| What has been your role in the new business efforts of Landor? | |
|---|---|
| Ashley Rosenbluth, Senior Director, Marketing & Business Development | I started in this role in Oct 2012. I mainly qualify certain leads, find "teams" to pursue them, and pursue some on my own. I network among WPP companies and help build client relationships. I am also involved in marketing efforts. I am now moving into more of a client-facing role again. |
| Simon, Exec Dir Strategy SEA&P | Substantial. Established our CI offer from Singapore. |
| sim | sim |
| Noelle Flood, Global Executive Director | On behalf of P&G predominantly. 4 non P&G experiences over the years (Merck, Scripps, Centigon and Wilmington) |
| Nick Foley - President SE Asia & Pacific | Identify and pursue opportunities. Develop PR and marketing initiatives. Network with other WPP companies. Lead and actively participate in pitches. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | Joined 4 days ago! |
| Peter Mack - Executive Director, Marketing, Greater China | Responsible for guiding development of new business for Greater China |
| Simon Bell, Exec Dir Strategy SEA&P | Substantial. Established our CI offer in Singapore (all non P&G). |
| ian wood GSO | pitch leader, pitch doctor, content provider, advisor |
| Bengt Eriksson, MD | As office MD you are typically the first response and the closer, and the team does most of the hard work in between. |
| Jane Geraghty, President EMEA Managing Director London | Given my role, I've been heavily involved in all London new business efforts. In my new EMEA role, I'm focusing heavily on supporting new business efforts across the region. |
| zdhn | dfgh |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Client services lead on many new business pitches and "pitch doctor" on some for other groups. |
| Dominic Walsh Managing Director - Australia | Pitch leader and driving the marketing plan |
| Henry Chan, President, Greater China | 1. Actively identifying new business opportunities leveraging personal business network. 2. Focus new business efforts in specific areas including BE, retail, hospitality, beverages, pharma. 3. Active participation in new business pitches |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | I lead the strategic thinking and the development of pitch stories on all corporate, b2b, financial services and professional services pitches at Landor London. Wins in the last 24 months include Bayer, Yell, Smith&Nephew, Moneygram, Ernst & Young, Linde, Booz&Co, RBS, DNV, Old Mutual, British Airways, MIG Bank, Qatar Food Programme. |
| Alexander Schroeder, Executive Director Strategy | I support our new business activities from a strategy perspective - mostly for our CI clients. I build relationships with potential and existing clients and look for new business opportunities. I am holding speeches at business conferences and universities. |
| Katie Ryan, Executive Director Landor NY | Lead consumer brands and healthcare brands new business efforts, support various CI pitches |
| Chris Lehmann, ECD/GM | I lead/direct all new business efforts in the Chicago office. Coming from the SF office, I've been involved in new business for more than a decade. |
| Luc Speisser Managing Director, Landor Paris | When I was leading the Strategy Department: developing Landor Strategy offer and business Since I am an MD, I am at the forefront of my office new business |
| Susan Nelson Executive Director, Consumer Insights | Have helped to use data/research in pitches; senior research, insights and analytics team member, at times pitch leader, write proposals and prepare (at least part of presentation) |
| Michel Bergesen Global Director, Financial Sector Branding | Lead new business development for major financial services prospects worldwide |
| suzie ivelich MD, SF | Help with pitching business to new and existing clients. Reviewing pitch decks Deciding who to pitch or not |
| Emma Beckmann, Country Director | Instrumental, involved in all NB efforts of the Moscow office, coordinating a network response, involving the relevant support office |
| Tom Sepanski Senior Director, Verbal Branding | Verbal and Persona Lead |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | I started in this role in Oct 2012. I work with Jenaro to field all incoming leads and find the right "teams" to pursue them; I qualify consumer branding leads and pursue the right ones myself, in partnership with Katie Ryan and others. I network among other WPP companies and help build client relationships. I am also involved in external marketing efforts; I'm currently spending most of my time in more of a client facing role just because I've won business that we don't have the staff to run otherwise. |
| Allen Adamson MD NY | Driven go to market approach Built visibility of Brand Built intellectual capital |
| Thomas Ordahl | Usually lead strategist/account owner. |
| Lori Gross, Executive Director, Strategy & Insights | assist as needed on pitches. Also actively involved in getting new projects off the ground. Recently led the Olay pitch. |
| Dan Wadleigh - CFO | General strategic initiative oversight as part of GLT; consultant on significant global pitches; subject matter expert regarding pricing and negotiation |
| Suzie Ivelich, Managing Director | Overseeing the Sr. Leadership team &New Business team by setting the strategic vision for the office and hence longer term vision for our portfolio. |
| Hayes Roth, CMO | I initiated our global marcom team approach to sharing all bus dev activity aroun the world, including leading development of Client Central and today connect formally and informally with all of our Marcom and bus dev teams regularly around the world. In addition, I frequently participate in pitches and client development work. |
| What is your background, in terms of firms, accounts, and client-side experience? | |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development | I started at Landor in 1994 as a client manager. I left in 1998 to be a Senior Brand Manager at Timberland, then from 2000 to 2004, I was Director of Marketing at Hartmann Luggage. I returned to Landor in 2004 as Client Director in the BI group; in 2008 I moved to Hayes group to work in Global MarCom in a marketing/business development role. I switched back to Allen's team to work in business development for the NY office in Oct of 2012. |
| Simon, Exec Dir Strategy SEA&P | Began as a designer. Moved into Brand Consultancy following re-study; worked at Interbrand, The Brand Union, FITCH; past/current clients include Malaysia Airlines, Garuda (first class), Infosys, Citibank, Nokia, TM (Telekom Malaysia), Maybank, UEM Land, Zuji, Mondelez (Kraft), Kimberly Clark. |
| sim | sim |
| Noelle Flood, Global Executive Director | Just hit my 10 year anniversary with Landor. Virtually all of my time over those years has been dedicated to P&G. Prior to Landor I was client-side with Baskin-Robbins, Kaiser Permanente, Nestle Beverage and Nestle Prepared Foods. |
| Nick Foley - President SE Asia & Pacific | Landor 5 years Mars (Marketing roles) for 8 years Nestle / Uncle Tobys (Marketing, Category Management & Sales roles) 7 years |
| Jorge Aguilar Executive Director of Strategic Services (SF) | My firms: - On the client side: DuPont (Marketing) and PepsiCo (Strategy) - On the agency side: Prophet (Branding), Oliver Wyman (Management Consulting), and Vivaldi Partners (Innovation) Some of my former accounts: - Coca-Cola, J&J, Monsanto, Wells Fargo, Samsung, GE, NBC, among others. |
| Peter Mack - Executive Director, Marketing, Greater China | Landor Hong Kong 1989 to 1998 - Cathay Pacific, Caltex, Lay's Landor San Francisco 1998 to 2000 - John Deere, HP Enterprise IG (The Brand Union) 2000 to 2006 - Caterpillar, Peet's Coffee, Nestle, Dreyers, AMD Elephant (own company) 2006 to 2010 - Peet's Coffee, Tesla Motors, Suze Orman, Haier (for Landor) Landor Dubai 2010 - Masdar, Mahindra Landor Greater China 2010 to present - Ford/Lincoln, J Hotel. Lay's, True Telecom No client side experience |
| Simon Bell, Exec Dir Strategy SEA&P | Began as a creative. Moved into Brand Consultancy following re-study; worked at Interbrand, The Brand Union, FITCH; past/current clients include Malaysia Airlines, Garuda (first class), Infosys, Citibank, Nokia, Vodafone, TM (Telekom Malaysia), Maybank, UEM Land, Zuji, Mondelez (Kraft), Kimberly Clark. |
| ian wood GSO | Automotive Transport Product design Ergonomics |
| Bengt Eriksson, MD | 16 years with Landor, 10 years in advertising before that but originally a journalist. All kind of clients. |
| Jane Geraghty, President EMEA Managing Director London | Immediately prior to Landor, I was MD of Naked Communications in London. Before that, Content Development Director at ITV - the UK's largest commercial broadcaster. The bulk of my experience, however, has been in adverting agencies in New York and London where I have been performing new business, client service and management roles for a number of years. Agencies include: Ogilvy New York (lead on Coca-Cola), Kirshenbaum Bond (Managing Partner), Ammirati Puris Lintas (Managing Partner - Client Services and Business Development), McCann Erickson London (New Business Director). |
| zdhn | zdfh |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Saatchi & Saatchi (London - 5 years) - client services & new business (e.g. National Lottery, Kodak, NCR) OgilvyOne & Ogilvy & Mather (London 9 years) - CS, head of account management & new business (e.g. AMEX, Kodak, IBM, Ford, RSA) Cagney Plc (London 6 years) - co-founder, COO, new business (e.g. NS&I, Eurostar, BT, Caribbean Airlines) Interim / consulting roles (London 2 years) e.g. technology start-up, commerical director for a talent management & PR Agency, client services at Naked Communications, MD at a small ad agency Landor (London 2 years), client services and new business (e.g. RBS, EY, BP, Skoda, DNV GL, IHG, Booz, Yell / hibu) |
