

it shun the merger and set up Delaney Lund Knox Warren & Partners, with

a significant minority stake owned by True North.

The good news continued in the short term. Despite the chaos expected to

result from the split, the agency netted the Imperial War Museum, IPC

Electric, COI Fraud Prevention and Unison.

However, the year ended on a sourer note. Hellmann’s called a review as

did Typhoo, which moved to Mother. Both were key accounts at the former

Delaney Fletcher.

The first few months of 2000 will be crucial to the future of the new

agency. It has to prove to the clients that hired Delaney Fletcher that

it is as good, or better, than its former incarnation if it is to stem

future reviews.





Declared billings 1998                         80m

MMS                                            36m

Declared income 1998                            7m

% TV billings                                   70

Total accounts year end                         16

Accounts gained                                 10

Accounts lost                                    2

Total staff                         &nbs


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