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DDB - or Doyle Dane Bernbach as it was originally, and is again from 2019 - is one of the three main advertising networks within the Omnicom marketing services group, and it traditionally maintains a close working relationship within the group with other marketing services networks including Interbrand. Although it prefers to keep a lower profile than some of its peers, DDB has consistently ranked as one of the global industry's most highly regarded advertising agencies, regularly topping polls of creative awards. Its principal founder Bill Bernbach is generally considered to be the single most influential creative force of the post-war era, responsible for introducing wry, ironic humour and striking image-led campaigns into advertising for the first time. More recently, though, the network wrestled with weaker performance at some key outposts, especially on smaller regional accounts, and the main advertising agency was sometimes overshadowed by its digital subsidiary Tribal. The appointment of new global creative chief Amir Kassei helped to solve some of those issues, while declining output from DDB London was resolved with spectacular success by the merger of that unit into newly acquired independent Adam&Eve to created Adam&Eve DDB, now one of the creative cornerstones of the global network.
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DDB is among the top two or three international advertising networks in terms of creativity and general reputation. It is among the most admired agencies in several of its local markets, although it maintains a comparatively low profile as well as a compact client list underpinned by a handful of major international accounts, most notably Volkswagen and McDonald's.
DDB is a regular fixture among the world's most creative agencies at international competitions, usually featuring among the top three networks. The Gunn Report has ranked it among the top three by total awards in 12 of the past 15 years. Its star agency in 2014 was undoubtedly Adam&Eve DDB in London, which seized an unprecedented four Grand Prix at the Cannes Lions festival, three of them for its Christmas 2013 Sorry I Spent It On Myself campaign for upscale retailer Harvey Nichols, as well as several metal Lions. That combined booty made it Agency of the Year overall at Cannes. In the Big Won round-up of all the year's competitions, DDB came in as the #3 network overall, and Adam&Eve DDB was the #2 individual agency. The Gunn Report named A&E DDB as the joint #2 agency again in 2015 and the overall #1 for 2016.
Advertising Age estimated worldwide advertising revenues of $1.8bn in 2018. Including the contribution from marketing services units and aligned agencies (such as Interbrand), the figure was $2.4bn. Each of the network's bigger regional agencies operates its own group of local partners. In addition there are a few multi-regional marketing services units including interactive agency Tribal. An intriguing development in 2010 was the merger of DDB's main outpost in Germany with digital unit Tribal DDB to form the fully integrated DDB Tribal Group.
DDB North America has several outposts across the US and Canada. The main DDB advertising brand has its corporate HQ in New York and full-service agencies in Chicago and San Francisco. The Los Angeles office closed in 2014 following the loss of its main client Wells Fargo. West Coast duties are now managed out of DDB California in San Francisco. For 2016, Advertising Age estimated US revenues for the DDB advertising network as $374m (or 21% of worldwide revenues).
An important addition to the North American network was We Are Unlimited, created in 2016 in Chicago to take over the consolidated integrated account for McDonald's across the region. Although notionally separate from the DDB network, it reported to DDB North America CEO Wendy Clark. However, in a serious blow, McDonald's transferred lead creative duties in 2019 to Wieden & Kennedy instead. We Are Unlimited retained some operational duties, but the standalone agency was folded back into DDB Chicago towards the end of 2019.
There is a sizeable collection of ancillary or satellite agencies. Tribal - formerly Tribal DDB - is the group's primary digital division, though some accounts are managed through a secondary network, Red Urban. Since 1996 the group has had a close connection to what was then Del Rivero Messianu, a leading US Hispanic agency based in Miami with strong links to Latin America and the Caribbean. DDB acquired a shareholding in 2001. The agency changed its name to Alma DDB in 2007, but later absorbed DDB's Miami office. Now just Alma, it still falls under the remit of DDB Latina, the umbrella for not only Hispanic operations in the US, but also the network's Latin America subsidiaries as well as the outpost in Spain.