| Dominic Walsh Managing Director - Australia | Previous agencies: Clemenger BBDO McCann-Erickson - London Ogilvy & Mather Blue Marlin Interbrand Clients include: Citi Bank, Fonterra, P&G, Philip Morris, Schweppes, Cadbury, Arnotts. News Limited, Fosters, General Mills George Weston Foods, McDonalds, Telstra |
| Henry Chan, President, Greater China | Primarily advertising background and some client experiences. Previously China Manging Director of Y&R Advertising and China Managing Director for Global Beauty, a beauty service holding company for different beauty and slimming retail service brands. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Executive Director Brand Strategy, Landor London Leading the corporate brand strategy team, my recent work includes the development of brand strategies, positioning, brand portfolio, brand architecture and naming for Henkel, British Airways, Ernst&Young, NSPCC, Yell, Skoda, London Stock Exchange, Moneygram, Smith&Nephew, British Gas, Bayer, Linde, Booz&Co, RBS. Head of Strategy Europe, The Brand Union London 2004 – 2007 As head of the strategy team of The Brand Union across Europe, I won and lead major global brand strategy projects, including the development of brand architecture, brand positioning, brand identity, employee engagement for clients including Credit Suisse, RBS, KPMG and GE. Principal and Practice Leader, BBDO Consulting, 1999 – 2004 BBDO Consulting (now Batten&Company) is the management consultancy arm of Omnicom, advising blue-chip clients such as BMW, Deutsche Bank, Audi, T-Mobile, Allianz, Dresdner Bank, Mercedes on their global brand strategy. I was part of the founding team, growing the business from five to 100 brand strategy consultants in less than four years. I sold and delivered a variety of global brand strategy projects, including brand positioning, brand portfolio and architecture, brand valuation and global communication strategies. I led the Financial Services Practice for BBDO Consulting Europe and set-up and led the worldwide Financial Services Knowledge Hub for the BBDO Group. International Brand Manager, Henkel KGaA 1994 – 1999 Henkel is one of Europe’s largest FMCG companies, operating worldwide with leading brands in Cosmetics (Schwarzkopf), Detergents&HomeCare (Persil) and Adhesives (Loctite, Pritt). I developed and executed international brand, marketing and communication strategies across Europe and Asia, including creation of new brands, product innovations, atl and btl campaigns and conducted one of Henkel's largest European brand roll-out programmes. |
| Alexander Schroeder, Executive Director Strategy | Companies I worked for: Accenture (management consulting), Bertelsmann (media company), Interbrand (branding), MetaDesign (branding), EM.Entertainment (media company), KMS TEAM (branding) Clients I worked for: Volkswagen, Audi, BMW, MINI, Rolls Royce, Porsche, Bugatti, Mercedes, Lufthansa, Bayer, BASF, Deutsche Telekom, IKEA, Beiersdorf, SAB Miller, Siemens, Allianz, Ethicon, Vodafone, Sky TV, Axel Springer, Unilever, ... |
| Katie Ryan, Executive Director Landor NY | 6 years at Landor NY, working on all the consumer brands clients. Before that I spent 20+ years as an account planner/researcher in advertising. I've worked extensively in consumer package goods, healthcare (OTC. DTC, RX), toys & games, financial services, luxury goods, technology and some B-to-B. Most of my career was spent at Jordan Case & McGrath. Also a stint at Saatchi & Saatchi running the Kid Connection unit and all account planning activity for General Mills' youth-directed brands. I've also done freelance work for a professional healthcare agency and media company. Prior to joining Landor, I was the planning lead for a start-up funded by IPG. |
| Chris Lehmann, ECD/GM | Agency side experience only, focused on creative. |
| Luc Speisser Managing Director, Landor Paris | Branding background: 2005 - today, at Landor Associates Paris 2011 - today: Managing Director: since I was promoted, the number of leading new clients for Landor Paris significantly increased: Orange, Alstom Transport, E.Leclerc, Ibis, Danone, Ville de Paris, Thomas Cook or, most recently, Air France. And relationship with existing key clients have expanded: Citroën, P&G, RATP, VISA Europe, Accor, Bel. 2005 - 2011: Executive Director, Strategy: I have led numerous branding programs for both FMCG and corporate clients such as Accor Hotels, Citroën, Danone, Decathlon, the European Commission, Kraft Foods, Procter & Gamble, RATP, SNCF, and Syngenta. I have also pioneered new strategic methods and tools: amongst others, I have spearheaded our insights observatory, the Landor Families. Advertising background: I have worked in advertising as a Senior Client Director at Australie (Havas Group), Lowe & Partners Worldwide (Interpublic Group), and BETC Euro RSCG (Havas Group). Client-side experience: my expertise also extends to influencing and changing behaviors, particularly within complicated areas. For 10 years, I have worked on AIDS prevention and other health-related issues at various foundations before becoming the deputy communication director of the French Committee for Health Education (known today as INPES). During this period I was also a communications consultant for the United Nations. Teaching background: I have been teaching since 1997 in numerous schools and universities. Since 2010, I am a permanent staff member and teach classes on branding at the Celsa-University of Paris-Sorbonne. |
| Susan Nelson Executive Director, Consumer Insights | Landor, Addison, Enterprise IG/Brand Union. Major global and US clients over 25 years. Worked in London, SF and NY |
| Michel Bergesen Global Director, Financial Sector Branding | Spent 20 years as management consultant and business leader at Stern Stewart & Co, helping corporations across all industries develop management tools and strategies based on Economic Value Added (EVA). Established businesses in South Africa, Australia, Singapore and India, then served as Managing Director for Stern Stewart Europe based in London. Moved to New York to found Stern Stewart's BrandEconomics subsidiary, developed a proprietary EVA-based brand value model to help clients with value-based brand strategy. Prior to Stern Stewart, spent 5 years at Anglo American in South Africa, in various technical and financial management roles including leadership of capital projects for Platinum Division. |
| suzie ivelich MD, SF | Extensive experience at brand firms (4), leading accounts and being part of accounts both large and small. Client side is small. An internship at Kodak |
| Emma Beckmann, Country Director | Landor through and through, 20 years, no client side |
| Tom Sepanski Senior Director, Verbal Branding | Firms: Liska+Associates Landor Accounts: Verizon Dell New York Life Citi All NY Verbal Brand projects Client-side experience: None |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | I started at Landor in 1994 as a client manager. I left in 1998 to become a Sr. Brand Manager at Timberland; two years later, I was Director of Marketing for Hartmann Luggage (from 2000-2004) I then came back home to Landor as a Client Director in the BI group, working on Clairol (P&G), Gatorade, Tropicana, etc. in 2008 I moved into Global MarCom to work with Hayes' team in a more marketing/business development focused role. In Oct 2012 I moved back to Allen's team in the NY office to manage business development. |
| Allen Adamson MD NY | Consumer packaged goods client and agency Corporate branding across industries |
| Thomas Ordahl | 15 years in brand biz. Owned my own agency for 4 years. Spent 2 years on clients side. Remainder working for brand consultancies. |
| Lori Gross, Executive Director, Strategy & Insights | I have 21 years of experience in the branding industry (all agency side). I spent 15 years on the advertising and digital side of the industry before joining Landor in 2007. I've worked at JWT, Wyse Advertising, Bozell, Vantage One, Doner, Landor. I've worked in the following industries: CPG, B2B, global branding, financial services, healthcare, fashion, ingredient branding, durable goods, lawn care, telecommunications, kitchen and bath, insurance, high tech, food |
| Dan Wadleigh - CFO | none |
| Suzie Ivelich, Managing Director | Principal of Ivelich Stone Managing Director of Wolf Olins, SF Management Consultant, Accenture CLients have ranged from Fortune 100 firms such as GE to premium iconic brands such as Cavallo Point (luxury hotel and resort in SF) |
| Hayes Roth, CMO | None client side but 15 years of ad agency management, 8 years running my own consulting firm and 18 at Landor, leading bus dev and Marcom, plus numerous key client leads over the years, including ITT, Panasonic, NYSE, NY-Presbyterian Hosp, UNCF, Citi, City National Bank, Concern Worldwide, and The World Trade Center, among others. |
| As if you were writing to a prospective client, describe Landor in no more than 3 sentences: | |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development | Landor is a strategic branding and design firm with 26 offices in 19 countries to serve our expanding global network of clients. |
| sim | sim |
| Noelle Flood, Global Executive Director | We are brand storytellers - rooted in a human truth we breathe life in to brands through tone of voice, packaging, innovation and experience. We are stewards of your brand acting as passionate advocates to do what is right to make the biggest impact in your fans lives and for your bottom line. |
| Nick Foley - President SE Asia & Pacific | Landor has a comprehensive and innate understanding of brands. What makes Landor unique is ability to apply creative intelligence. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | Our people are SMART and CREATIVE. Deep CUSTOMER UNDERSTANDING drives our strategy and design. We INSPIRE our clients and their organizations to BELIEVE and take ACTION. |
