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The Twin Peaks Issue  
Khai on Creativity and Cannes
(661) 749-6775
Moves and growth within GBM
2012 winners from Cannes and the Effies
Global Brand Management

Message From Jaime
  Jaime PrietoThis issue is exclusively devoted to our most important pillar in GBM: A Passion for the Work.

In particular, we’re asking you to spend time looking at our best GBM work across each of our Twin Peaks. There are links to all of our award-winning work from Cannes and the Effies — from the exquisite Grand Prix winning “Coke Hands” to a highly innovative shopper idea for Hellmann's in Brazil. In case you've been too busy to notice, Ogilvy & Mather registered a simply stellar performance across the Twin Peaks: a record 83 awards at Cannes, Network of the Year, and the aforementioned Grand Prix. We topped the Effies worldwide with a huge improvement from North America and continued excellence from the other regions. We were awarded the title “Most Effective Advertising Agency Network” and brought home a total of 203 Effies.

GBM clients accounted for about 35% of both the Cannes and Effies wins. This represents an improvement over past years, but I think the number should be 50%. We must be more than a revenue driver for the company — we must be a reputation driver as well. So let’s do it through awards recognition, yes, but also through work that our clients and prospects recognize as best in class.

In addition to the links to the awards, you will also find interviews with two of the lead drivers of our Twin Peaks strategy: Worldwide Chief Creative Officer Tham Khai Meng and Global Effectiveness Director Tim Broadbent. They lend their insights to how and why we did so well this year and raise a clarion call for us to be even better going forward.
  Jaime Prieto
  Jaime Prieto, President
Global Brand Management
Ogilvy & Mather


The Work
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  Khai on Creativity and Cannes Name: Tham Khai Meng
Role: Worldwide Chief Creative Officer
Base: New York, USA
  1. In a few words, please describe your experience as President of the Film and Press juries this year?
There’s only one word to describe the experience of being locked in a windowless basement 18 hours every day for a week, with no daylight and little to eat…and that word is magnificent! Yes, it was gruelling, I’m not exaggerating about the hours, but we saw wonders in that basement that the folk upstairs basking in the sun like hippos could only dream of. It was a privilege to behold — incredible work coming out of all corners of the world, from countries we never considered contenders before. We saw fantastic stuff coming from Bogotá, Colombia; Capetown, South Africa; Guatemala City, Guatemala; Sydney, Australia; and Tunis, Tunisia. Tunis’s “The Return of Dictator Ben Ali” won the most Gold Lions in the whole network! And look where the supreme honours went: Benetton’s UNHATE and Chipotle’s Back to the Start. Evidence that the industry is starting to recognise the power it possesses to change the world.

  2. What were you looking for in the winners?
It goes without saying, of course, we were looking for excellence. That is the bare minimum. But more than that we were on the hunt for work that challenged us not just because it had a great idea but because it was so creative and so original that we didn’t even have a frame of reference to judge it by. That’s all fairly conventional, but I was also looking for something else, something less obvious…work that transcended what we do as mere admen and adwomen. You see, the Cannes Film Festival just left town four weeks before we arrived. They are the ones who make the front page, the ones who get all the headlines, but there’s a curious thing. Our work is seen by more people. This is not a boast. This is simply an overlooked fact. We touch the face of every corporation in the world. With that collective influence comes a great responsibility. So, I reminded the judges before we started to step back and look at the work as if the eyes of the world were upon them.

3. Both the winners of Press and Film carried strong points of view on social topics. How important do you think it is for brands to be involved in such global discussions and debates? Does this align with the “Twin Peaks Strategy?”
Absolutely. Truly great work produces a powerful effect on people who view it. Big emotions are always stirred by big subjects. The great work in our industry has been getting braver and braver as it heads out into unknown territories. Our clients have been getting braver along with us as they realize that the best advertising goes into areas that are controversial, touchy, sensitive, full of taboo — areas that our industry has shied away from until recently. But that’s where the emotion lies. You may get burned, but you have to take that risk. To produce work that is worthy of an award, we must go to the places that only the brave can travel. Why? Because the brave work gets awarded. And awarded work sells harder. We know that creatively awarded work sells eleven times more effectively than non-awarded creative work. That’s a manifestation of Twin Peaks.
  I don’t think it’s a coincidence that we were just named Effie Award’s Most Effective Agency in the world in the
  very same year we won Cannes Lion Network of the Year. It’s a Twin Peaks Year!

