Thursday, December 18, 2014

12319: Hall Of Fame Head-Scratchers.

The AAF presented a press release announcing the 66th Annual Advertising Hall of Fame inductees, which included a few head-scratchers.

Does Spike Lee really deserve induction? While he’s an accomplished filmmaker, has he truly made breakthroughs in the advertising industry? Then again, Lee is certainly as—and perhaps more—deserving for recognition than Crispin Porter + Bogusky Chairman Chuck Porter.

Radio One Founder and Chairperson Catherine L. Hughes will become the first Black woman in the Hall of Fame. Congratulations to Hughes, but why isn’t Caroline Jones in the exclusive club too?

Wonder how the Hall of Fame clan feels about having inducted Bill Cosby in 2010.

PepsiCo, Seven Legendary Individual Inductees Headline the 66th Annual Advertising Hall of Fame®

WASHINGTON, D.C.—The 66th Advertising Hall of Fame Induction Ceremonies & Gala Dinner will be held the evening of Monday, April 20, 2015, in the Grand Ballroom of New York’s historic Waldorf-Astoria hotel.

Elected by the Advertising Hall of Fame’s distinguished Council of Judges, here are this year’s “magnificent seven” to be inducted into the Hall of Fame:

John B. Adams, Jr. , Chairman, The Martin Agency

Lee Clow, Chairman, TBWA\Media Arts Lab; Director of Media Arts, TBWA\Worldwide

Catherine L. Hughes, Founder and Chairperson, Radio One, Inc.

Spike Lee, Founder and Chief Executive Officer, Spike DDB and 40 Acres and a Mule Filmworks

Bob Pittman, Chairman and CEO, iHeartMedia, Inc.

Charles Porter, Chairman, Crispin Porter + Bogusky

Linda Kaplan Thaler, Chairman, Publicis Kaplan Thaler

John B. Adams, Jr. will also be presented with the distinguished David Bell Award for Industry Service, now in its second year, to recognize extraordinary and unique contributions and service to the advertising community and industry as a whole. It is named in honor of David Bell (Hall of Fame Class of 2007), a visionary leader and mentor to several generations of advertising professionals.

The Council of Judges made history this year by electing the Hall’s first ever African-American woman, Catherine L. Hughes.

This year’s corporate inductee is PepsiCo, one of the world’s most iconic companies, with beverage and food brands that are loved and enjoyed household names across the Globe. Among many things, PepsiCo pioneered the bridges between entertainment, music, pop culture, and advertising—and in doing so revolutionized the way we all see advertising today. It is one of only six companies ever inducted into the Advertising Hall of Fame.

“Long being one of the world’s most storied brands, with a rich history woven into our cultural landscape, Pepsi has at the same time always stayed current—setting the trends and catching the spirit of each new generation with the cool and the new—and in doing so ushering in each new generation as a Pepsi Generation. It is a brand that isn’t just a part of the culture, it is that rare brand that has been a powerful and innovative force in making the culture,” said James Edmund Datri, President & CEO of the American Advertising Federation, which administers the Advertising Hall of Fame.

“Our Hall of Fame Council of Judges, composed of leaders of advertising and media, advertisers and distinguished Hall of Fame members, was deeply committed to choosing men and women of legendary stature and achievement,” said James R. Heekin III, Chairman and CEO of Grey Group and Chairman of the Advertising Hall of Fame. “This extraordinary Class of 2015 will inspire new generations to come and deserves to be celebrated as only the AAF can.”

Richard Porter, President, Media Sales, Meredith Corporation, and Vice Chairman of the Advertising Hall of Fame added, “This year’s Hall of Fame reflects not only the best and brightest in our industry, but also is a mirror on the tremendous value of having a diverse range of talented individuals with unique backgrounds and experiences who can build and lead the next generation of the advertising and media community. And our corporate honoree, Pepsi, has an incredible portfolio of outstanding work over the years as well.”

Wednesday, December 17, 2014

12318: Discovering Team Epiphany.

Adweek spotlighted Team Epiphany, self-described as “a brand solutions agency” with offices in New York and Portland. This place may be the most diverse enterprise in the industry.

This Agency Started Doing Influencer Marketing Before It Was Cool

All about a blend of social and experiential tactics

By Lauren Johnson


Who Managing partners (l. to r.) Sky Gellatly, Lisa Chu, Coltrane Curtis

What Brand solutions agency

Where New York

Since 2004, Team Epiphany has mixed experiential, social, influencer and public relations services for clients including Heineken, Cadillac and Incase. With offices in New York and Portland, Ore., Team Epiphany boasts a 70-person staff that excels in blurring tactics. To promote Cadillac’s ELR coupe during the 2014 New York Auto Show, the agency picked four popular Instagramers, gave them a car for two weeks and sent them on the road to document their travels. The photos were displayed in a gallery at the auto expo, which actually led to two car sales. That approach to off- and online marketing appears to be paying off—Team Epiphany’s revenue is up 30 percent year over year and is expected to reach $15 million for 2014. “It’s really great to activate on the ground but know that we’re creating assets that we can then amplify socially and digitally,” said managing partner Coltrane Curtis.

12317: Naomi Provocateur.

12316: Offend The Right Audience.

This Cablevision campaign from Brazil stereotypes gays and grannies. Bikers will probably be offended too.

From Ads of the World.

12315: Johnsonville Picks White Agency.

