| What has been your role in the new business efforts of the agency? | |
|---|---|
| Robert Pieper Sr. Vice President, Strategic Thought Leadership (McDonald's) | Organic Growth in McDonald's |
| Kathy Valdiserri; SVP Strategic Planning | Lead strategic planner |
| Carie Pflug, Business Development Manager | Before the addition of Lindsay Landsberg as New Business Lead at The Marketing Store, I led new business activities for the agency. My role was/is basically project management, coordinating new business efforts among the client, planning, account and creative teams. In general, I serve as the key point of contact with the client, delivering necessary information to my internal teams. I am involved in assuring our strategy and creative executions are delivering on the client request and draft the overall flow of the pitch. I also lead the writing of RFP responses with approval and edits from the teams and senior management. In addition, I also “managed” a prospecting consultant in 2009, although I had no control over expectations, activities or performance. The result was a lack of progress as it relates to prospecting. Previously I managed a PR consultant; however we currently do not have a PR resource at The Marketing Store. When we did, we proactively pursued speaking engagements, story placements and had a regular dialogue with key editors. |
| Geoff Miller VP, Interactive Strategy | Digital strategy and concepting |
| Lindsay Bray Landsberg, SVP Business Development | Have been at The Marketing Store and besides pitching (Shell Promotions, General Mills Loyalty), prospecting (Redbox Loyalty) have been working to craft our value proposition and credentials material, develop a prospecting plan, organize resources, raise the profile of our agency etc. New Business efforts have been essentially "shut down" for the 18 months prior to my arrival. |
| Kurt Karlenzig Global VP, Digital Strategy | Depending on the situation and emphasis of digital- consultant, contributor, leader, presenter |
| megan novy SVP Creative DIrector | Leading concept and creative |
| Diana Samper, vp creative director | Actively participates in new business pitches for Coke in the 3-4 few years, sometimes leading them from the creative side, sometimes as part of the team. I have also worked closely with Planning and Account on strategy development, had manage the creative executional part of the pitches and had help on how to present the pitch to clients. Last year I was also part of the Shrek team. I have also provided some new business leads like Symantec, Wester Union (while at Miami). |
| Mark Watson, Managing Director | Organic Growth focus. For true new, setting critieria for new business pitches. defining competencies. part of most pitch teams - during development and presentation |
| Fred Jasinski Chief Creative Officer | Assiting on creative POV for incoming new business pitches. Allocating resources for appropriate teams to work on pitch. |
| What is your background, in terms of agencies, accounts, and client-side experience? | |
| Robert Pieper Sr. Vice President, Strategic Thought Leadership (McDonald's) | 8 Years Brand Management (Kellogg's and Alberto Culver) 2 Years Product Development and Brand Consulting (CVS/pharmacy) 5 Years Agency (The Marketing Store - McDonald's) |
| Kathy Valdiserri; SVP Strategic Planning | 30 years at both brand agencies (JWT; Ogilvy; Leap Partnership (integrated marketing communication and digital) Ammirati, Puris, Lintas; my own consulting and stratetic planning company (Smart Thinking, Inc.) and promotional marketing agency (The Marketing Store); Clients: McDonald's, Kraft, Quaker Oats, Oscar Mayer, Coca-Cola, Minute-Maid, Dove Beauty Products, Alberto Culver, Shell Oil, Morningstar Financial, Northern Trust Bank, Ameritech/SBC, U.S. Robotics, 3Com, Rockwell International |
| Carie Pflug, Business Development Manager | The Marketing Store is the only agency I have worked with. Previously I was in sales for a technology consulting firm. Having been involved in new business at this agency through multiple leaders and teams, I have a deep understanding of the history of our process and successes and failures as it relates to how we have approached growing our business. Key wins that I have worked on over the past four years include (most recently) Southern Comfort, DeVry University, Minute Maid, Simply Orange Juice, McDonald's 365Black and AACM planning for Coca-Cola. Key disappointments in the last 4 years include John Deere, Sears Back to School and Kenmore and Pennzoil. Most disturbing are the multiple losses for Coca-Cola including College Recycling, Look of Success, American Idol, Fanta Halloween, Sprite Holiday, Nestea Pomegranate and Gold Peak. (*These key losses with Coke came at a time when our internal Coke team was in chaos with people leaving for other opportunities. While this is true, it is still concerning that an existing client has this many losses on our track record) |