| Peter Mack - Executive Director, Marketing, Greater China | Landor has been a pioneer on multiple fronts in its 70 year history, doing much to define the business value of brand, engage with Asian markets and experiment with ways to connect strategic thinking with creative expression. Our broad industry experience gives us particular perspective on the evolution of brand thinking and how to apply concepts successful in one industry to challenges in others. This breadth of knowledge plus our commitment to both strategic rigor and creative excellence make us strong partners. |
| Simon Bell, Exec Dir Strategy SEA&P | Landor has a fantastic story and experience – a strong combination. Our founder believed "brands are created in the mind", and it's this premise we aim to capture in each and every project. |
| ian wood GSO | hi octane thinking and creativity providing tangible solutions and opportunities for brand and business |
| Jane Geraghty, President EMEA Managing Director London | NB We tailor our approaches but the broad gist involves: We are a leading global creative company that is focused on creating and telling fascinating brand stories that make a meaningful difference (or create a competitive advantage) to a client's business. |
| zdhn | sgdfg |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | It would depend on who the prospect was and what they're after! However, the elevator pitch is we are a world leading creative company that creates fascinating stories for brands and businesses (to deliver commercial advantage) |
| Dominic Walsh Managing Director - Australia | Landor is the Worlds leading branding & design agency. We specialise in Corporate and consumer branding. Our rich strategic insight and creative capability lead to outcomes that drive business performance. |
| Henry Chan, President, Greater China | Our job is to help our clients to become successful. To achieve that, we employ a holistic approach in helping our clients’ success in the area of branding. And we Deliver Unmatched Brand Experiences in a Holistic Manner that Help Build Long Term Brand Values. |
| Alexander Schroeder, Executive Director Strategy | Landor is a global branding consultancy specialized on strategy, design and communication. We help our clients grow by creating brands that transform business. We activate the strengths of people, companies and brands. |
| Katie Ryan, Executive Director Landor NY | Walter Landor was one of the most influential designers and thinkers of his time, who pretty much invented the practice of branding as we know it today. A true entrepreneur, his innovative spirit lives on in the 700 curious, committed, talented and intelligent Landorians who collaborate with clients and each other every day. As one of the world's leading branding and design consultancies, Landor's expertise spans the full range of activities that drive brand value -- creating new brands, growing existing brands, and managing brand impact in the marketplace. |
| Chris Lehmann, ECD/GM | Landor is a global branding and design agency that focuses on strategic and creative solutions to a full range of client challenges. Our work is long-lasting, award-winning, and our client relationships are strong and deep. |
| Susan Nelson Executive Director, Consumer Insights | A leader for over 50 years Landor, is the only branding firm that appropriately balances creativity, strategy and insight for business advantage. Our teams are cross cultural and cross national, expert not only in your industry, but also skilled across media, channel and resources to help you build a powerful, sustainable brand |
| Luc Speisser Managing Director, Landor Paris | First of all, I always adapt the way I describe Landor to the prospective client. For the interest of the exercise here's a generic description: Today, everybody talks about brands and stories, but no one on earth has been building such amazing brand stories than Landor. Walter Landor has invented branding in 1941. And we, the 700 people of Landor, are seamlessly working together to reinvent it every day and deserve Walter's name on our front-door. There is no problem that we can't solve. There is no brand that we can't make stronger and shine. Ask Levi’s, Sapporo, BP, Fedex, Citroën, M&S, and many others. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | We are the world’s preeminent brand consulting firm translating our clients’ business strategy into brand strategy. We help the world’s best brands stand up, stand out, and stand for something. |
| Michel Bergesen Global Director, Financial Sector Branding | This is how I tell our story (some of it is aspirational, not completely true to us today): We are a global leader in brand strategy and design, founded 75 years ago by Walter Landor, a visionary and founding father of the branding industry. Today, our worldwide network of 26 offices comprises an international team of creative talent and seasoned strategists, who are highly skilled in understanding a brand's context and audiences, developing distinctive brand strategies, and creating engaging brand experiences. Together, we deliver competitive advantage for our clients by setting the world's leading brands apart. |
| suzie ivelich MD, SF | Landor is a firm that operates across all areas of brand creating and evolution. We both across industries and for firms that are both large and small, local and global. Our ability to dream with our clients and to make things happen through thick and thin is what I imagine to be the the essence of the Landor brand. |
| Emma Beckmann, Country Director | Landor is the preeminent brand consultancy worldwide. Walter Landor invented branding, we have been reinventing it ever since. Our purpose is to help our clients to tell compelling stories, over and over again. |
| Tom Sepanski Senior Director, Verbal Branding | Landor is a global community of courageously creative problem-solvers that care about their work and their clients. |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | Landor is a strategic branding and design firm with 25 offices in 19 countries around the world to serve our global network of clients. Our capabilities span the full range of branding services, from insights and positioning to naming and brand voice; from brand architecture to identity design; from packaging to environments; from engagement to activation. We have experience in almost every industry imaginable, from B2B and B2C, and we thrive on solving complex branding challenges; bring us yours! |
| Allen Adamson MD NY | Global brand and branding firm. Help brands define their " story" and "bring it to life" across touch points. |
| Thomas Ordahl | For 60 years Landor has led the branding industry. We combine strategic rigor with break-through creativity to help our clients drive business success. |
| Lori Gross, Executive Director, Strategy & Insights | Landor is the perfect mix of rigor and creativity. We are passionate partners and look to unlock its full potential. You can expect us to be insight led and courageous as we solve your challenge. |
| Dan Wadleigh - CFO | Landor is a world class brand consultancy and design services problem solver. Our services are essential for organizations looking to maximize shareholder/enterprise value. |
| Suzie Ivelich, Managing Director | Powerful brands are driven by ideas. Ideas that create compelling stories to those that matter. Landor is the global leader in brand consulting--we partner with our clients to create ideas that change the world. |
| Hayes Roth, CMO | Depends very much on who the prospect was and what they were looking for, but in general terms, I say things like: Landor is the world's leading branding consulting firm, best known for such iconic brands as FedEx BP, Accenture, Coors, Kraft Mac n' Cheese and the majority of P&G's packaging design. Our work goes well beyond logos an packages, however, and includes comprehensive brand assessment, analysis & strategy, plus full brand implementation down to signs, coffee cups & even innovative trash cans, plus employee brand immersion, to ensure what we do is fully executed and embraced throughout the organization. This kind of rigor, insight and creative thinking builds brands and makes our clients money. |
| Stuart Elliott, who covers firms for the New York Times, decides he is going to write an article about Landor. After spending a day at your offices, and then going back to write the piece.... what would the headline be? | |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development | No one does branding like Landor: from global powerhouse KCRs to small Napa Valley vineyards, the depth and breadth of capabilities and case studies are unmatched. |
| sim | sim |
| Noelle Flood, Global Executive Director | Landor - Unleashing the perfect balance of magic and logic |
| Nick Foley - President SE Asia & Pacific | Landor creates brands for impact. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | How Landor redefined brand strategy to uncover growth in a challenging business climate |
| Peter Mack - Executive Director, Marketing, Greater China | Landor Greater China - Raising the Brand Bar for China's Top Companies |
| Simon Bell, Exec Dir Strategy SEA&P | Young and hungry. Lookout! |
| ian wood GSO | Landor resurgence helps make leaders |
| Jane Geraghty, President EMEA Managing Director London | Assuming you mean London: "Walter's passion and pioneering spirit lives on". |
| zdhn | agdgh |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Assuming he comes to our London office i think the headline could be "Blandor no more ... Walter lives on". |
