This has been a difficult time for promotional marketers: many have been forced to trim costs and cut staff, and there are no obvious signs that an upturn is imminent. Against that background, the 8% increase in gross profit over the past year reported by agencies on a total of £350m, is broadly in line with expectations.
On the other hand, the downturn has been less fierce than some had feared, with good results published by several firms, among them Mosaic, DraftWorldwide and Liquorice. Despite the tough conditions over the period as a whole, many say they are now being kept busy with significant new wins as well as organic growth. Nor is the number of companies reporting a reduced gross profit significantly greater than last year.
But the market continues to be uncertain and the indicators contradictory.
For instance, Randle Stonier, chairman of the Institute of Sales Promotion (ISP), notes a recent Institute of Practitioners in Advertising (IPA) Bellwether report which showed that companies increased their sales promotion activity for the ninth successive quarter. Against that, the demand for the ISP's legal advisory services is down by at least 10% on last year, suggesting that there is an overall decline in the number of promotions being undertaken.
Tight rein on costs
Stonier's experience as chief executive of Skybridge is that the market is tight. "Promoters are looking very hard at costs, and procurement departments are becoming ever more aggressive in their dealings with agencies," he says.
Skybridge received a blanket letter from one client demanding that all its suppliers reduce costs by 15% or be struck off its list. Faced with this kind of pressure, some firms are pricing transparently below cost, he says, hoping to achieve a decent yield from add-ons.
Stonier also points out that while spend on promotion may be growing in terms of fulfilment, prizes and point-of-sale, this increase is not necessarily being passed to agencies. Overall, however, the demand for sales promotion activity is not in question: for the foreseeable future companies will need short-term tactical activities to drive sales and win cut-through, he believes.
Carlson Marketing Group retains its dominant position, well ahead of rivals thanks in part to its very large loyalty operation. In April a management restructure saw the departure of chairman Marcus Evans, managing director Steve Grout and creative services director Nick Burton. Frank McCusker has now taken over the day-to-day running of the agency.
Mosaic has consolidated its merger with Mustard and Stretch the Horizon to emerge strongly in second place. Now headed by president Jerry Stone, whose expertise lies in performance management, the company has taken the unusual step of choosing to work only with selected clients, avoiding 'cost-plus' contracts where it does not feel it can make a real difference to the brand.
"To drive the numbers for our partners we need to focus on those that can help our revenues and profits, rather than adopt the usual scattergun approach," says Mosaic senior vice-president Chris Edgington. The agency has expanded its work for Coca-Cola and Disney and is working on a major promotion for United Biscuits' Hula Hoops brand for early next year.
The Triangle Group experienced a difficult period at the end of 2001, but otherwise has seen relatively little budget-cutting. Its director, Nick Hoadley, says that despite the gloom there is no shortage of business opportunities, thanks to the growing intensity of global competition.
Like most agencies, however, Triangle has seen an increased requirement by procurement and marketing departments to show value for money.
One specific difficulty is that a greater number of FMCG companies are finding it hard to interest retailers in creative sales promotion, particularly grocery multiples that tend to be exclusively concerned with price and value . "Trade customers aren't interested at the moment and would rather shave a few pence off the margins," Hoadley says. Agencies offering integrated services are well placed to deal with this, he adds, for instance with face-to-face campaigns that tend to be more popular with retailers and hugely effective in driving sales.
Dynamo has been thriving since its takeover by Interceptor in 2000, having secured the huge Sainsbury's account and run a £3m 'win-a-car' promotion.
The agency is also developing overseas, making acquisitions in Belgium, Germany, and other European countries, and expects to have a full international operation in place by next year. "As Europe homogenises, pan-European campaigns will happen more often," predicts chairman Iain Sanderson. "The change is dramatic, and the euro will accelerate that process."
Another big international player is Haygarth Group, which has been bought by the French company High Co to become part of a major European network.
The agency has been handling pan-European campaigns for clients such as Tropicana and Nokia, and is much in demand as a source of best practice.
"In this country we have been doing it longer than many other markets, so are ahead of them in terms of expertise and experience, as long as we can apply it to local conditions," says Deborah Wallace, director of promotional marketing. In the UK the agency is involved in a major trade launch for the new generation of MMS mobile phones.
The pace of mergers and acquisitions has slowed somewhat, but the table this year shows two other notable changes. A year ago Clark Hooper became part of Proximity London, itself part of a worldwide operation with more than 2000 staff in 35 countries, and is working alongside interactive specialist Traffic and other BBDO-owned agencies. The integrated company now handles a variety of different activities for clients such as TV Licensing, Heinz and mail order giant N Brown.
In another change, Ignition Claydon Heeley took over the UK arm of Omnicom-owned Alcone Marketing Group eight months ago. This California-based network is one of the world's largest and it is hoped that taking its name will provide greater recognition overseas. In the shorter term the agency has benefited from the addition of the Mercedes Benz account, which together with other clients has helped double its turnover.