4. While we all were expecting Ogilvy & Mather to do very well at Cannes this year, was the level of success even surprising to you?
Yes, I was blown away. Really. I knew we were good, and I had every confidence that we would do well, but I didn’t dream we would do this well. The point is, I don’t think any creative agency that is doing great work can know how their peers will receive that work. Inside the agency the work exists in a protective bubble. Everyone understands it. But sometimes when you take work outside the walled garden it falls flat on its face. There is always that danger, especially when the work you do is pioneering, mould-breaking, work that crosses into the unknown. A lot of our work ventured into the wilderness. And they loved it! Phew!
  5. Do you see our Cannes performance as an affirmation of our direction to deliver Pervasive Creativity and do you think others in our industry will be following more closely now?
Absolutely. We are the hottest agency right now, and Pervasive Creativity has been the rocket fuel. This is how I define Pervasive Creativity: a state of being — for an individual or an organization — where the impulse to create, to innovate, to generate is unrestrained and ever present. Pervasive Creativity means having one’s antennae tuned to channel MUSE, looking for inspiration in everything.
Everyone at Ogilvy & Mather is starting to tune in, but we won’t be firing on all cylinders until North America comes in. We still have a way to go. This is only the beginning. As for what the rest of the industry thinks or does, it’s not for me to say. But if they do copy the Pervasive Creativity idea, you can be pretty sure they won’t admit it. They’ll call it something else. The only thing we have to consider is this: we are number 1, but in order to stay there we have to behave like number 2. It’s that simple.

6. Are there any key learnings you have taken away from your experience, which you could share with the GBM community? What should they be focusing on for next year’s submissions?
In a sense we didn’t learn anything we didn’t already know. The mantra is simple and hasn’t changed since the days of David Ogilvy: do great work for our big brands. This isn’t about next year’s submissions. We are not an agency that sets out to win awards, we are an agency that sets out to do great work on big brands. And if we do that right, awards come in as recognition. Now the way to do great work is to move hearts and minds. So I want us to dig deeper to find emotional ideas and then sell them to our clients. Let’s do more moving and entertaining work like BETC Paris did for Canal+ with “The Bear.” Let’s do more work like the beautifully written and dramatic “Three Little Pigs” for The Guardian. Let’s do the funny stuff like Grey New York’s sidesplitting work for Direct TV. Let’s do more of the great work like Chipotle’s charming and responsible “Back to the Start” by CCA. I want the GBM community to study this work. Dissect it. Learn from it. Figure out why it works. And then do better. Put our GBM logos on work like this. Why can’t we do work like Benetton’s “UNHATE” or the home runs Volkswagen hits every year? Of course we can. Let’s rise to the challenge.

7. Now that we have reached the top of the “Twin Peaks” – becoming network of the year at both Cannes and the Effies – where do we go from here? Which peak do we focus on conquering next?
Where do we go from here? Anywhere but down. I've said this before and I'm not embarrassed to say it again: the second hardest thing in the world is to get to number one. The hardest thing is staying there. That's what we have to concentrate on now. We worked damn hard to win the crown, we'd be fools to let them take it back after just one year. So everything we did to get here, we have to do with double the energy and passion and commitment. That sounds tough, and it is. It's not like motor racing, there is no pole position, we start on the same level as everybody else. Sixty years ago there was a famous piece of advertising for Avis, 'We're number 2. We try harder.' Well, we're number 1 and we must try even harder than that. In fact, from now on we must imagine that we are number 2. So the people to beat in 2013 are the team who won it in 2012. Ourselves. Now there's a challenge!!

  Tim Broadbent on Effectivenss
and the Effies
Name: Tim Broadbent
Role: Global Effectiveness Director
Base: Beijing, China
  1. You have an unusual and interesting title, Global Effectiveness Director, what does it mean and what do you do?
I’ve been an account planner for 35 years. The purpose of account planning is to produce more effective campaigns. That simple objective is sometimes overlooked. I try to make it more salient.
Miles Young and Paul Heath created the role of Effectiveness Director for me when I joined Ogilvy & Mather Asia Pacific. Internally, I encourage account teams to enter and win effectiveness competitions. More importantly, I also try to help them create more effective work in the first place. Effectiveness is why Ogilvy has introduced the DO creative brief, the Fusion process, and the RED consultancy. Externally, I work with clients who have effectiveness issues. Very often their question is about right sizing the marketing budget. We help our client colleagues to defend, and even increase, the company’s spend on marketing.

2. We hear from the Gunn Report and others that creative
ideas are often more effective than others, what is your perspective? How important is Creativity to Effectiveness?
The evidence comes from the IPA Effectiveness Awards database. This is the largest and best collection of effectiveness case histories in the world. Analysis shows that effective campaigns that also win creative awards increase market share eleven times more than ‘average’ effective campaigns, other things being equal. Creativity makes the biggest known difference to market share growth.

We have developed 10 tips for producing more effective campaigns, based on the latest industry and Ogilvy evidence. Creativity comes first but please don’t forget the others. You can read them all in The Ogilvy & Mather Guide to Effectiveness, which will be distributed globally soon.

3. In 2012, Ogilvy & Mather was ranked, as the most effective advertising agency network by the Effie organization. In your opinion, what have we done differently in the last one-year, that has made us the most effective agency?
More campaigns were produced using Fusion and the DO creative brief. Both put the client’s business issue at the heart of our strategy. We are producing more effective work.

And there was an amazing turnaround in Ogilvy & Mather North America. We shot up from a dismal 19th in the Effie rankings in 2011, to first place in 2012. The Effie Effectiveness Index lists the world’s 100 most effective advertisers. I’m please to say there are many Ogilvy clients among the top 10, including Unilever, Coca-Cola, Kimberley-Clark, IBM and Nestle. Do check where your client ranks. Could it be any higher? What should we do to get it further up the ranking?
4. Do you think it would make a difference to recognize our most effective teams with significant rewards for performance in a kind of internal competition?
Asia is by far the most successful region within Ogilvy for winning effectiveness awards, partly because winning effectiveness awards contributes to managers’ KPIs. More regions and GBM teams could copy this. Incentives are more motivating than competitions.