| Geoff Miller VP, Interactive Strategy | Digital strategy and execution for brand, promotional and loyalty platforms for: Leo Burnett (1996-2003) -- Kellogg's, Procter & Gamble, Philip Morris, Walt Disney World, XM Asia (2005-2006) – Nokia digital for Asia-Pacific and China Marketing Store (2003-2005, 2007-present) – McDonald's, Coca-Cola, Shell, Symantec, Allstate |
| Lindsay Bray Landsberg, SVP Business Development | Client side: The Wall Street Journal, Lazare Kaplan Diamonds Agency: Leo Burnett (1990-2002) -- Procter & Gamble, Coca-Cola/Minute Maid, Business Development Consulting to agencies: Designkitchen, Bluedog Design, Womenkind, Appolicious/Advertising Age |
| Kurt Karlenzig Global VP, Digital Strategy | 20 + years Last 10 years a senior management level running business units Worked with new business teams to win a wide range of clients and maintain some role in client communication and strategy after winning business |
| megan novy SVP Creative DIrector | FCB for 6 years on the creative/promotion side, Spiegel marketing department and 3 years of freelance. Always been on the creative side. Have worked with all types of clients and brands. |
| Diana Samper, vp creative director | I have only worked at 3 agencies: 2 traditional ad agencies in Latin America (McCann Erickson and Leo Burnett) and at the marketing store for the last 9 years. Pretty much all my career I have worked with McDonald's both Latin America and US General Market (minimal involvement on US Hispanic market). At tms Miami I worked on McDonald's, Shell, Wester Union and Nestle. While at Leo Burnett I worked on P&G (shampoo), Toyota, Kellogg's and McDonald's. At McCann Erickson where mostly local Colombian accounts |
| Mark Watson, Managing Director | Worked at TMS for 17 years. 3 offices in the UK - Hertford, London, Birmingham (inc Boxer), plus 3 locations in Chicago - Original combined Westmont office, "Agency" at Oakbrook Terrace and now run the combined Lombard office. Key European experience: ASDA WalMart, Mars, Doritos, Pepsi, Heinz and McDonald's US Focus: ran McDonald's US Adult business from 2001 - 2006 (growing from nothing to $13mm) ran non McDonald's in 2007. Took over Agency Services (Account, Creative, Planning) for all clients in 2008. Became MD in 2009. |
| Fred Jasinski Chief Creative Officer | 20 plus years on Agency side only. All with promotional agencies. Majority of the time working with McDonald's over the past. Agencies focused on organic growth vs outside pitching. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Kathy Valdiserri; SVP Strategic Planning | Unlike brand agencies whose primary focus is building brands, or promotions agencies whose focus is driving sales, The Marketing Store does both. Our work drives record-breaking sales AND builds long-term brand equity all at once by creating connections with consumers that count. This is our core truth, whether we are bringing 70 million people a great meal and a life-changing chance to win millions with the biggest promotional game on earth every October with McDonald’s Monopoly, or providing a moment of shared joy for 600 million moms and kids with McDonald’s Happy Meal toys or delivering pleasant surprises that a million Coca-Cola drinkers enjoy every day when they redeem points or enter codes at America’s #1 beverage web site, mycokerewards. |
| Carie Pflug, Business Development Manager | The Marketing Store delivers innovative, large-scale promotional programs that drive sales and build brands. We have particular expertise in the areas of loyalty/CRM programs, promotional development, value-added premiums, contests/games/sweepstakes, and digital strategy. Being privately held, we embrace an independent spirit that is unencumbered by outside influence or pressure. We're single-minded in our focus, never pressured to deliver results for Wall Street. |
| Geoff Miller VP, Interactive Strategy | The Marketing Store creates some of the top promotions and loyalty programs for clients like McDonald's, Coca-Cola, General Mills and Shell. We run the McDonald's Monopoly promotion and the MyCokeRewards loyalty site. We design all the McDonald's global packaging and produce over a billion Happy Meal toys every year. |
| Lindsay Bray Landsberg, SVP Business Development | With so much of marketing missing the point, we create connections that count. We create tangible interactions that engage people, influence purchase and build brands. In only those channels where we can connect the brand to the target at the right touchpoints – and count a measurable result. |
| megan novy SVP Creative DIrector | We can increase your sales through strategically creative solutions. We focus primarily on sales promotion and HM toys to convert those who may, or may not, be considering your brand into transactions. We are a passionate and very committed group who plays well with others. |