Alcone's growth lies especially with retail promotional activity, for instance with Scottish Courage on Fosters. "Retailers demand individual promotions that fit their objectives, and we are doing much more bespoke activity than before," says board director Jean-Pierre Lincoln. The agency has been building expertise in this area, and has successfully taken retailers to the implementation stage, no easy matter in today's climate.
Overall Alcone has seen no discernible reduction in spend by FMCG firms, Lincoln adds, as food and drink are relatively recession-proof. It has also seen strong organic growth with existing clients such as Warner Village Cinemas, whose business has been booming.
Indications continue to emerge of the way some firms have been able to strengthen long-term relationships with their marketing services and consultancies.
One example is in the pitching process for Barclays. Tequila London found itself joining other agencies in a two-day workshop, being introduced to the business and meeting its opposite numbers.
"It wasn't the typical beauty parade," says chief executive Paul Biggins.
"Barclays' view was that our reputation for creativity is established, and that it really needed to focus on the human chemistry and behavioural aspects." Tequila London has also extended existing contracts with HP and Shell. Recent staff appointments include Julia Foster from the Institute of Direct Marketing as new business director.
Inevitably in a mature industry, the number of sizeable self-owned agencies is always declining. But for those that remain, independence is a major selling point. "Because we don't benefit from global alliances we have to fight harder to win and keep every piece of business, and that leads to better standards of client service," argues Rob Gray, chairman of Mercier Gray.
Being 'lean and hungry' in comparison with its bigger agencies means it can react more quickly to a downturn, as well as encouraging higher standards of creativity. Nevertheless, as one of the largest independents in the league table it enjoys a critical mass that enables it to compete with group-owned rivals, Gray adds.
The agency's growth in recent years has been helped by the emergence of new marketing sectors such as leisure and computer games. "These sectors have large budgets and clients that don't share the obsession with big agencies typified by most traditional FMCG marketers," he says.
Smaller agencies often fare better in a recession than their larger rivals, at least to begin with, being less burdened with expensive overheads. But with the slump varying in intensity across different sectors it is essential to have a balanced portfolio of clients.
Pulse Group reports that some companies have cut back by as much as a quarter in sales promotion, and in a few cases a lot more: Motorola reduced its spend "enormously," for instance. Fortunately that has been balanced with a continuing strong demand from automotive companies such as Renault, says managing director Gerry Ellender.
23Red too has found the market slow, particularly as its client base is largely in government business, sports, entertainment and leisure, sectors that have tended to pull back in the past 12 months. However, this has not prevented the company doing well in its second year, particularly with clients such as Flextech and UK Online.
An almost universal experience in the past year has been a trend for clients to look for immediate and measurable results.
KLM believes that this probably accounts for the demand it has experienced for incentive schemes and for channel and customer promotions, particularly in the area of business-to-business.
"Clients are still spending, but very carefully," says KLM chairman Jon Derry. "We all know money is going from brand-building advertising into sales-orientated disciplines, but we see growing rewards from influencing the channel members directly. These can then play a greater role in driving sales at point-of-purchase, whether retail, telesales or online."
Despite individual successes, there is a sense that the worst of the slump is not yet over, with casualties still to come. Quentin Boyes, chief executive of Liquorice, expects the pain to continue until 2004 and thinks it will contribute to changes in the structure of the industry. "We believe sales promotion agencies will become marketing and communication consultants.
They will be smaller rather than bigger, and flatter in structure," he says. "Also they will be focused on 'big idea generation' and not necessarily implementation."
A trend observed by Gary Rapps, joint managing director of Toucan Sales Promotion, is a huge increase in the number of new business development companies contacting his office.
"In the past, this role was the sole responsibility of the new business director. But now it seems to have been taken over by a collection of consultants, ranging from one-man bands to established businesses," he says. One recent seminar predicted that up to 70% of all agency new business would in future be gained through independent consultants.
A similar situation has already occurred within recruitment, with many sales promotion agencies routinely using head-hunters or consultants instead of advertising directly for candidates.
"Could this be the beginning of the end for the traditional new business development role?" Rapps asks. "Many of those responsible for winning clients are rethinking their approach to the task and I am sure that in the process many will also be considering joining the rival companies."
Recruitment continues to be a major concern, particularly for agencies that regard quality of staff as a differentiator. One is iris, whose managing partner Ian Millner speaks of a "culture of over-delivery and investment in people" as an opportunity to score over those bigger agencies more concerned during a recession with keeping costs down.
"There is a direct relationship between people and client churn, also between client churn and profitability," he says. "Many agencies, particularly those owned by a group, have real problems there."
