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QUARTER 4 2014 ISSUE 53
BrandZ
studies in India, LatAm
reveal marketing power
in growth markets
RESEARCH
Indian
brands on
the march
Staff Reporter
On your marks!
The worlds fastest man, Usain Bolt, is helping
Puma in its mission to become the worlds
fastest sports brand in a global campaign by
JWT New York. See The Works, page 22
MUMBAI: SERVICE sector

brands dominate the first
ever BrandZTM Top 50
Most Valuable Indian
Brands ranking, which
was carried out by
Millward Brown Vermeer
in association with WPP.
Seven of the top 10, including
the No.1 brand, HDFC
Bank, come from the
service sector. Meanwhile,
the latest BrandZ Top 50 Most Valuable
Latin American Brands report shows
Mexican beer Corona in top spot again.
Mexico is the biggest country contributor
to the ranking, growing its share from
29 per cent to 33 per cent.
Continued on page 8
Contents
VIEWPOINT
Beyond beans
THE WIRE
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E-mail: fmcewan@wpp.com
Editor-in-Chief Feona McEwan
Editor Alexander Garrett
Art & Production Director
Malcolm Molyneux
Managing Editor
Sarah Ritchie Calder
Contributions to wire@wpp.com
The views expressed are
personal to the writer concerned.
Published on behalf of WPP,
27 Farm Street, London W1J 5RJ.
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4-6
Editorial: Martin Sorrell on innovation

NEWS
BrandZ India launched; latest LatAm study
1 & 8-9
Y&R and TNS establish agency in Mongolia
Climate of hope
Jon Steel outlines the Groups new
climate change campaign for the UN
WPPs Shanghai school graduates
10-14
15
Partnership award winners
16-17
Kantar buys data visualisation firm
32-34
WPPs new impact analysis
68-69
Campaigns tackle enslavement
70-71
FEATURES
Swimming with
the Stream
Interview with Ella Weston,
Stream director
22-26
Life in the Lenswith Vikram Sakhuja, Maxus 28-29

Instagram briefing
30-31
Smart thinking
Spotlight on South Africas
social media specialists Cerebra
36-39
THE WIRE Quarter 4 2014
Cream of the crop

Whos won what at the
WPPED Cream awards
Crossing boundaries
Down Under
Market focus on Australia
41-47
48-53
Pitching to win
New business leaders share
their tips for success
54-58
WPPs IT Transformation project
60-62
Empowering women initiatives
63-65
Book review: Mad Women

Agile design in London workspaces
Whats the buzz inYangon
66
72-74
75
USEFUL STUFF
Exclusive new biz tools
59
Get Connected!
76-77
Stay connected!
78
REGULARS
The Works
18-21
Bulletin
27
New In Digital
35
New Offers
40
Sustainability Matters
67
WPP companies
in this issue
4 VIEWPOINT
The search for

market-creating innovations
will not be solved by the
business worlds reliance on
spreadsheets, argues WPP
CEO Martin Sorrell.
The creative industries can
play a unique role in
inventing the future
EDITORIAL
Beyond beans
If you can prove an
idea in advance, its
because it isnt new
N JUNE this year a week-long

celebration of the UKs creative
industries took place, together
with the launch of a new pansector strategy all flying under the
banner #CreateUK. The initiative was
the brainchild of the Creative Industries
Council, a joint effort between the industry
and the UK Governments business and
culture departments.
The aim of the strategy is for
the first time, to unite the different
parts of the creative industries behind
common goals and to speak with one
voice on the issues that cut across the sector,
with the broader objectives of inspiring
and equipping the next generation of
talent, helping creative businesses to
start up and grow, and maintaining
the UKs competitiveness against other
international markets.
Bravo. CreateUKs reminder of the

business value of creativity couldnt have
been better timed.
Since the collapse of Lehman Brothers
in 2008 conservatism has ruled in
the boardroom. Businesses around
the world are sitting on an estimated
$4.2 trillion of cash, reluctant to take
risks. Often theyre making their numbers
not by growing the top line but by cutting
costs.
For many finance directors and
procurement officers, who have an
unprecedented level of influence in
todays ultra-cautious
corporate environment,
investment
in
intangibles (and what
greater
intangible
than creativity?) falls
squarely into the risk
category. This attitude
is a huge brake on
innovation.
A few weeks ago I
attended a fascinating
conference
hosted
by consulting firm
Innosight in Boston. Speakers at the event,
which included some of the worlds leading
business thinkers, traced the current
over-reliance on analytical models and
spreadsheets to well before the financial
crash.
Clay Christensen, the highly influential
author and Harvard Business School
Professor, argued that corporates are locked
in a management doctrine dating back to
the middle of the last century when capital
was scarce and expensive, and companies
found new ways to measure the efficiency of
their investments.
He believes that an obsessive focus
on metrics like internal rate of return,
passed from generation to generation
of managers, is leading companies to
VIEWPOINT 5
prioritise sustaining and efficiency

innovations (incremental improvements
that deliver faster, predictable returns) over
market-creating innovations (entirely
new products, categories and services that
pay off only in the longer term but create
real corporate and economic growth).
Christensen estimates that 50-90 per
cent of managers time is spent on the
assembly of numbers and because
we focus on that rather than focus on
innovations, growth slows.
He points to Japan to highlight the
dangers of continuing to worship in
the
church
of
new finance.
Japan
boomed
during the 1970s and
1980s when it was
pumping out marketcreating innovations
like affordable cars
and
motorcycles,
radios and printers.
In contrast, having
adopted the classic
metrics for gauging
success, since 1990 it
has according to Christensen delivered
only one market-creating innovation: the
Nintendo Wii. And we all know whats
happened to the Japanese economy in that
period.
The Rotman School of Managements
Roger Martin, another celebrated writer
and thinker in the field, picked up the
theme.
Martins view is that the modern
world of business has become ever more
proud to be ever more scientific, rigorous,
analytical; and, at the same time, is
complaining more and more about the
difficulty of having innovation. Those two
things are not unrelated.
Continued on page 6
6 VIEWPOINT
Continued from page 5
Beyond beans
He suggests the rot set in
during the late 1950s and
early 1960s when business
education was slammed for
being too anecdotal and not scientific
enough. The business world reacted,
swung the other way, and a consensus
developed that any decision not based
entirely on analytical thinking, featuring
deductive or inductive logic, was somehow
illegitimate.
The problem with using only the left side
of the brain, he says, is that the analysis
of past data can only, at best, produce
reliable incremental results not gamechanging ideas and fundamental steps
forward. In my view, business needs less
incrementalism and more fundamentalism.
Without the pearls

of creativity and
innovation, you
dont get many
beans to count
Martin makes the case

for the appreciation
of qualities as well as
quantities, the need to
find room in business
decisions for subjectivity,
intuition and judgement
things more generally
associated with creative
endeavours. You dont, as
he puts it, go into the Museum of Fine
Arts and say I saw 800 square feet of
paintings today.
He invites boards to stop asking their
executives to prove that an idea will
work based on past data, as if you can
prove an idea in advance, its because it
isnt new, and instead to ask what that
is not currently the case could be true in
the future?
Quantitative and qualitative disciplines
are often presented as incompatible
opposites, but, as CreateUK has shown,
you can sometimes get oil and water to
mix.
The key, to quote Martin again, is the
form of thinking that takes the best of both,
that analyses what is analysable in order
to hone and refine whats known now;
and accepts and embraces appreciation of
qualities, judgement even if it includes
bias to invent the future.
And yes, I am aware of the irony of an
infamous bean-counter like me making an
argument like this. But, as Ive been saying
since I first started in this business, without
the pearls of creativity and innovation,
you dont get many beans to count.
This is an edited version of an article that
first appeared in The Sunday Telegraph
on 6 September 2014.
Beans and Pearls, a seminal D&AD
lecture given by Martin Sorrell in 1996
can be read at: www.wpp.com/wpp/
marketing/books/beans-and-pearls
NEWS 7
Two Group companies are partnering

to establish the countrys first international agency
EXPANSION
Y&R and TNS gain

foothold in Mongolia
Staff Reporter
ULAN BATOR: Y&R has established the
first majority-held international agency in
one of the worlds fastest growing economies,
Mongolia. The WPP network is acquiring a
majority stake in the creative and research
unit of MCS Holding, one of the countrys
largest business conglomerates, to create
Y&R Mongolia.
The research side of the business will be
affiliated to TNS.
MCS Holdings Creative and Research
Unit was established in 2008 and offers s a
range of services that includes advertising,
events management, and consumer and
retail market research. Its client list includes
MCS Asia Pacific Brewery, Herbalife, JTI
and Dell.
Matthew Godfrey, president Y&R Asia

said: Y&R Mongolia is the countrys first
international agency, just as Y&R Yangon
was a first for Myanmar. We pride ourselves
on industry firsts in Asia, as part of Y&Rs
ongoing mission to resist the usual in
everything we do.
And Gankhuyag A, managing director
of MCS Holding added: Partnering with
Y&R is a step forward to achieve our
mission to introduce world standards in our
home country.
Mongolias GDP is forecast to grow by
9.5 per cent in 2014; the country has been
named among Citigroups 3G countries
(the Global Growth Generators), with most
promising per capita growth prospects
leading up to 2050.
www.yr.com
8 NEWS
Indian brands on
the march
The combined value of the top 50
Indian brands is almost $70 billion and
their diversity indicates that India is
a fertile market for building valuable
brands irrespective of age, origin, structure,
category, ownership or price range.
The successful
international brands
have taken the time
to understand Indian
needs and tastes and
adapt to them
Key findings highlighted in the report
include:
Being meaningful and different builds
value: One such example is personal care
brand Colgate (28) even after 70 years in
India the brand has successfully remained
relevant and continues to differentiate itself
from the competition.
India has evolved into a brand
powerhouse: Its Top 50 most valuable
brands have as much Brand Power
(consumers predisposition to choose
that brand over another) as the global
Brand Value
US$m
Sector
9,425
Banks
8,217
Telecoms
6,828
Banks
3,536
Banks
3,034
Automobiles
2,812
Paints
2,164
Automobiles
1,882
Telecoms
1,721
Banks
10
1,636
Telecoms
Brand
Top 50, ahead of the other emerging

economies.
Private
sector
players
and
multinational corporations dominate:
together
these
contribute
around
85 per cent of total brand value.
They have succeeded by nurturing a strong
relationship with Indian consumers.
Balanced brands is the mantra: Brands
that build both strong connections with
consumers and business scale that creates
NEWS 9
financial value are contenders for entering

or rising up the rankings. Three out of the
top five Indian brands demonstrate this
balance.
Consumer technology is the category
waiting to happen: There are no
home-grown
consumer
technology
brands in the Top 50, but the presence
of Indians working in the sector
globally is high, and consumer-facing
technology brands founded by young
entrepreneurs are gaining ground.
Indianising products and services is
important: The successful international
brands have taken the time to understand
Indian needs and tastes and adapt to them.
Noodles, food seasoning, soup and sauce
brand Maggi (18), personal care brand
Colgate (28) and beverage brand Horlicks
(20) are masters at this and are thought
of as Indian brands by most consumers
as a result.
Old and new sit side by side: Living

with one foot in the ancient world and one
in the modern makes consumers equally
receptive to heritage brands (Bajaj Auto (5),
established 1945) and new brands (Airtel
(2), established 1995). More than a quarter
of the Top 50 brands were created after the
economic liberalisation in 1991 while Dabur
(22) was established 130 years ago.
The full 2014 BrandZ reports for India

and Latin America, plus other resources
including a mobile app and videos are
available at: www.wpp.com/brandz
10 NEWS
How a team of
WPP agencies decided
to try and save the planet
CLIMATE
Jon Steel
ONE Saturday morning, in
July of last year, I broke my
normal weekend rule and
checked my email. I was
surprised to find around
10 new messages from Sir
Martin Sorrell, interspersed with around the
same number from someone named Al Gore.
How strange, I thought, that someone with
the same name as the former US Vice-President
should be writing to me.
It was stranger still to find myself, just a
couple of months later, sitting on a sofa in Al
Gores living room in Nashville, as the former
Vice-President and Nobel Laureate presented
his slide show on climate change, made famous
in the 2006 movie, An Inconvenient Truth.
VP Gore had worked for many years with The
Glover Park Group, a strategic communications
agency in Washington, DC, that joined
WPP in 2011. Through that relationship,
he asked whether any other WPP agencies
might be interested in creating an integrated
communications campaign, to put pressure
on world leaders to commit to reductions in
carbon emissions. (These commitments would
be discussed at a United Nations Summit in
New York on September 23 2014, and ratified
at the UN Framework Convention on Climate
Change in Paris in December 2015.) Sir Martin
turned the request over to me, and to worldwide
creative director John OKeeffe, and asked us
to gather a team of individuals and companies
who could help.
With me in Nashville for our first briefing
were former WPP Fellows Will Galgey, CEO
of The Futures Company, Melissa Parsey, a
group planning director at JWT New York,
and Kiernan Schmitt, strategy director at
Blue State Digital. The Glover Park Groups
Dagny Scott, a long-time collaborator with
Al Gore, also joined us.
We are entering a period of consequences,
VP Gore told us, invoking Churchill. And we
Why
have a moral duty to act now.
And therein lies the key to our brief, and to
the subsequent campaign. There is no longer
any debate in the scientific community about
climate change and its causes. More than
97 per cent of scientists who have studied it
conclude that the world is getting warmer as
a result of human activity. Every National
Academy of Science agrees. There is now
more carbon dioxide in our atmosphere (400
parts per million as of April 2014) than at any
not?
time in the last 800,000 years, and probably
more than at any time in the last 4.5 million
years. With higher carbon levels come higher
temperatures. And with higher temperatures
come melting ice and rising waters; increased
likelihood of superstorms, droughts, wildfires
and extreme temperatures; diseases spreading
into new areas; diminishing food and water
supplies; and political instability. The majority
of the population in most countries already
understands the link between these problem
NEWS 11
Question time: GPY&Rs powerful campaign