Adweek reported Johnsonville Sausage creative duties have been handed to White advertising agency Droga5 following a review. The sausage tug included White ad agencies Fallon, Crispin Porter + Bogusky and incumbent Cramer-Krasselt. As previously mentioned, C-K deserved to lose the business based on its thoroughly unappetizing “Bratsgiving” campaign. On the other hand, Droga5 has yet to produce any decent advertising for a food client. Want proof? Check out the culturally clueless crap created for Athenos products. Brats Appétit!

Droga5 Wins Hotly Contested Sausage Pitch

Add Johnsonville to the brands the agency amassed this year

By Andrew McMains

Droga5, Adweek’s U.S. Agency of the Year, has added sausage to its fire.

Johnsonville sausage has selected the New York shop to handle its creative business after a review, according to sources. Annual media spending is around $30 million.

Sources previously identified the other finalists as Fallon, Crispin Porter + Bogusky and the incumbent, Cramer-Krasselt. Avidan Strategies helped manage the process.

Droga5 could not be reached, and Johnsonville, which is based in Sheboygan Falls, Wisc., had no immediate comment. But sources said the contenders were told of the decision.

C-K’s Milwaukee office had handled the account since 2008.

The search did not include media planning and buying, which remains at Compass Point Media, the media unit of Interpublic Group’s Mithun.

Droga5’s latest win follows a string this year that included Air Wick, Clearasil, Quilted Northern, Dixie, Jockey, Dun & Bradstreet and Mirai, a new fuel-cell vehicle from Toyota. Along the way, the agency’s revenue grew 44 percent to an estimated $78 million.

Tuesday, December 16, 2014

12314: Bayer’s Consolidation Headache.

Advertising Age reported Bayer consolidated global creative duties for a bunch of brands tied to its recent acquisition of Merck’s consumer healthcare business. The White advertising agencies benefiting from the consolidation are BBDO and JWT, while Havas Worldwide and Publicis Kaplan Thaler are big losers. Havas had covered most of the Merck brands involved—including Clariten, Coppertone and Dr. Scholls—for over 30 years.

A Havas spokeswoman emailed, “We are incredibly proud to have been a valued creative and strategic partner of these brands for more than 30 years. … For Dr. Scholls, we launched the most successful campaign with Gellin’, which doubled the business and ran for eight years, becoming part of the vernacular. We have had the Coppertone business for over 25 years and secured its market leadership despite numerous competitive launches. We helped make Afrin the No.1 nasal decongestant in North America.”

The Havas statement underscores at least four points. Let’s start by discussing the first three:

1. Being in the wrong holding company can adversely affect your success.

2. Merck and creative should never appear in the same sentence.

3. Producing effective-yet-mediocre work puts ad agencies at risk.

WPP and Omnicom, via their sheer size and political influence, are masters at crushing opponents in these increasingly common consolidation scenarios—which are essentially cost-cutting efficiency schemes designed by accounting wonks. Why, WPP is even ready to fabricate enterprises from scratch to appease clients and avoid conflicts (and the holding company did just that to deal with potential conflicts between Coppertone, Banana Boat and Hawaiian Tropic), while Omnicom offers an endless stable of generic White ad agencies that brands can be shuttled between forever.

The Merck brands highlighted by the Havas spokeswoman were promoted with lousy advertising over the years. Sorry, but Dr. Scholls’ “Gellin’” never became “part of the vernacular,” except maybe in the hallways of Havas and Merck. And the Clariten campaign? Clear crap. Merck is obviously not interested in—and probably incapable of approving—breakthrough creative ideas.

The Havas spokeswoman’s bragging about results allegedly enjoyed by the brands is pretty sad. The sales figures may build a case for the shitty work, but in the end, even the client isn’t buying the success, as they went ahead and reassigned the billings. Ad agencies that settle for mediocrity are always at risk to lose business.

As for the fourth point, here it is:

4. Minority ad agencies are so disrespected and inconsequential, they don’t receive mention in the proceedings, quietly scrambling for crumbs in the background—despite Bayer’s faux commitment to diversity and internationality.

Bayer Consolidates Global Creative for Merck Brands with BBDO, JWT

BBDO Gains Biggest Spenders—Claritin and Dr. Scholls—But Gives Up Phillips

By Jack Neff

Bayer has consolidated global creative assignments for brands involved in its October acquisition of Merck’s consumer healthcare business with Omnicom’s BBDO and WPP’s JWT. It has also moved the Phillips brand to JWT, the company confirmed.

BBDO picked up the biggest-spending brands including Claritin, Afrin and Dr. Scholls in the Americas. The three brands had a combined $164 million in U.S. media support last year and $135 million through the first nine months of this year according to Kantar Media. The assignments are global, except for Dr. Scholls, which only covers the Americas, because the brand is marketed elsewhere by RB.

JWT picked up the Coppertone and Miralax brands formerly owned by Merck along with the Phillips brand. Phillips was already was with Bayer, but formerly handled by BBDO as Bayer consolidated accounts along category lines. Combined, the brands picked up by JWT spent $50 million in measured media in 2013 and another $50 million through the first nine months of 2014, according to Kantar. Phillips was the biggest spender of the group, with $26 million in measured media outlays last year and $20 million so far this year.

Havas Worldwide handled most of the brands under Merck, including Claritin, Coppertone and Dr. Scholls. Publicis Kaplan Thaler handled Miralax. Spokespeople for Publicis couldn’t immediately be reached for comment.

A Havas spokeswoman said in an e-mail statement: “We are incredibly proud to have been a valued creative and strategic partner of these brands for more than 30 years.”

