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Tag: Draftfcb

  • Global rebranding: Draftfcb is now FCB

    Global rebranding: Draftfcb is now FCB

    MUMBAI: Six months after becoming Global CEO of Draftfcb, Carter Murray is changing the agency’s name to FCB (Foote, Cone & Belding). In keeping with the global rebranding, effective 4.30 PM IST, March 10, 2014, the India operation will be called FCBUlka Advertising and it will have a new logo.

     

    The colours in the logo have been drawn from the colours of the flags of the world, symbolising the heritage, equity and flavour of the local advertising company and the wide network reach. The diagonal line through the letter B and the letter U of Ulka signifies the importance of the local brand name alongside the global name.

     

    Commenting on the new brand name and identity, Nagesh Alai, Group Chairman, FCBUlka, said, “FCB has a tremendous 140 years’ equity globally and in India Ulka has a 50 years plus great heritage. FCBUlka will continue to deliver on the integrated offering to its clients and stay focused on what it has been doing over the years – Making Brands Famous and Making Clients Rich.”

     

    “Two distinct brands, Draft and FCB, were merged together seven years ago,” said Murray in a global statement. “The entities have united and now have one seamless offering. It’s time to simplify our brand name as well to reflect our focused identity and direction.”

     

    Specifically, the global network will be called FCB (Foote, Cone & Belding), with an important local element celebrated market-by-market. Typically, each office will add the city in which they operate, for instance, FCB Shanghai, FCB Paris or FCB Chicago, using a diagonal line through the B and the first letter of the local moniker. In some markets we will add the name of an acquired company such as in London, where the office will be FCB Inferno, due to the local equity and relevance of the acquired company. In instances where there is an agency with specific expertise, it will take on that name, as with FCB Health. And, in rare cases, the name of a highly respected creative leader will be used to further enhance the office’s delivery and reputation. That is the situation in New York, where the agency is being renamed FCB Garfinkel.

     

    Starting today, offices will introduce the new brand name with a colourful logo design. It loosely depicts the colours of country flags from around the world, incorporating their local attributes while embodying the strength of our global network.

     

    Importantly, Howard Draft remains executive chairman and key advisor to Murray. “Howard has been incredibly supportive of me and the direction we are taking the company,” said Murray. “All of the capabilities that made Draft such an industry leader remain essential to the future of FCB, including CRM, analytics, retail and activation. We will continue to invest in and deliver on all of these while ensuring a strong overall creative product.”

     

    “I believe it’s a really great time for FCB. We have terrific talent and some early momentum. There’s a lot of potential here and I’m excited for our future,” added Murray.

     

    With nearly 140 years of communications expertise, FCB’s worldwide network spans 150 offices in 90 countries, with over 8,000 people, and is part of the Interpublic Group of Companies.

  • SpiceJet awards communication mandate to Grey Worldwide

    SpiceJet awards communication mandate to Grey Worldwide

    MUMBAI: Grey Worldwide Delhi has won the communication duties for Kalanithi Maran-owned low-cost airline SpiceJet, following a multi-agency pitch.

    The other agencies that participated in the pitch were GIIR, Draft+FCB, Lowe, BBDO and Contract.

    Contract was the incumbent agency on the account.

    SpiceJet CEO Neil Mills said, “We selected Grey Advertising for the strength of their creative strategy and the passion exhibited by their team. The Agency will have an important role to play in building the brand further as we grow, enabling SpiceJet to achieve its aim of becoming a people‘s airline and hence a carrier of choice.”

    Grey Delhi ECD Uddalak Gupta added, “Our approach was to think beyond the obvious and the conventional, and come up with solutions where customer engagement was key.”

    The pitch was announced in February and went through multiple rounds before SpiceJet finally awarded the account to Grey Worldwide, Delhi.

    Grey Delhi VP Planning Divya Pratap Mehta added, “In a category which is commoditised and facing business pressures, we stuck to fundamentals. Our starting point was to keep business growth and differentiation at the heart of the strategy.”