Ant Farm, acquired in 2004, is a full-service entertainment agency based in Los Angeles which specializes in creative advertising for motion pictures, games, television shows and alternative entertainment. Working alongside the main DDB brand in New York, Roberts & Langer, originally acquired (as Carlson & Partners) in 2001, specialises in advertising for beauty products, and is best known for its work for Johnson & Johnson's Neutrogena and Aveeno brands. Another agency, Griffin Bacall, was merged into stablemate Moss Dragoti in 2001, following the loss of key client Hasbro. Moss Dragoti was itself absorbed into DDB New York in 2004. In 2001 DDB Chicago spun out a separate unit, later renamed Element 79 Partners, to handle the newly won PepsiCo Quaker Oats brands. Although that unit prospered for several years, it lost a string of accounts after 2008 and it was finally shuttered in 2012.
Beyond DDB is the group's integrated communications group offering direct marketing, design and other services. Fathom Communications was set up in 2004 to offer media-neutral media planning in the US, in a style similar to that of the UK's Naked. Spike DDB is a separate spin-off agency, formed in 1997 as a joint venture with maverick film director Spike Lee (DDB has a 49% stake). DDB Matrix is an advertising effectiveness consultancy.
Among DDB's more recent strategic ventures is a push into healthcare marketing. The main arm for this is Anderson DDB Health & Lifestyle in Canada and the US. DDB Rx was established in the US in 2005 as a a partnership with Cline Davis & Mann, mainly to handle work for Novartis. It was sold in 2007 and changed its name to AgencyRx, but maintains an association with DDB. Regional healthcare units include DDB Ciel et Terre in France and DDB Remedy in the UK, US and Australia. In mid 2016, Agency Rx was merged with other units including Flashpoint Medica and Synergy in the US to create a dedicated DDB Health entity.
There are also close links with other Omnicom agencies including media network OMD and PR network Porter Novelli. Direct marketer Rapp was also closely associated with DDB for many years. However, the network was split up in 2015, with much of its international network rebranded under the name Track (or Track DDB). A much smaller network continues to operate entirely separate from DDB under the Rapp name.
The agency operates several offices in Canada, including the local arm of interactive agency Tribal DDB, and health and lifestyle shop DDB Anderson. The main agency is DDB Canada, formerly Palmer Jarvis DDB, with offices in Vancouver, Edmonton and Toronto. Downtown Partners is a more specialized creative hot-shop in Chicago. Other local agencies include sports and event marketer Trojan One, design agency Karacters and others.
The network has an extensive worldwide network, featuring among the Top 20 in virtually all markets. It has an extensive presence across Europe, with key outposts in the UK, Germany and France. The network's four agencies in Sweden, Norway, Denmark and Finland were merged in 2017 to create DDB Nord. An important new addition to the network in 2016 was C14torce, a dedicated network created to manage the international Seat auto account. It operates mainly in Europe, though there is also an outpost in Mexico.
In Japan, DDB has had a non-equity strategic alliance with that country's Tokyu Agency since 2002, offering international clients access to Tokyu's local sales, media buying, promotion and data-collection resources. Their joint venture unit changed its name from DDB Tokyu Agency Creative to DDB Japan in 2007. However, at the end of 2015, the local office of DDB was effectively shuttered, merged into larger sibling BBDO Japan. There is a similar such position in Tawan, where DDB's interests are managed by BBDO. In China, Omnicom negotiated a new strategic partnership in 2006 with state development corporation CITC to merge its existing DDB office in Beijing with CITC's Beijing Guoan advertising Corp to create joint venture DDB Guoan Communications. Nevertheless, DDB's presence in this vast market has been uncharacteristically weak. The network took steps to change this by relocating its worldwide creative headquarters to Shanghai in 2012.
DDB is represented in India by Mudra Communications, one of the country's leading marketing groups, in which it has held a 10% shareholding since the late 1980s. The main unit is DDB Mudra. In 2011, Omnicom agreed to acquire a majority shareholding in the Mudra Group, giving DDB greater control over its local operations, as well Mudra's three other operating units, Mudra India, Mudra Ignite and Mudra Max. The remaining shares are owned by local entrepreneur Ambil Ambani's Reliance ADA Group.
The group's main representation in Brazil is highly regarded creative powerhouse DM9 DDB, which joined the network in 1997. In an exception to the general rule for DDB's international agencies it is was until recently owned and run by local marketing company Grupo ABC. That presence was further strengthened by the acquisition in late 2002 of a stake in local shop Eugenio WG, now Eugenio WG DDB. In Nov 2015, DDB agreed to acquire full control of Grupo ABC, including DM9's sister shops including Africa and Loducca.