| Diana Samper, vp creative director | traditional promotional agency who believes in the power of good ideas we make the happy meal toys for McDonald's around the world and we do Monopoly and My Coke Rewards |
| Mark Watson, Managing Director | The Marketing Store is a connection Agency that works with hand picked clients to delivery brand and sales building promotions that inspire the consumer to act. To oir clients we deliver a powerful, some say unique, combination of competencies to deliver tactically against our strategic understanding of your business issues, from world class promotions (Monopoly at McDonald's) to world class Digital Loyalty (mycokerewards) and world class promotional premiums (Happy Meal / GMI / Shell Velocita) Beyond that we stand behind our results, because we can bring a greater level of accountability for those measurements using our analytics group. |
| Stuart Elliott, who covers agencies for the New York Times, decides he is going to write an article about your agency. After spending a day at your offices, and then going back to write the piece.... what would the headline be? | |
| Kathy Valdiserri; SVP Strategic Planning | The Marketing Store. The Volkswagen Beetle of promotional marketing agencies. Small but beautiful. |
| Carie Pflug, Business Development Manager | "An Agency where Clients Feel at Home" |
| Geoff Miller VP, Interactive Strategy | Little known agencies with big ideas |
| Lindsay Bray Landsberg, SVP Business Development | The Marketing Who? |
| megan novy SVP Creative DIrector | Meet A McDonald's Agency trying to do more. |
| Diana Samper, vp creative director | In the middle of no-where, there's this little agency that is not so little. |
| Mark Watson, Managing Director | Sleeping promotional giant in Chicago awakens. |
| Fred Jasinski Chief Creative Officer | Quiet giant of agencies! Ready to go!! |
| Now bring the agency to life. You have certainly been through this exercise, however applying it to your agency agency can be quite revealing in understanding more about your "DNA". If the agency were a car, what kind would it be? What color? Why? | |
| Kathy Valdiserri; SVP Strategic Planning | Car: The Volkswagen Beetle. Fleet of foot, flexible, likeable, unpretentious, different, weaves in and out of 'traffic' with aplomb. Color: Sky blue - - nowhere to go but up, dreaming big. |
| Carie Pflug, Business Development Manager | If The Marketing Store were a car, we would be (sadly to say) a Honda Accord. People who drive Hondas are very loyal and keep coming back (this echoes the long-term relationships we have with our client roster). Honda owners are highly likely to recommend Hondas to their friends and family because they have had great experiences with the vehicles (similar to how our clients have recommended us to others). However, people who have never driven a Honda or do not have a recommendation from a friend or family member might not be so quick to buy a Honda because the competitors are offering similar sedans (agency capabilities) at equal or less cost with the same bells and whistles (like the differentiation challenge we face today). The deciding factor on whether these "new" buyers will choose a Honda Accord over a competitive vehicle relies mainly on knowledge of the buyer and the car salesperson. Can the person selling give the buyer a compelling reason (based on the individual's needs) to choose an Accord (The Marketing Store) over a Hyundai (Arc) or Toyota (Creata)? At this point, The Marketing Store is using a sales pitch that could sell any of these vehicles, because we are not nailing down what truly sets us apart and we sound like all the other auto dealers (agencies)! So what are we doing to inform the buyer that Honda is the best choice and how are we arming our "sales people?" If I were to choose a color for the Honda Accord, I would say white. We are a humble agency (almost to a fault) and white doesn't attract a lot of attention. The good news is that white represents a clean canvass ready to be painted with a brilliant spectrum of strategic and creative colors that truly sets us apart from the rest of the traffic. That's what I want our agency to do...turn heads on the street where our clients and competitors can say NICE CAR! In other words…please Brent…Pimp our ride! |
| Geoff Miller VP, Interactive Strategy | Volkswagen. Silver. Highly practical, not flashy. Custom engineering. Not cheap, but not overly expensive. Once you buy it, it runs and runs and runs. |
| Lindsay Bray Landsberg, SVP Business Development | Mercedes G-Wagon. Silver. Solidly built, not necessarily elegant. Originally built for the Shah of Iran to power through the desert and withstand terrorist attack. Not flashy but what you need if you want to get a real job done. |
| megan novy SVP Creative DIrector | Volvo. Safe. Some history. Knows what mom with kids looking for. Occasional flash of style. Good over the long haul. |