Millner also remarks on the difficulty of finding top notch people in an industry that tends to put far too little emphasis on genuine coaching.
"Companies tend to use the ISP Diploma as an easy alternative, and as a result they struggle to keep their people motivated and happy."
But some other agencies are finding that recession is helping ease recruitment difficulties, boosting the supply of talented candidates for the first time in years.
Perhaps the most notable feature this year, although by no means a new one, is the accelerating trend toward supplying integrated solutions.
What clients want, many agencies stress, is a holistic set-up encompassing advertising, direct marketing, PR, events, design, and new media. Some also extend their services to include field marketing and telemarketing.
"By bringing these disciplines together you end up with a much richer answer than by operating in different silos," says Simon Hall, chief executive of Proximity London. "As a result we now have a broader relationship with our clients and are more deeply immersed in their business, which is good for both of us." A key to success is ensuring that all the agencies involved are of similar quality, he adds, as the service offered to clients is only ever as good as the weakest link.
This integrated approach is now widely endorsed, to the extent that many agencies say they find it increasingly difficult to determine where sales promotion begins and ends.
To reflect the shift, the Sales Promotion Consultants Association has rebranded as the Marketing Communications Consultants Association.
Chairman Matthew Hooper goes as far as to argue that the day of the sales promotion agency as a distinct entity is over. "The membership now comprises a wide range of disciplines, and we felt that the new name better reflected our membership and the services they provided," he says.
A number of factors are causing the edges to blur, and not the least of these is the fragmentation of media, Hooper continues. Clients are looking for better ways to target consumers and reach them at different points, and this is often best handled by a single agency rather than several.
Jane Asscher, chairman and managing partner of 23Red, sums it up by saying: "The day of the sales promotion agency is gone, and none shall call themselves that anymore."
The sector has benefited from becoming inherently much more flexible and responsive to changing client needs, she believes. "Clients come to us with problems and opportunities and ask us to come up with a holistic solution that starts with the brand," she says. "So we are becoming greatly involved in brand development, designing, developing and delivering across a number of media."
Typical of the new approach is Carlson, which sees sales promotion as a fundamental element of relationship marketing, in which brand building is the overall objective. "Clients are increasingly interested in building relationships with their employees, distribution channels and consumers, as a means of winning competitive advantage," says McCusker.
Promotions are also being linked with experiential marketing, where the aim is to give the consumer a direct contact with the brand. Many integrated agencies include field marketing in their portfolio, for instance Carlson, Momentum, Triangle and Mosaic, while others can call on the skills of specialists within their group.
An example of the latter is 141, which has been working closely with sister Cordiant company Headcount on a project for Allied Domecq's Tia Lusso brand, seeking out customers in suitable environments and providing them with a brand experience.
"There is a greater understanding that brands are built not by advertising but by the totality of the customer experience," says managing director Dennis Kerslake. "So the kinds of projects we are being asked to look at now are about experience and making the brand live in the real world."
141 has been through a protracted period of upheaval, but Kerslake, appointed at the start of the year, says the overhaul of personnel and structure has left it in good shape.
The main problem now is the unwillingness of companies to commit, and while existing clients have continued to spend at reasonable levels it has been difficult to plan ahead. "You put in place strategic thoughts, but unfortunately clients find it very difficult to find the money for programmes," he says. "So the work ends up being very project driven, which is unsatisfactory for both parties."
On the other hand the agency's contract with Allied Domecq, won at the beginning of the year, is now keeping it busy, and it has also supported Mumm champagne's sponsorship of Formula One racing, with an SMS on-pack promotion that ties in with sampling activities at events.
Communicator, a leading player in the 90s, was bought by Cordiant and merged with 141 two years ago, with its owner Paul Seligman being made managing director. But Seligman has now left 141 to restart Communicator as an independent company, with Cordiant holding a minority share.
In the past, Seligman says, it was hard for independents to beat the larger advertising agencies for share of clients' budget simply because they were further up the food chain.
"Now they have either acquired us, with mixed results, or find themselves in direct competition because we've grown up and added the skills that they claimed they alone had, such as brand planning," he says.
But Seligman adds that the arrival of planners and strategists in promotion agencies has had a negative effect on spontaneity and creativity. "Looking back over the past few years there have been some nice campaigns but little that could be called radical or ground-breaking and that's a real shame because it means clients have been short-changed," he says.
An alternative to trying to do everything under one roof is to partner with other agencies, an approach that has been adopted by Yellow Submarine, with companies such as Shrinkingearth.net, an e-marketing specialist.
"These are well-connected companies that share our values, and have knowledge that we can bring to our client base on a reciprocal basis," says Catherine Parr-Head, business development director. The arrangement can prove invaluable in specialist areas such as the children's market, that requires constant tracking, monitoring and research.