idea challenges the status quo
and climate change, but this understanding is
not reflected in national policy and action on
the issue. The task, Gore said, was to put a
price on carbon in the economy and a price on
denial in politics. He wanted to change laws,
not lightbulbs.
We suggested that this was a communications
problem, not an environmental problem. In
solving it, we wanted to make the argument as
much about common sense as about science;
we also needed our message to be personal,
and immediate. (Climate change is not a future
problem its effects are being felt right now.)
Perhaps most important, we wanted to avoid
the were all going to die tone of much
recent messaging, preferring to present a more
optimistic view of what can be done, and indeed
is already being done, to combat the problem.
Continued on page 12
12 NEWS
Why not?
Five WPP agencies were briefed Ogilvy &
Mather Shanghai, JWT and Blue State Digital in
New York, Grey London and George Patterson
Y&R in Sydney. We also shared the brief with
D&AD, for its global student New Blood
competition. (Blood and Gore it seemed
like a good fit.) In February, the five agencies
presented to VP Gore in London.
As we were weighing up the relative merits
of these presentations, there was a further
twist: UN Secretary-General Ban Ki-moon asked
Sir Martin for some help with communications
to run alongside the UNs process on climate
change in 2014 and 2015. As VP Gore was
already playing a prominent role in this process,
it seemed sensible to combine forces, and develop
a single, global campaign. The campaign would
run under the banner of VP Gores Climate
Reality Project, but it would have the support
of some powerful allies at the UN.
The Climate Reality Project leadership, and
the UNs communications and climate change
groups (to whom we presented in another
memorable meeting, on the 38th floor of the
UN Building in New York), agreed that the
campaign from GPY&R Sydney, created by
executive creative directors Bart Pawlak and
David Joubert, was most appropriate for
this global task. It was based on the simple,
universal truth, that in every part of the world,
in every language, the first questions asked by
a child are:
Why? and Why Not?
We ask the first question to understand the
world around us, and the second to change
it. Anyone who is a parent will know how
persistent their children can be in asking these
questions, and how difficult it is to satisfy them.
It is also true that the older we get, the more we
seem to accept and the less we tend to question.
GPY&Rs campaign posed those questions,
to highlight both the problem of climate
change, and potential solutions. The idea was
to engage the citizens of the US, China, India,
Australia, Brazil, Canada, South Africa and
the Philippines identified by the UN as the
eight key nations in the process and have
them in turn ask the questions of their friends,
their social networks, businesses and, most

important, their elected representatives. And
to keep on asking them until the excuses, the
half-truths and the lies run out.
By now, a number of WPP agencies were
involved. Once it became apparent that those of
us from a strategic background were incapable
of coordinating multiple agencies and actually
producing a campaign, Y&R in New York
provided us with a business leader, in the saintly
form of David Sharrod. The Futures Company
researched the campaign in key markets;
GroupMs trading group created partnerships
for us with global media vendors like Microsoft,
Google, AOL and Kinetic, all of whom have been
very generous in their support; Maxus drove the
media strategy; Blue State Digital created our
digital platform and a campaigning strategy;
PPR developed and executed a PR campaign;
The Glover Park Group have continued to help
us navigate the political waters; and affiliate
Vice has been a vital and energetic partner in
youth engagement.
We have a moral
duty to act now
The campaign launched on August 14 with
an appeal to 13 to 21 year-olds around the world
to be the voice of their generation at the UN
Climate Summit on September 23. They were
invited to submit audition videos, asking why?
and why not? questions of world leaders.
In just four weeks, we received thousands
of audition videos, each of which would have
taken at least one hour to plan, film, edit and
upload. (Not bad for a generation whose
supposed short attention span is matched only
by its desire for instant gratification). In total,
85 countries were represented.
Eight winners were selected: two young
people from India, and one each from the
Philippines, Botswana, Brazil, US, Australia and
the UK. Vice production teams filmed each of
them in their homes, and began to edit a final
video to be played at the opening session of the
UN Summit.
NEWS 13
On the march: 400,000 people took to the New York streets to spread the Why Not? message
14 NEWS
Why not?
On September 21, around
400,000 people marched
through the streets of New
York City, while hundreds
of thousands more marched
in other cities around the
world, to call on their leaders
for action on climate change.
Our Why? Why Not?
banners led the way.
Two days later, the UN
Climate Change Summit
opened to live speeches from
Ban Ki-moon, New York
Mayor Bill de Blasio, VP
Gore, Leonardo DiCaprio Young voices: VP Gore meets the UKs Amy Farrer and other
and Kathy Jetnil-Kijiner, a winners at the UN Summit in New York
poet from the low-lying and
critically threatened Marshall Islands, in the across national boundaries. Our work will be
Western Pacific. Around 160 heads of state also contextually and economically driven, and in
saw our video, and no one with a heart could phase two will likely focus much more on the
have failed to be moved by what they saw and Why Not? part of our message.
It has been a great privilege to participate in
heard. Seven of our eight young presenters
were at the UN as guests of the Climate Reality the development of this campaign, with such
Project; they all described it as a life-changing an eclectic, passionate group of people from
agencies all over the WPP world. I would like
experience.
Following the opening ceremony, individual to take this opportunity to thank them all and,
nations made their initial commitments on of course, those who have given us permission
emissions reduction. Over the next 15 months to continue our immersion. There is no more
we will extend our campaign to increase important issue facing our planet, and I, for one,
pressure on the governments of key nations to dont ever want to look my own children in the
strengthen and increase these commitments, and eye and admit that I knew, and did nothing.
As Churchill once said, This is not the
hope to engage the help of the nation states of
end.
It is not even the beginning of the end.
business whose power and influence extends
But it is, perhaps, the end of the beginning.
The campaign and the fight to break the
political deadlock and achieve meaningful
action continues.
No one with a
heart could have
failed to be moved
by what they saw
and heard
Watch the video at: www.youtube.com/

watch?v=WtQyg1l3p9g&feature=
youtu.be
Jon Steel is WPPs group planning director.
The author of Truth, Lies & Advertising and
Perfect Pitch, he solves strategic problems
for WPP agencies and clients alike, and is
director of the WPP Fellowship.
NEWS 15
First graduates of WPPs school are already

making an impact and gaining international recognition
TALENT
Hats off to China graduates

SHANGHAI: WPPs School of Marketing
and Communications, established in 2011,
has delivered its first 40 graduates.
The Groups joint venture with the
Shanghai Art and Design Academy is now
producing a talent pipeline for the Chinese
communications services industry through
its three-year diploma program which
brings together a strong academic and
creative curriculum combined with practical
application. The Schools students have
already been recognised internationally and
in China with top awards from D&AD in

2013 and 2014 and golds at the 2013 China
Universities Creative Design Awards. The
latter ranked the WPP School as first in
Shanghai and fifth nationwide.
Of the graduates, 23 won internships at
Group companies in Beijing and Shanghai
with many expected to be hired in permanent
positions; others have been equipped with
skills that will help them progress within
the industry.
www.shgymy.com
16 NEWS
An Ogilvy & Mather-led team in India has

triumphed in this years Partnership awards
Skills on show
Partnership Program
Results 2014
GURGAON: NOT many campaigns make
a significant difference in the lives of a
million people, but the winner of this years
WPP Partnership Program award can justly
claim to have done exactly that.
Skill India Mission was a project for Indias
National Skill Development Corporation
that set out to address the issue that skills
are
traditionally
afforded
less
respect in India than conventional education
and meet the challenge of persuading
Indians to take up the opportunity to
acquire new skills. Within seven months
of the roll-out of the pro-skilling campaign
(TV ad above), more than a million people
had signed up, with enquiry calls soaring
from 500 a day to 32,000. Indias Finance
Minister, P Chidiambaram commented

that in my long years in government
I have not found a program scaled up
so quickly, so elaborately and so much
across the country in six months as this
training program.
The project was masterminded by a
WPP team composed of Ogilvy & Mather
Advertising,
Motivator,
Ogilvy
PR,
Geometry Global, OgilvyOne and Firefly
Millward Brown, whose members share the
$45,000 prize for having shown the very
best of horizontality in action.
The runner-up was a campaign called
McVities SWEEET, led by Grey in London,
and partnering with Dialogue, MEC, Grey
POSSIBLE and The Social Partners.
Full details of the winners in this years
Partnership Program can be seen at:
https://inside.wpp.com/insidewpp
/marketing/partnership-program/
NEWS 17
WINNER
RUNNER UP
Lead Company
Lead Company
Ogilvy & Mather, Gurgaon
Grey Advertising, London
Partnering Companies
Ogilvy PR, Gurgaon OgilvyOne, Gurgaon

Motivator, Gurgaon Geometry Global, Gurgaon
Firefly Millward Brown, Gurgaon
Dialogue, London
MEC, London
Grey POSSIBLE, London
The Social Partners, London
Client
Client
National Skill Development Corporation, India
United Biscuits, UK
Project
Project
Skill India Mission
McVities SWEEET
HIGHLY COMMENDED
Lead Company
Red Fuse
Communications,
Hong Kong
Y&R, Taguig City
MEC, Taguig City
Kantar, Mandaluyong City
(Philippines)
Client
Colgate-Palmolive,
Philippines
Lead Company
Y&R, Budapest
MEC, Budapest
Wunderman, Budapest
TNS, Budapest
MEC Interaction, Budapest
Portland, Budapest
Brand Asset Consulting,
Budapest Mac Mester,
Budapest
Client
Project
Erste Bank
Palmolive No Comb
Revolution
New Platform
Project
Lead Company
Ogilvy Public Relations,
New York
Burson-Marsteller,
New York, London, Shanghai
Hill+Knowlton Strategies,
New York, London, Beijing
Direct Impact, Washington DC
Social@Ogilvy, New York
Blue State Digital,
Washington DC, New York
Team Detroit/Content Factory, Dearborn
Ogilvy Public Relations, London
Ogilvy & Mather, Shanghai
Pulse, Melbourne
Client
Ford Motor Company
Lead Company
Project
Grey Healthcare Group,

