THE AD MAN
Kamal Dimachkie. Managing director, Leo Burnett.
What was the biggest pitch Leo Burnett won in 2007?
It’s difficult to identify one. There’s Welcare World – that was a big deal for us. We also won Nando’s in Kuwait. Sama Dubai gave us a significant assignment and Emirates rewarded us with a number of new route launches.
And the biggest pitch you didn’t win?
The one we were particularly disappointed we didn’t get was Power Horse. We did a fabulous job and we felt very good about it, but ultimately they didn’t select us. But I’m sure that’s not the end of the story between Burnett and Power Horse.
Which event had the most significance for regional advertising?
Certainly the Lynx Awards. It was high time that the industry got a neutral, high-quality, professional awards show that doesn’t make people think, ‘Was the judging fair?’ Or ‘Were there vested interests?’ I think it will go down as one of the major turning points in the history of the regional communications industry.
Have you noticed client demand shifting from traditional above-the-line yet? If not, do you think it will anytime soon?
There’s no doubt that there’s movement. But if you just look at the media numbers, compared to mature markets, they tell you that there’s still growth in spend on traditional media in this region. But no one should fall into the trap of thinking that day will not come. Niche marketing and targeted communication is going to be vital and there’s nothing better suited to that than new media.
What was the advertising world’s buzzword for 2007?
There were quite a few. I’d go for “Engagement.” Finally you hear brands talking about dialogs instead of monologs. There’s nothing more annoying than brands that continue to talk at you when you’re not interested.
And what will it be in 2008?
I’d hope it would be “Return on feelings.” Treating consumers like they’re in a relationship rather than a one-off commercial investment.
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THE MEDIA AGENT
Yves Michel Gabay. International business development director, Mediaedge CIA
.
What was the biggest pitch Mediaedge CIA won in 2007?
There were two. We won Etisalat. In 2006, they split between us and UM7. But this year we rewon the whole package. And we won Canon in the Middle East.
And the biggest pitch you didn’t win?
Beiersdorf. We worked very hard on this and got very close. We were second. But second is not a good place in a pitch.
Any idea how much your business grew in 2007, over 2006?
I would say another 25 percent.
Which event had the most significance for regional media agencies?
The growth in research. It’s really improving. When I came to the region – 20 months ago – I was a little surprised because I was expecting a vacuum. But there were some good things. Now I feel it’s really improving. And the people meters in 2008 in Saudi will really boost that. For media planning and buying, improving research is crucial.
Is there a particular media that has seen more spend this year?
All of it. But mainly TV and – in a higher proportion, but much lower amount – online. And ambient media.
Is the proliferation of media a good thing for media agencies?
For me it’s good news. The more you have, the more interesting it is. You can specialize. You have to find the best way to reach and engage the consumer. And the more channels I have, the more ways I have to do this. But – and there’s always a but – the quality has to be there.
Where’s the smart media money going next year?
The bulk of the money will stay with TV and print, because – for the time being – they are still the most important. But the smart advertiser will look to go somewhere outside of where everybody else is: all kinds of online platforms, ambient – not just billboards – but innovative out-of-home.
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THE PR BOSS
Leonie Trubshoe. Executive director, Cicero & Bernay.
What was the biggest pitch Cicero & Bernay won this year?
There were three: Knowledge Economic City, Abyaar Real Estate Development and The Monarch, Dubai.
And the biggest pitch you didn’t win?
Etisalat. Basically they tendered on price, not on content.
Which event had the most significance for regional PR?
Well, our launch obviously. (Laughs). We actually thought that the PR Congress this year stimulated a little more debate than previously and highlighted more issues. It wasn’t just a celebration of the industry, which has happened in the past.
The other thing was Sheikh Mohammed’s endorsement of press freedom as a cornerstone of UAE policy. That’s very important for overall communications in the country.
Was there an aspect of regional PR that got worse in 2007?
People job hopping for crazy salaries who aren’t worth the money and don’t have the experience. We – like everyone else – have suffered from people coming in and the only thing they can actually sell is themselves. When you actually get to doing the job, they’re not up to it.
What was the worst example of regional PR you saw?
Salik. There should have been a bit more honesty. It’s a road toll. They didn’t face up to the problems themselves. I don’t think they dealt with their own crisis well. They don’t come out and tell you things.
Which brand’s PR (not one of your clients) impressed you the most this year?
Dubai Cares. That’s pretty spectacular. They’ve taken a completely integrated approach: PR, advertising, below-the-line, everything. That’s one thing that’s missing here – a fully integrated approach. They’ve done it really well.
What’s your New Year’s resolution for Cicero & Bernay?
To continue our growth and development by employing senior, trained staff from around the world and ensuring that our juniors are trained to an internationally accepted standard and are able to offer clients proper strategic communications.
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THE CREATIVE
Manoj Ammanath. Creative director, Brandcom.
What was the biggest pitch Brandcom won this year?