  • Interpublic targets 3% organic growth in 2012

    Interpublic targets 3% organic growth in 2012

    MUMBAI: US-based ad holding company Interpublic Group is targeting an organic growth of 3 per cent as its first six months are going to be impacted by client losses suffered last year.

    The company‘s annual revenue in 2011 was up 7.8 per cent to about $7 billion. Net income for 2011 increased by 96 per cent to $551.5 million as compared to $281.2 in 2010.

    Interpublic gained last year as it had net cash inflow of $134 million from the sale of about half of its interest in Facebook.

    Interpublic CEO Michael Roth said the company faces revenue challenges in 2012 due to client losses from last year, which are expected to affect the first six months of the year. “We are targeting 3 per cent organic growth this year,” he averred.

    Interpublic agency networks, McCann Erickson and DraftFCB, both saw major accounts defect in 2011. McCann Erickson lost Nescafe work and other accounts while DraftFCB lost SC Johnson and is now having to share Miller Lite work with Publicis Groupe‘s Saatchi & Saatchi.

    Roth said that all of the company‘s regions grew in terms of organic growth in 2011 barring Europe due to its current debt crisis. While for the full year continental Europe was down 0.1 per cent, Latin America was up by 17.8 per cent. For the fourth quarter U.S. organic growth was up by 2.2 per cent, Latin American was up 30.4 per cent and Europe was down 3.2 per cent.

    Net income in the fourth quarter of 2011 was up by 25 per cent to $278.3 million. The total revenue for the fourth quarter was $2.07 billion, which is an increase by 3.4 per cent from the corresponding quarter on the previous year.

    Said Roth, “Building on a very good 2010 result we continue to show organic revenue growth that is at or near the top of our peer group. This performance keeps us on track to deliver on our goal of fully competitive profitability in 2014.”

  • Sanjeev Bhargava is JWT Delhi managing partner

    Sanjeev Bhargava is JWT Delhi managing partner

    MUMBAI: JWT India has appointed Sanjeev Bhargava as managing partner JWT Delhi. He replaces Rohit Ohri who left to join Dentsu as its India head.


    In his new role, Bhargava will be responsible for JWT Delhi and will ensure future leadership in the agency‘s fastest growing office.


    Bhargava comes with over 20 years of experience in advertising. Prior to joining JWT, he was with DraftFCB for 18 years. He joined them in 1993 as group manager and was promoted as COO in 2003. 
     
    JWT CEO Colvyn Harris said, “JWT Delhi is our fastest growing office and Sanjeev‘s proven track record and leadership qualities will ensure our continued leadership in the market. Our client roster comprises India’s most admired and successful companies and helping them achieve their market ambitions and growth is our primary task. Sanjeev’s role will be crucial for this.”


    Bhargava added, “JWT has always been an institution that has led the way for advertising in India. The successful track record of the Delhi office is testimony to the vast resource pool of talent and leadership that exists in the organisation.”


    Bhargava has managed clients like Unilever, Nestle, Pepsi, HP, Compaq, Whirlpool, SC Johnson, Hero Honda, Naukri.com, Godfrey Phillips, Boeing, HCL, Frito Lay and Tropicana among others.


    Before DraftFCB, he was with JWT Delhi for four years and with Lowe where he started his advertising career.
     

  • ‘The only thing that supercedes creativity is accountability’ : Laurence Boschetto – DraftFCB president & COO

    ‘The only thing that supercedes creativity is accountability’ : Laurence Boschetto – DraftFCB president & COO

    It was in June that media conglomerate Interpublic combined its Draft and Foote Cone & Belding (FCB) units around the world to create a channel-neutral agency model DraftFCB. Heading DraftFCB as its president-COO is Laurence Boschetto, previously president-COO of Draft.

     

    Hardly has Boschetto had time to gather his breath on the ramifications of the new entity has come an even more radical announcement. Which is that Interpublic is reorganizing its media operations with Initiative becoming aligned within DraftFCB and Universal McCann coming under McCann Worldgroup.

