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Campaign Brief (AUS/NZ) Online.
Campaign Brief Magazine : January February 2008
UP FRONT AG ENCY O F T HE YEAR everyo ne to say thi s i s about the work and i t’s no longer acce ptable to be ou t l unc hing fo ur d ays a week. Eve ryone bought into tha t goal a nd w ent hard. T he a gency was a lso a bit depressed, we were about to lose McDonald’s, which had be en with DDB for t hirty fi ve years, and when i t all but left, we had tot ally lost ou r con fidence. I had to make everyo ne be lieve i n themselves again,” he says. With a new CEO and c reat ive director joining within th ree weeks of each other the first task was con- vincing existing cl ients any changes implemented would be for the bet- ter. Eastwood explained his mission to b e Australi a’s leading creative agency to a ll the c lients, pointing out the flow-on benefits this would have on t heir brand. He sa ys most cl ien ts got on board , happily approving work that has been much more a dventurous than the y wer e used to seeing. “A l ot o f a gencies ha ve achieved creative success on small c lient s, not major international brands, but I r eally wante d to do it on clie nts such as Mc Donal d’s, Wrigle y’s, Hasbro and Unilever,” he says. Eastwood c redits the support of O’Halloran who really go t behin d the mis sion of lifting creati ve st an- dard s at t he agency: “ I cou ldn’t have done it without Mar ty’s con - victio n. Th e two of us w ere l ike evangelists. We had this pheno me- nal twelve months and as we started to win more, people got a real taste for it and wanted to keep winning. It’s not just the creative department who are dedicated to it, we changed the agency performance r eviews so that everyone is judged on their cre- ative performance with t heir KPIs tied into being in t he top three creatively for the ir c ateg ory. I t is now how they get mea- sured and get b onus - es,” says Eastwood. “One of the things I said f rom th e begin - ning was that everyone is responsible f or t he creative ou tput. So I spe nt a l ot of t ime helping everyone from production to finance understand their role. We organised creative excurs ions , from l ife drawing at t he AGENCY OF THE YEAR Honour Roll Whi tele y Gallery t o being part of a circus act, anything that was about t appin g in to their c reative spirit. I t was a physical representation of ‘we are al l about creativit y’,” says Eastwood. Winning back the lion’s shar e on 1987 Campaign Palace, Sydney 1988 Saatchi & Saatchi, Sydney 1989 OMON, Sydney 1990 Saatchi & Saatchi, Sydney 1991 Campaign Palace, Melbourne 1992 Campaign Palace, Sydney 1993 OMON, Sydney 1994 Young & Rubicam, Sydney 1995 Young & Rubicam, Sydney 1996 Clemenger Melbourne 1997 DDB Sydney 1998 Campaign Palace, Sydney 1999 Clemenger Melbourne 2000 Leo Burnett, Sydney 2001 M&C Saatchi, Melbourne 2002 DDB Sydney 2003 Saatchi & Saatchi, Sydney 2004 Saatchi & Saatchi, Sydney 2005 Saatchi & Saatchi, Sydney 2006 George Patts Y&R, Melbourne 2007 DDB Sydney they all assumed the whole account would eventually g o to Leo Burnett, but the client turned up at the agency with bottles of Ve uve Clicquot champagne a nd s aid we want you to know you are the lead agency again. It was a big milestone that we wer e bac k on track and winning agai n,” says Eastwood. “Marty and I completely reinvent- ed the McDonald ’s team and we personal- ly worked on the busi- ness. I was the c opy- writer and he was the account guy. For the first twelve months we went to every meeting. I think McDonald’s fe lt the new e ner gy and s ensed t hat we really were behind the brand again, the r ela- tionship could not be mor e dif fer ent than when we first started, we now have one of the best working rela- ti onships I ’ve ever had,” he says. The $55m of new business came McDonald’s from Leo Burne tt in November 2007 was the best day of the last 18 months, says Eastwood. “No-one thought it wo uld happen, from new clients and incremental growth from existing clients as well as winning back c lients tha t had become disillusioned with the per- vio us management an d le ft th e agency. This includes AVJennings (dir ect marketing), Audi, NSW Police, Lipton, Glad, Schwarzkopf (digital) and George Weston Foods. DDB Sydney also led the global Wrigley’s pitch, which resulted in the DDB n etwor k wi nning t he $100m Wrigley’s account. Overall, revenue was u p 1 1% and profit- before-tax by 19%. With O’Halloran as CEO of both Australia and NZ, there’s plenty of integration between the agencies, which shares accounts across both mar ket s including W rig ley’s , Unilever and McDonald’s. “Toby and I do a lot together, but we also have a fun rivalry. We spur each other on a nd send each other notes about our s uccesses. We also lend each other creative s, so he’s had Sydney creatives helping him out on projects and visa versa. I have th at with DDB Melbourne too. Although I was at the agency before Toby joined, it was clear when we f irst spoke that we both wanted to be the best agency in our respective countries and so we went after that,” says Eastwood. Talbot and Back were also in reg- ular contact having worked together at Saatchi & S aatchi Auckland and Colenso together. Back was origi- nally lured to New Zealand from London by Mike O’Sullivan, then ECD at Colenso Auckland, and fol- lowed him when he took up the ECD gig at Saatchi New Zealand. Back, who started in November 2006, s ays hea ring t hat DDB Hubba Bubba - Bronze at AWARD Clorox - Young Guns finalist Cycling Australia - featured in The Work ’07. Now entering its first round of award shows 26 CAM PA I GN B RIE F Rubik’s Cube - Renergizing a classic product J ANU ARY /FE BRU ARY 2 008
AWARD Awards 2007
March April 2008