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Campaign Brief (AUS/NZ) Online.
Campaign Brief Magazine : November December 2008
SPOTLI GH T Scarpelli (seated far right) with the DDB creative department during his recent visit It took a few years to get agencies in the DDB network talking to each other – how did you achieve it? Zeigler Local market c reativity and understanding is just as imp ortant as int ernati onal h erit age and strength. And if you can bring those two thi ngs together, y ou c an pic k up global business. In th e pa st we haven’t del ivered o n t hat fu lly in every market and we acknowledge that, but at least 50% of our busi- ness would be local business. Scarpelli Our network wa s bu ilt on talent; it wasn’t buil t o n ha ving a multinational client who needed an outpost. We’re not a command and control network. We try to provide a culture and vision, but it’s a net - work of entrepreneurs and you’ ve also got to let them do their thing. Is there a mandate for creativity? Scarpelli It’s the fundamental thing. We set a goal – we expect you to be at least top 3 in your market, and if you’re n ot to p 3 , we want to see your plan to get there, and how can we hel p. And if you’re in th e top three, w hat’s y our pla n t o ge t to number one, and if you’re number one, what’s your plan to stay there? We’re n ot there eve rywhere, ob vi- ously. But people’s bonuses are cal- culated into that. So it’s part of the fabric of the company. Zeigler We recently launched Mi lk in Malaysia; we launched DM9 two years a go in the Phi lippines. We had 350 people in the Philippines – how do you take an agen cy t hat used to ser vice Ne stle and turn i t into a creative hothouse? It will take 10 years. But we’ve launched DM9, 10 CAMP AI GN B RIEF and that’s helping the whole culture of the Philippines to b ecome more creative. Now on the CB Asia rank- ings, that won’t go into DDB’s pro- fil e, b ut we’re try ing t o b uild a Mother and Crispin Po rter with in our network. DDB has gone from strength to strength in Australia – is it a country you’ve been keeping a close eye on? Scarpelli I look over Matt’s shoulder every second, obviously. No, I tr y to hire the best people and let them do their thing. In Australia, we were great but we fell off a bit. Matt gave a g reat presentation in New Yo rk the othe r week on how he did it [turned things around]. There were tough choices t o ma ke but it wa s done in the spirit of DDB with our values of creativity and huma nity. And he raised the bar on standards. If you’re willing to accept medioc- rity you get mediocrity. Matt and I talked a lot before he j oined and I was very comfortable with what he wanted to do. We st ay ou t of his way – if he needs help he calls us. Eastwood DDB is incredibly connect- ed a s a group. We talk o nce e very few we eks – whether i t’s abou t Phi lips i n Am st erdam or McDonalds in Chicago – we s hare our experiences and processes. I get to l ist en t o pe ople lik e Jeremy Craigen [executive cr eative di rec- tor, DDB London] about what he’s done, and share that wit h the guys back here. What you have to do to get to n umber one is no s urprise and no secret, it’s a diligent process and it’s hard work and you have to stay on track. Scarpelli: “When our former chairman Keith Reinhard brought together DDB and Needham, his theory was, ‘I want 1,000 Bernbachs – we want creative visionaries in every place so there’s not so much a focus on one office’. The way I look at it is I have a 13,000 person creative department. I’ve tried to break down the walls and barriers so we mix and match. I’ll phone Matt and say, ‘San Francisco has a hot assignment, can you put a team on it?’ That’s what we’re trying to do. We’re trying to make sure we’re putting the right teams on the right client problems.” How’s Melbourne going under new creative director Grant Rutherford? Eastwood Grant’ s bee n there five months and he’s already had a mas- sive impact on the work. We’ve just got to give him a little time to do it. Zeigler You should see some of the work that ’s coming out of t he reg ion general ly. We’r e not an agency that’s doing work that you coul d quest ion th e commerci al value for – we’re doing real work on real clients. Scarpelli We don’t believe in waiting for the brief, it’s about being proac- tive, getting out t here with ideas and often clients say, “Yeah, you’re thinking about our business, let’s do i t.” That’s where some of our best work is coming from. In the United States, Chicago is great but New York – the home of Doyle Dane Bernbach itself – doesn’t seem to be on the map. Scarp el li We need to impro ve in New York and we know that. When our former chai rman Kei th Reinhard brought together DDB and Needham, his theory was, “I want 1,000 Bernbachs – we want creative visionaries in every place so there’s not so much a focus on one office.” The way I look at it is I have a 13,000 per son cr eat ive department . I ’ve tri ed to break down the walls and barriers so we mix and match. I’ll phone Matt and sa y, “ San Fr anci sco has a hot assignment, can you put a team on it?” That’s what we’re trying to do. We’re trying to make sure we’re putting the right t eams on the right client problems. 7 NOV E MB ER/DE CE MB E R 2 0 08
Awards Dec 2008
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