She noted that Havas helped Claritin become a top allergy brand. “For Dr. Scholls, we launched the most successful campaign with Gellin’, which doubled the business and ran for eight years, becoming part of the vernacular,” she said. “We have had the Coppertone business for over 25 years and secured its market leadership despite numerous competitive launches. We helped make Afrin the No.1 nasal decongestant in North America.

“Having played such a large part in developing these brands, naturally we are disappointed that we will not be working on them going forward. We wish Bayer and their roster agencies all the luck in the future.”

BBDO referred calls for comment to Bayer. JWT couldn’t immediately be reached for comment.

Bayer already had shifted media from Interpublic’s Initiative to WPP’s Mediacom in October, shortly after completing its $14.2 billion acquisition of the Merck brands.

Monday, December 15, 2014

12313: Networking With República.

From Adweek…

Without a Pitch, República Wins Creative Work on Telemundo and NBC Universo

NBCU gives its theme-park agency a crack at networks

By Andrew McMains

In a sign of the vastness of NBCUniversal’s empire, República has added creative responsibilities on the company’s Telemundo network and NBC Universo, five years after the shop landed Hispanic marketing efforts on the corporation’s Universal Orlando Resort.

Media spending behind the new assignments is estimated at $15 million.

The Miami-based República landed the new business without a pitch, which, of course, is the sign of a happy client.

In a statement, Joe Uva, chairman of NBCU’s Hispanic enterprises and content unit, said República would “play an integral part in strengthening and expanding NBCU’s connection with the U.S. Hispanic community.”

The agency will work closely with Jacqueline Hernández, the unit’s chief marketing officer. Hernández has been in that role since May. The assignments don’t include media responsibilities, which remain at Horizon Media.

NBC Universo is the new name for mun2 and will launch Feb. 1 with a Hispanic language broadcast of the Super Bowl, the most watched program of the year.

República’s other accounts include Toyota, Google, Goya and Boehringer Ingelheim.

Sunday, December 14, 2014

12312: Soaking Up $72.9 Million.

From The Atlanta Journal-Constitution…

Super Soaker creator awarded $72.9M from Hasbro

By Christopher Seward

The Atlanta-based company behind the Super Soaker water gun and Nerf toy guns has been awarded nearly $73 million in royalties from toymaker Hasbro Inc., according to the law firm King & Spalding.

Johnson Research and Development Co. and founder Lonnie Johnson have been in a royalty dispute with Hasbro since February, when the company filed a claim against the giant toy company. According to King & Spalding, which along with the A. Leigh Baier P.C. law firm represented Johnson, Hasbro underpaid royalties for the Nerf line toys from 2007 to 2012.

“In the arbitration we got everything we asked for,” said Atlanta attorney Leigh Baier. “The arbitrator ruled totally in Lonnie’s favor.” The attorney also said Johnson “is very pleased” with the outcome.

Johnson could not be reached for comment Wednesday, nor could Pawtucket, RI.-based Hasbro.

The arbitration agreement resolves a 2001 inventors dispute in which Hasbro agreed to pay Johnson royalties for products covered by his Nerf line of toys, specifically the N-Strike and Dart Tag brands, King & Spalding attorney Ben Easterlin said.

In a separate breach of contract suit filed in U.S. District Court in Atlanta in February, Johnson accuses Hasbro of violating a 1996 agreement to pay him Super Soaker royalties of 2 percent for “three-dimensional products” based on the appearance of the toy and 1 percent for “two-dimensional visual representations.”

The suit says Hasbro sold water guns that were “visually similar and based upon the appearance of Super Soaker water guns that incorporate Johnson’s technology.” Johnson also wanted the court to force Hasbro to open its books to determine sales of Super Soaker products from 2006 to 20012.

Johnson, a nuclear engineer, Tuskegee University Ph.D. and former NASA scientist, founded his company in 1989. It was the same year he first licensed the Super Soaker, which generated more than $200 million in retail sales two years later, the company said. The toy was licensed to Larami Corp., which was later purchased by Hasbro.

Johnson holds more than 80 patents, with more than 20 pending, the company said, which said sales of the Super Soaker have approached nearly $1 billion.

As an Alabama high school senior, Johnson finished building a remote-controlled robot with a reel-to-reel tape player for a brain and jukebox solenoids controlling its pneumatic limbs, according to a 2008 profile in the Atlanta Journal Constitution.

After graduating from Tuskegee he joined the Air Force, worked at the Air Force Weapons Laboratory at Sandia, worked for NASA’s Jet Propulsion Lab on the Galileo mission to Jupiter and the Mars Observer project, among others. He also helped design the Cassini robot probe that flew 740 million miles to Saturn.

He moved to Atlanta in 1990 before his Super Soaker invention made him wealthy. His inventions have included rechargeable battery technology and thermodynamic energy conversion technology.

12311: Talk About TalkAboutTheTalk.

TalkAboutTheTalk presents its message from The Brotherhood/Sister Sol in a powerful style, ultimately asking the question, “Do we want one America or two?” On the other hand, the video was produced by Saatchi & Saatchi in New York, a White advertising agency that exemplifies the two Americas created by an industry where exclusivity reigns and diversity is a dream deferred and denied. Granted, the Saatchi & Saatchi team included Sheldon Levy, a top-flight professional who deserves recognition and respect. Yet it’s difficult to separate the contradictions posed by these types of efforts.

12310: Culturally Clueless In Hollywood.

The New York Times reported Sony Pictures Chair Amy Pascal and film producer Scott Rudin issued the obligatory apologies for their culturally clueless email exchange first revealed by BuzzFeed. Not sure why Pascal still has a job, as her emails would be grounds for termination by most professional fields in these racially-sensitive times. On the other hand, Rudin is a notorious asshole, so no one should be surprised by his commentary. The executives’ conversation certainly underscores what Chris Rock recently said about Hollywood—a viewpoint that was further supported via the ignorance displayed by media mogul Rupert Murdoch and film director Ridley Scott.