In the mid 1990s, management of DDB's office in South Africa was assumed by local agency Framptons under a non-equity affiliation arrangement. In 2007, control of DDB South Africa was sold to The Jupiter Drawing Room, which took over management of that outpost. The arrangement was unwound two years later following WPP's acquisition of a 49% shareholding in Jupiter.
Chuck Brymer was president & CEO of DDB for 12 years until 2018. In Feb 2018 he moved up to chairman, and was succeeded by North America chief Wendy Clark. Amir Kassaei, previously ECD of DDB Germany, was named as chief creativity officer in 2011. He stepped down from that role in Jan 2019, and was eventually replaced by Ari Weiss. Wendy Clark resigned as CEO in 2020 to join Dentus Aegis Networ. Brymer returned to his former role on an interim basis until July, when Marty O'Halloran was named as the new global CEO of the network. At the same time, Justin Thomas-Copeland was appointed as CEO of DDB North America.
Other senior executives include Keith Bremer (CFO), Cleve Langton (director of global business development). Ari Weiss joined in 2017 from BBH to become chief creative officer for North America. Catherine Locker is chief of staff. Other key managers include Chris Brown (CEO, New York), Paul Gunning (CEO, Chicago), John Kottman (chief strategy officer), John Maxham (CCO, Chicago), Valerie Bengoa (COO, Chicago & San Francisco), Stuart Hazlewood (chief strategy officer, New York) and Jack Perone (chief strategy officer, Chicago). Josh Prince was appointed as CEO of DDB Health in 2016.
Brian Nienhaus was appointed as launch CEO of McDonald's agency We Are Unlimited. He was succeeded at the end of 2017 by Mark Mulhern, recruited from iCrossing.
Regional heads include Pietro Tramontin (president, DDB Europe), David Tang (president, DDB Asia Pacific), Juan Carlos Ortiz (president, Latin America, US Hispanic & Spain), Steve Burton (COO, DDB Latina) and Madhukar Kamath (CEO, DDB Mudra Group India).
Maxwell Dane, the last survivor of DDB's three original founding partners, died in 2004 at the age of 98.
DDB was founded in 1949, effectively as a breakaway from Grey, by a triumvirate comprising legendary copywriter Bill Bernbach, account executive "Ned" Doyle and administration head Max Dane. Doyle was to some extent the elder statesmen of the three. Born in 1902, James Edwin Doyle grew up in New Jersey. After graduating college on a football scholarship he took a passage on a tramp steamer, ending up in Europe for several years before making his way back to New York to study law. Although he passed the examination for admission to the New York bar in 1931, he chose instead to go into advertising sales, initially for Cosmopolitan, and later for Good Housekeeping. By the late 1930s Doyle was working at Look magazine as advertising manager, where the quietly spoken and self-effacing Maxwell Dane, four years younger than him, was promotions director, overseeing administration of the magazine's sales and advertising. Later, Doyle moved on again, ending up this time at Grey, where he first encountered the man who was to play such an important role in the ad industry of the 1960s and beyond.
Bill Bernbach was the baby among the three founders of DDB, born in 1911 in New York's Bronx. It was a creative household - Bernbach's father was a designer of women's clothing. After graduating from New York University in 1933, young Bill Bernbach joined the Schenley distillery as an office boy and worked his way up to the advertising department. Later he was hired to write speeches and advertising copy for Schenley's chairman Grover Whalen, after he was appointed as president of the 1939 New York World's Fair. Subsequently he spent a short period at the William Weintraub agency, which was in some ways to provide a model for the later Doyle Dane Bernbach, not least in the prominence it gave to art direction and the melting pot of different racial backgrounds among its employees, which was a marked contrast to the traditional WASP culture of most other advertising agencies. In particular, Bernbach was strongly influenced by Weintraub's brilliant art director Paul Rand, an accomplished graphic designer who had recently overhauled Esquire magazine and would go on to design corporate logos for IBM and others. Rand provided Bernbach with a crash-course in avant garde graphic art and design techniques in the the couple of months before he left for military service.