Lipton. It’s the defining moment for the agency so far. It’s a bit scary – the size and the scope of the stuff – but exciting. We know exactly what we want to do. There are a couple of other big ones that we’re still waiting for the results of.
And the biggest pitch you didn’t win?
There was one – a real estate client, I don’t want to say who – that we lost and when I saw the work that won I felt really bad. There was no reason to go with that campaign. We could have done so much more. That hurts. If someone beats me at my game, fine. But c’mon.
Which event had the most significance for regional creatives?
I’ve got a fairly good memory and I can’t remember any really significant event. I guess the Lynx Awards. Because it marks a significant step towards an authority organizing a transparent awards show that adheres to international judging standards.
In terms of great creative ads – regionally – was 2007 an improvement over 2006?
I don’t know why, but there hasn’t been the same kind of buzz this year. It’s been very cold. Maybe I’ve missed something, but I haven’t seen any really great ads. I’m still waiting for that one piece that makes me go, “Oh my God, why didn’t Brandcom do that?”
Which regional ad – not one of yours – most impressed you this year?
I think the Snickers one at the traffic lights [“Don’t Stop”], by Impact BBDO. It’s a good fun category to work on, confectionery – it’s not high stakes. And they’ve really taken it on.
Can you see anywhere challenging Dubai as the regional creative hub in the near future?
No. I mean you’ve got Cairo and Beirut, but Dubai is still the most attractive place for creatives to work.
What’s your New Year’s resolution for Brandcom?
We have a tendency to be so engrossed in the work that we don’t have enough fun. So my New Year’s resolution is for us to party more.
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THE BRANDING BOSS
Hermann Behrens. CEO Middle East, The Brand Union (formerly Enterprise IG).
What was The Brand Union’s biggest project in 2007?
The rebranding of Tawuniya [Saudi Arabian insurance company, formerly NCCI].
What was the biggest pitch you didn’t win in 2007?
Saudi Telecom.
Which event had the most significance for regional branding?
I think the launch of Du had to be one of the biggest events in the last 12 months. It differentiated the brand from the incumbents. People really felt it was different. Now its biggest challenge is performance. Branding is all about building a compelling truth. Du has managed the compelling part, but the truth lies in the way they develop their services. I think the CEO has been very good so far at dealing with the teething problems, but you only have so long before people tire of excuses.
Which regional branding campaign – not one of your own – most impressed you this year?
There weren’t many that have broken through and got noticed. Very few regional brand campaigns consistently deliver across all consumer touch points. Advertising is often campaign driven rather than being brand driven.
Omniyat’s branding has been consistent with its technology positioning and its delivery across various touch points from advertising to Cityscape. The relevance and delivery are still to be tested, though.
Do you think any regional brands will become global brands in the next 12 months?
I think most companies that have built a track record in Dubai have an opportunity to expand outside the country. Eventually the UAE’s going to saturate. India, Pakistan and China offer huge opportunity and the UAE is ideally situated, not just geographically, to take advantage of that.
Real estate brands like Emaar, Limitless, Istithmar all have the ability to go and make a significant impact in emerging markets. I don’t know if they are strong enough brands to become global, though. They’re going to have to learn some very tough lessons.
What’s your New Year’s resolution for the agency?
To truly become The Brand Union.
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THE BROADCASTER
Mazen Hayek. Group director of marketing, PR and communication, MBC.
What was your most successful show this year?
It’s hard to say, because you have to look at time slots and six different channels. But in Ramadan – the biggest month of the year for television – the top ten shows in terms of viewership were all on MBC 1. Tash ma Tash was the top show that month.
What was your least successful show this year?
Again it’s hard to say. But we know that the 7pm to 8pm KSA time slot is a black hole. It’s a difficult one. People go to prayer and it seems to get lost in between people doing things.
Which event had the most significance for regional media?
Definitely the launch of MBC Action back in March. In terms of content, packaging, branding, and well-defined target audience. And commercially it was a success from day one. Advertisers gave MBC their trust from the first day on air. From the first month it was one of the most successful channels in the region, and today it’s on every single advertiser’s schedule. It tackled a need for customized content for young Arab males.
Are there now too many TV channels in the region?
Yes and no. At the end of the day, if the top 10 channels out of 250 represent 70 percent of audience and ad revenue share – or if the top 50 represent 95 percent, then people have made their choice loud and clear. You’re left with 200 plus channels struggling for five percent of the market. You can’t prevent people from launching channels if they want to, but viewers and advertisers will decide who survives.
Is Dubai now established as the region’s media hub? Is there somewhere that may threaten that title in the next 12 months?
In terms of headquarters, infrastructure and business, Dubai is definitely leading. But when it comes to production, access to talent and resources, you still have Beirut and Egypt, Morocco and others. You’re talking about a vast region.
What’s your New Year’s resolution for MBC?
Not to rest on our laurels. We mustn’t take our success for granted. We want to widen the gap between MBC and our competitors.