Meanwhile, The New York Daily News reported Sony put the brakes on a press junket to promote the latest movie starring Kevin Hart, who received unflattering criticism in another email exchange between Pascal and Sony executives. If Pascal authorized halting Hart’s promo tour, she should definitely be canned. Another report from The New York Daily News claimed a source is saying Pascal will soon be fired. Pull the trigger already, Sony.

Finally, Pascal and Rudin should be banned from any upcoming awards ceremonies.

Sony Film Executives Apologize for Racially Tinged Emails About Obama

By Brooks Barnes and Michael Cieply

LOS ANGELES — Embarrassing, racially tinged emails about President Obama’s imagined movie tastes, posted online by hackers and reported by news sites, prompted public apologies on Thursday from Sony Pictures Entertainment’s movie chief and one of its top producers.

“To anybody I’ve offended, I’m profoundly and deeply sorry, and I regret and apologize for any injury they might have caused,” the film producer Scott Rudin said in a statement after the disclosure of his private email banter with Amy Pascal, Sony’s co-chairwoman, about Mr. Obama and black-themed films. “I made a series of remarks that were meant only to be funny, but in the cold light of day, they are in fact thoughtless and insensitive — and not funny at all.”

Ms. Pascal said in her own statement: “The content of my emails to Scott were insensitive and inappropriate but are not an accurate reflection of who I am. Although this was a private communication that was stolen, I accept full responsibility for what I wrote and apologize to everyone who was offended.”

The email exchange in question, reported by BuzzFeed, took place before Ms. Pascal attended a breakfast for Mr. Obama that was organized by Jeffrey Katzenberg, chief executive of DreamWorks Animation.

“What should I ask the president at this stupid Jeffrey breakfast?” Ms. Pascal asked Mr. Rudin in an opening query. She then speculated that she might ask if Mr. Obama liked “Django Unchained,” about a former slave. Mr. Rudin countered with a suggestion about “12 Years a Slave,” while Ms. Pascal suggested other films involving African-Americans.

Finally, Mr. Rudin wrote: “Ride-along. I bet he likes Kevin Hart.” The email referred to a broad comedy, from Universal Pictures, that starred Mr. Hart and Ice Cube.

Mr. Rudin, who has been a producer of films like “Captain Phillips” and “The Social Network” for Sony, added in his apology, first posted on, that “private emails between friends and colleagues written in haste and without much thought or sensitivity, even when the content of them is meant to be in jest, can result in offense where none was intended.”

The emails were disclosed as part of a continuing dump of documents by hackers who attacked Sony’s computer systems, beginning in late November.

In a separate email exchange, also disclosed online, another Sony executive, Clint Culpepper, used harsh language in suggesting that the studio rebuff a salary demand from Mr. Hart, who has starred in several films for the company’s Screen Gems unit, including a coming movie, “The Wedding Ringer.”

“I’m not saying he’s a whore, but he’s a whore,” Mr. Culpepper wrote.

Representatives of the studio did not comment on Mr. Culpepper’s remarks. A spokeswoman for Mr. Hart directed a reporter seeking comment to an assertive post on his Instagram account. “I will never allow myself to be taken advantage of,” Mr. Hart wrote. “I refuse to be broken.”

Also on Thursday, the Rev. Al Sharpton, in a statement, condemned the exchange between Ms. Pascal and Mr. Rudin as “offensive, insulting” and took further aim at Ms. Pascal, saying her comments reflected a “troubling” lack of diversity at her studio and others.

People familiar with Sony’s response to the attack, who spoke on the condition of anonymity because they were not authorized to comment publicly, have said they expect to face further unauthorized disclosures in the days ahead.

12309: Semi-Praising Miami Ad School.

MultiCultClassics continues to be critical of the hackneyed instruction apparently being delivered to Miami Ad School students. So it seems only fair to display two decent campaigns created by German students for Airbnb and Brazilian students for Hellman’s Chili Sauce. However, there are no references to Hellman’s Chili Sauce on the foodmaker’s website—and if the students hatched the campaign for a fake product, the positive review is retracted.

From Ads of the World.

12308: To Sir Martin, With No Love.

Anybody else annoyed by holding company honchos as pseudo thought leaders? WPP Overlord Sir Martin Sorrell is a particular pest, posting LinkedIn perspectives and pontificating at professional powwows—yet ultimately offering zero insightful, deviceful or useful opinions. While speaking at the 42nd annual UBS Global Media and Communications Conference, Sorrell declared, “If anybody in this room thinks life is easy, think again.” Wow, thanks for the newsflash, Marty. Then again, life has got to be slightly easier when you’re making 780 times more loot than the average peon in your corporate empire.

At the event for UBS—emphasis on BS—Sorrell also “criticized companies for short-term thinking and focusing more on cutting costs rather than growing profits,” according to coverage from The New York Post. Um, Sorrell is a glorified financial wonk whose career actions have turned the advertising industry into an amalgamated automaton where all key decisions are scored with quarterly P&L reports and cold-blooded efficiencies in mind.

Other recent revelations resulting from Sorrell fondly gazing at his crystal balls:

• Explaining how WPP integrated digital into its institutional innards. Quick—name five digital powerhouses in the WPP collective. Okay, how about two or three…? ‘Nuff said.