New York
Global Launch of the All-New 2015

Ford Mustang
Cohn & Wolfe, New York
Darwin, New York
Ogilvy CommonHealth
Medical Media, Parsippany
Osprey/GHG, Stamford
Client
Bayer Healthcare
Pharmaceuticals, Inc.
Lead Company
Red Fuse, Mumbai /
Bates CHI, Mumbai
MEC, Mumbai
Quasar, Mumbai
Genesis Burson-Marsteller,
Mumbai
Bates Sercon, Mumbai
Client
Lead Company
Geometry Global, Hong Kong
Ogilvy Public Relations, Hong Kong
Social@Ogilvy, Hong Kong
Redworks, Hong Kong
Mindshare, Hong Kong
Project
Colgate-Palmolive, India
Client
Collaboration to launch
a breakthrough oncology
therapy!
Project
Pernod Ricard, Hong Kong
Colgate Visible
White Launch
Chivas 18 The Scene Present Crowd Crew
Project
18 SHOWCASE
The Works
Share your creativity here

and now on Facebook!
Captive audience: What are the secrets of making

airline passengers comfortable and entertained?
Content marketing and custom publishing agency
Spafax keeps the global airline passenger experience
industry up to speed on all the topics that matter
from airport branding and mood lighting to music
licensing and celebrity chefs in the air in APEX
Experience, a magazine and online media packed
with thought-provoking features and published
on behalf of the Airline Passenger Experience
Association. See this and Spafaxs other custom
publications at http://issuu.com/spafax.
www.spafax.com
SHOWCASE 19
If you have a great piece of client work that youd like to share with the WPP world
and beyond, please email the work and a short description to wire@wpp.com
and/or facebook@wpp.com. (Please ensure you have client approval to publish.)
Sweet shop: Global retail and brand

consultancy FITCH has created Asias first
M&MS World store on Shanghais busiest
shopping street. Designed as a playful,
enriching place to experience the confectionery
brand, the store on East Nanjing Road boasts
a Great Wall of Chocolate and an interactive
garden of colourful Chinese lanterns.
www.fitch.com
High flier: Indias newest full-service

airline, a joint venture between Tata Sons
and Singapore Airlines, has been named
and branded by Ray+Keshavan | Brand
Union. The name, Vistara, is based on the
word vistaar (Sanskrit for infinite expanse)
and is easy for a global audience to
pronounce and remember. The airlines logo
symbol is derived from a yantra, which
depicts an unbounded universe in a perfect
mathematical form, with an eight-pointed
compass rose in its centre.
www.brandunion.com
More of The Works
20 SHOWCASE
The Works
Share your creativity here

and now on Facebook!
Get set: JWT New Yorks

global Forever Faster
campaign for Puma features a
clutch of sports icons including
sprinter Usain Bolt, footballer
Mario Balotelli, golfer Lexi
Thompson and the Scuderia
Ferrari Formula One team.
The multimedia campaign sees
them in action in the field and,
on film, in their hot tubs.
www.jwt.com
SHOWCASE 21
If you have a great piece of client work that youd like to share with the WPP world
and beyond, please email the work and a short description to wire@wpp.com
and/or facebook@wpp.com. (Please ensure you have client approval to publish.)
Exceedingly good: JWT London has created

the worlds first edible poster for the much
loved UK food brand, Mr Kipling. Shoppers at
Londons Westfield helped themselves to a piece
of the poster as part of the brands Life is Better
With Cake campaign which reminds people
how much happier we are when theres cake
around. Mr Kipling would definitely approve.
www.jwt.com
Photo: Collin Hattersley
You decide: In the run-up to the

keenly-awaited Scottish vote
on independence (the No vote
prevailed) Metro Broadcasts
sister company Metro Ecosse
filmed multiple five-minute plays
written and performed by the
public for the National Theatre
of Scotlands The Great Yes,
No, Dont Know Five Minute
Theatre Show. Performances
were captured from across
Scotland and beyond, in theatres
and outside locations including
beaches, bridges and tram stops,
and streamed in a 24-hour live
broadcast.
www.metrobroadcast.com
www.fiveminutetheatre.com
PEOPLE 23
As director of one of the hottest events on the

digital calendar, Ella Westons job is to get the discussion
on technology going. By Alexander Garrett
INTERVIEW
Swimming
with the Stream
NYONE who accidentally

stumbles upon a beach at
Marathon in northern Greece
later this month might find
themselves witnessing some
unexpected activities. Cooking
at midnight, a motley band, avant garde
movies and a collection of strange gadgets
just some of the attractions at Stream, WPPs
digital unconference.
Remaining calm among the chaos will be
Ella Weston, director of Stream, who has
overseen its expansion from a single global
annual meeting to a rolling program of
events that have become one of the hottest
tickets on the technology conference circuit.
Former colleagues describe Weston, who
has just been named on the GQ/Editorial
Intelligence inaugural list of the 100
Most Connected Women in Britain, as
inspiring and bursting with energy,
qualities that are clearly put to good use
running the Stream Team. I still get
involved in everything from the cooking
to registration to organising logistics,
says Weston. Its very much an all-handson-deck event where everyone has to roll up
their sleeves.
Its very much an allhands-on-deck event

where everyone has to
roll up their sleeves
Stream started in 2006, since when it has
played host to some 5,000 people, including
over 2,000 from WPP, 1,000 clients and
2,000 industry partners. The reviews have
been fulsome. WIRED magazine described
it as one of the worlds best technology
conferences, while others have simply
called it the best conference ever. With
its unstructured format, and carefullypicked invitation-only guest list, Stream has
become an event that causes joy and dismay
in equal measure when the invites go out.
24 PEOPLE
Swimming with
the Stream
As director, Weston is keenly aware
of the responsibility this confers on her
to make and break egos, but says the
overriding objective is to gather the most
productive group of people. The brief we
send to agencies who nominate their own
staff and clients is: send us your current
leaders, and your rising stars, she explains.
We are looking for the people who
contribute most to their own business,
but not someone who will sit at the back
of the room and send emails from their
BlackBerry they need to be people who
will contribute.
In any case, the aim is to have 80 per
cent new faces every year, in order to give
the widest number of people access to
Stream, and to ensure that each event is
fresh and different. And theres a wild card
scheme whereby four places can be won
on merit; this year by submitting the best
creative use of technology spotted in the last
12 months.
Stream was originally inspired by the
Israeli investor Yossi Vardi, who set up
his own event called Kinnernet in a bid to
promote innovation. Its completely crazy,
Laid back: Streams informality on show
says Weston. Vardi suggested to WPP Digital

CEO Mark Read that he launch a similar
event focused on marketing technology, and
the first Stream was launched in 2006.
Since then it has been a high-profile
project run by Reads WPP Digital team,
including Jonathan Lenson, Laura Citron,
Tara Marsh and Annie Miller, and most
We are looking for the

people who contribute
most to their own
business, but not
someone who will sit at
the back of the room
and send emails from
their BlackBerry
recently Aoife Dowling, who has joined
WPP Digital as number two on all things
Stream. Its a huge team effort says
Weston. What people dont realise about
Stream is the number of volunteers who
make the event a success. Each year we
have a team of agency directors who take
on running elements of the event alongside
their day job; it would be impossible to do
the event without them. Not to mention
Reads ongoing involvement. Weston laughs:
I have no idea how he does it. Mark is
involved with every big decision we make;
its been his vision to make this a success.
This months Stream in Greece is the
original global event that remains the
flagship. But 2014 has seen Stream take off
as a model to be replicated in local markets.

Established spin-offs Stream Asia and
Stream Cannes have been joined by Stream
India, Stream Indonesia, Stream Health,
and, in December, the debut of Stream
Africa. The WPP team has also produced a
Stream one-day event for Coca-Cola, and
in 2015 the team hopes to launch the first
Stream North America.
Some of these events are being organised
by local teams, but the aim is to maintain the
same high quality whoever is in charge. I
dont think we want to make endless events,
its a question of where people need them
and theres a business case, says Weston.
Latin America is another venue on the radar.
Stream Healthcare, which took place
in Florida in September, and was a
collaboration with Grey Healthcare, is the
first foray into a vertical marketing sector.
Healthcare is interesting because its a very
fast growing piece of business that is being
transformed by digital, explains Weston.
When we started the conversation we felt it
should be about more than pharmaceutical
companies and communication, it should
be a lifestyle event covering everything
from wearable devices to applications and
healthcare data.
Shes especially excited about the first
Stream Africa which will take place in
Stellenbosch. Im really passionate about
that because Stream is very good at building
a network. Europe, Asia and America are
all very well networked, but although some
of best ideas come from Africa, it doesnt
have these same meeting places to exchange
ideas. So theres a huge potential to what
Stream can do in the market there.
A key part of the directors role is
working with Mark Read and Scott Spirit
in securing sponsorship to cover the costs of
Stream events. We have over 30 partners
ranging from the big China tech companies
like Sina Weibo and Renren, through to the
Western equivalents of Google, Facebook,
LinkedIn, Twitter, says Weston. In return
PEOPLE 25
for their sponsorship, partners get access to

key people from WPP, its clients and other
technology partners, becoming part of
the WPP eco-system and listening to each
others issues. The opportunity to have
that conversation off the record is rare,
says Weston. You can always meet these
people, but to have them for three days, and
really understand whats on their mind is a
valuable experience.
Stream scores highly on the small-scale
more intimate nature of the event, compared
to some of its bigger rivals. The formula for
the events themselves, while far from being
formulaic, consists of workshops, talks and
discussions throughout the day leavened by
the cooking and merry-making after hours.
If we are asking CEOs or CFOs to take
three days out of their diary it has to be
enjoyable, argues Weston. And the reason
we hold these events in Greece or Thailand,
is so that you can hold meetings outside. Its
pleasant but not luxury.
26 PEOPLE
Swimming with
the Stream
In any case, she stresses, Stream delivers
serious value to WPP on a number of fronts:
it brings in new client business, it has
proved a source of digital acquisitions, and
helps WPP agencies build relationships with
digital partners, to give three examples.
Weston may not have anticipated the
direction her career would take when she
graduated from Exeter University with an
English degree in 2007, but she says she
did have a plan. I wanted to find and
work with the smartest people I could.
After a number of media roles, spanning
documentary films, start-ups and events, she
became involved in a political engagement
project, designed to get more people to vote
in the EU Elections, and made a connection
with Peter Dart, WPPs global client leader
for Unilever, securing support from H+K
Strategies. A role helping at Stream in
On stage: active participation is part of the deal
I wanted to find and

work with the smartest
people I could
2009 beckoned, and Weston found she was
hooked, becoming director three years later.
Its just as well she is a self-confessed
technophile. I love what technology and
social media has enabled: I can speak
to friends in Afghanistan face-to-face.
I can hail a cab at the touch of a button.
I remember any note Ive ever taken in
seconds. Its a passion that moved her
to become instrumental in setting up
the organisation Girls in Tech in the
UK last year.
In the last 12 months, Weston has
become engaged, moved to New York to
join her partner and is busily meeting all
the WPP North America people previously
encountered on email. Outside work,
she says: I like throwing parties! I am
notorious for organising dinner parties
where the menu is lots of wine with fierce
debates on the future of technology. Right
now I am throwing myself into my new life
in New York. I have started volunteering
at a garden in Manhattan, and am on a
mission to find the best pizza in New York.
Working on Stream, meanwhile, is
a dream job. Every day we find and
bring together leaders and rising stars in
technology and media to debate the future
of our industry. Hearing people rave about
Stream, or that we have won more business
from connections made at the events is the
best feeling in the world.
eweston@wpp.com
NEWS 27
Over the top
Shanghai open
Global advertising investment

will increase 4.5 per cent
to $534 billion in 2014,
according to the latest
biannual This Year, Next Year futures report
from GroupM. In 2015 it will rise a further
5 per cent, finally exceeding the pre-crisis
peak of 2007/2008 in real terms. The US
is forecast to grow by 3.4 per cent to $162
billion in 2014, contributing one-quarter of
all incremental ad dollars globally; China
ranks second as it climbs a predicted 9.8
per cent to $76 billion. Advertising in the
Eurozone countries remains 20 per cent
below its 2007 peak.
The Futures Company

has opened its first office
in China, in Shanghai,
and has appointed Kunal
Sinha, former cultural insights director of
Ogilvy & Mather Asia Pacific and Atticus
Grand Prix winner, to lead it. The new
office will offer the companys range of
strategic insight and planning services on
subscription and consulting basis. The
Futures Company launched a Singapore
office in 2013.
Bulletin
www.groupm.com
Upwardly mobile
Mindshare Indonesia has won Agency of
the Year in Mobile at the Mobile Marketing
Association APACs SMARTIE awards.
The agency also won Gold in the Product/
Services Launch Category for the Citra
Night Call Campaign, while Mindshare
APAC won the Agency Network of the Year
title.
www.mindshareworld.com
www.futurescompany.com
Customer focus
TNS has struck a partnership with
Medallia, a leading software firm in
customer experience management
(CEM) that will help clients on the
road to becoming a customer-centric
organisation. The partnership uses
Medallias real-time customer feedback
solution, to deliver feedback on a daily
basis.
www.tns.com
Vatican online
GMI is re-branding as Lightspeed GMI

with a new logo and the tagline We
make research easy. The company, which
specialises in consumer panels, survey
technology and solutions, also has a new
website:
Globant is behind a new multi-religious

collaborative platform for the Vatican
that seeks to connect educational
institutions around the world, by enabling
them to upload and share projects.
Scholas.Social, is promoted by Pope
Francis and was designed by Globant for
free.
www.lightspeedgmi.com
http://scholas.social
Faster version
28 PEOPLE
What do you love about

Mumbai?
Like a mistress she entices and teases all
who come to seek fame and fortune. And
the monsoon.
Life in the Lens
Cricket or food? Which is

most important?
Why make choices when you
dont have to? I carry my dinner to the telly.
Vikram Sakhuja,
global CEO, Maxus
After a career spanning

Procter & Gamble, CocaCola, Star TV, Mindshare and
GroupM, Vikram Sakhuja
became CEO of Maxus in
January 2013 the first
global leader of a media
agency to be based in India.
The self-styled foodie,
movie buff, compulsive
cricket watcher lives in
Mumbai with wife Simmi and
daughters Tara and Diya.
One thing most people dont

know about you?
Theres a book inside me.
Who do you regard as a

genius?
Someone who consistently inspires. Sachin
Tendulkar, Matt Groening, RD Burman,
Quentin Tarantino. The acid test is
consistency.
Happiness is?
To seize the moment and extract all you
can from it. Happens best when senses
are being tickled: book, music, theatre,
film, sport, food, a small achievement; and
when company is good: family, friends and
occasionally alone.
Whats your favourite recent

acquisition?
My Nespresso coffee maker.
If you were an Olympic

champion what would
it be for?
I would say shooting (even though I cant
aim straight). It is probably the sport that
requires most FOCUS.
Whats the best idea youve had?