After World War II, Bernbach joined Grey advertising in 1945, and quickly rose to the position of copy chief. Grey was noted as a specialist in retail campaigns at the time. The agency had to a large extent avoided the pull towards scientific research that so obsessed the likes of JWT and Y&R, and tended instead to specialise in comparatively straightforward fast-turnaround copy. This suited Bernbach, but he also found himself frustrated that Grey didn't allow much scope for creativity. Famously, in 1947, Bernbach penned a memo to his boss which expressed some of these concerns. "I'm worried that we're going to fall into the trap of bigness, that we're going to worship techniques instead of substance. There are a lot of great technicians in advertising... But there's one little rub. advertising is fundamentally persuasion and persuasion happens to be not a science but an art. I don't want academicians. I don't want scientists. I don't want people who do the right things. I want people who do inspiring things… Let us blaze new trails. Let us prove to the world that good taste, good art, good writing can be good selling."
The tone of the memo makes Bernbach sound like a rebel, even an early beatnik, but in fact he was nothing of the sort, a short, plain-looking fellow who away from the office spent a very normal family life in Brooklyn. Mary Wells Lawrence, who worked for Bernbach in the 1960s before founding her own agency, described him as being "shorter than he sounded", with "a wary half-smile, cow's milk eyes, pale skin and soft shoulders". Nevertheless, she said, "he communicated such a powerful inner presence that he mowed everyone around him down and out of sight. There was something volcanic; something unsettling going on... In his peak years many people were afraid of him." Blazing new trails didn't fit into Grey's plans, and as the agency got bigger, Bernbach began to hanker for the freedom of a small agency. He proposed this to fellow staffers Ned Doyle and Herb Strauss. The latter dropped out, later becoming president of Grey. Instead Doyle suggested his old colleague Maxwell Dane, who had by now left Look magazine to set up his own small ad agency.
The trio started in Dane's modest offices on the top floor at 350 Madison Avenue, at a cut price rent because the elevator didn't go that far. Employees and visitors had to get out one and a half floors lower and walk up the stairs. Bernbach quickly set about blazing new trails in the structure and working processes of the new shop. One such innovation was the elevation of graphic art to a level of prominence it had never previous enjoyed in advertising. Until now, advertising art had been regarded as little more than pure illustration, something designed merely to support the accompanying sales copy. Bernbach disagreed with that approach, arguing that "People get an impression, feeling, vibration about an ad long before they really look at the picture and read the copy." He reversed the traditional hierarchy, promoting art to equal billing at the very least with the body copy. In this new approach, the viewer's attention was grabbed by a single striking image, while the text delivered a followthrough with clever, witty copy which left the viewer smiling at the end. Sometimes, the text didn't ever bother to explain the product or its virtues, an approach that was truly revolutionary at the time. Instead, Bernbach encouraged to seek and to illustrate a deeper insight about the client's product. "Artistry, by and large," he argued, "is having deep insights into human nature and then expressing it in a very, very fresh way - an original way.'' In support of this new style Bernbach also effectively invented the concept of the creative team, promoting art directors to equal billing with copywriters and matching them as a single unit, when they had previously worked separately. He was also a great delegator, leader and teacher. Many of the ads generally credited to him personally were actually created by his team, under the supervision of art director Bob Gage and copy chief Phyllis Robinson, but no ad left the agency without being checked by him first.
It was far from clear, however, whether this revolutionary approach would win over clients and early on Doyle sounded a note of caution, warning his partners that "there aren't enough advertisers who appreciate our kind of advertising for us ever to get over $20m." However Doyle Dane Bernbach did start with one account, taken with them from Grey, for a New York department store called Ohrbach's. Bernbach's new approach for the store seemed to epitomise the difference between the kind of advertising he was after and the one he was forced to adopt at Grey. Instead of mentioning prices and sales, Bernbach's ads sold an idea first and foremost visually. The new agency's debut campaigns for Ohrbach's were often primarily visual jokes. The most famous pictured a cat in an elegant and expensive-looking hat, smoking a cigarette in a long holder, with the caption "I found out about Joan", and explaining "cattily" in the copy that Joan dressed well by buying cheap at Ohrbach's. Another featured a man carrying a cardboard cut-out of his wife. "Bring in your wife, and for just a few dollars we'll give you a new woman."
It was followed by Levy's rye bread ("You don't have to be Jewish to love Levy's" under a picture of a Native American Indian or a Chinaman chomping on a rye bread sandwich) and El Al Airlines. The agency's biggest success during the middle 1950s was the campaign which established Polaroid's new instant camera, which dispensed with text altogether in favour of unadorned striking Polaroid snaps. Yet these were all quite modest accounts. Doyle Dane Bernbach won armfuls of creative medals from its peers, but billings were small, still less than $30m by the end of the decade, when the major agencies were all well over $100m.