| Dominic Walsh Managing Director - Australia | Landor brings innovative problem solving to business. |
| Henry Chan, President, Greater China | True brand creators does help transform business! |
| Alexander Schroeder, Executive Director Strategy | Purpose drives profitability |
| Katie Ryan, Executive Director Landor NY | More Than Meets The Eye |
| Chris Lehmann, ECD/GM | Super Smart & Creative, Landor Takes Branding Seriously But Always Has Fun. |
| Susan Nelson Executive Director, Consumer Insights | Reinvention on The Klamath |
| Luc Speisser Managing Director, Landor Paris | Just like when I visited the Hermes workshops:spectacular efficiency and absolute passion. At Landor, branding is not "ready to wear", it is "haute-couture". |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Landor - going where no other brand consultancy dares to go |
| Michel Bergesen Global Director, Financial Sector Branding | Storied branding firm reaching to redefine its identity |
| suzie ivelich MD, SF | Landor- Evolving while continuing to create the world's greatest brands |
| Emma Beckmann, Country Director | Landor Moscow takes the Russian branding scene by storm with their unique combination of Western expertise and local relationship building. |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | "Branding reinvented daily." |
| Allen Adamson MD NY | Giving Brands an Edge from the inside out |
| Thomas Ordahl | A Once Great Ship in Need of Drydock |
| Lori Gross, Executive Director, Strategy & Insights | Smart, creative ideas rock this boat |
| Dan Wadleigh - CFO | "The Power of Branding and It's Impact on Enterprise Value' |
| Suzie Ivelich, Managing Director | They saw the angel in the stone and carved to set it free. |
| Hayes Roth, CMO | Landor is changing the face of branding! |
| Now bring Landor to life. You have certainly been through this exercise, however applying it to Landor can be quite revealing in understanding more about your "DNA". If Landor were a car, what kind would it be? What color? Why? | |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development | It would be Bumblebee, the yellow Chevy Camaro / Transformer who has lost his voice. He is strong and powerful, empathetic, funny, ironic at times, capable of almost anything, able to transform at a moment's notice to meet any need, extremely loyal, yet he has lost his voice. We are like that. As a group - we can do anything, but I think we've lost our voice, our reason for being, our mission, as a culture. |
| sim | sim |
| Noelle Flood, Global Executive Director | A yellow very high end party bus because everyone should enjoy the journey with us (like they did with Walter). |
| Nick Foley - President SE Asia & Pacific | Jeep Wrangler. Black in color with some yellow highlights. American, rugged and useful. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | If Landor were a car it would be a Mini Cooper Clubman. Yellow, for sure. Why? well, it has a strong heritage and an incredibly rich story to tell. it is incredibly fun to drive and it actually gets you to interesting places. The journey is as fun as the destination. Our clients like to work with us! |
| Peter Mack - Executive Director, Marketing, Greater China | 1990 Mercedes S-Class originally painted black, repainted several times, but now somewhat chipped. Powerful, classic, fundamentally sound but lacking some of the newer technologies, owned by someone who cannot make up their mind exactly what kind of impression they want to make and unwilling to invest in a complete overhaul. |
| Simon Bell, Exec Dir Strategy SEA&P | A beat-up old yellow Ford Mustang. Because it's got a story, American but had better days. |
| ian wood GSO | Now: VW Passat, silver Future: Jaguar XF, black |
| Jane Geraghty, President EMEA Managing Director London | We want to be Range Rover - globally available, prestigious and able to cope on all terrains. But I think realistically we are more like a Volvo - reliable but not terribly sexy. |
| zdhn | gdgh |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | a yellow Volvo. We are safe, secure, reliable, pricey, low risk but can also be stylish and unexpected. |
| Dominic Walsh Managing Director - Australia | A black Rolls Royce. A rich heritage with timeless design, the best in class, reassuringly expensive. |
| Henry Chan, President, Greater China | Black Mercedes, expensive, but not exactly cutting edge |
| Alexander Schroeder, Executive Director Strategy | Audi A4, silver: nice and clear design, light, agile, advanced, progressive, high quality, beautifully engineered, dynamic, performance driven, down-to-earth, realistic, reliable, German roots, global appeal, "Zukunft durch Technik" |
| Katie Ryan, Executive Director Landor NY | The first thing that comes to my mind is the Amphicar -- because of how tied we are to boats. It would be yellow and black. We might want to redesign the vehicle because it was not a thing of beauty and we are about making beautiful things. |
| Chris Lehmann, ECD/GM | Really? |
| Susan Nelson Executive Director, Consumer Insights | Audi, silver. Not too flashy, well engineered, international and prestigious |
| Luc Speisser Managing Director, Landor Paris | A purple Rolls Royce Phantom Series II. The latest Rolls Royce - the best car in the world, absolute luxury and worth paying more, high and low tech seamlessly combined - with a creative twist, as a gentle reminder of our imperative to reinvent our category and our leadership relentlessly. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Landor would be a Mini cooper. We have a proud heritage, but nevertheless we are able to reinvent ourselves again and again, make ourselves relevant for today and the future. We are nimble, fast, surprising. And just like the Mini Cooper we are part of a strong family that helps us tap into insights and resources way beyond our size. |
| Michel Bergesen Global Director, Financial Sector Branding | I would love to say a yellow Ferrari - which would signify that we are fast, exhilarating to experience, and a highly functional, integrated performance machine (and that we own and wear our singular corporate color boldly). However, today we are probably a tricked out 60s VW bus with some contemporary bling tacked onto it, painted in a range of colors including yellow, plus some graffiti delivering mixed messages. |
| suzie ivelich MD, SF | Land Rover Nay blue Rugged, somewhat unconventional, not too over the top but not cheap either. Not way out on the cutting edge but offering some unexpected touches. Navy blue is a nod to our nautical heritage. |
| Emma Beckmann, Country Director | A Volvo - the safest pair of hands but a bit boring. Black or silver. |
| Tom Sepanski Senior Director, Verbal Branding | 2013 Chevy Camaro. Bright yellow. Black racing stripes. We're referential to our past but still in today's conversation. Creativity is our big V8 engine. We're capable of stunning work, and breakneck speeds, but we don't always "handle like a dream" when we race to a solution. |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | It would be Bumblebee, the yellow Chevy Camaro Transformer who has lost his voice (from the movie Transformers) - He is strong, powerful, empathetic, funny, ironic at times, capable of almost anything, able to transform at a moment's notice to meet any need or challenge, and he's extremely loyal. Yet he has lost his voice. We are like that. As a group - we can do anything, but I think we've lost our voice - our reason for being - our mission, as a culture. We aren't as cohesive as we used to be. We've lost that lovin' feeling. |
| Allen Adamson MD NY | Mercedes Black Solid , dependable , premium |
| Thomas Ordahl | Late 80s Mercedes Benz Diesel Station Wagon |
| Lori Gross, Executive Director, Strategy & Insights | Landor is a Vespa. It's bright yellow and zippy. It can get in and out of just about anything and get's notice for it's style and sass. |
| Dan Wadleigh - CFO | Mercedes. Silver. Like Mercedes, I associate Landor with quality, design, premiumness...all with a touch of snootiness. |
| Suzie Ivelich, Managing Director | We wouldn't even be a car- we would be a bicycle... intuitive, engaging, smart, memorable (like Apple, we would be ahead of our time) We would be pure white--clean and modern. |
| Hayes Roth, CMO | A Bentley coup-- elegant, timeless design, every detail worried over for the ultimate in comfort and performance, beautiful but not ostentatious, and above all, a fast, powerful performer. |
| What firms do you most admire? Why? | |
| sim | sim |
| Noelle Flood, Global Executive Director | Wieden & Kennedy, Prophet - I love their fearless confidence. Though they are partners to many large companies they've protected the cache that comes from a Don Draper attitude that makes clients feel like their "agency" is in the room. |
| Nick Foley - President SE Asia & Pacific | Wolf Olins Elmwood |
| Jorge Aguilar Executive Director of Strategic Services (SF) | Zappos - Its customer Service Cleveland Clinic - Redefining healthcare Twitter - Changes the way we communicate, share, and learn IDEO - Marquee firm for product and service innovation |
| Peter Mack - Executive Director, Marketing, Greater China | (Old) Pentagram - Emphasis on individual design excellence combined with the vision to scale Prophet - Strong intellectual underpinnings |
| Simon Bell, Exec Dir Strategy SEA&P | Wolff Olins. They seem unafraid of being provocative. |
| ian wood GSO | Moving Brands - start up with courage Imagination - a strangle hold on 3d |
| Jane Geraghty, President EMEA Managing Director London | Ogilvy for making more out of its founder than any other firm and for its recent creative renaissance (witness Cannes). Mother for its refusal to conform and its ongoing commitment to creativity. Anomaly New York for trying something new. |