     

    The reorganisation came just ahead of news that the newly integrated DraftFCB has been awarded the account of retail behemoth Walmart worth an estimated $570 million. That the monster win came on top of new business that DraftFCB had won from Citigroup, Merrill Lynch and Atari has been more than a validation for Boschetto and the team at DraftFCB.

     

    In conversation with Indiantelevision.com, Boschetto, who over the last three weeks “has been on the road to every single region introducing them to the new model”, throws some light on just what’s happening at DraftFCB, as too the vision thing with IPG.

     

    Excerpts:

    Is it fair to say that IPG’s reorganization of its media operations represents the most significant example of support for those against the unbundling of media that we have witnessed over the last 20 years or so? And extending that posit, can we then argue that making media and creative interdependent is the best way forward?

    Over the last decade we stripped everything out of an agency, we have taken strategic planning, we stripped away media and now they have basically become interchangeable parts, the ‘value has been devalued.’ So what we are doing right now is we look at the client, we look at the demands and pressures that they have, we look at the environment that their end user works in and we say ‘how do we change the game.’

     

    This might look like the old model but it’s packaged in the new model formulation, an offering of complete integration of products and services but not doing it syllogistically under the model.

     

    What we are saying is that there is one management team, there’s one P&L and the palette consists of all the different skill sets, so the clients don’t have to manage all those relationships and the agency can come back with a business solution orientation based on the real business issues rather than the disciplines that they are confident in.

     

    Today we often hear clients say, ‘I want channel agnosticism and discipline neutrality.’ Yet there isn’t really any channel agnosticism. We didn’t build organizations in the industry that way, we have people that are proficient in strategic planning, in branding, in advertising, in PR and in retail. Now they are asking for renaissance marketing communications people, that’s what this whole model is about, it’s about building another class of business builders in the marketing communication field.

    The new media strategy represents the third major organizational change Interpublic has instituted this year. What is the broad direction that IPG is taking with all this?

    When you take a look at the advertising industry, you cannot ignore client structuring and their constituent parts because this tends to have a ‘domino effect’. The environment that the customer lives in has radically changed, technology has changed they way that they live and breathe, how they interact and connect with each other, this has created one basic phenomena ‘immediacy’.

     

    Technology has changed the way we work and engage. This has put tremendous pressure on the CMOs, as they also live in an environment and at a time when their CEOs are demanding performance in their books. It is estimated that every CMO has a life expectancy of roughly 24 months. However, if they have to produce they will have to figure out how to navigate through a company, what the alliances are, who their end user is and quarter after quarter their performance based on real business metrics will determine what their life expectancy will be.
    ‘Over the last decade we stripped everything out of an agency, we have taken strategic planning, we stripped away media and now they have basically become interchangeable parts, the ‘value has been devalued’ ‘

    If you say that a CMO has an average 24 month life cycle, what happens if he continues to deliver what the client demands?

    As defined, stage I is to develop a way of operating to deliver that media and channel neutrality and agnosticism and that’s by bringing together not just one person to lead the business but all the discipline leaders at a round table, to form a team for the client.

    Now, if one client is more strategic in nature then they may have a strategic person in the key position, while someone else who is more data driven might have the data person heading it, but the way we think through the issues are holistic. The goal is that over time we are not expecting that someone who is highly proficient in strategic planning and database modeling to be interchangeable. But the person who heads up strategy must be able to think more holistically, so that when they come to a business situation they determine what’s right for the client.

    But will these individuals continue to function within their respective units?

    The goal is to make sure that the purity and the authority of every discipline still resides in an agency so that we never lose that foothold. In the process of giving clients that ‘channel agnosticism’, the days of only the account person holding that relationship, we are saying that before we get there we need to have a team consisting of media, strategic planning, account services and a creative database all sitting at the table and having an equal voice in determining how to solve a business issue.