| Diana Samper, vp creative director | I first thought about a Jetta VW (unassuming, simple, great shape, great performance, european, humble and awesome brand) but I am changing my mind for a Volvo Station Wagon, reliable, safe, carries moms and kids but is not a mini-van, good performance, sophisticated and luxury but not a bmw and still a Station Wagon. White. You see a lot of white cars in the suburbs |
| Mark Watson, Managing Director | Volvo - solid, safe bet, some cool innovations hidden beneath that those that know what to look for find, but others dont see. White - dont really stand out, no real edge about us. |
| What agencies do you most admire? Why? | |
| Kathy Valdiserri; SVP Strategic Planning | TWBA; strategically brilliant; Disruption methodology is their methodology, mantra and culture; do seamlessly integrated marketing that have changed the course of clients' businesses, such as Pedigree dog food, Apple, Adidas, Tag Heuer, Nissan. At one point in their lifecycle, they were a disjointed bunch of agencies, with conflicting egos. They worked hard to build a brilliant network of agencies all over the world, driven by a core way of working and philosophy in Disruption. |
| Carie Pflug, Business Development Manager | I am not sure I would use the word admire, but I envy Draft FCB as they seem to win EVERYTHING! But from what I know, the environment and the people here at The Marketing Store blow all of our competitors away. But if I had to choose an agency, it would be an ad agency, Crispin Porter, because they get to come up with crazy cool stuff. We tend to be bound by ultra conservative clients like McD's and Coke. |
| Geoff Miller VP, Interactive Strategy | Crispin, RGA, Wieden, AKQA, Goodby. Breakthrough ideas. Can turn down clients. Brands come to them. Best digital. |
| Lindsay Bray Landsberg, SVP Business Development | Thought provoking, cool digital guys: Barbarian Group, Razorfish, Manifest Digital Smart media/contact planners: Naked Communications |
| megan novy SVP Creative DIrector | Arc, sometimes, because they always seem to have good creative and very strong account people. Don't really know that much about others because we all blend together. It is more often the agencies who are either ATL and doing cool spots like Wieden or Crispin. It is hard for our category to break through the clutter. Both in the trade and for consumers. |
| Diana Samper, vp creative director | Crispin Porter Chiat Day DDB |
| Mark Watson, Managing Director | Crispin - creativity Ideo - strategic thinking Leo Burnett - process. "a way" |
| List the top few agencies that you do/will compete against most often. | |
| Kathy Valdiserri; SVP Strategic Planning | Momentum, Draft/fcb, Arc Worldwide, Tracey-Locke, Integer |
| Carie Pflug, Business Development Manager | Arc, Momentum, Draft, Creata |
| Geoff Miller VP, Interactive Strategy | ARC, Creata, Wunderman, Digitas, ePrize, Momentum |
| Lindsay Bray Landsberg, SVP Business Development | Arc/Leo Burnett DraftFCB Creata |
| megan novy SVP Creative DIrector | Arc Draft/FCB Momentum Common Ground Tracy Locke |
| Diana Samper, vp creative director | Momentum Arc |
| Mark Watson, Managing Director | Arc Momentum Draft Tracy Locke |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Kathy Valdiserri; SVP Strategic Planning | At our best, the combinations of great strategic consumer insights that they had not thought of with creative ideas that bring these insights to life in unique ways. |
| Carie Pflug, Business Development Manager | I think the thing that really sets us apart from competitive agencies is our “hospitality”. I use quotes here because it is one of the words used by Southern Comfort to explain why they granted us the business. We also hear this from our clients at General Mills and Metlife – they feel “safe” with us, almost like family. Our personality, relatively small size (and maybe even our suburban location) offer our clients a feeling of home which giants like Draft and Arc cannot offer. |
| Geoff Miller VP, Interactive Strategy | Proven expertise in contest, sweeps, games, loyalty, packaging and products for some of the biggest brands in the world |
| Lindsay Bray Landsberg, SVP Business Development | Product/premiums designed, engineered and produced cost effectively in China Smart loyalty programs Outstanding execution of contests, sweeps, large-scale promotions |
| megan novy SVP Creative DIrector | We can make premiums. True kid experts could be leveraged due to our HM experience. |
| Diana Samper, vp creative director | McDonald's expertise to the core of their business (like no other agency because of our Havi relationship with them), great team who is always willing to over deliver |
| Mark Watson, Managing Director | Product - if needed scale - but we need to also be seen as nimble and able act with smaller budgets |