| zdhn | zdb |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Not strictly answering the question i know (we are in a massively undifferentiated and fairly uninspiring market) but i hugely admire LOCOG (London Organising Committee for the Olympic Games) for totally delivering above expectations and executing every single touch-point flawlessly. |
| Dominic Walsh Managing Director - Australia | Ideo. A business that takes the idea of design thinking and applies it to business problems. Innovation sits at the heart of the business. |
| Henry Chan, President, Greater China | Apple, reinventing industries |
| Alexander Schroeder, Executive Director Strategy | KMS TEAM (Germany) - creative excellence in all disciplines, all creative disciplines under one roof, founder manages the company, very pleasant working environment (people and space) |
| Katie Ryan, Executive Director Landor NY | Probably the digital agencies because they're the only ones getting support from the holding companies |
| Chris Lehmann, ECD/GM | Moving Brands, because they are the next generation of pioneering branding agencies. Wolff Olins because they never look stuffy and do thought-provoking and provocative work. Turner Duckworth because they always come off as though they enjoy what they do. Weiden + Kennedy, Saffron |
| Susan Nelson Executive Director, Consumer Insights | None in particular. They all have their weaknesses -- either too based in decks and strategy or too arrogantly design focused. |
| Luc Speisser Managing Director, Landor Paris | Coca-Cola Company, for their ability to relentlessly improve the value of their brand(s) through simple and relevant innovations (e.g. coke zero), simple and compelling promises (e.g. "sharing") that they keep in a spectacular way (share a coke with..., etc...). All this resulting in what we are all striving for: both a business and a creative success story. Apple between 1995 and Steve Jobs death: a company trusted its visionary founder and kept on investing for a very long time - look at the share value, it grew spectacularly only over the last 3/5 years. Spotting the talent and giving him the means (time and money) to grow: not so current in a short-term view and risk-adverse world. Kudos. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Wolff Olins I admire them for their self-confidence, their beautiful creative work, and their gutsiness. They have a vision about themselves and their brand, and are consistent and distinct in the communication of this vision. And they know that there is only one way to achieve all this: talent. They are uncompromising in their quest to always hire and retain the best senior talent. |
| Michel Bergesen Global Director, Financial Sector Branding | Lippincott - very polished consulting firm identity, industry vertical expertise, appearance of rigor and strategic substance. S&G - strong analytic framework, seasoned team with deep industry experience. |
| suzie ivelich MD, SF | I admire our clients like Alaska Airlines, GE, Accenture, FedEx. They do big things and take chances. They invest in their futures. I also admire Virgin, Bloomberg, BMW and Zappos for the same reasons. |
| Emma Beckmann, Country Director | TBU - their ability to go in low and grow business from small wins Interbrand - they still get by in this market with their brand valuation survey Local advertising competitors - for still having the balls to claim they can do branding and getting away with it! |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | I admire smaller firms like Anomaly or Lipman (http://www.lipman-nyc.com/) that can become like a Landor - with a smart, entrepreneurial, visionary founder who is doing interesting, consumer/customer-led work that's 360 in nature. And they do work more in line with my interests...so I'm kind of jealous. I want to win the kinds of projects they win...luxury/fashion. I also admire the discipline of a Siegel+Gale or Lippincott - they find a story and stick to it and sell it hard - but it's one that makes sense across their business. |
| Allen Adamson MD NY | Ideo- drive big ideas/innovation- c suit relationships Edelman-re inventing itself every few years Weiden & Kennedy- creativity Lippincott- Quality of people |
| Thomas Ordahl | Lippincott for sales excellence and financial performance. Smart Design, Frog, Ideo for innovation and forward brand thinking. |
| Lori Gross, Executive Director, Strategy & Insights | Droga 5 - for their storytelling case studies |
| Dan Wadleigh - CFO | Apple and Google - For focusing on very clear visions, taking risks, having a strong viewpoint and sticking with it, for changing the world and how people access and absorb information |
| Suzie Ivelich, Managing Director | The burgeoning supply of independent companies that are truly innovating at every turn. Firms that are creative and courageous such as IDEO, those that are defining new brand experiences (Frog) and those that have a FAST Company mentality such as Character and Jump (hybrid of McKinsey and IDEO types). |
| Hayes Roth, CMO | Apple-- for all the obvious reasons.... Design serving performance and customer needs, best in class integration across products, strong management, clear, consistent voice, etc etc. Also Starbucks for similar reasons |
| List the top few firms that you do/will compete against most often. | |
| sim | sim |
| Noelle Flood, Global Executive Director | LPK, Interbrand, Elmwood, Nice |
| Nick Foley - President SE Asia & Pacific | Interbrand The Brand Union Elmwood Nice |
| Jorge Aguilar Executive Director of Strategic Services (SF) | The usual branding suspects: Prophet, Lippincott, S+G On innovation projects, usually find smaller agencies and firms such as Fahrenheit 212, Innosight, etc. |
| Peter Mack - Executive Director, Marketing, Greater China | Interbrand Futurebrand |
| Simon Bell, Exec Dir Strategy SEA&P | Interbrand, TBU, FutureBrand and advertising agencies. |
| ian wood GSO | See competitor list |
| Jane Geraghty, President EMEA Managing Director London | Usual suspects for corp: Interbrand, Futurebrand, Lippencott and Brand Union. Occasional competitors include Booz, McKinsey and BCG on the one hand and Ogilvy, Saatchi and CHI on the other. On consumer: allcomers for packaging including JKR and two men and a dog. |
| zdhn | dg |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Interbrand Futurebrand Lippincott Calling Brands Brand Union Occasionally against the management consultants |
| Dominic Walsh Managing Director - Australia | Interbrand Cowan Blue Marlin Principles |
| Henry Chan, President, Greater China | Interbrand, TBU |
| Alexander Schroeder, Executive Director Strategy | Interbrand, Peter Schmidt Group, The Brand Union, MetaDesign, KMS TEAM, Lothar Böhm |
| Katie Ryan, Executive Director Landor NY | Lippincott, S&G, Interbrand, Futurebrand Design focused-agencies like Raison Pure, JKR, Mary Lewis Moberly, Turner Duckworth, Pentagram Packaging companies like CBX, Sterling, Blue Marlin, Spring Design Innovation companies like Farenheit, Red Scout, IDEO Ad Agencies Research companies & strategy consultancies (Consumer Dynamics, Prophet, Strategy First) |
| Chris Lehmann, ECD/GM | Interbrand, Futurebrand, Webb deVlam, Prophet, Turner Duckworth. |
| Susan Nelson Executive Director, Consumer Insights | Lippincott, Interbrand, Futurebrand, Wolf Ollins |
| Luc Speisser Managing Director, Landor Paris | Saguez and Partners BETC Design (and also BETC Advertising) Dragon Rouge Carré Noir Interbrand |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Interbrand, Futurebrand, The Brand Union, Lippincott, Wolff Olins, Pentagram. But I see more and more the emergence of out-of-category players on both ends of the value chain: from the business strategy side the management consultancies and from the executional side the advertising agencies. |
| Michel Bergesen Global Director, Financial Sector Branding | Lippincott, S&G |
| suzie ivelich MD, SF | AKQA, |
| Emma Beckmann, Country Director | TBU, Fitch, Saffron, Pentagram, Y&R, Ogillvy, Identica, Interbrand |
| Tom Sepanski Senior Director, Verbal Branding | Lippencott Siegal + Gale Interbrand Wolff Olin |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | Siegel+Gale, Lippincott, Wolff Olins Interbrand for CI Dragon Rouge, Pearlfisher, Spring, Turner Duckworth, Raison Pure, Sterling, Wallace Church for BI |
| Allen Adamson MD NY | Interbrand Lippincott Siegle& Gale |
| Thomas Ordahl | Lippincott Siegel & Gale |
| Lori Gross, Executive Director, Strategy & Insights | ((as i'm not on the front lines of new biz pitches, will leave this to others to answer)) |
| Dan Wadleigh - CFO | The usual direct competitors (Lippincott, Interbrand, Seagal Gale, etc The small mom and pop shops Ad agencies Management consultants etc etc etc |
| Suzie Ivelich, Managing Director | SGale Interband Lippincott Prophet Wolf |
| Hayes Roth, CMO | Lippincott, Siegel Gale, Wolfe, Interbrand, the usual suspects. |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| sim | sim |
| Noelle Flood, Global Executive Director | I know their business better than many of them do. I navigate their politics effectively and help them to get great work through the system. I fight for what is right on behalf of the consumer. We have a proven track record of making our clients successful. They know and expect that our work will be best in class. |
| Nick Foley - President SE Asia & Pacific | Our founder. Balancing creativity with intelligence. The Klamath is a fascinating story. How do we buy it back? |
| Jorge Aguilar Executive Director of Strategic Services (SF) | An in-depth understanding of the market and customers. An outside-in approach that is then translated into rigorous strategy and offerings (from my previous life, not Landor specific) |
| Peter Mack - Executive Director, Marketing, Greater China | Our reputation Depth of experience in China Worldwide network |