Starting an Employee Share Trust that makes our
people beneficiaries of the profit they create.
Your fantasy meal?

I took some time to write this:
Xialongbao from DinTaiFung, Hong Kong.
Gouda and Stout Fondue from Artisanal,
New York.
Hyderabadi Black Pepper Surmai from
Trishna, Mumbai.
Sikandri Raan from Bukhara ITC Maurya,
New Delhi.
The Ginger Wagyu beef from Kai, London.
Phad Thai from Patong Seafood Village, Phuket.
Queens Pudding by my mother.
Describe your perfect working

day as a tweet?
Wrote a poem, won an
account; got effectiveness
to trump efficiency,
rediscovered how much
smarter millennials are
than I. #futureisgood.
PEOPLE 29
30 DIGITAL
As Instagram extends its visualbased ad program to three new countries,

Mindshares business director Ben Watson
looks at the opportunities presented by its
evolution as a social ad platform
BRIEFING
Picture power
INSTAGRAM is maturing quickly. It
launched in October 2010 and less than
two years later (in April 2012) was bought
for a staggering $1 billion by Facebook.
Last year Instagram opened advertising to
a small group of advertisers and now has
plans to extend this in three more markets
Australia, Canada and the UK. During this
time its scale has continued to increase. In
April it claimed a global user base of 200
million users a month, up 50 million from
six months prior. This all adds up to an
exciting new scalable social ad platform.
Instagram is looking to capitalise on
its growth, but not at the expense of its
growing audience, with strict controls on
the style of ads shown. Initial advertisers
were encouraged to draw creative
inspiration from the community and create
ads that were engaging and felt natural in
peoples feeds. Advertiser attempts to date
reflect this approach and overall this is a
good thing. Its positive that Instagram
has a strong composition of the desirable
18-34 age group (over 50 per cent in
the US). Its also good that initial data
suggests that some brands are seeing lifts
in ad recall measures and this may not
be unrelated to research which indicates 65
Even with all advertisers

currently aiming for a
highly stylised look, some
are struggling to make
their brand relevant in
this environment
per cent of people are visual learners.
Still there are some factors to be aware
of. Stylistically, Instagram is aiming for
a perfect native ad solution. Its likely
unattainable in the long run as pressures
to increase ad volume come into play, but
is initially a good goal to set. Even with all
advertisers currently aiming for a highly
stylised look, some are struggling to make
their brand relevant in this environment,
as McDonalds found out to their cost this
week when they received 1,941 comments

from users in the US, many of which
were negative from individuals who were
annoyed by seeing a McDonalds ad in their
newsfeeds.
This leads us to identify two factors
which brands sometimes forget. Instagram
is a highly-opinionated community which
can at times act like an echo chamber. And
secondly there is a difference between visual
advertising and visual storytelling. Learning
how your brand best operates in this type
of environment is only gained by experience
and active learning. Additionally, tests
require a significant investment.
Most brands need to better understand
how they can succeed on visual advertising
platforms like Instagram. Three core
reasons lead us to recommend action:
DIGITAL 31
1) Consumer to consumer communication

is increasingly being done visually.
2) Social channels account for a
higher and higher percentage of web
traffic. 3) Platforms like Instagram
are becomingly increasingly dominant on
the mobile screen space.
Its a big step for many advertisers to
understand how their brands translate as a
static or animated image, but it is essential
in seeking to have conversations with
consumers where your brand appears to be
part of the Instagram environment and not
an unnecessary addition.
This article was first published as a
Mindshare Point of View and can be
viewed at: http://www.mindshareworld.
com/news/pov-instagram-ad-program
There is a
difference
between visual
advertising
and visual
storytelling
32 DIGITAL
Data visualisation agency Graphic gives

Kantar a powerful new way to tell stories for clients
NEW OFFER
Information,
meet image
Staff Reporter
KANTAR could build a global business in the fastemerging business of data visualisation following
its acquisition of specialist agency Graphic.
The London-based agency has been bought by
Kantar from the Guardian News & Media. Kantar
companies had previously worked with Graphic,
and the agency created an infographic in WPPs
latest Annual Report.
Aziz Cami, Kantars creative director, said:
One of the things clients are increasingly asking
us for is more impactful presentations that make
sense of their data and enable them to make smart
decisions around our insights. Data visualisation as
a technique is a fantastic method to tell complex
stories in simple way.
He added: But while this is a burgeoning
business very few significant commercial organisations are doing it; many of the best exponents
are in media groups like The Economist, Bloomberg
and the New York Times, and others are one or
two-man geek outfits doing it with an art focus.
Very few have the professionalism and potential
scaleability of Graphic.
DIGITAL 33
More than words: visualisation for WPP Annual Report (left) and insurance market Lloyds (above)
34 DIGITAL
Information meet image

Emma Whitehead, Graphics managing
director, said: Although we were started by
the Guardian and aligned with their brand, we
have always been a commercial business rather
than an in-house graphics department. When we
worked with some of the Kantar companies they
saw the quality of what we do.
Joining Kantar will mean access to more
senior clients and open the way to create a
global offering, she said. The key message we
need to get across is that this isnt souped-up
graphic design; its as much about information
architecture, and we have an iterative process
that enables us to work closely with clients and
train people so it can be
scaled up quickly.
Graphic has already
collaborated
with
MediaCom and is looking
forward to working with
other WPP agencies as well
as those within Kantar.
Its clients include Google,
Nestl, M&G Investments
and Swarovski; the agency
also provides training
to companies including
Ofcom,
Nokia
and
Microsoft.
Cami said that Graphic
will be well-positioned
to take advantage of the
explosion in data and information created by
digital marketing, as well as a growing trend
toward real-time data visualisation. With
a full-time team of 13 and an established
freelance roster, the company is already
working with clients in the US and Asia, and
the intention is to look at expanding
geographically in 2015.
www.graphicdigitalagency.com
This isnt soupedup graphic design;

its as much
about information
architecture
Millward Brown research comes to life
35 DIGITAL
Planning tool
tenthavenue and TNS have
jointly launched mFluence,
a global planning insight
tool developed by mobile
marketing agency Joule.
mFluence utilises data from TNSs Connected
Life survey of 55,000 internet users in 50
markets to help media planners answer a
wide range of questions. It reveals how paid,
owned and earned media channels impact
on consumer behaviour and empowers
media planners to cluster audience segments
based on actions, behaviours and activities.
www.tenthavenue.com
www.jouleww.com
Extra mobile
POSSIBLE, part of WPP
Digital,
has
acquired
mobile developer Double
Encore in the US. Based
in Denver, Double Encore
employs 55 people, developing mobile
apps for brands for iOS and Android
operating systems. Clients include Major
League Soccer, JetBlue, PGA TOUR,
Kingston Technology Company and
Meredith Corporation.
www.possible.com
New in Digital
Brazilian double
JWT has beefed up its digital capabilities
in Brazil with two new acquisitions. Blinks
is an 81-strong search engine marketing
agency based in So Paulo specialising in
sponsored links campaigns and other performance media. Try is an experience agency
that designs and develops custom web,
mobile, desktop and touch-enabled applications. Also based in So Paulo, it employs 22
people and clients include Ita Bank, Porto
Seguro, Electrolux, SKY, Serasa-Experian,
Havaianas and Kate Spade.
www.jwt.com
Shop front
WPP Digital company Salmon has snapped
up e-commerce specialist Neoworks
to broaden its offering. London-based
Neoworks implements e-commerce sites
based on SAPs hybris technology.
www.salmon.com
Indian odyssey
AKQA has opened a new engineering
centre in Gurgaon, India that will focus on
building expertise with the worlds leading
platform vendors. The centre will also
provide specialist Adobe Marketing Cloud
services for AKQA clients worldwide.
www.akqa.com
Oscar material
WPP has made a strategic investment in
Indigenous Media, a new digital studio
that produces high-quality scripted content
and develops channel brands for content
distribution, founded by Oscar, Emmy
and Tony award-winning film makers Jon
Avnet, Rodrigo Garcia and Jake Avnet.
WPP is taking a significant minority
stake along with ITV, the UKs largest
commercial broadcast network. WPP
and ITV will contribute advertising and
distribution expertise, allowing Indigenous
Media to focus on creating content that
will attract brand sponsorships, and global
distribution on multiple platforms.
36 CLIENT OFFERING
ABSA: a rugby April Fool that went viral
CLIENT OFFERING 37
Cerebra puts thought leadership in the foreground and is

finding answers to questions yet to be asked on social media
Social central
JOHANNESBURG: OUR
focus is on de-mystifying
what social media means
for corporate brands, says
Mike Stopforth, founder
and CEO of South Africas
Cerebra which joined
WPP last November.
Unusually, as might be
inferred from its name,
Cerebra places as much
emphasis on developing
its thinking, plotting the future and finding
answers to unsolved problems as it does to
creating social campaigns for clients.
Cerebra began as a communications
agency with a digital and social focus in
2006; the decision to refine that came five
years later. We realised there were many
partners who could provide contents
solutions and community management
solutions, so we needed to either diversify or
become even more niche, says Stopforth.
We elected for the latter to focus on the
impact of social technology and trends on
our clients, both from a brand and employee
engagement perspective.
Cerebras offer is delivered through
four divisions. Insights generates data
and insights in the form of analytics,
reports, reputation management and
customised research projects; Advisory
offers consulting, developing frameworks
and models, that are practically applicable
for clients; Academy offers education
and training including masterclasses on a
range of social media issues; and Agency
is responsible for content

creation,
community
management and creative
campaigns.
Our aim is always
to touch base on all four
of those levels, says
Craig Rodney, Cerebras
managing
director.
Vodacom and ABSA
(Barclays), for example,
are two clients that began
as Agency clients, but now all four of our
departments interact with them at different
levels.
Examples of social campaigns include
creating a race-style competition to promote
Vodacoms Vouchercloud app, and an
Instawalk for the same client that invited 20
top Instagrammers to explore Johannesburg
from a helicopter. For financial services
provider ABSA it created a new red and gold
jersey for the Springbok rugby team as an
April Fool; the joke went viral.
The Insights and Academy businesses,
meanwhile, have been established largely
with the intention of developing products
that can be marketed to clients without
tying them into a conventional agency
relationship.
One point of difference from other social
agencies is a conviction that social media
should not be confined within the marketing
department, but should be regarded as an
opportunity for the entire business.
The Experts
38 CLIENT OFFERING
Social central
The last year has seen a concerted effort
to articulate Cerebras viewpoint in a series
of editorial features and ebooks on topics
ranging from guides on individual social
platforms to data privacy, second screening,
social commerce and other key issues.
There is an altruistic element in the
same way as when someone contributes
to Wikipedia, says Rodney, but we also
believe there is commercial benefit in the
long run. We believe knowledge is power
only in so much as it is shared. We want to
define social business and what it means for
our clients, but also how that is executed in
practice.
Stopforth adds: There is a correlation
between the value of work we do for clients
and their level of understanding of Cerebra.
When they think we are a Facebookposting company we have the least fruitful
relationships; so part of our editorial drive
is to put out a wish list of things we want
to be working on. The aim is to be seen as
much more than a social media agency.
The desire to put thinking in the
foreground manifests itself in various ways
from proactively presenting at conferences
to encouraging the rank and file to put their
Giving: Vodacom campaign facilitated

sending gifts by SMS
hand up. Every Friday everyone attends

a company-wide talk where Cerebrans
volunteer to share their thinking on a topic
of their choosing. The talks are dubbed
BBG sessions (Be Brief, Be Bright, Be Gone)
and are open to all. It gives every person,
whatever their level, the chance to stand
up in front of the whole company and talk
about their idea; at least half the ebooks
weve published have come from that, says
Stopforth.
With just over 40 people, Cerebra recruits
for attitude rather than skills. We look for
people who can represent the client to the
community and vice versa, says Stopforth.
Since WPP acquired a majority stake
in November 2013, Cerebra has already
worked with two of Wunderman South
Africas other digital agencies Base2 and
We want to define
social business and
what it means for our
clients, but also how
that is executed
in practice
Stopforth (left) and Rodney:

putting thinking in the foreground
CLIENT OFFERING 39
Vodacom: Instawalk gave an aerial view of the city
Aqua Online and next it is eager to lay

out its stall to WPPs global client leaders
around the world.
Rodney says: We would love to talk
to them about social media as a business
tool for their clients; big data, analytics,
e-commerce, all have social underpinning
them.
Because we are in an industry that
is new, it gets defined by the people
who are willing to step up and define
it, says Rodney. Theres no map or
guide on how to do what we have to
do; no instruction manual for problems
have to solve tomorrow because
we dont know what those are. He
adds: We dont have an editorial
calendar running to the end of the
year because I dont know what we
are going to be talking about. But
someone will come up with a problem
that is mind-numbingly intriguing.
www.cerebra.co.za
Founded: 2006
Offices: Johannesburg
Employees: 40
Services: Insights, consulting,
education and training, campaigns,
content and community management
for social media
In WPP: Cerebra is part of Wunderman
Contact: Craig Rodney,
craig@cerebra.co.za
40 COMPANIES
ZappiStore, GLOBAL
Automated market research
New Offers
A round-up of the latest
new service offerings and
additions to the Group
Epigram, BRAZIL
Branding and identity
Brand Union has acquired a 60 per cent
stake in Brazilian branding and identity firm
Epigram. The companys services include
identity development, graphic design and
packaging, architecture and retail space
design for clients including MasterCard,
Telefonica, Vivara, Giraffas and Delboni.
Founded in 2004, Epigram is based
in So Paulo and employs 60 people.
www.brandunion.com
InsightExpress, US
Analytics
Millward Brown has acquired InsightExpress, a provider of media analytics
and market-ing accountability solutions,
in the US, and is combining it with Millward
Brown Digital. The companys clients include
NBCUniversal, Google, Net-flix, Hulu and
Microsoft. Founded in 1999, the comp-any
is based in Stamford, CT, with offices in
New York, Chicago and San Francisco and
employs 100 people.
www.millwardbrown.com
Kantar has invested in Zappistore, a global

pioneer in automated market research,
whose business offers powerful software
applications which provide automated data
collection and analytics through a self-service
platform. The London-based company was
founded in 2013 and current-ly operates in
nine countries with plans to expand into
11 additional markets. ZappiStores clients
include five of the top 10 global consumer
goods companies.
www.kantar.com
EXP, SOUTH AFRICA