5. How would you advise the GBM teams out there to access you and/or best practices to further improve effectiveness?
We will shortly be launching an effectiveness website which will contain Ogilvy case histories, best practice advice and a forum to discuss effectiveness issues and share ideas. As I have mentioned, we will shortly distribute The Ogilvy & Mather Guide to Effectiveness, the companion piece to The User’s Guide to the DO Brief which we distributed last year. The effectiveness guide contains very practical advice: when you evaluate a strategy, or a creative brief, or initial creative work, check it against the 10 effectiveness tips in the Guide. If you can answer ’yes’ to all or most, you are doing it right. If you use Fusion and the DO brief properly, you will probably have an effective campaign.
And please share both Guides with your clients. Use them to open a discussion about how we can improve the effectiveness of our work for them.
For specific queries or issues please e-mail me (

6. Now that we have conquered that Twin Peaks of Creativity and Effectiveness – where do we go next?
Staying on top won’t be easy. BBDO was the Cannes Network of the Year for six years in a row and wants the title back. We must resist complacency. We need more pervasive creativity.
We didn’t conquer the Effie effectiveness peaks in South America or in the Middle East/Africa. They are the priority regions for improvement next time.

And, while we are good at winning local effectiveness competitions like the Effies, we are weaker at global competitions such as the Cannes Effectiveness Lions (we’ve never won one) and the IPA Effectiveness awards (Ogilvy gave up entering for 15 years because we thought it was too hard). We need to step up from good to great to win on the global stage.

  People Movements and Growth:
Russ Messner: Russ joins O&M as the GBM lead on BlackRock, based in New York.

Laird Stiefvater: In addition to GSK, Laird will now head Hellman’s and Unilever corporate accounts in North America.

Tara Allerton: Tara has been appointed as the new leader for Kimberly-Clark – Adult FemCare in North America.

Jeff Traverso: Jeff is leading the BP Global Corporate Brand campaign out of New York as well as handing specific corporate projects for the U.S.

Soames Hines: Longtime O&Mer Soames joins the YUM! team to lead AP region and to help with global projects.

Samantha Giles: Samantha is now Worldwide Managing Partner on Philips Consumer Lifestyle.

Thorsten Ruelemann: Is appointed lead for Philips Lighting.

Dorota Szewczyk: Re-joins the Unilever team from maternity leave as Worldwide Director of Operations.
  IHG: O&M expands its IHG business by being awarded Holiday Inn globally.
Robert Schwartz who has been our IHG lead, will now move into a new position as team leader across all WPP’S IHG businesses.

Nestle: Recent wins for Nestle include Nestea in many European countries, Nesquik and BabyNes in the USA, Nestle Corporate Program and Nescafe Sustainability. These are all in addition to our earlier Nespresso Club win.

YUM!: YUM! business sees significant growth as O&M wins digital KFC and also new KFC work in Africa, New Zealand and the Philippines. In addition to this, we have been awarded Pizza Hut business in Poland, Indonesia, Singapore, Vietnam and Latin America/Caribbean.

Coca-Cola: O&M wins account for Fuze teas and vitamin-enriched fruit drinks. O&M Frankfurt wins all Coke business in Germany while NY is working on licensing and merchandising.

BAT: BAT e-Commerce moves to O&M.

Kimberly-Clark: KC awards POISE account to O&M Mexico. NA adds KC Baby and Childcare Rewards and Loyalty to its portfolio. KC International appoints Ogilvy Impact for Employee Engagement effort.

Unilever: O&M wins Unilever's Ethnic Haircare business, together with Lipton Social Media and Comfort Social Community Management.

Siemens: The Siemens team is working with the new “Cities and Infrastructure” unit, and is also helping the Industry Sector to join the “Answers” campaign.

Philips: The Global Masterbrand repositioning assignment is awarded to O&M.

GSK: O&M wins the Global Wellness Shopper business.

SAP: We won increased Demand Generation and US advertising work for SAP.

Congratulations to our 5 Cannes Lions winners and to everyone at Ogilvy & Mather for being awarded “Network of the Year.”

Congratulations to our 5 Cannes Lions winners and to everyone at Ogilvy & Mather for being awarded “Network of the Year.”

Also in the news

Ogilvy & Mather was named “Network of the Year” at Cannes Lions 2012.
To see a complete list of our winners, please (901) 595-9516

Ogilvy & Mather was named the “Most Effective Agency Network” at the Effie Awards 2012. To see a complete list of our winners, please click here.
August 24 GBM leads send in initial planning guidance for the network – to be published 31st August 2012
August 31 Format for 2013 client operating plans distributed – completed plans due by 15th October 2012
October 22—26 GBM operating plan reviews
November 6 GBM presentation to ExCo Budget Review
January 28—29 GBM Annual Conference

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