• Unveiling “The 10 Trends Shaping the Global Ad Business”—no doubt ghost-written by the JWT trendy trendspotters regularly spewing tired trivia and common knowledge acquired via Google searches.

• Complaining that Cannes has become “a superficial bash that has gotten away from its roots as an agency ad competition and turned into a crass show of wealth.” After sharing his viewpoint, Marty was photographed at a Cannes soirée alongside Robin Thicke.

• Admitting WPP doesn’t recruit people very well—and Sorrell was really only talking about White people, as his holding company doesn’t recruit minorities at all.

If Sir Martin’s compensation for 2015 were tied to the quality of his thought leadership, he’d record the greatest pay cut in the history of mankind.

Saturday, December 13, 2014

12307: Ogilvy Woos Chinese Tourists.

Advertising Age’s Creativity spotlighted an Ogilvy & Mather Beijing campaign that invites Chinese tourists to visit the UK via a promotion asking them to rename famous British places using their native language. Hopefully, the British places will not include the country’s adland. Otherwise, the tourists will have to figure out how to say “exclusively White shithole” in Mandarin.

To Lure Chinese Tourists, U.K. Invites Them to Rename Famous Places in Mandarin

Interactive Contest Is Aimed at Curious Visitors

Chinese tourists are a huge income source for the U.K., so tourism body VisitBritain called on the skills of a Beijing agency to find a way to entice more of them. Ogilvy & Mather Beijing came up with an online contest that asks prospective Chinese visitors to rename famous places in Great Britain.

The winners will have to come up with the most fitting, amusing, and memorable Chinese names from a pre-defined list of British places, events and things. These 101 points of interest range from well-known tourist sites like Kensington Palace to lesser-known attractions such as Bristol’s hot-air balloon festival. As this promotional video reveals, some imaginative names have already been suggested. The idea is that the winners will come to Britain and post photos of themselves at the place they renamed on WeChat and Weibo. VisitBritain hopes this will help people develop a “deeper understanding of Britain.”


China to Name the Loch Ness Monster

A British Campaign Asks People to Pick Chinese Names for Tourism Icons and Landmarks

By Angela Doland

Some British tourist attractions already have a widely accepted name in Chinese. Stonehenge is Ju Shi Zhen, the Giant Stone Arrangement. Then there’s Da Ben Zhong, the Big Ben Clock, sometimes translated as the Big Silly Clock. (“Ben” in Chinese can sound like the word for stupid or silly.)

Yet there are plenty of British attractions that don’t yet have names in Chinese, so national tourism agency VisitBritain, along with the Home Office, is launching a contest for people in China to pick some.

The list of locations and icons to be named includes the Loch Ness Monster, Sherwood Forest, Kensington Palace, the Beefeaters who guard the Tower of London, and the Temple Church that features in “The Da Vinci Code.” The country is also seeking a translation for kilt, as well as the Welsh town of Llanfairpwllgwyngyllgogerychwyrndrobwllllantysiliogogogoch (that’s not a typo).

Ogilvy & Mather Beijing developed the campaign, Great Names for Great Britain, which is being promoted through online videos and is centered around social media sharing, a microsite and prizes. The campaign runs through April 2015.

Big spending

Countries globally are trying to figure out how to lure China’s exploding class of world travelers. This year, 116 million Chinese tourists are projected to travel outside their country, spending $155 billion, a 20% increase from last year, according to the China Tourism Academy. Chinese travelers are the No. 1 spenders in international tourism, with their consumption increasing about 10 times since 2000, according to the U.N.’s World Tourism Organization.

Britain has an opportunity to rise in the ranks as a destination for Chinese tourists — in 2013 it drew fewer of them than countries such as the U.S., France, Italy and Russia, according to the China National Tourism Administration.

In China, Britain is seen as a great place for well-off families to educate their children abroad. Some of its brand and cultural exports are quite popular here, from Burberry to Benedict Cumberbatch. “Sherlock” is a hit on online video services in China, where Mr. Cumberbatch’s character and Dr. Watson have been affectionately dubbed Curly Fu and Peanut. (Fu is part of the Chinese name for Sherlock Holmes, and Watson sounds vaguely like the Chinese word for peanut.) Chinese consumers have also already come up with a nickname for British traditional specialties including haggis and stargazy pie, which is embedded with fish heads. They call it “gloomy cuisine.”

12306: CP+B To Conquer China…?

Little Black Book reported Crispin Porter + Bogusky elevated VP, Executive Planning Director Jason De Turris to Chief Strategy Officer; plus, the White advertising agency plans to ship him off to Hong Kong to oversee global strategy on the Infiniti account and organize the opening of CP+B’s Hong Kong office. As previously reported, CP+B won the Infiniti account in an extended shootout, despite displaying deficiencies per the original RFP. Specifically, the shop had zero presence in China and Hong Kong, priority markets for Infiniti. The client assigned Anomaly, a sister White agency of CP+B’s in the MDC Partners holding company, to cover the China and Hong Kong markets until CP+B could establish its own office in the area.

CP+B President Steve Erich gushed, “Jason is a courageous and strategic thinker who is able to combine all the necessary elements for understanding and moving a brand forward through different challenges and across multiple cultures.” De Turris added, “CP+B has always been about creating an environment for the bravest possible work to live. I’m looking forward to exporting our culture to new regions while we work to elevate Infiniti’s reputation.”

Really? Experience and history show that Erich and De Turris are full of shit—and arrogant to boot.

Erich’s contention that De Turris is qualified to “combine all the necessary elements for understanding and moving a brand forward through different challenges and across multiple cultures” is optimistically delusional. Leave it to White admen to believe they can colonize and conquer the undiscovered country.