| Simon Bell, Exec Dir Strategy SEA&P | Walter, the Klamath and his ethos. This helps provide an opening for deeper conversations, and given this is a relationship game, very important. Also, Brand Driver is a useful tool that we own. |
| ian wood GSO | simplicity and clarity (sometimes) |
| Jane Geraghty, President EMEA Managing Director London | Objectivity, passion, credibility, global view (when relevant), experience and pragmatism. |
| zdhn | zg |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Passion & genuine enthusiasm Senior and seasoned team Human / down to earth Collaborative and pragmatic |
| Dominic Walsh Managing Director - Australia | Understanding the business problem, strategic insight, innovative thinking. |
| Henry Chan, President, Greater China | A lot more than just a logo company but delivers brand experiences in a more holistic manner. A tried and true, trusted branding consultancy |
| Alexander Schroeder, Executive Director Strategy | - "Creating brands that transform business" - branding with/from business perspective - "One Landor", working global network - good people, relationships based on trust - safety: many top clients, international experience, proven track record |
| Katie Ryan, Executive Director Landor NY | With the exception of Interbrand and Futurebrand, most firms don't have the global office network Landor has. However, that's only of value if the client is embarking on a huge global project, or if the client is located in one of the markets where we have a small office and wants to work with a global firm. We do have deep experience in certain verticals (airlines, spirits) that some (but never all) of our competitors lack. |
| Chris Lehmann, ECD/GM | We are great at every step of the journey. There are no weak links. |
| Susan Nelson Executive Director, Consumer Insights | Nothing |
| Luc Speisser Managing Director, Landor Paris | By far the best strategy. We are also the undisputed French leader on client satisfaction (based on an independant quantitative and qualitative survey) More and more, the ability to transform this strategy into powerful and idea driven creative concepts (cf our latest work for Citroën C-line or our 2 II2 shortlist in Cannes) but also to bring it to life into the attitudes and behaviors of the employees (cf our work on City of Paris or RATP values) |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | My clients tell me that they value our senior and experienced team, the fact that this senior team is dedicated and involved in the work, and is actively involved in creating and shaping our recommendations for them. The fact that we seamlessly combine robust analytical and inspiring creative aspects in our approach, which we customise to their needs and the task at hand. They appreciated our organically grown, seamlessly operating global network. |
| Michel Bergesen Global Director, Financial Sector Branding | Better creative. Truly global network - relevant to certain types of clients. Particular industry experience in financial sector vertical, plus recognized leadership in a few other industries such as airlines - however, not universally true across industries. |
| suzie ivelich MD, SF | I don't think we do anything that our competitors can't do. There is too much overlap among the different people. |
| Emma Beckmann, Country Director | Unparalleled track-record, solid approach/methodology, One Landor |
| Tom Sepanski Senior Director, Verbal Branding | Heritage (Walter) story. |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | The right people with the right experience. |
| Allen Adamson MD NY | Branding experience/judgement. |
| Thomas Ordahl | For the most part, Landor does great work. In fact, we often follow after agencies that beat us in New Biz because they couldn't actually deliver. Landor get's it done right. It's people give their heart and soul. |
| Lori Gross, Executive Director, Strategy & Insights | Landor is best in class in global branding and network activation. We understand how to build insights and ideas that can be scaled around the world. |
| Dan Wadleigh - CFO | Not sure we are differentiated enough to say we do something that none of our competitors can do... |
| Suzie Ivelich, Managing Director | *Peace of mind because we have been at it for over 70 years *Heritage and reputation via a powerful portfolio filled with long term relationships with powerhouse brands around the world *Nobody has the depth and breadth of our global portfolio developed in an agency that has grown organically as one seamless integrated organization |
| Hayes Roth, CMO | Heart. Plus strong, pragmatic thinking, outstanding creativity, a truly connected global team of top talent and the ability to link these assets together to serve clients exceptionally well-- as evidenced by our many long-term first-tier clients. |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| sim | sim |
| Noelle Flood, Global Executive Director | Out of the box thinking because they are free of history. Better price value. Higher level of beauty aesthetic |
| Nick Foley - President SE Asia & Pacific | Interbrand does analytics much better than Landor. Interbrand now has more offices than we do. Interband have been more active with acquisitions. Interbrand are well regarded due to the Top 100 brands survey. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | Not sure yet - will find out shortly! |
| Peter Mack - Executive Director, Marketing, Greater China | Rapid executions Creative leadership |
| Simon Bell, Exec Dir Strategy SEA&P | Interbrand's gains huge kudos from their global league table. Clients know about it and often pedestal them because it is based on numerical figures. |
| ian wood GSO | Suits, MBAs, Left brain analytics |
| Jane Geraghty, President EMEA Managing Director London | We're not seen as nimble or super creative. We're also not seen as super analytical. So we can fall between two stools. At our best, we are the best of both worlds: rigour and creativity. At our worst, we're neither. |
| zdhn | ag |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | We lose on price and when the A team don't participate. Our collateral material lets us down (we are not perceived to be as sexy as we could be - happily this one is easy to remedy). |
| Dominic Walsh Managing Director - Australia | Better verbal branding and digital capability. |
| Henry Chan, President, Greater China | Flexibilty in price and approach |
| Alexander Schroeder, Executive Director Strategy | - good price performance ratio - creative excellence - giving the client the feeling that he is the agency's most important client - being the "local partner" |
| Katie Ryan, Executive Director Landor NY | A unique research and analytics capability/approach for corporate and B-to-B brands Depth & breadth of design talent Cost efficiency |
| Chris Lehmann, ECD/GM | They are cheaper or they are specialized. |
| Susan Nelson Executive Director, Consumer Insights | ROI tools. Channel and media agnostic solutions to branding problems |
| Luc Speisser Managing Director, Landor Paris | For certain French clients, the ability to deliver a certain type of corporate style and craftmanship. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Difficult to say, as in the majority of cases we have won our pitches in the last two years. Interbrand might have larger analytical teams, but often fails to inspire the clients. Wolff Olins has strong creative credentials, but often fails to listen to clients. |
| Michel Bergesen Global Director, Financial Sector Branding | High level of analytic rigor, depth / business consulting skills across full range of industries, larger teams of seasoned consultants. |
| suzie ivelich MD, SF | Wolff Olins: More cutting edge design Interbrand: More rigor. More thorough implementation offer Lippencott: More strategic S&G: Not quite sure yet. |
| Emma Beckmann, Country Director | Cheaper, faster, more flexible |
| Tom Sepanski Senior Director, Verbal Branding | Analytics |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | The right people with the right experience. It depends on the client, the brief and the circumstances. We usually lose when it's a big CI project and the client has a lot to lose, and we have no analytic/research offer, no senior charismatic creative leader, and no recent big CI cases to back up our right to win. We cannot stand on the shoulders of FedEx and BP forever; we need the next great new CI case. |
| Allen Adamson MD NY | Strategic and analytic rigor |
| Thomas Ordahl | Varies widely by client. For corporate brand clients, they provide analytics and research that gives clients confidence in work and a defensible position with their peers. |
| Lori Gross, Executive Director, Strategy & Insights | We get told we ask too many questions and others just jump in. |
| Dan Wadleigh - CFO | Insights/research |
| Suzie Ivelich, Managing Director | Rich research/insights/analytics capability that drives stronger audience understanding Strong strategic offer/methodology that is proven to deliver better business results |
| Hayes Roth, CMO | Lipp & S&G (and sometimes others) seen as significantly more rigorous and metrics-driven than Landor. (This is where our reputation for strong creativity overshadows our strategic side.) |
| Are there any negative perceptions that prospects might have about Landor that could hold you back in new business? | |
| sim | sim |
| Noelle Flood, Global Executive Director | Process heavy, expensive, difficult to work with. Big. |
| Nick Foley - President SE Asia & Pacific | Sometimes we are seen as 'Too American' Landor reputation in Asia is still not widely known. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | Not sure yet - will find out shortly! |