Experiential marketing
Scangroup is acquiring a majority stake
in EXP, an experiential marketing group
based in South Africa. With a presence in
12 countries across sub-Saharan Africa,
EXP employs over 1,700 people; services
include brand activation, event marketing,
sponsorship marketing and social marketing.
www.expagency.biz
Keyade, FRANCE
Digital search marketing
GroupM has agreed to acquire Keyade, a
leading digital search marketing agency in
France. Founded in 2006 and employing
around 75 people in Paris and Dubai, the
agency specialises in performance-driven
online media purchasing. Clients
include La Redoute, Air France
and Interflora.
www.groupm.com
SHOWCASE 41
Following this
years success at
Cannes, WPPED Cream
highlights the best work
our companies do
AWARDS
Our
Cream
Team
There have been many, many winners from WPP
companies at Cannes and other awards competitions
in the last 12 months, but now its time for some
internal recognition. The WPPED Cream awards
draw on judging panels from among our companies to
pick the best work from around WPP in nine different
categories with Healthcare joining for the first time.
Featured here are the Crme de la Crme awards
the winners in each category, some familiar, others
less so. But to see the full story visit the microsite at
http://www.wpp.com/wppedcream where you
will find dozens more examples of the outstanding
work produced across the Group.
42 XXXXX
42 SHOWCASE
DIRECT
Crme de la Crme
OgilvyOne, London
British Airways: Magic of Flying
OgilvyOne built the worlds first posters that
reacted to planes flying overhead. Using custom
technology, the system interrupted the digital
display just as a British Airways plane passed
over the poster sites, revealing a child pointing
up at the plane, accompanied by the BA flight
number and the city the plane had flown from.
SHOWCASE 43
HEALTHCARE
Crme de la Crme
Red Fuse Communications,
Hong Kong (with Y&R,
Malaysia and Y&R, Myanmar)
Colgate-Palmolive: Turning
Packaging into Education
Red Fuse turned ColgatePalmolives product packaging
into classroom posters in what
Jury chair John Zweig, chairman
of WPPs Healthcare and
Specialist Communications,
says is A fabulous case from
rural Myanmar. It dramatizes
what is perhaps the single most
powerful and compelling fact
about our role in healthcare
that communication itself can
be part of the cure!
DIGITAL
Crme de la Crme
Ogilvy & Mather Paris
Scrabble: Scrabble WiFi
Like the traditional game, Ogilvy &
Mathers Scrabble WiFi is a playful
way to get free WiFi connection
by spelling words. Peoples words
served as WiFi passwords, and their
scores translated into free minutes
of connection. Based on Scrabble
rules, the higher the score, the
longer the connection.
44 XXXXX
Continued
from page 43
44 SHOWCASE
ADVERTISING
Crme de la Crme
Grey, London
The Sunday Times Rich List:
Bono/Macca/Sugar
Greys outdoor, digital,
in-paper, print and POS
campaign for the 25th
anniversary of the Sunday
Times Rich List charted the
financial fortunes of some of
the famous names featured
on the list. Famous faces,
including Paul McCartney,
Alan Sugar and Daniel
Radcliffe, were depicted in bar
graphs measuring their wealth
as reported in the list over the
years, with each bar made up
of photos of the individuals
from year to year.
PUBLIC RELATIONS
Crme de la Crme
VML, Kansas City
MINDDRIVE: Social Fuel
VML developed an awareness campaign for
MINDDRIVE, a Kansas City-based program educating
at-risk young people, which converted social interaction
into watts to power an electric car. Using this social fuel,
MINDDRIVE students drove the vehicle to Washington
DC to brief government officials on MINDDRIVEs work.
In all, 481 news outlets in over 14 countries covered the
story, reaching philanthropists who are now helping to
open new programs across the US and in Australia.
INTEGRATED
Crme de la Crme
Geometry Global, Bogota
and Ogilvy & Mather, Bogota
Colombias Ministry of
Environment and Natural
Resources: The Lionfish
Invasion. Terribly Delicious.
SHOWCASE 45
Geometry and O&M turned an

environmental and economic threat into a
new foodstuff by encouraging Colombians
to eat the predatory Lionfish which is
destroying native fish stocks and damaging
coral reefs. With the help of top chefs and
well-known figures, the campaign generated
public demand for the fish and a supply
chain was generated from scratch, with
fishermen, fisheries, restaurants, hotels and
supermarkets working together to make
Lionfish part of Colombias diet.
46 XXXXX
46 SHOWCASE
Continued
from page 45
DESIGN & BRANDING

Crme de la Crme
The Partners, London
Maybourne Hotel Group: The Connaught
The Connaught hotel is one Londons most sophisticated
and singular destinations. The Partners told the story of
the hotels 200-year tradition and idiosyncrasies through
a distinctive piece of art: collaged, hand-coloured
etchings, where each look reveals a little more of the
wonderland in Mayfair. Jury chair Tim Greenhalgh,
CCO of FITCH, calls it: A beautifully conceived and
executed piece of pure design exuberance.
SHOWCASE 47
DATA INVESTMENT
MANAGEMENT
Crme de la Crme
TNS, Poland
The Biggest Report in the World
TNS Polska revealed the results of
their report Advertising in Public
Space in Poland in a huge 207m2
outdoor infographic, hand painted
by TNS people on the side of a
building in central Warsaw. The
report energised debate about
public space between citizenry,
MPs and local authorities, amidst
strong media coverage. A big
idea in every sense of the word,
say Jury joint chairs, Kantars CEO
Eric Salama and creative director
Aziz Cami.
MEDIA
Crme de la Crme
Maxus, Delhi
Tata Tea: Power of 49
Jury chair Mathew Mee, global
chief strategy officer of MediaCom,
describes this as: A big idea, rooted in
contemporary Indian cultural issues,
Maxus and Tata Tea have created a
piece of work that has had a major
impact on the empowerment of women
and their participation in the political
process (as well as growing the
brand) a combination of audacious
thinking, coupled with rigorous,
detailed execution
48 REGIONAL
Its one of the worlds wealthiest

countries, and a key source of revenue for WPP
with a strong emphasis on collaboration
MARKET FOCUS
Crossing
boundaries
Down Under
Australia is a model
for the kind of
collaboration that WPP
is aiming to achieve
around the world
AUSTRALIA is a market that is far more

important for WPP than its population size
would suggest. With 23 million people it is
ranked 56th in the world, but the land of
Oz produces annual revenues of more than
US$1 billion for WPP, and at latest count
(with New Zealand included) the Group
has a head-count of more than 4,000 people
working for 120 individual companies.
Its also a market with a rich advertising
heritage, not least the distinctive Ocker
humour, that consistently boxes above
its weight creatively. The works featured
on this page all won Lions at Cannes this
year. Growth, on the other hand, tends to
be steady but not enough to set the pulses
racing.
The great majority of WPPs companies
are in Sydney or Melbourne, with a few
outposts scattered between Adelaide,
REGIONAL 49
Wipe off Five: Grey Melbournes campaign for

the Traffic Accident Commission asked drivers
to slow down by five miles per hour
Brisbane, Perth, Canberra and Darwin

reflecting the geographic scale of the
country. Business-like Sydney is the
traditional advertising capital, with an
industry starting in the mid-19th century,
but more artsy Melbourne is a fierce rival
and some believe has been stealing the
creative glory of late. What happens in
marketing mirrors a wider business rivalry
and both cities provide their fair share
of clients.
For WPP, one thing that makes Australia
different from other markets is the unusual
ownership arrangement. STW Group is a
large marketing services entity that owns
67 per cent of the Ogilvy Group companies
in Australia, as well as significant stakes in
a number of other companies from WPPs
networks, including JWT, Mindshare,
Added Value and Smollan.
This originates from a merger in 1997
between John Singleton Advertising
Touching: JWT Sydneys breast cancer

campaign for NSW Cancer Council paid
tribute to singer Chrissy Amphlett
founded by the eponymous advertising

legend and Ogilvy & Mather; followed
by a later deal in 2002 to swap a minority
stake in JWT for Singleton shares. WPP
now holds a 20 per cent stake in STW.
50 REGIONAL
Buzz off: in Papua New Guinea, GPY&R Brisbane created a mosquitorepelling carton for SP Lager to make BBQs safe again
Chasing boundaries
Down Under
Another key transaction was the
acquisition in 2005 of one of Australias
best-loved advertising agencies, George
Patterson, founded in 1934 and affectionately
known as Patts. It subsequently merged
with Young & Rubicam to create one
of Australias leading agencies, the 600strong George Patterson Y&R. Y&R
Groups Blaze Advertising, specialises in
employment and property, with offices in
six cities.
Grey Group, meanwhile, has agencies
in Sydney, Melbourne and Canberra and
has recently received a welcome new
business boost in the form of the
Volvo account, and WorkSafe
Victoria, after losing its
longest-standing
client,
the Transport Accident
Commission last year.
The country together with

New Zealand was one of
the first markets to set up
Group-wide initiatives and
this plays a strong part in
WPPs operations
REGIONAL 51
Kantar has a wide range of offerings in

Australia, from Worldpanel, Retail and
Media to TNS, Millward Brown, Added
Value and Lightspeed Research. And
GroupM is Australias dominant media
player, with all four media brands (Maxus,
MEC, MediaCom and Mindshare)
strongly represented and MEC Brisbane the
latest new office to open. In media, WPP also
has one of Australias largest out-of-home
media groups, oOh!media, while GroupM
has invested in PLAY, a leading experiential
marketing agency based in Sydney.
Among digital offerings, WPP has
DTDigital recently acquired from STW
POSSIBLE, VML (launched last year),
Wunderman, Xaxis and e-commerce
supplier Salmon.
In many respects, Australia is a model
for the kind of collaboration that WPP is
aiming to achieve around the world.
The country together with New
Zealand was one of the first
markets to set up Groupwide
initiatives
and
this plays a strong part
in WPPs operations.
Country Manager Geoff
Wild organises a CEO
meeting twice a year, alternating
between Sydney and Melbourne,
and says: This generally involves
a presentation by one or more of our
Group CEOs, and especially from those
who are new to the Group.
Theres also a regular meeting for CFOs
from WPP companies, which takes place
four times a year, with more than 35
participants. It started as a procurement
initiative and has saved many millions
of Australian dollars over the years,
says Athenia Pascoe, Group controller.
The topics covered range from tax and
talent to IT, shared services and voting on
new suppliers.
52 REGIONAL
Chasing boundaries
Down Under
A third dimension of
collaboration is a clientfocused Digital Next Australia
(DNA) conference jointly created
by GroupM, TNS and GPY&R with
Burson-Marsteller, which recently
took place in Sydney and Melbourne.
The event is now in its sixth year and
explores how digital has had a powerful
impact on the ways in which brands and
consumers relate to each other, challenging
marketers and their agencies to identify
strategies to drive business growth in a
connected world.
Australia can claim to be one of

the most connected countries in the
world, with 75 per cent smartphone
penetration, and almost 50 per
cent of consumers owning a
tablet, according to TNS
data. This years event
saw over 400 marketers
and
media
executives
from Australia, says Wild.
The cross section of perspectives,
case studies and insights wonderfully
demonstrated the breadth of WPPs
horizontality offer Down Under.
A fourth collaboration initiative sees
a long list of Y&R companies GPY&R,
VML, Ideaworks, Innovation Factory,
BAV, Landor, PPR, Burson Marsteller,
MediaCom, Wunderman and Bienalto
hosting regular meetings to chase new
business opportunities.
Worm turns: JWT Sydneys spot for worm treatment Combantrin won Bronze at Cannes Health
REGIONAL 53
Rip it: VML Sydney created an app for Rip Curl to help surfers find the perfect wave
According to the latest GroupM This Year