The press release stated De Turris has “managed strategy for the global launches of game-changing brands and led brand strategy for Rolex through the global recession, helping to build their first global targeting model.” Can’t comment on the alleged “game-changing brands,” but running brand strategy globally for Rolex is hardly impressive, as the watchmaker has enjoyed a global identity—and a White Eurocentric one at that—for far longer than De Turris or Erich have been alive.

De Turris’ comments were pretty questionable too, especially when he declared, “I’m looking forward to exporting [the CP+B] culture to new regions while we work to elevate Infiniti’s reputation.” Um, the CP+B culture has been consistently culturally clueless—and exporting it is the equivalent of delivering a contagious virus. If there’s a reputation in need of elevation, it belongs to CP+B.

As adland and clients continue to grow globally, diversity will absolutely play a critical role in achieving success, ultimately requiring collaboration and cultural competency from all key players. Sorry, but White adpeople—coming from an industry that has denied diversity for decades—lack the character, comprehension and capabilities to lead the charge. Hopefully, CP+B will minimally provide De Turris with Rosetta Stone tutorials.

CP+B Names Jason De Turris Chief Strategy Officer

Jason previously held the position of VP, Executive Planning Director

CP+B announced today that it has named Jason De Turris, who until now has held the position of VP, Executive Planning Director, to Chief Strategy Officer. In his new role, De Turris will relocate to Hong Kong to oversee global strategy on the Infiniti account. He will also focus on opening CP+B’s Hong Kong office, which will be key in servicing the global leadership of Infiniti, as well as look to build the CP+B culture and brand throughout Asia and continue to provide global thought leadership across offices. In the near future a Head of North American Planning will be named who will be his counterpart in North America.

“Jason is a courageous and strategic thinker who is able to combine all the necessary elements for understanding and moving a brand forward through different challenges and across multiple cultures,” said Steve Erich, President, CP+B. “Winning Infiniti was a team effort and he played an instrumental role in making it happen. Which all together makes him a terrific person to help lead CP+B’s physical entry into Asia. This really begins a new chapter for CP+B.”

At CP+B, De Turris has worked across the agency’s leading brands including, Grey Poupon, Best Buy and Xbox One, and has played an key role, working closely with CP+B’s product innovation and brand experience designers to create two premium spirits brands: Angel’s Envy Bourbon and Papa’s Pilar Rum. During the course of his career, at Ogilvy & Mather, Deutsch and JWT, he’s managed strategy for the global launches of game-changing brands and led brand strategy for Rolex through the global recession, helping to build their first global targeting model. His experience ranges from the luxury category to necessity categories.

“CP+B has always been about creating an environment for the bravest possible work to live. I’m looking forward to exporting our culture to new regions while we work to elevate Infiniti’s reputation. We have a massive opportunity and adventure ahead and it’s an honor to be a part of this exciting new stage in the agency’s global growth,” said De Turris.

12305: Cultural Wealth Gap Increasing.

From The New York Times…

Minorities Fall Further Behind Whites in Wealth During Economic Recovery

By Tanzina Vega

The wealth gap between minorities and whites has continued to increase in the midst of the economic recovery, according to a report by the Pew Research Center that was released Friday.

According to the report, which analyzed data from the Survey of Consumer Finances from the Federal Reserve, the median net worth of white households in 2013 was $141,900, about 13 times that of black households at $11,000.

In 2007, when the recession began in the United States, the median net worth of white households was $192,500, or 10 times that of black households at $19,200.

For Hispanics the numbers are similar, albeit slightly higher, than those for blacks. In 2007, the median net worth of a Hispanic household was $23,600, and in 2013 it was $13,700.

“The gaps are big, and they are also persistent,” said Rakesh Kochhar, the associate director for research at Pew’s Hispanic Trends Project and one of the report’s authors. In the last 30 years, net worth for white American households has hovered around $100,000, or six to eight times as high as net worth for blacks, Mr. Kochhar said.

The survey has been conducted every three years since 1983, with the largest wealth gap between blacks and whites recorded in 1989. That year, the median net worth of white households was 17 times as large as that of black households and 14 times that of Hispanic households.

Wealth is defined as the value of an accumulated sum of assets that could include income, financial products like stocks and bonds, retirement accounts or real estate subtracted from the debt that is owed against those assets. It is built up over time and tends to increase with age, Mr. Kochhar said. This in part explains the widening racial gap, because blacks tend to earn less than whites and have less assets than whites do to pass on to future generations.

According to the Federal Reserve data, the median income of minority households fell 9 percent from 2010 to 2013, compared with 1 percent for whites. Homeownership, also a factor in the creation of wealth, fell 6.5 percent for minority households from 2010 to 2013, compared with 2 percent for whites.

A “legacy of discrimination,” including lower levels of education and depressed property values in certain minority communities, has played a role in the widening wealth gap, Mr. Kochhar said.

A slight increase in net worth of Hispanics over blacks can partly be explained by geography, he said. Hispanics are more concentrated in states with higher home values like California, New York and Florida; blacks may own homes in Southern states with lower home values.

While all American households have lower assets, the decrease has been more significant among minority households, the report said.

The Hispanic population is also likelier to be younger and likelier to be immigrants, who often take 20 to 30 years to settle into a new country before beginning to accumulate wealth, Mr. Kochhar said.

Friday, December 12, 2014

12304: McCann Bristol Sucks Balls.