| Peter Mack - Executive Director, Marketing, Greater China | How expensive we are How slow we move |
| Simon Bell, Exec Dir Strategy SEA&P | In SE Asia, we seem to be our own best kept secret, however this is changing. |
| ian wood GSO | Slow Old school |
| Jane Geraghty, President EMEA Managing Director London | "Blandor". Too expensive. Arrogant - based on previous experiences. |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | That we are expensive, a bit old fashioned, slow moving and arrogant. Clients soon realise the last 3 aren't true! |
| Dominic Walsh Managing Director - Australia | Big, expensive and corporate. |
| Henry Chan, President, Greater China | Yes, we are seen as very expensive |
| Alexander Schroeder, Executive Director Strategy | - too expensive - too big |
| Katie Ryan, Executive Director Landor NY | Most clients I've worked with have had a good impression of Landor from having worked with the company in the past, or from the overall reputation. A few have had bad experiences when working directly with Landor in the past (i.e, finding Landor too process driven, inflexible, too expensive). I've come across a few who have been underwhelmed in a previous pitch (i.e., finding Landor boring, under-resourced or lacking the research/analytics capability of our competition). In some quarters we're thought of as a design agency, not a strategy company. It really depends on the client -- impressions are all over the place. |
| Chris Lehmann, ECD/GM | We are slow, rigid and expensive. |
| Susan Nelson Executive Director, Consumer Insights | A grey old battleship. Impressive but slow to change |
| Luc Speisser Managing Director, Landor Paris | Our pricing policy. We have to work on this to make it more appealing. Sometimes our process might be perceived too "heavy" or complicated. Without compromising on quality, we have to make our methodologies easier to understand - thus to buy. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Apart from often being perceived as being pricey, and sometimes being perceived as being a bit too traditional, too established, the only thing that could hold us back in new business is ourselves. Clients don’t pigeon hole us, if we convince them of what we can do, they buy into it. If we put our mind to it and are self-confident, creative and hungry, we can succeed in new business across a large variety of fields, from management consultancy type analytical brand portfolio programmes to above the line advertisement, and everything in-between. |
| Michel Bergesen Global Director, Financial Sector Branding | No analytics to speak of - more creatively led than market insight led Lack of bench strength / few senior leaders in pitches Variable quality |
| suzie ivelich MD, SF | Boring, behind the times, expensive, not strategic enough, not creative enough. We're too big for some. |
| Emma Beckmann, Country Director | Expensive (considerably more expensive....) |
| Tom Sepanski Senior Director, Verbal Branding | Landor is primarily a packaging-design house. |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | People keep saying that "the word on the street is..." but the phone keeps ringing and our reputation is still stellar. I attribute that to the work Hayes, Mindy, Allen and the Cohn & Wolfe team have done over the years keeping our name in the press as thought leaders in the branding space. |
| Allen Adamson MD NY | Just a graphic design firm and not a cutting edge....lost its mojo |
| Thomas Ordahl | Lack research and analytics. A design shop. |
| Dan Wadleigh - CFO | Sure. Tons of negative perceptions. Starting with too expensive. |
| Suzie Ivelich, Managing Director | On the West Coast, our reputation re: attrition and management changes has an impact, Landor doesn't sounds stable Monolithic corporation that is safe (like an IBM)/old school Too expensive--"Landor is too big and may not be nimble or flexible enough for us" |
| Hayes Roth, CMO | Yes-- see above! BIG issue. |
| What are the top 3 road blocks that most hold you back with new business? (check only 3) | |
| Noelle Flood, Global Executive Director | |
| Nick Foley - President SE Asia & Pacific | |
| Jorge Aguilar Executive Director of Strategic Services (SF) | |
| Peter Mack - Executive Director, Marketing, Greater China | |
| Simon Bell, Exec Dir Strategy SEA&P | |
| ian wood GSO | |
| Jane Geraghty, President EMEA Managing Director London | |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | |
| Dominic Walsh Managing Director - Australia | |
| Henry Chan, President, Greater China | |
| Alexander Schroeder, Executive Director Strategy | |
| Katie Ryan, Executive Director Landor NY | |
| Chris Lehmann, ECD/GM | |
| Susan Nelson Executive Director, Consumer Insights | |
| Luc Speisser Managing Director, Landor Paris | |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | |
| Michel Bergesen Global Director, Financial Sector Branding | |
| suzie ivelich MD, SF | |
| Emma Beckmann, Country Director | |
| Tom Sepanski Senior Director, Verbal Branding | |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | |
| Allen Adamson MD NY | |
| Thomas Ordahl | |
| Lori Gross, Executive Director, Strategy & Insights | |
| Dan Wadleigh - CFO | |
| Suzie Ivelich, Managing Director | |
| Hayes Roth, CMO | |
| Specifically regarding Competitive Pitches/RFPs, when you lose, what are typically the top 3 reasons? Consider both the client's expectations and how you compare to your competitive set. (check only 3) | |
| Noelle Flood, Global Executive Director | |
| Nick Foley - President SE Asia & Pacific | |
| Jorge Aguilar Executive Director of Strategic Services (SF) | |
| Peter Mack - Executive Director, Marketing, Greater China | |
| Simon Bell, Exec Dir Strategy SEA&P | |
| ian wood GSO | |
| Jane Geraghty, President EMEA Managing Director London | |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | |
| Dominic Walsh Managing Director - Australia | |
| Henry Chan, President, Greater China | |
| Alexander Schroeder, Executive Director Strategy | |
| Katie Ryan, Executive Director Landor NY | |
| Chris Lehmann, ECD/GM | |
| Susan Nelson Executive Director, Consumer Insights | |
| Luc Speisser Managing Director, Landor Paris | |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | |
| Michel Bergesen Global Director, Financial Sector Branding | |
| suzie ivelich MD, SF | |
| Emma Beckmann, Country Director | |
| Tom Sepanski Senior Director, Verbal Branding | |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | |
| Allen Adamson MD NY | |
| Thomas Ordahl | |
| Dan Wadleigh - CFO | |
| Suzie Ivelich, Managing Director | |
| Hayes Roth, CMO | |
| When you win a Competitive Pitch/RFP, what do think are typically the top 3 reasons? (check only 3) | |
| Noelle Flood, Global Executive Director | |
| Nick Foley - President SE Asia & Pacific | |
| Jorge Aguilar Executive Director of Strategic Services (SF) | |
| Peter Mack - Executive Director, Marketing, Greater China | |
| Simon Bell, Exec Dir Strategy SEA&P | |
| ian wood GSO | |
| Jane Geraghty, President EMEA Managing Director London | |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | |
| Dominic Walsh Managing Director - Australia | |
| Henry Chan, President, Greater China | |
| Alexander Schroeder, Executive Director Strategy | |
| Katie Ryan, Executive Director Landor NY | |
| Chris Lehmann, ECD/GM | |
| Susan Nelson Executive Director, Consumer Insights | |
| Luc Speisser Managing Director, Landor Paris | |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | |
| Michel Bergesen Global Director, Financial Sector Branding | |
| suzie ivelich MD, SF | |
| Emma Beckmann, Country Director | |
| Tom Sepanski Senior Director, Verbal Branding | |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | |
| Allen Adamson MD NY | |
| Thomas Ordahl | |
| Lori Gross, Executive Director, Strategy & Insights | |
| Dan Wadleigh - CFO | |
| Suzie Ivelich, Managing Director | |
| Hayes Roth, CMO | |
| What are the three biggest barriers to being more successful with regards to our proposition in the market and the way we deliver on it? (respond in less than 30 words). | |
| Noelle Flood, Global Executive Director | As it relates to new business within P&G they are giving away much of their new business creation work to smaller boutique firms. We need to be able to offer a boutique experience when needed balanced with the trusted adviser partner relationship on our long term brands. |
| Nick Foley - President SE Asia & Pacific | In the last year it has been challenging to get new resources approved. In the last year it has been challenging to remunerate our team competitively (Salary freeze in 2012). Our global PR team tends to overly focus on the US. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | N/A |
| Peter Mack - Executive Director, Marketing, Greater China | High overhead No strong creative POV Not enough people who can engage with client on new business |
| Simon Bell, Exec Dir Strategy SEA&P | Our network has unbelievable projects but they're not well communicated externally. We have great tools but case studies don't show our use of them. It's tough getting support for new employees even when numbers support the case. |
| ian wood GSO | We use 'fascinating stories to drive business success' - no barriers |
| Jane Geraghty, President EMEA Managing Director London | 1. We sell holistic solutions but we don't invest in new services and capabilities to make them real. 2. We sell stories and don't invest in telling them well. Instead, we do 'case histories'. 3. We sell Walter's pioneering spirit yet we don't lead the market in terms of brand innovations. |
| zdhn | ag |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Our issue in London is not about our new business approach but about delivery post pitch, especially around expanding our offer and storytelling, so ensuring we have the right talent is key to our delivery. |