Next Year report, total media spend is forecast
to grow by 3.2 per cent this year, accelerating
to 4.7 per cent next. Interaction now accounts
for 38 per cent of budgets, and as in many
developed countries, is encroaching heavily on
print media.
Australian companies, meanwhile, are
looking increasingly to the fast-growing
economies of South-East Asia to expand and
fuel their own growth.
A year ago, WPP CEO Martin Sorrell
indicated that WPP will be looking mainly
for organic growth rather than through
acquisition. He suggested there is no shortage
of opportunity from winning a bigger slice of
the market when he told industry newsletter
Mumbrella: If I look at the Australian market,
there are significant pitches, opportunities,
changes in accounts of significant size, that are
probably bigger than most acquisitions you
could do in Australia in any segment.
Australia can claim to

be one of the most
connected countries
in the world, with 75
per cent smartphone
penetration, and almost
50 per cent of consumers
owning a tablet
54 BEST PRACTICE
Raising your pitch

Competing to win new client business is the meat
and drink of marketing communications. The WIREs
Round Table convenes to compare winning tactics
FORUM
BEST PRACTICE 55
WIRE: Is there a key

factor in getting
considered and on the
list in the first place?
Networking? Referrals?
Thought leadership?
Credentials?
Meet the experts (from left to right):

George Rogers
Global client director, WPP
Marla Kaplowitz
CEO North America, MEC
Ajaz Ahmed CEO, AKQA
Kary McIlwain
North America managing partner, Y&R
Michael Houston
CEO, Grey North America
George:
Its all of those and
none of those, as these factors are
increasingly price of entry. Ironically,
differentiation is one of key things we
sell, and clear differentiation is very
difficult to achieve at most agencies.
Clients bemoan that many pitches
look and feel the same. At the end of
the day, what changes everything is
the caliber of talent and delivery of
relentlessness that will win the day.
Kary: Getting on the list is all about
reputation if the client or consultant
doesnt think you are good enough or
right enough or have the capabilities
it is impossible to talk your way in.
Every pitch weve ever begged into we
got cut in the first round.
Ajaz: Word of mouth is the single
biggest factor in creating an
opportunity in the first place. Clients
speak to other clients, so the best source
of new clients is ensuring that existing
clients are happy with the quality of the
work they get. The biggest mistake
agencies make is looking for the next
new shiny object, rather than ensuring
they are looking after existing clients.
56 BEST PRACTICE
Raising your pitch

Michael: Like most relationships, the
initial attraction involves an element of
seduction. Create allure for your agency
brand and manage it the same way we
manage brands on behalf of our clients.
Make every interaction with your agency
brand better than the previous one.
Marla: There are multiple factors to get
on a list a mix of subjective and objective
factors. We dont take any chances and try to
address everything from our reputation (PR,
people) to our thought leadership as well
as networking with former colleagues and
clients. Prospecting does help especially if
you have category experience youre able to
exploit.
WIRE: What are the most

important aspects of
preparation? Are there any
rules for picking your best
team?
Marla: At MEC, weve learned that you
have to bring your A-Team or dont bother.
Clients quickly sense whether you not only
have strong people but if they also have
good chemistry. Rehearsing is critical as
well as thinking through the presentation
from the clients perspective and addressing
the questions they may have, but werent in
the brief.
George: The best preparation is picking
the right team. Deft and appropriate casting
is essential. You want the best talent who
can connect, respect and relate and most
importantly who can and will listen. We
lose too often when the mouth is employed
more than the ears.
The X-factor comes down

to the magic of the people
and the storytelling its
not about the slides,
its about the story
Kary: First we craft our story. What are

the win themes? What are the arrows in
our quiver? Then we pick the team based
our answers to the prior questions. If
experienced staff is an arrow we make
certain all the key people in the pitch have
the right experience. We also try to pick
team for pitch-ability and chemistry. It is
important that the team like each other. If
we dont get along the client will always
suss that out.
Ajaz: Every single team in an agency should
have a track record for winning new clients
and growing existing opportunities. The
label best team is a mistake because it
implies that there are less good and worst
teams. Agencies should work hard to ensure
that everyone in their firm is the best and
represents the values of the firm so that
they create a culture of excellence across
everything they do.
Michael: The most important aspect of

preparation lies in the casting of the team.
Exhibiting palpable chemistry amongst
agency team members is as important, if
not more so, than the initial chemistry with
the client. The goal is to create an exciting,
magnetic, yet perceptibly exclusive, club to
which the client would like to belong.
WIRE: How do you get the

best result at the pitch itself?
Is there an X-factor that can
raise it to another level?
Michael: The key to the pitch meeting itself
is to show the client their brand in a way
theyve never seen it and in a manner that
demonstrates that you understand their
business as much as they do and love their
brand potentially more so than they do.
Ajaz: Clients will buy the team they
trust and feel they can collaborate with
and learn from. They will buy work and
recommendations they perceive will have
the most resonance and chance of success.
Ultimately the teams that win are the ones
that listen to their clients, provide relevant
recommendations, are the best organised
and put the appropriate amount of thought
and effort in. Thats where the focus
should be, not on any theatrics or anything
superficial.
Marla: Take it seriously and rehearse,
rehearse, rehearse. Do your homework by
reading, interviewing people, and learn all
you can about the business and what their
true challenges are. The X-factor comes
down to the magic of the people and the
storytelling its not about the slides, its
about the story.
George: Clients can smell whether a team is
working well together, liking each other and
in-sync; qualities that are very difficult to
rehearse or develop quickly. The best pitches
BEST PRACTICE 57
are driven by a culture and environment

led by teams who have invested enormous
amounts of time and capability to become
a seamless powerhouse exhibiting fun and
passion. The single goal of a pitch is to be
the best part of that clients day, month or
even year.
Kary: I like having a pitch coach someone
who isnt going to be in the room but gets
what is needed to be at rehearsals and act
as critique to get the most out of the team.
That and a good nights sleep!
WIRE: Whats most likely

to be the real clincher?
The content of your pitch?
Engaging the client?
Something else?
Ajaz: Impress as you go. Every connection
with a client matters and they either add up
to success or they dilute to failure.
Kary: We always take about what is our
dagger the thing that is really going to kill
it (in a good way!) for us. It varies from pitch
to pitch sometimes it is the creative work;
sometimes its leveraging great chemistry
that weve developed along the way;
sometimes it is a killer idea or approach and
sometimes it is a heart-felt emotional appeal.
But before the final meeting we always agree
to our dagger and how and when we will
use it.
Marla: Clients ultimately make decisions
based on subjective factors Its an emotional
decision just like a consumer choosing a
brand. So the real clincher for us? Passion.
That comes across in the quality of the
people in the team, the quality of the creative
and strategic thinking, and demonstrating
how well genuinely add value and grow
their business.
58 BEST PRACTICE
Raising your pitch

Michael: The clincher in a new business
pitch is usually found in that thing an agency
does that is different yet complementary to
the client brief. If the client could easily
articulate exactly what they wanted to
see, there wouldnt be a need for a review.
Therefore, be sure to break the rules
within reason, of course.
George: Brilliant ideas do win pitches, but
at our level, every agency will have great
ideas backed with wonderful work. To be
considered, everything must be crafted,
technologically forward and enthusiastically
presented. To win, its all about connecting
with that client team and earning their trust.
WIRE: How can you learn

from a pitch where you are
not successful?
Kary: These are really the ones to learn the
most from. We never take you guys were
great, the other guys were just better as a
reason for not winning. We make a point
of talking to the consultant and getting as
much information about why we were cut
as possible. If there isnt a consultant, we
try to get to the key client. We have a postpitch debrief where we write down the
lessons. Always.
Michael: Its important to huddle with
your team immediately after the pitch to
solicit negative and positive feedback from
the meeting. Its easy to find false indicators
when rationalizing success or defeat, so
identify the pros and cons of your meeting
before the outcome is revealed. Formally
capture the feedback and reexamine it
win, lose or draw.
George: New business is never-ending
and not a closed loop. While too often we
The single goal of a

pitch is to be the best
part of that clients day,
month or even year
fail to learn what really happened or even

ignore the post-mortem debrief, the real
art is staying connected and in touch with
the prospect client so you can be ready
for the next brief or when the winning
agency fails.
Ajaz: The biggest mistake is to blame the
client when an agency loses. Its an approach
that lacks humility and the thoughtfulness to
ensure that a team will win next time round.
If an agency has lost a pitch and it can truly
say, hand on heart, that it did the best work
it could have done and it articulated these
ideas in the most compelling way then
its important to take the long term view
because good will come of it. But most
of the time if an agency loses the pitch, it
didnt deserve to win because the client
clearly saw something in another partner
that they perceived as better or more
relevant to their needs.
Marla: Every pitch is a learning experience
regardless of outcome. Even if you win,
there will be areas to improve on. At the end
of a pitch process you need to understand
what worked and what didnt. Always get
feedback from your team, the clients and
the consultant (if involved). And be honest
and transparent with yourselves about what
to do for the next one.
BEST PRACTICE 59
EXCLUSIVE NEW BIZ TOOLS!
This powerful tool, exclusive to WPP companies, is available

free, 24/7/365. Using algorithmic intelligence fused with human
intelligence of BrandZ Millward Brown expert consultants,
Pitch Doctor instantly creates a one page crisp top-level SWOT
analysis and brand status summary for you. Ideal for pitch
work, brain storming, meeting potential clients for the first
time, or when you need a quick consumer-driven point of view.
Go to: inside.wpp.com/pitchdoctor
PERFECT PITCH A one-day UK-based SparkLab workshop led

by theatre professionals which looks at the art or act of making
a pitch. Encompassing writing, storytelling and audience control/
influence, the workshop uses theatrical skills and techniques to
help you present, or perform, a pitch to maximum effect.
FYI for big pitches, we can provide theatre professionals
from the SparkLab team to rehearse your team.
Contact Feona McEwan for details about both,
fmcewan@wpp.com
Go to: inside.wpp.com/sparklab
60 GROUP DEVELOPMENT
The IT Transformation Program

promises a major advance in how WPP
companies work together. Group CIO Robin
Dargue (right) explains to Alexander Garrett
why its an opportunity that cant be ignored
INFRASTRUCTURE
Transforming
IT for the future
LONDON: WPPs competitive landscape
is changing significantly as technology
giants see rich opportunity in the world of
digital marketing and clients seek to get
increasing return for their investment. One
consequence is an urgent need to upgrade
the Groups IT capabilities.
In February this year, WPP recognised
this need when it appointed Robin Dargue
as Group CIO, a newly-created post.
Dargues role sees him spearheading the
IT Transformation Program, an initiative
that will transform WPPs IT architecture,
accelerate the ability for companies to
connect together, and enable the Group to
be a powerful competitor in the emerging
digital marketing landscape.
The first tangible elements of that
initiative have already been unveiled with the
announcement of a new IT organisational
structure for WPP, created with the global IT
leaders of individual operating companies,
and the appointment of some key players
who will lead the transformation.
A new organisation, Coretech, will
There is a growing
recognition that we need
shared systems that
can be used by all
our companies
working together
provide a Group-wide end-to-end IT

function servicing all WPP companies
and developing applications and back
office systems that will be shared by all.
The first of these will be the introduction of
Microsofts Outlook as the Group-standard
email platform early in 2015.
GROUP DEVELOPMENT 61
Key players including Yuri Aguiar, CIO at

Ogilvy & Mather, John Donnarumma, CIO
of GroupM and Matthew Graham-Hyde,
CIO of Kantar will all be joining Coretech in
leadership roles; while David Nicoll, CIO
of WPPs parent company, will lead the
newly-created Parent Plus Operating
Group IT.
The wider impacts of the
program will take shape in
the coming months.
Dargue, who has extensive experience of
leading IT transformation
at organisations such as
Diageo, the UKs Royal
Mail, and Frances Alcatel-Lucent, says the
need for change at
WPP is particularly
acute because of the
way that the Group
has evolved. Many
companies have joined
WPP over the years,
each with their own IT
systems, and while they
may work fine individually there is a growing recognition that we need shared
systems that can be used by
all our companies working together, he explains. At the same
time, the world in which we operate is
becoming more digital, and thats placing
huge pressures on our IT environment.
WPP companies spend more than 1 billion
annually on IT, and there is no doubt that by leveraging size and scale, investment could be more
effectively and more efficiently deployed.
In the large digital integration projects that
WPP companies increasingly bid for, the client CIO
increasingly makes decisions alongside their CMO,
with a new breed of competitors emerging, such as
Deloitte Digital, Accenture and Sapient.
62 GROUP DEVELOPMENT
Transforming IT
for the future
These companies are well versed in
delivering large scale technology projects
and have a set of global integrated tools
and technology project management
methodologies.
Agility and speed are the new
benchmarks of our business, says Dargue.
As the benefits of horizontality in marketing
services become increasingly apparent, one
single WPP IT backbone, connecting our
best resources, will allow our people to
share knowledge and make WPP a much
more responsive organisation.
The IT Transformation Program is
designed to have three key areas of benefit:
it will drive greater efficiency; it will
enhance the security and robustness of
Group systems; and it will meet the need
for companies to collaborate fully in global
client teams and other partnership projects.
Client-facing IT whether it be digital
marketing campaigns, marketing technology
innovation, or client engagement will
remain inside WPP companies,
When you visit any