The breakthrough came from a quite unexpected source. After chugging along quietly for a decade or so on other small accounts, in 1959 Doyle Dane won the account for the launch of the Volkswagen Beetle in the US. Originally conceived as a symbol of Nazi Germany, this car seemed the least likely of assignments for an agency many of whose staff were Jewish and whose three best-known clients were all Jewish-owned. A small, oddly-shaped import car also seemed at first an impossible sell, given the long-standing American fascination for big, showy gas-guzzlers. But under Bernbach's tutelage the creative team who got the assignment, copywriter Julian Koenig and art director Helmut Krone, took the decision to turn the Volkswagen's apparent defects into virtues in their own right. In page ads dominated by a straightforward, unadorned image of the car, a huge headline shouted, "Think Small" or "Lemon". Having grabbed the reader's attention and interest, the accompanying copy then made the sale in elegantly spare and witty text. "Lemon. This Volkswagen missed the boat. The chrome strip on the glove compartment is blemished and must be replaced… We pluck the lemons; you get the plums."
Culturally, the timing couldn't have been better either. As a complete opposite to traditional American cars in both appearance and features, the Beetle was quickly adopted by the country's fast-growing counter-culture movement, and this unprepossessing import was transformed into the most successful foreign car ever sold in the US, shifting some 15m units by 1972. The campaign cemented Doyle Dane Bernbach's position as an undisputed creative champion among ad agencies. Copywriter John Noble said later, "It got so I didn't want to tell anyone outside the agency I worked on Volkswagen. At parties they treated you as though you'd written a great novel. I thought, enough already, let's talk about something else." That something else turned out to be an equally dynamic campaign for car rental company Avis, the clear #2 in the market behind acknowledged leader Hertz. Again, the secret of the campaign (by Krone again, this time with copywriter Paula Green) was to take an apparent defect and turn it into an honest virtue: "Avis only No 2 in rent a cars. So why go with us? We try harder. (When you're not the biggest, you have to.)… we can't afford to take you for granted. Go with us next time. The line at our counter is shorter."
Those two accounts were among the most celebrated advertising campaigns of the 1960s, and led to a steady stream of major new clients including American Airlines, Heinz, Sony, Gillette and Mobil. Another benchmark was the ad that was later both lauded and vilified for introducing a new tactic of negative campaigning into political advertising. In 1964, Doyle Dane Bernbach was hired by Lyndon B Johnson to run his campaign for the 1964 presidential election against the conservative Republican candidate Barry Goldwater. The agency came up with what would become a notorious but iconic television commercial, generally known as Daisy, in which a little girl is shown picking the petals off a daisy. As she counts off the number of petals her voice is gradually replaced by a man's voice, also counting down, but in the style of a missile launch. The little girl looks up to the sky, and her image is replaced by a white flash and then the mushroom cloud from a nuclear explosion. Lyndon Johnson's voice then takes over, warning "These are the stakes. To make a world in which all of God's children can live, or to go into the dark. We must either love each other, or we must die." The ad plays out with the call to "Vote for President Johnson on November 3. The stakes are too high for you to stay home."
The ad played only once, during an NBC Monday Night Movie in September 1964, but was greeted the following morning by howls of outrage from the Republican Party who castigated Johnson for the ad's implicit suggestion that Barry Goldwater would carry America into a nuclear conflict with Russia. As a result, all the TV news networks then reran the ad in its entirety for free to illustrate their coverage of the row for the benefit for viewers who had missed the commercial the first time around. (Johnson was duly elected. There was bitter irony in the fact that, although Johnson steered clear of a nuclear conflict on his watch, he did oversee the escalation of the no less brutal Vietnam war).
After a glorious 1960s, Doyle Dane Bernbach fared less well in the decade that followed. Doyle retired in 1969; Dane in 1971. Bernbach himself took the role of chairman in 1968, passing over the role of CEO to Joseph Daly, and it became evident that the agency missed Doyle and Dane's guiding hands. Some clients complained that the agency was too interested in pursuing creativity for its own sake, and spent too little time explaining their products. The agency lost its first major account in 1970 when Alka-Seltzer transferred its $20m account to Wells Rich Greene, the agency started by former Bernbach employee Mary Wells. Another $15m of business walked out in 1971, followed by more than $30m in 1972, including Lever Brothers, Sara Lee and Quaker Oats. Performance rallied later in the decade after the appointment of Jim Heekin as president. Another early client, Polaroid, also saw a huge upturn in its fortunes following the introduction of its revolutionary one-step camera, and billings soared. But after Bernbach's death in 1982 the agency again lost its focus, as well as several clients. By mid-decade the agency had opened preliminary merger talks with both BBDO and Needham Harper Worldwide.