| What is one of the most innovative "pitch or RFP tactics" the agency has ever applied in a new business situation? This might include a distinctive questionnaire response or RFP, "presentation theater," dressing of the room, unique video content, innovative research, a special way of engaging/interacting with the client, etc., etc. | |
| Kathy Valdiserri; SVP Strategic Planning | One of the better pitches that we won was for Minute Maid; we recommended a regional approach to stretch marketing dollars to strongest BDI regions, which enabled innovative in-store marketing tactics, instead of their traditional national promotional approach. This pitch included unique video content, innovative in-store interviews with shoppers in supermarkets where we were denied permission to do so, a brilliantly creative leave-behind. |
| Carie Pflug, Business Development Manager | To demonstrate how marketers approach the African American (AACM) consumer, we did a little role play for the Coca-Cola at the beginning of our pitch. One of the members of our pitch team “Paul” left the room as another team member “Joe” asked the client to imagine they were guests at a party and “Paul” was just arriving. Knock, knock…Joe answers the door. Joe: “Hey Paul! Come on in” Paul: “Thanks Joe. How’s the party?” Joe: “The party is great. Everyone is in the front room. Go ahead and introduce yourself. Drinks are in the kitchen help yourself!” Joe leaves to mingle with other party guests. End of demo. Now we had Paul leave the room again and Joe explained that we were going to reenact the same scene and asked the client to observe any differences they saw. Knock, knock…Joe answers the door. Joe: “Hey Paul! So glad you could make it. Hope the directions I e-mailed you were easy to follow. Here, let me take your coat. (Hangs up Paul’s coat). Everyone is in the living room. Let me introduce you to "Kathy" she went to Georgetown too (introductions). I remembered that you like Guinness beer, so there are some waiting for you in the kitchen. I’ll go get one for you, you just sit and relax”. End Demo We asked the client what they noticed was different. As we hoped they would, they said that the first time Paul got to the party, Joe was happy to see him and got him situated by telling him where to get a drink, but did not do anything beyond that. The second time Paul showed up to the party, Joe took a few extra minutes to introduce Paul to the others at the party and showed an interest in Paul’s preferences by having his favorite drink available. He went even further by introducing him to someone with something in common so he had someone to relate to. Our pitch team explained that the first example is how marketers currently treat the AACM and the second example is how they should. That is why brands must connect with the AACM beyond Black History Month and Black Music Month calendar events. Anything less seems insincere. Not only did we win a seat at the table for AACM calendar planning for Coca-Cola (on the spot), the client said that she loved the presentation and how we demonstrated our thinking. We had her sold BEFORE she saw the concepts because we engaged her upfront. We didn’t tell her that we know the African American consumer, we showed her. She even said she was going to use our demonstration in the future, because it was so on target. That's connecting with a client. |
| Geoff Miller VP, Interactive Strategy | Avatar in Europe -- we made the McDonald's Marketing client into a 3D blue-skinned Avatar character to sell the concept Miler Lite Hispanic -- went into hispanic households and filmed how they lived and interacted -- sold the client because we knew his customers |
| Lindsay Bray Landsberg, SVP Business Development | Gimme a chance, I'm just getting started at The Marketing Store. At Leo Burnett, we did over the top "theater" and room dressing along with super-smart strategic research. |
| megan novy SVP Creative DIrector | We were trying to sell a event stunt to launch gift cards. We dropped wallets in the room so they could be "found" in the same manner we would like consumers to stumble upon our idea. |
| Diana Samper, vp creative director | The only thing we do unique is the leave behinds. They are really creative and fun to produce. |
| Mark Watson, Managing Director | SoCo deck and Shell deck. Felt stand out but we didnt get comments on it. |
| The following is a list of potential roadblocks that hold you back with your overall new business efforts. On a scale of 1- 10, rate each on how much it is a road block (1 being not a road block, 10 being a significant road block): | |
| Kathy Valdiserri; SVP Strategic Planning | |
| Carie Pflug, Business Development Manager | 7 |
| Geoff Miller VP, Interactive Strategy | 1 |
| Lindsay Bray Landsberg, SVP Business Development | 1 |
| megan novy SVP Creative DIrector | 1 |
| Diana Samper, vp creative director | 1 |
| Mark Watson, Managing Director | |