WPP office, there will
be a simple process to
log on to their wifi,
or use any printer
now known as Operating Group IT,
powered by Coretech.
As well as making our companies more
competitive, the transformation will have
benefits for individual end users, says Dargue.
If youre a business traveller, when you
visit any WPP office, there will be a simple
process to log on to their wifi, or use any
printer. You will also be able to bring your
own device to work, which many people
prefer to use over their company laptop;
and solving many IT end-user problems will
be simpler with standard systems.
The transformation taking place in
WPP is very similar to the process that has
already taken place in many of our biggest
client companies, says Dargue. With a
world-class IT infrastructure, he says, WPP
companies will be equipped to compete
together against the best and fully leverage
our competitive advantage in areas such
as creativity and innovation. He sums up:
This is about transforming collaboration
and making us fit for the future.
Full details of the IT Transformation

Program, including latest updates,
are available on a microsite at:
inside.wpp.com/ittransformation
RESPONSIBILITY 63
A range of initiatives in WPP and its

companies are designed to address the gender
imbalance and help women achieve their potential
TALENT
Leading ladies of the ad world: (from left to right) Shelly Lazarus of Ogilvy & Mather,
Helen Lansdowne Resor of JWT and Charlotte Beers of O&M and JWT
Empowering women
Staff Reporter
MORE THAN half of all the people working
for WPP companies are female some 54
per cent and women make up 32 per cent
of executive leaders and 47 per cent of all
senior managers. The Group is committed
to addressing the drive towards greater
gender balance as part of its overall policy
on diversity.
As the 2013/14 WPP Sustainability
Report puts it: It is essential that women
are able to fulfill their potential throughout
their careers with WPP companies, including
reaching the upper echelons of management
in the Group.
Each WPP company is only as good as
the creativity and insights of its people, the
report argues. Our emphasis on inclusion
and diversity brings us a double benefit. We

can widen our talent pool and with a client
base that is itself enormously diverse, we
are better placed to meet client needs and to
understand and connect with consumers in
every market and every sector.
Leaders within WPP companies have
responsibility to ensure that women are fully
supported within their own organisation,
while diversity officers and councils also
play an important role in communicating
the need to achieve gender balance. Beyond
this, there are specific initiatives within
both the parent group and WPPs operating
companies which seek to give women
support in achieving their true potential.
64 RESPONSIBILITY
Empowering women
WPP Women is a new initiative in the
UK which brings together senior female
leaders to consider issues which affect
women and their ability to perform better.
It has been started by Frances Illingworth,
the Groups global recruitment director,
who is running the network together with
Mel Varley of MEC and Candace Kuss from
H+K Strategies.
Illingworth says: WPP Women meets by
invitation and has met twice so far. It started
originally because I wanted to introduce the
organisation Women on Boards, of which
WPP is a media sponsor. Women on Boards
exists to identify senior women who can be
elevated to the boards of companies across
the UK, and we already have quite a number
who are looking for those non-executive
positions.
The senior network, she says, will
discuss policy on key issues such as women
returning to work after maternity, or
mentoring programs. Its a way for us to
share the information and knowledge we
have, and we have already identified six
areas where we will collect data and set up
programs, says Illingworth. The intention
Its about helping senior

women get to the next
level of management
is that we will meet once a quarter and we

can eventually extend outside the UK.
An embryonic group with the same
name has been set up in China by Bessie
Lee, WPPs country CEO, who has served
on the World Economics Forums gender
committee. The network, which has formed
a small committee of female leaders, is in its
launch phase.
The X Factor is a senior mentoring
and development program, inspired by
Charlotte Beers, the former global CEO
of Ogilvy & Mather and chairman of
JWT. Its about helping senior women
get to the next level of management, says
Illingworth. The X Factor program takes
the form of workshops which take place
over several months and prepare senior and
high potential WPP female leaders for the
next level of leadership. A number of case
studies were used by Beers for her book Id
Rather Be in Charge. The X Factor runs
usually twice a year, with small groups of
around ten attendees per session.
Kantars Mentoring for Success
program is another development initiative
designed to help women move up to the
next level.
Professional networks exist in a number
of WPP companies to support women in
their careers. One of the most significant is
the Womens Leadership Professional
Network (WLPN) at Ogilvy & Mather
New York, which has some 250 members in
the Ogilvy Group some of whom are men.
WLPN was one of a number of professional
networks set up by Ogilvys chief diversity
officer Donna Pedro in 2007, and has been
revitalised by a new team in 2014 led by
Melissa Ng and Shari Reichenberg. The
groups mission isto empower and salute
women at Ogilvy by fostering a strong sense
of community, providing access to inspiring
leaders and helping to facilitate each others
professional success.
We also reach out

to some of our client
companies networks.
Theres a business
development angle
to this: if we can form
relationships with
individuals in those
organisations that is
good for our business
Its really about helping to facilitate

each others success, says Reichenberg.
WLPN organises regular meetings
including talks and events where members
can meet leaders in an informal setting. A
recent talk by the authors of The Confidence
Code a book on empowering women
had some 400 people trying to attend
and had to be streamed to an overflow
area. The group also publishes a newsletter
which makes a point of celebrating womens
achievements. And it partners with other
Ogilvy networks on events like lunches,
storytelling sessions and networking events
with senior Ogilvy leaders, in an effort to
break down traditional silos. We also reach
out to partners outside Ogilvy, says Ng,
RESPONSIBILITY 65
including some of our client companies

networks. Theres a business development
angle to this: if we can form relationships
with individuals in those organisations that
is good for our business.
In June this year, JWT announced a
somewhat different approach to empowering
women. The Helen Lansdowne Resor
(HLR) Scholarship, named after JWTs
first female copywriter, will see five talented
female creative advertising students each
awarded a $10,000 five-year scholarship to
support the establishment of their career.
The scholarship scheme is designed to celebrate Resors contribution in JWTs 150th
anniversary year she was a pioneer in the
industry and responsible for introducing celebrity endorsements but also to highlight
the deficit of women in top creative roles in
our industry.
Recipients of the scholarship which
is open to applicants in China, India,
the Middle East and North America will
also receive a paid summer internship
and a first look placement consideration
upon graduation.
Gustavo Martinez, global president,
JWT Worldwide, said: JWT was known
as the Womens Advertising Agency
under Helens tenure. While we are proud
of our existing female talent, we know we
also need to be working harder to identify,
train, develop and mentor the next
generation of female creative leaders. This is
a goal we are very passionate about, and we
hope the rest of the industry will take note
and do the same.
Contacts:
WPP Women, X Factor,
fillingworth@wpp.com
WLPN, wlpn@ogilvy.com
Helen Lansdowne Resor Scholarship,
jocelyn.weiss-malas@jwt.com
66 RESPONSIBILITY
Christina Knight (left) has charted the

history of advertising from the viewpoint of some
of the industrys most successful women leaders
REVIEW
Tales from the top

Staff Reporter
AS TVs Mad Men approaches its final
denouement,
a
somewhat
different
perspective on the advertising industry has
been documented by Christina Knight, a
creative director at INGO, the joint Grey
and Ogilvy agency in Sweden.
Knight, who is half British, half Swedish,
is the author of Mad Women: A Herstory of
Advertising, which explores the experiences
of a number of high-profile women from
around the world who have become leaders.
She was inspired to work on the project,
she says, after female students repeatedly
asked her about her own experience and how
to build a successful career in advertising.
In spite of having read many books and
biographies over the years, Knight realised
that not a single one of those books had
been written by a woman.
To redress that situation, Knight not only
recounts her own journey which began
with copywriting brochures for a language
school and continued at the Berghs School
of Communication in Stockholm, before
landing a copywriting job at a small agency.
She has also interviewed more than a dozen
top names from the industry worldwide
role models for women including
former Ogilvy CEO Shelly Lazarus; Nunu
Ntshingila of Ogilvy & Mather South
Africa; Stefanie Wurst of Scholz and Friends;
Rakhshin Patel of M&C Saatchi; Cilla
Snowball, CEO of AMV BBDO; Wieden
+ Kennedy CEO Susan Hoffman; and
advertising legend Mary Wells Lawrence,
founding president of Wells Rich Greene.

They talk about their own careers, the
people theyve worked with, but also about
the issue of gender inequality and how they
achieved success in what was too often a
mans world.
Some recount the hurdles they had
to overcome, like Wells Lawrence being
confronted by a head of account group who
told her he couldnt work for a woman. He
left. And each offers her own nuggets of
advice to young women starting out in the
industry today.
Knight herself argues that women
have to promote change by questioning,
demanding and fighting for equal
rights and a balance in creativity and
perspective. And she ends her personal
account with the wish that advertising
and communications becomes a more
diverse industry. Open up to something
larger,
more
inclusive, and I am
convinced it will be
better, richer, more
interesting and, last
but not least, more
profitable.
Mad Women:
A Herstory of
Advertising is
published by Olika Publishing
and available from Amazon.
More information at:
http://madwomen.info/
SUSTAINABILITY 67
Endangered species
Sustainability
Matters
Early detection
In the United
Arab Emirates,
it is particularly
difficult to talk
to women about
breast health in
public, so JWT
Dubai and Friends of Cancer Patients took
an innovative approach to improve early
detection rates. In Feel for the Signs, a fleet
of 50 pink taxis reserved for and driven
by women only, courtesy of the Dubai
Taxi Corporation, featured seatbelt straps
with an artificial lump designed to rest on
the passengers chest. When passengers
explored the lump, they found the message,
Breast cancer isnt always this easy to
find. Passengers were also presented with
an informative pamphlet; in some taxis,
pressing the lump activated an audio message
promoting regular breast cancer check-ups.
www.jwt.com/en/dubai/
There are only 55

Mauis Dolphins left on
the planet, all within
New Zealand waters.
Ogilvy & Mather New
Zealands campaign
for the WWF to help
save the worlds smallest
dolphin included a
Facebook app that
randomly wiped out all but 55 of the
users friends, press ads using only 55
letters and a radio ad concealed 55 seconds
into a hit New Zealand song all drove
people to an online petition. The campaign
garnered over 108,000 signatures, almost
double WWFs target of 55,000. Since its
presentation to Parliament, three major
political parties have vowed to protect
Mauis Dolphins.
www.wwf.org.nz
Watercooler moment
In Y&R and VMLs latest collaboration
with the Partnership for a Healthier
America to encourage people to drink
more water, a talking Drink Up Fountain
Good credentials
For the fifth consecutive year, WPP has been
included in the Dow Jones Sustainability
Index (DJSI), the leading global index
tracking the financial performance of
sustainably-driven companies. The Group,
which has improved its ranking year-onyear, scored a very respectable 65 points,
compared to an industry average of 40.
www.sustainability-indices.com
was installed in New Yorks Brooklyn

Bridge Park. When a drinkers lips
touch the water, the fountain talks,
offering friendly greetings and water
tips. Watch the video at: http://
youarewhatyoudrink.org
68 SUSTAINABILITY
New
analysis shows the
Groups positive
effect on society
and the economy,
says Vanessa Edwards
PUBLICATION
Making
an impact
IN WPPs latest Sustainability Report,
we explain that sustainability is about
maximising our long-term contribution
to society, beyond just the profit we make
for our share owners. This supports our
relationships with our people, investors and
clients, who know they are associated
with an organisation actively seeking to
improve its impact. To help us to do this
we have started to measure and quantify
the contribution our business makes, as
well as the negative impacts associated
with our activities. This will enable us to
assess both the value our business brings
and where there are opportunities to
enhance our contribution. We hope that
over time this analysis can help us monitor
progress and become a useful tool in
business decision-making.
Vanessa Edwards is WPPs head of
Sustainability. Vedwards@wpp.com.
Read more and watch outstanding
pro bono case studies at
www.wpp.com/sustainability.
SUSTAINABILITY 69
70 SUSTAINABILITY
Exit strategy: JWTs TV ad for Kenco shows how a young man is rescued from life in a gang and trained
Recent campaigns by RKCR/Y&R and