Needham Harper had a much longer pedigree than Doyle Dane Bernbach. The Chicago-based agency had started out in 1924 as the Maurice H Needham Agency, before becoming Needham Louis & Brorby five years later. It was a pioneer in radio advertising during the 1930s, and among other achievements was the first agency to integrate advertising into the actual storyline of a radio show, on behalf of SC Johnson. It also created long-running hits in Fibber McGee (also for Johnson) and its spin-off The Great Gildersleeve (for Kraft). In 1964, under president Paul Harper, the agency merged with New York rival Doherty Clifford Steers & Shenfield in what was then the second-biggest ad agency merger. Later the agency, now Needham Harper & Steers established a significant international presence, forming alliances with SH Benson in London and Havas Conseil in Paris. In the 1970s, it won two major accounts in McDonalds and Anheuser-Busch which DDB holds to this day. (McDonalds in fact shifted its business to Leo Burnett in the 1980s, but it was recaptured in 1990). In the 1980s under new CEO Keith Reinhard, the agency continued to extend its international network, becoming Needham Harper Worldwide.
The catalyst for the merger which created Omnicom was a preliminary hostile takeover bid by British upstarts Saatchi & Saatchi. In response, Doyle Dane Bernbach firmed up its negotiations with both Needham Harper and BBDO, while also continuing detailed discussions with Saatchis. According to BBDO's Allen Rosenshine, the architect of the merger, the capture of Doyle Dane Bernbach by BBDO and Needham Harper instead of by Saatchi & Saatchi was an extremely close shave, resolved in the course of a single evening as Doyle Dane's board debated which of the two rival offers they should accept. Doyle Dane and Needham Harper subsequently merged under a management team led by the latter's Keith Reinhard, adopting the new name of DDB Needham, and then pooled their resources with BBDO under a shared holding company. The Needham tag was gradually phased out by 2000. Keith Reinhard ceded the role of CEO in 2001 to Ken Kaess, former president DDB Worldwide. After just four years, however, Kaess was forced to step down when he was diagnosed with cancer. Tragically, he died in March 2006, aged just 51. Long-time chairman Keith Reinhard also retired in 2006, passing on that role to chief creative officer Bob Scarpelli, a DDB lifer for more than 30 years. Chuck Brymer was recruited from branding agency Interbrand to become CEO.
Under long-serving chairman Keith Reinhard, DDB tended to maintain a lower public profile than some of its peers, preferring to let the work speak for itself. That was certainly the case during the first decade of the 21st century. In 2003, a difficult year for most agencies, DDB won more than $1bn in new business, including the single biggest account switch when Philips consolidated a further $300m of business into the network. Even more impressively, the agency did not lose a single client worth more than $10m in billings in any of its 206 offices in 99 countries. Reflecting this dynamic performance, DDB was named as Advertising Age's Global Agency of the Year for that year, received the same honour from Adweek for both 2003 and 2004, and was named by The Gunn Report as the leading global network by creative awards in 2004. In the 18 years between 1990 and 2010 it was the single most awarded network at the Cannes International advertising festival, winning a combined total of 621 Lions.
In 2008, DDB South Africa took the print Grand Prix for a campaign for Energizer, and DDB Worldwide was the second-most awarded network. DDB was again the second-most awarded network at the 2010 Cannes Lions, but by then some in the industry had begun to question the group's overall performance following the steady erosion of the core North American division's hold on cornerstone clients such as Anheuser-Busch, Wrigley and State Farm. The following year saw another steady erosion of big clients including Philips, one of its biggest. Other losses during 2011 included Bud Light and a share of the global ExxonMobil business. Nevertheless, the network continues to be one of the industry's most awarded advertising brands, largely for work for Volkswagen. In 2012, it was the second most awarded network worldwide (behind BBDO) for the 4th consecutive year in the Gunn Report creativity rankings.
Last full revision 20th September 2018
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