Campaign reported McCann Bristol produced a recruitment video seeking creative candidates with balls. Big balls, in fact. The video goes on to qualify the type of balls required for the job. Of course, the White advertising agency backpedals, claiming the offer is open to men and women. Sexism aside, the contrived and clichéd message does succeed in clearly indicating that McCann Bristol is not an innovative powerhouse. And that’s Truth Well Told.

McCann Bristol looks for young creatives with ‘big balls’

By Gurjit Degun

McCann Bristol has created an online recruitment campaign that offers young creatives the chance to earn £100,000 in one month.

The light-hearted ad emphasises that the perfect candidate needs to have “big balls”. The animation features sentences in white on a black background, with the occasional words in red.

It asks for people with the “balls to back yourself, balls that say ‘I can create great work anywhere on any brief’”.

The agency is looking for candidates with five years’ experience.

The “” video explains that the salary of a top creative has been offered to give the candidate “a taste of the big time before you’ve earned it so you’ll want to keep earning it”.

Paul Cottrell, the creative director at McCann Bristol, was in charge of the copywriting and art direction for the work. It was directed by Darren Finch and Steve Millington through Omni Productions.

It will be run on print and digital channels, and McCann plans to share the film on social media.

The competition is called 100k in one day in a playful nod to the small print in some advertising.

12303: Vonage Not Crazy About JWT.

Adweek reported Vonage dropped JWT after only two years. JWT Global Business Director Ruston Spurlock claimed in a staff memo, “Following the recent departure of Vonage’s CEO, Marc Lefar, the company was asked to dramatically cut costs. As a result, in 2015, Vonage will be shifting to an agency that is more suited for their tactical needs.” Right. The decision to disconnect had nothing to do with the offensive and awful work shat out by the White advertising agency. Sorry, but continuing a relationship JWT would have been a Crazy Generous™ act on the part of Vonage.

Told to ‘Dramatically Cut Costs,’ Vonage Drops Its Lead Creative Agency, JWT

Service could switch to project-based assignments

By Noreen O’Leary

Vonage and lead creative agency JWT are parting ways, two years after the WPP agency won the business from TBWA\Chiat\Day.

The VoIP telephone service spent $123 million in 2013 and $44 million through June of this year, according to Kantar Media.

JWT declined to comment, referring calls to Vonage, where execs could not be reached.

However, in an internal agency memo, JWT’s Ruston Spurlock, global business director on the account, told staffers: “Following the recent departure of Vonage’s CEO, Marc Lefar, the company was asked to dramatically cut costs. As a result, in 2015, Vonage will be shifting to an agency that is more suited for their tactical needs.”

JWT’s relationship with Vonage, initiated in early 2013, will end in February, according to Spurlock’s email.

It’s not clear if the marketer will launch an agency review again or handle assignments on a project basis. Other shops are already working on the business, sources said. Recently, FCB Garfinkel produced a Vonage TV spot called “The Didn’t Hit.”

12302: Pizza Hut—Digital Dimwits.

Advertising Age reported Pizza Hut handed its creative digital duties to Deutsch LA. Hey, why not? The client already demonstrated questionable intelligence by approving Deutsch LA’s lame and stereotypical campaign featuring old Italians hating new menu items. So go ahead and assign the digital work to an agency that recently received a spanking from the FTC for deceptive online messaging. Incumbent Digitas will apparently stay on the roster to cover digital media buying and planning, which could be a precaution for policing Deutsch. Then again, it actually means there will now be two White agencies actively inflating YouTube views, faking Facebook likes, tweeting Twitter raves, loading up LinkedIn love, etc.

Deutsch Los Angeles Picks Up Digital Duties on Taco Bell

Incumbent Digitas Will Stay on Roster for Digital Media Buying and Planning

By Maureen Morrison

Deutsch Los Angeles, the lead creative agency on Taco bell, is adding digital to its duties.

Publicis Groupe’s Digitas in San Francisco had been handling digital for the chain, and just recently helped launch its mobile-ordering and payment app in late October. Deutsch handled the TV creative, but the biggest splash of that campaign was Taco Bell’s blackout of all its social media for a couple of days to draw attention to the announcement. Digitas also created the design of the app, on which it will continue to work.

Digitas will also continue to handle digital media planning and buying. Its sibling agency Spark handles media planning, and WPP’s MEC handles buying.

A spokesman for Taco Bell confirmed the change but declined to elaborate.

Digitas, which won the chain’s digital business in 2012, said in a statement that it was proud of its Taco Bell work and looked forward to doing more. “While we are disappointed by this decision especially on the heels of the transformative mobile ordering launch (which DigitasLBi had a heavy hand—and heart—in creating), we move forward with pride in our people, and conviction for our work,” the agency said. “We continue to be a valued partner for (and value our partnership with) Taco Bell, as we continue our work across digital media, mobile/app, CRM, loyalty, among others.”

Deutsch called Taco Bell a digital marketing leader. The agency has been working on some digital business for the last year and a half, but that now the shop will handle social, digital and platform work, according to Winston Binch, chief digital officer at Deutsch L.A. “We’re most successful when we’re deep in the business,” he said. “Given we’re deeply involved with the Taco Bell brand, having our digital and social team in there now will lead to really great things.”

The move is Deutsch’s latest pickup from Yum Brands, which owns Taco Bell, Pizza Hut and KFC. This summer, the agency picked up the Pizza Hut creative account from McGarryBowen without a review. Pizza Hut’s digital account remained with MRY.

Deutsch had also been taking more and more Taco Bell creative work from FCB in the last couple years, to the point that it became the lead agency on the account, though FCB still handles aspects like merchandising. Deutsch L.A. earlier this year led marketing for Taco Bell’s breakfast menu introduction, the chain’s biggest rollout in its history. The shop had picked up increasing digital work from Taco Bell as well.