JWT tackle the darker side of society
CREATIVE
Gaining freedom
Staff Reporter
LONDON: TWO films by WPP companies
have brought audiences closer to the realities
of life for vulnerable individuals.
Rainey Kelly Campbell Roalfe/
Y&Rs TV, print and digital campaign for
the Home Office is raising awareness of

the existence of modern slavery in the UK.
The TV ad shows harrowing incidents of
slavery which at first appear to be taking
place in remote corners of the world but
are then revealed to be in Britain. Viewers
can contact a helpline and website to learn
SUSTAINABILITY 71
d to become a coffee farmer
how to spot the signs, seek help and report

concerns. Media planning and buying was
by MediaCom and M4C respectively.
JWTs campaign for coffee brand
Kenco highlights the seriousness of life in
Honduras for young people who are in
danger of being enslaved to gangs.
Coffee vs Gangs tells the story of
a project that has taken 20 youngsters
deemed at risk of entering a gang and
which is providing them with the education
and training needed to become a coffee
farmer. The project is supported by PR and
media partnerships and a digital hub carries
true stories of the kids involved.
www.modernslavery.co.uk
www.coffeevsgangs.com
Home truth: RKCR/Y&Rs film demonstrates

that slavery is closer than you think
72 INSIDE WPP
Smart negotiation, active co-operation and

intelligent design has transformed the Groups real estate
portfolio in London, reports Sarah Ritchie Calder
STRATEGY
House style: Brewhouse Yard in Clerkenwell is home to three Group companies
Londons workspace
IT IS almost 30 years ago that WPP was
founded in a damp basement office in
Londons Lincolns Inn Fields. Since then,
the Groups UK presence has grown from
an original headcount of two to more than
15,000 people, most of whom work in the
capital.
Through multiple acquisitions and
organic growth over the years, the London
property portfolio grew to become a
ragbag collection of leased office space
dotted around the city, much of which was
unsuitable for new ways of working that
technology provided and clients demanded.
So, nine years ago, the Group real
estate team drew up a long-term plan to
reinvent the London portfolio, creating

inspiring spaces that would also deliver
very tangible business benefits. Using their
in-depth knowledge of the citys property
market, their longstanding relationships
with developers and landlords, and with
a canny eye for timing, the team set about
consolidating the portfolio in a series of
innovative deals. The strategy paid off: rents
for the London portfolio are currently 25
per cent below the market rate.
Although headcount has grown by 50
per cent in London since 2005, the amount
of space has risen by just 13 per cent,
according to Max Holliday, WPPs head
of real estate for EMEA. This efficiency is
down to co-locating a number of smaller

businesses into a more efficient large
premises and the introduction of agile
workspaces/activity-based working, where
the office space is designed around team and
client needs rather than a rigid hierarchical
structure. The engagement, buy-in and
co-operation from the top management in
Group companies has been instrumental in
making the London property story such a
success, says Holliday.
Two recent projects in Londons creative
hub of Clerkenwell are blueprints for the
cross-EMEA program of co-locations
and space rationalisation that support the
Groups drive towards horizontality and
collaboration.
Brand Union, Sudler & Hennessey
and Lambie-Nairn have co-located in
Brewhouse Yard in a space where people
can work at flexible desks, in the kitchen
or in the collection of meeting pods dotted
around the building wherever they feel at
home. We plan to continually reinforce the
e revolution
Co-operation from the top
management in Group
companies has been
instrumental in making
the London property
story such a success
INSIDE WPP 73
Opening up: light floods into the basement

space in Brewhouse Yard
domestic qualities by inviting our people to

prop the space, just as a family might do on
moving into a new home, explains Brand
Unions creative director Ewan Ferrier. The
agile design has freed up areas to be used for
informal catch-ups, town hall meetings or
dedicated project zones.
Hill+Knowlton Strategies moved into
its agile workspace in the Buckley Building
in late 2013. Post-occupancy analysis has
shown that informal interactions between
people have doubled, while they experience
far fewer ad hoc interruptions when working
at a desk. A variety of shared and private
spaces has boosted collaboration and solved
the perennial problem of finding a suitable
meeting room. H+K Strategies UK CEO
and global chair, Creative Strategy, Richard
Millar is delighted. We have created a
new home for the agency that is at once
progressive, egalitarian and transparent
and, at the same time, a beautiful and
inspiring space.
74 INSIDE WPP
Londons workspace
revolution
The real estate team works closely with
WPP-owned company BDG architecture
+ design; having helped London-based
companies adopt an agile working
environment, the strategy is now being rolled
out across other parts of EMEA. While
the hard cost benefits of agile working are
always seductive, these environments shape
and influence the company far beyond the
move-in date the new dynamics create
important soft benefits, such as business
cross-referrals and an enhanced culture and
spirit.
BDGs secret weapon in creating agile
working is their process of Advanced
Spatial Analysis, utilising the latest thinking
and software thats been developed out
of University College London. It enables
designers to plot optimal sightlines,
visibility, accessibility and wayfinding
throughout a space. This technique is being
used to great effect in the final piece of the
London property jigsaw: the planning and
design of Londons iconic riverside building,
Sea Containers House, where, in 2015, all
Ogilvy & Mathers UK operations and its

1,800 people will be brought together for
the first time in decades alongside MECs
600 staff.
Enlightened companies realise that
although there are enormous benefits to
agile working, its not necessarily the easiest
option. It may not involve managing lots of
physical assets like desks anymore, but good
people management is required, particularly
in the early days as everyone adapts. And
very large projects, like Sea Containers
House, need to build in change management
programs.
Agile design has a transformative effect,
changing the way people and companies
work for the better. WPPs Holliday sums
up the benefits: Collaboration increases,
interactions double, productivity improves,
disruptions drop, staff retention levels go
up, flexibility is inbuilt, real estate costs are
contained and its much more sustainable
too whats not to like?
For more information contact Max Holliday
at WPP London, mholliday@wpp.com
Built in: bright and airy meeting spaces at Hill+Knowlton Strategies
INSIDE WPP 75
Whats the
buzz in...
Yangon
Jason Copland and Nay Htut
Ko Ko of TNS Myanmar dodge
the monsoon rains and consider
how the capital is changing
Hot spots?
With the change in government in 2010
and freeing up of the economy, Yangon
is in transition. Restaurants and bars are
springing up to cater to well-heeled locals
and an influx of visitors. Recent additions
include the Gekko Bar and Union Bar &
Grill. For fine dining try Le Planteur or
Vino. Mondo serves fine Japanese cuisine
if you manage to find its small entrance.
Industry talking points?

Myanmars untapped market of over 50
million consumers is irresistible to global
clients. FMCG businesses are growing
rapidly, international bottlers and brewers
are investing in manufacturing plants,
and the launch of two foreign mobile
operator services will transform the lives
of the population and the way people
communicate.
Cool stuff?
Despite low incomes compared to
neighbouring countries, smartphones and
tablets have great appeal and wi-fi hotspots
enjoy high traffic as people share news and

catch up on social networks.
Whats drawing the audiences?

Local rock and heavy metal bands Emperor
and Iron Cross still command large
followings and attendance at concerts.
Korean culture (soaps, pop bands, cosmetics
and electronics) has a big influence on local
consumers of all generations and especially
females.
Brands to watch?
Samsung. Coca-Cola. Carlsberg. Nescaf.
Sunsilk. Omo. Global brands are (officially)
coming to Myanmar for the first time in over
50 years. With the introduction of Ooredoo
and Telenor mobile operator services,
competition begins in the telecoms sector!
The must-haves?
Facebook account and smartphone.
Consumers are skipping PC-based browsing
and going straight to app-based mobile
internet use, which has implications for
brand owners. A car tops the wish-lists of
one in two households. And an umbrella is
a good friend during the monsoonal deluge
between June and November.
State of the nation?

The buzz is all about mobile and the
freedom to communicate more reliably
and with everyone. Viber now has more
than five million subscribers. The muchanticipated democratic general election at
the end of 2015. Which party will win? Will
the constitution be amended to allow Aung
San Suu Kyi to be President?
City sound bite?

The horns and beeps of a traffic snarl-up.
The streets are overwhelmed with buses,
cars, street vendors, crowds on their way to
work, to school and to the pagodas.
www.tnsglobal.com
76 INSIDE WPP
Business development
Get Connected!
There are valuable
Group tools and
resources on hand that
can bring business
advantage your way...
If youd like to know more about any

prospective client, anywhere in the world,
the chances are that at least one of your
fellow WPP companies already works with
them. Such information, all non-confidential,
is held by WPP centrally and can be
crucially valuable in helping to develop new
relationships. And at the regular London
NewBiz Forums, CEOs, MDs and business
development leaders from across the Group
can listen to, and question, an expert outside
speaker and then exchange news, contacts
and ideas. Contact is Gyve Safavi,
gsafavi@wpp.com.
Cross-Group client case studies

WPPs portfolio of over 100 client-endorsed
case studies provides hard evidence of Group
companies collaborating across skills and
geographies to bring tangible client benefits
valuable new biz tools to demonstrate
effective teamworking. Download from
inside.wpp.com/partnership.
News bulletins
Keep up to date via two free public online
bulletins: e.wire, a monthly three-minute
read on Group company and people
news, account wins, new offers and
industry trends; and Digital Loop, a
fortnightly newsletter on all things
digital from across WPP. Subscribe via
inside.wpp.com/ewire.
FactFiles
WPP produces regular FactFiles profiling
individual WPP companies, specific client
service offers and specialist skill areas,
available at inside.wpp.com/factfiles.
Has your company produced one? Email
factfiles@wpp.com.
Communicators meetings
The WPP communications team holds regular
get-togethers in London (The Clan), New
York (The Tribe) and China (The Village) for
WPP company professionals responsible for
managing their companys reputation to share
info and insights. Group companies are invited
to nominate one in-house representative
contact fmcewan@wpp.com for details.
Group events listings

The Group intranet carries listings of
upcoming events of interest to WPP people
across the Group. To get your event promoted
go to inside.wpp.com/calendar.
Group intranet
Available exclusively to people in all WPP
companies, the intranet is your interactive
gateway to constantly-updated online info,
resources, tools and offers. Are you and your
company plugged in and profiled? Its simple
to get going at inside.wpp.com.
WPP publications
WPPs publications include the multi
award-winning Annual Report and annual
Sustainability Report; WPPs Atticus Journal
of original thinking in communications
services; and WPPED Cream books showcasing outstanding creative work from WPP
companies around the world. Most are available in pdf format from inside.wpp.com
or e-mail Harriet Miller, hmiller@wpp.com,
for copies.
www.wpp.com
WPPs public website is the portal for the
Groups global activities, experts and initiatives, plus links to Group company websites.
INSIDE WPP 77
78 INSIDE WPP
Stay connected!
Receive news and views from WPP in the way thats best
for you via our social media channels and news feeds...
Follow us on Twitter twitter.com/wpp
Become a fan on Facebook facebook.com/wpp
Watch WPP agencies on You Tube youtube.com/wpp
Connect with WPP via LinkedIn
www.linkedin.com/company/wpp
Subscribe to e.wire, our monthly online news bulletin
Check out these sites or simply visit the subscriber
page on wpp.com and pick your preferences!
wpp.com/subscriptions

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FOR WPP PEOPLE WORLDWIDE

QUARTER 4 2014 ISSUE 53

MUMBAI: SERVICE sector

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Partnership award winners

Kantar buys data visualisation firm

WPPs new impact analysis

Campaigns tackle enslavement

Life in the Lenswith Vikram Sakhuja, Maxus 28-29

THE WIRE Quarter 4 2014

Cream of the crop

WPPs IT Transformation project

Empowering women initiatives

Book review: Mad Women

THE WIRE Quarter 4 2014

The search for

N JUNE this year a week-long

THE WIRE Quarter 4 2014

Bravo. CreateUKs reminder of the

prioritise sustaining and efficiency

Continued from page 5

Without the pearls

THE WIRE Quarter 4 2014

Martin makes the case

THE WIRE Quarter 4 2014

Two Group companies are partnering

Y&R and TNS gain

Matthew Godfrey, president Y&R Asia

THE WIRE Quarter 4 2014

Continued from page 1

Top 50, ahead of the other emerging

THE WIRE Quarter 4 2014

financial value are contenders for entering

Old and new sit side by side: Living

The full 2014 BrandZ reports for India

THE WIRE Quarter 4 2014

THE WIRE Quarter 4 2014

Question time: GPY&Rs powerful campaign

Continued from page 11

THE WIRE Quarter 4 2014

their social networks, businesses and, most

THE WIRE Quarter 4 2014

THE WIRE Quarter 4 2014

Continued from page 13

Watch the video at: www.youtube.com/

THE WIRE Quarter 4 2014

First graduates of WPPs school are already

Hats off to China graduates

in China with top awards from D&AD in

THE WIRE Quarter 4 2014

An Ogilvy & Mather-led team in India has

Minister, P Chidiambaram commented

THE WIRE Quarter 4 2014

Ogilvy & Mather, Gurgaon

Grey Advertising, London

Ogilvy PR, Gurgaon OgilvyOne, Gurgaon

National Skill Development Corporation, India

Skill India Mission

Grey Healthcare Group,