Ogilvy on Advertising by David Ogilvy
By David Ogilvy
A candid and quintessential primer on all elements of ads from the fellow Time has known as "the such a lot wanted wizard within the business". 223 pictures.
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He likes to work according to a plan—one that is understood and supported by senior staff. He spends a lot of time in meetings and retreats, discussing various approaches and trying to gain consensus from his associates on ways to attack problems. When there is agreement, though, the agency is not afraid to tear down walls and processes and introduce new approaches and architecture. Bucci feels he’s now about halfway to his goal. “I laid out what I call a vision horizon—an outline of where we wanted to be in 10 years.
The trick is to decide early on which core competencies you are going to offer and not to get sucked into the “everything for everybody” model. “We have remained very faithful to what we originally were,” says John Drake, CEO and sole remaining cofounder of Atlanta’s Cole Henderson Drake. ” But Drake’s agency is willing to work with other companies if the client needs services outside CHD’s skill set. Agency chiefs constantly agonize over which parts of the client’s marketing budget might be about to go somewhere else.
Qxd 4/23/03 10:04 AM Page 34 34 CASTING FOR BIG IDEAS adjunct to the creative department rather than as a stand-alone service. As a result, although it has come to replace the old agency research department, it has lost any chance of being viewed by the client as a distinct product for which a separate charge outside the normal advertising budget is justified. Without that final step, account planning will always be a stepchild in the agency’s process— and will be priced accordingly. THE NEED FOR AN ANNUAL BRAND AUDIT AND REFIT Even small agencies should try to put in place some kind of proprietary process of field research and analysis that gives clients definitive answers about the marketplace.