| Dominic Walsh Managing Director - Australia | Perceived to be too big and expensive. Better qualification of prospects. Are we the right fit and specialisation? Lack of time to build chemistry and understanding of the prospects business. |
| Henry Chan, President, Greater China | 1. Approach becoming commoditized 2. Lack of proprietary insight and analytic tools 3. Not nearly as holistic (lack of true digital branding capabilities, for one) |
| Alexander Schroeder, Executive Director Strategy | - we have to be more creative (we are often anxious and cautious) - we have to be more challenging and progressive (we are often only serving our clients) - we have to be more business minded (we are often too design focused) |
| Katie Ryan, Executive Director Landor NY | Lack or relevant cases/experience that are new and relevant (CI, mostly) Lack of magnetic creative director/leader/visionary (BI & CI) Lack or research & analytics offer (CI) Higher cost - not competitive price structure in procurement-driven pitches (BI) |
| Chris Lehmann, ECD/GM | Time and resources and the need to develop the most appropriate most creative approach. |
| Susan Nelson Executive Director, Consumer Insights | Lack of necessary capabilities to win in the 21st century, inability to recruit great people ($$) |
| Luc Speisser Managing Director, Landor Paris | Again: pricing - the way we display our prices (does not necessarily mean we have to lose money) Our daily rates are about twice the ones of all our competitors. Even if we spend less days than our competiors on the same projects, which significantly reduces the gap, the damage is done in terms of perception. We have to be smarter on this. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | The lack of focus in our initiatives and external communication, the lack of focus on retaining the best people, and sometimes the lack of self-confidence. |
| Michel Bergesen Global Director, Financial Sector Branding | Lack of clarity , cohesion, tools for "Landor way" of branding. Lack of resources to rebuild strategy and creative bench strength. Multidisciplinary senior team leading major pitches together. |
| suzie ivelich MD, SF | Lack of strong strategic and insights teams. Lack of strong incentives to hire, keep and develop the best people over time Lack on investment in innovation. |
| Emma Beckmann, Country Director | Resources, resource, resources.... |
| Tom Sepanski Senior Director, Verbal Branding | Lack of a dedicated New Business team or process. No consistent go-to-market story. Lack of a robust research offer. |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | The single biggest barrier is that we offer such a wide range of capabilities across such a wide range of activities, it's hard to narrow down what we DO do. But right now, it feels like we're very CPG/consumer brand focused in how we present ourselves, and that makes it hard to be credible to a corporate client. We have to be careful of this. |
| Allen Adamson MD NY | 1) Build scale in new biz support- presentation support, better case histories, client testimonial, etc 2) Need senior teams with band width to dig in , think and execute 3)Increase marketplace presence beyond they do logos.... |
| Thomas Ordahl | There seems to be an unwillingness to invest in Landor. Don't know why or really understand but nearly impossible to bring the skills that are widely recognized as critical to our success. |
| Lori Gross, Executive Director, Strategy & Insights | connecting the way we propose work to the way we actually do the work |
| Dan Wadleigh - CFO | 1. Critical Mass - We are only as good as the office responding to the RFP and the team assigned. Resources are not concentrated enough. 2. Lack of research/insights/valuation of recommendations 3. Seen as too slow and expensive when it comes to Consumer work |
| Suzie Ivelich, Managing Director | Not highly differentiated Lack of innovation Lack of marketed strategic methodology that is supported by analytics capability |
| Hayes Roth, CMO | Lack of focus Lack of proper resources Lack of committed support to key opportunity areas (eg. Brand engagement, environments, financial services, etc ) |
| Bottom line, what do you think Landor most has to do to improve at new business? | |
| Noelle Flood, Global Executive Director | Shift the perception of Landor from big, smart slow and expensive to dynamic, fluid and crazy creative. |
| Nick Foley - President SE Asia & Pacific | Drive a culture of initiative, organisation and accountability. Get serious about winning and invest heavily in those that have the ability to win profitable, new clients for the Landor network. |
| Jorge Aguilar Executive Director of Strategic Services (SF) | N/A |
| Peter Mack - Executive Director, Marketing, Greater China | Stronger creative, broader bench strength in new business ability |
| Simon Bell, Exec Dir Strategy SEA&P | Recognise it, because like it or not it is a part of everyone's role. |
| ian wood GSO | Upgrade capabilities to match competitors (globally) Maintain focus (locally) |
| Jane Geraghty, President EMEA Managing Director London | 1. Put it on every agenda and make it an absolute priority. For everyone. Worldwide. 2. Invest in marketing materials. 3. Invest in a handful of famous transformative stories that reestablish our leadership credentials. 4. Get people on the ground in growing markets. |
| zdhn | asg |
| Victoria Partridge, Executive Director Client Services (I lead the corporate practice in London). | Invest in talent so we can practice what we preach and have some cool props to help us leave a lasting impression. |
| Dominic Walsh Managing Director - Australia | Further clarify our USP. Offer something unique in the market. |
| Henry Chan, President, Greater China | Better market/target insights |
| Alexander Schroeder, Executive Director Strategy | - more new business resources (people/time) - more standards (smart, clear, and lean approach, incl. good credential presentation) - more cross-office collaboration (bringing together the best people) |
| Katie Ryan, Executive Director Landor NY | Address the outages described in #4 |
| Chris Lehmann, ECD/GM | Spend more time, be more creative, approach every opportunity with conviction and passion. |
| Susan Nelson Executive Director, Consumer Insights | Dedicated new biz teams, fix capability gap |
| Luc Speisser Managing Director, Landor Paris | Be smarter in our pricing policy. Win even more creative awards to boost our creative reputation (mostly Cannes Lions) Be simpler and more appealing in the way we describe our case studies, process and methodologies: create desire at every level. Continue inventing new strategic, insights and branding tools to keep ahead of the game - especially continue investing in BAV and improve our ways of evaluatiing the efficiency of our work. |
| Kirsten Foster, Executive Director Brand Strategy, Landor London | Understand that pitching is never business as usual. It is always about going the extra mile, fighting until the last minute, fighting for every inch. It is always about pushing yourself and everyone involved. It can be tough, painful, but it is also one of the most exciting things we do. Maybe a bit like running a Marathon: it is painful, it hurts, you sometimes have to overcome your limitations and push through the ‘wall’, but the feeling of success as a team is unbelievable and rewarding. |
| Michel Bergesen Global Director, Financial Sector Branding | Do what we tell our clients to do: Address the real business problem, don't get distracted by "creative" things for their own sake, focus our resources on delivering a singular impression that truly impacts our audiences. |
| suzie ivelich MD, SF | Innovate, train and build stronger teams |
| Emma Beckmann, Country Director | Better sharing of knowledge, case histories in their current format on LandorNet are no use whatsoever in NB, we need access to the ppt stories behind the case histories.... |
| Tom Sepanski Senior Director, Verbal Branding | Invest in more, and better people. |
| Ashley Rosenbluth, Senior Director, Marketing & Business Development (and at the moment, also Client Services) | Focus on getting good case histories written. By every office. The way we used to. The system worked with T&T - to enter, you were required to enter a case history on Landornet. Now, we've lost 2 years worth of work. The Walter Awards and Creative Champions work is not being archived or chronicled at all, by anyone. And it's not being asked in the right way A few tweaks in the system would make a big difference and allow us to capture the information in a way that would be usable to everyone globally. That would save a lot of time and trouble in the long run. |
| Allen Adamson MD NY | Break down office silos....we dont put our best people in room. |
| Thomas Ordahl | Develop a credible and effective research analytics offer. Hire someone who has the gravitas and new biz skills to sell a credible offer in new biz pitches. |
| Lori Gross, Executive Director, Strategy & Insights | connect strategy and ideas |
| Dan Wadleigh - CFO | Reinvest in talent. Concentrate it as much as possible. Catch up to competitors by building out research/insights/valuation. Find a way to differentiate ourselves in the market. Have the guts to go with one strategic vision...stop trying to be everything to everyone. |
| Suzie Ivelich, Managing Director | We need to develop a strategic plan and philosophy that governs the organization and then allow each region to dovetail off of that plan ( as well as tools and resources such as SEO strat, diagnostic tools for pitching etc.) to aid in the development of the executional plans per office. |
| Hayes Roth, CMO | Invest in it and commit to it as a priority |