| Specifically regarding pitches/RFPs, when you lose, what are typically the top 3 reasons? Consider both the client's expecations and how you compare to your competitive set. (check only 3) | |
| Kathy Valdiserri; SVP Strategic Planning | |
| Carie Pflug, Business Development Manager | |
| Geoff Miller VP, Interactive Strategy | |
| Lindsay Bray Landsberg, SVP Business Development | |
| megan novy SVP Creative DIrector | |
| Diana Samper, vp creative director | |
| Mark Watson, Managing Director | |
| When you win a pitch, what do you think are typically the top 3 reasons? (check only 3) | |
| Kathy Valdiserri; SVP Strategic Planning | |
| Carie Pflug, Business Development Manager | |
| Geoff Miller VP, Interactive Strategy | |
| Lindsay Bray Landsberg, SVP Business Development | |
| megan novy SVP Creative DIrector | |
| Diana Samper, vp creative director | |
| Mark Watson, Managing Director | |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Kathy Valdiserri; SVP Strategic Planning | Start from scratch and invent our business development practice and have a consitent and unbending philosophy, process, and approach. We are a company of very smart people, who really do "get it". But we tend to go after everything with very few dedicated business development resources; we "moonlight" at new business. We need to disrupt the status quo and conventional thinking about new business; stop pitching everything that slips under the transom; stop pitching business in which we have only a one-off type of experience, particularly in shopper marketing. We are a losing team that needs to start thinking about what it is going to take to be a "world champion" or the "comeback kids". We need a tough coach who knows what it takes to win; like a Lombardi or an Urban Meyer if we want to get serious about business development. |
| Carie Pflug, Business Development Manager | A key start is the addition of a New Business Leader with Lindsay. This has been the biggest challenge over the past tow years. With her in place, we need to establish a positioning (in progress), identify the RIGHT clients to go after and develop a communication strategy/plan that we can then execute in order to get top of mind. In addition, we also need to position our people and agency as industry experts where it is applicable to build awareness of what we do well. |
| Geoff Miller VP, Interactive Strategy | Develop a concentrated strategy to prospect new business (without pitching) through PR, client meetings and referrals based on our core expertise: contests/sweeps/games, loyalty, digital, products, packaging. Walk into new clients showing McDonald's and Coke work. Develop a concentrated strategy to go after existing clients and grow our footprint into new brands and projects. |
| Lindsay Bray Landsberg, SVP Business Development | Craft the right message. Get our act together in terms of a plan, marketing materials, which targets to go after and how to pursue them Agreed upon process for pitching |
| megan novy SVP Creative DIrector | How we sell The Marketing Store. |
| Diana Samper, vp creative director | the marketing store story, having chemistry with the clients and being more confident, asking clients the right questions before we create the brief and engaging the clients thru our process to sell them into the idea before we get there to present |
| Mark Watson, Managing Director | get more relevant leads dedicate more focus when the work comes in, to get us finished sooner to allow us to rehearse more. |
| Are there any negative perceptions that prospects might have about the agency that could hold you back in new business? | |
| Carie Pflug, Business Development Manager | While we have worked with a number of great clients over the years, we are perceived as the agency that does Happy Meal Toys and Monopoly at McDonald's. If we're lucky, they know that we are a Coke agency as well. They understand and really believe in our ability to do big promotions, but think our experience is limited to these two clients. Recent client feedback from the Pennzoil pitch which we lost supports this opinion.. |
| Geoff Miller VP, Interactive Strategy | Middling creative product. High costs for custom jobs. Not differentiated enough from the pack. |
| Lindsay Bray Landsberg, SVP Business Development | Not know for strategic or creative leadership (specific to us and a general perception of below-the-line agencies) |
| megan novy SVP Creative DIrector | Too many of our examples are all about McDonald's. The fact that we are an agency and we make toys is a bit confusing. We only do BIG promotions--though this is changing. Perhaps that we are based in Lombard and not the city in terms of perceived "getting it-ness" |
| Diana Samper, vp creative director | Too much McDonald's experience and only three clients: MCD, Coke and General Mills. |
| Mark Watson, Managing Director | "just a toy agency" dont have a breadth of case studies |