Deutsch has been putting significant effort into building its digital offering in recent years. Mr. Binch, a former CP&B exec, joined Deutsch in April 2011 and has since grown its digital group to include some 200 employees, according to a person familiar with the agency.

Taco Bell spent about $327.5 million on U.S. measured media in 2013, according to Kantar Media. It’s by far the biggest spender of the Yum brands, with KFC second at $284 million and Pizza Hut third at $247 million.

12301: When Beverly Met Bill.

From Vanity Fair…

Bill Cosby Drugged Me. This Is My Story.

By Beverly Johnson

Like most Americans, I spent the 60s, 70s, and part of the 80s in awe of Bill Cosby and his total domination of popular culture. He was the first African American to star in a dramatic television series, I Spy, a show my family in Buffalo, New York, always watched. Cosby cut a striking figure on-screen then. He was funny, smart, and even elegant—all those wonderful things many white Americans didn’t associate with people of color. In fact, as I thought of going public with what follows, a voice in my head kept whispering, “Black men have enough enemies out there already, they certainly don’t need someone like you, an African American with a familiar face and a famous name, fanning the flames.”

Imagine my joy in the mid-80s when an agent called to say Bill Cosby wanted me to audition for a role on The Cosby Show. Cosby played an obstetrician, and he sometimes used models to portray pregnant women sitting in his office waiting room. It was a small part with one or two speaking lines at most, but I wanted in.

I was in the midst of an ugly custody battle for my only child. I needed a big break badly and appearing on The Cosby Show seemed like an excellent way of getting Hollywood’s attention. I’d appeared in one or two movies already, but my phone wasn’t exactly ringing off the hook with acting jobs.

Cosby’s handlers invited me to a taping of the show so I could get the lay of the land and an idea of what my role required. After the taping I met all the cast and then met with Cosby in his office to talk a bit about the hell I’d been through in my marriage. He appeared concerned and then asked what I wanted from my career going forward. He seemed genuinely interested in guiding me to the next level. I was on cloud nine.

I brought my daughter to the next taping I attended. Afterward, Cosby asked if I could meet him at his home that weekend to read for the part. My ex-husband had primary custody of my daughter at the time, and I usually spent my weekends with her. Cosby suggested I bring her along, which really reeled me in. He was the Jell-O Pudding man; like most kids, my daughter loved him. When my daughter and I visited Cosby’s New York brownstone, his staff served us a delicious brunch. Then he gave us a tour of the exceptional multi-level home.

Looking back, that first invite from Cosby to his home seems like part of a perfectly laid out plan, a way to make me feel secure with him at all times. It worked like a charm. Cosby suggested I come back to his house a few days later to read for the part. I agreed, and one late afternoon the following week I returned. His staff served a light dinner and Bill and I talked more about my plans for the future.

After the meal, we walked upstairs to a huge living area of his home that featured a massive bar. A huge brass espresso contraption took up half the counter. At the time, it seemed rare for someone to have such a machine in his home for personal use.

Cosby said he wanted to see how I handled various scenes, so he suggested that I pretend to be drunk. (When did a pregnant woman ever appear drunk on The Cosby Show? Probably never, but I went with it.)

As I readied myself to be the best drunk I could be, he offered me a cappuccino from the espresso machine. I told him I didn’t drink coffee that late in the afternoon because it made getting to sleep at night more difficult. He wouldn’t let it go. He insisted that his espresso machine was the best model on the market and promised I’d never tasted a cappuccino quite like this one.

It’s nuts, I know, but it felt oddly inappropriate arguing with Bill Cosby so I took a few sips of the coffee just to appease him.

Now let me explain this: I was a top model during the 70s, a period when drugs flowed at parties and photo shoots like bottled water at a health spa. I’d had my fun and experimented with my fair share of mood enhancers. I knew by the second sip of the drink Cosby had given me that I’d been drugged—and drugged good.

[Editor’s Note: Cosby’s attorneys did not respond to Vanity Fair’s requests for comment.]

My head became woozy, my speech became slurred, and the room began to spin nonstop. Cosby motioned for me to come over to him as though we were really about to act out the scene. He put his hands around my waist, and I managed to put my hand on his shoulder in order to steady myself.

As I felt my body go completely limp, my brain switched into automatic-survival mode. That meant making sure Cosby understood that I knew exactly what was happening at that very moment.

“You are a motherfucker aren’t you?”

That’s the exact question I yelled at him as he stood there holding me, expecting me to bend to his will. I rapidly called him several more “motherfuckers.” By the fifth, I could tell that I was really pissing him off. At one point he dropped his hands from my waist and just stood there looking at me like I’d lost my mind.

What happened next is somewhat cloudy for me because the drug was in fuller play by that time. I recall his seething anger at my tirade and then him grabbing me by my left arm hard and yanking all 110 pounds of me down a bunch of stairs as my high heels clicked and clacked on every step. I feared my neck was going to break with the force he was using to pull me down those stairs.

It was still late afternoon and the sun hadn’t completely gone down yet. When we reached the front door, he pulled me outside of the brownstone and then, with his hand still tightly clenched around my arm, stood in the middle of the street waving down taxis.

When one stopped, Cosby opened the door, shoved me into it and slammed the door behind me without ever saying a word. I somehow managed to tell the driver my address and before blacking out, I looked at the cabbie and asked, as if he knew: “Did I really just call Bill Cosby ‘a motherfucker’?”

Read the full story here.