One of the benefits of integration, its advocates have long argued, is true media neutrality, in which a campaign is no longer shaped by the original creative, usually television advertising, but by the medium, or combination of media, that best fit the requirements.
Nevertheless, some still see sales promotion playing a pivotal role.
"I do think that it is now the most honest and laudable cover-all within the marketing mix," says Pulse Group's Ellender. "Clients are more ready to accept under the old title of sales promotion a much more co-ordinated marketing campaign involving all areas of discipline."
And while some agencies even give the impression of turning their back on sales promotion as an identifiable element, others see techniques such as sponsorship increasingly replacing television commercials as the hub of marketing activity.
"Today's media-savvy audiences demand a more personal and permissive approach and will no longer respond to marketing that interrupts their lives," argues Nic Cooper, managing director of Sledge.
"Brands are becoming more involved in leisure concepts, and at an earlier stage, combining brand communication with good entertainment," he continues.
"The association with a TV programme creates awareness that goes far beyond a 30-second commercial slot."
But while Sledge sees itself as a new breed of agency offering a fully integrated service, others have set themselves firmly against this trend. One is Sanderson, who points out that Dynamo Group has maintained its profile as a promotional marketing specialist despite its ability to provide direct marketing also. "We have stuck to core business," he says. "Other agencies say they are integrated, but it hasn't worked; they just become jack-of-all trades, whereas a specialist will always be called on for a really good job."
And Gray is sceptical about the claims of rivals to offer integrated services. "Most of these, if you scratch the surface, are old school sales promotion agencies that occasionally dabble with a bit of trade press advertising."
However, the biggest losers in the shift toward holistic services are not ex-sales promotion agencies that do it badly , but 'old school' large advertising agencies, Gray argues, and these have had a particularly hard time over the past few years.
"First they lost revenues from media buying to media independents," he says. "Next they lost their position as custodians of the brand as agencies such as Mercier Gray established planning functions. Now that integrated agencies can make television ads too, they have become little more than creative boutiques."
But some argue that the real reason behind the stampede toward integration is the fact that sales promotion is simply declining in importance. According to Mark Joy, managing director of Ingrams, the discipline is being abandoned by some of the big players, as ownership by groups and networks provide opportunities to get involved in more glamorous above-the-line projects.
"Whether the line is disappearing or not, sales promotion standards are simply going down," he says.
Jim Surguy, director of Results Business Consulting, agrees the discipline in its traditional form is becoming less in demand. "You simply don't see so many on-pack offers or cardboard promotions in retail outlets," he says. One of the reasons for this is the growing reliance by retailers on category management, he believes, as well as a rise among promotional agencies of channel marketing skills.
But an agency that reinvents itself as a supplier of an integrated service needs to be good if it is not to be perceived as a jack-of-all-trades, Surguy warns. That applies particularly to smaller players. Another problem is that far from providing consistency, as agencies restructure, regroup, or form alliances, their clients end up having to purchase from several different departments, all with their own outlook.
Surguy also notes the trend for major groups to internationalise their promotional marketing companies. One example is the recent rebranding of the D'Arcy international below-the-line network as ARC. In this they are following the advertising agencies, he says.
However aware agencies may be of these caveats, the trend toward integration is clearly unstoppable. But that is by no means to minimise the value of traditional sales promotion.
A powerful example is offered by the ISP's Stonier, who draws attention to the negative effects experienced by two major companies earlier this year when they dropped longstanding promotions.
One was Sainsbury's, where chief executive Sir Peter Davis attributed a significant fall in growth to the axing of its Air Miles contract. And at Iceland, sales fell by nearly 6% in the three months following the decision to terminate its pioneering buy-one-get-one-free offer.
"This sort of result only goes to show what an important role sales promotion plays for businesses in delivering real and measurable results," Stonier says.
TOP TEN FOR GROWTH - BIGGER AGENCIES
Rank Consultancy Gross profit Gross profit % change
1 Alcone Marketing Group 6,186,000 2,918,000 111.99
2 Mosaic 19,818,000 9,655,000 105.26
3 DraftWorldwide 17,249,000 11,623,000 48.40
4 Logistix 5,463,000 4,181,000 30.66
5 The Yellow Submarine 3,535,000 2,784,000 26.98
6 Haygarth Group 14,771,000 11,866,000 24.48
7 Black Cat 9,590,000 7,866,000 21.92
8 The Russell Organisation 3,474,000 2,864,000 21.30
9 Mercier Gray 6,108,000 5,041,000 21.17
10 BD Network 5,209,000 4,354,000 19.64
TOP TEN FOR GROWTH - SMALLER AGENCIES
Rank Consultancy Gross profit Gross profit % change
1 Liquorice 1,300,000 795,000 63.52
2 Ainsworth & Parkinson 1,353,000 954,000 41.82
3 SMP 2,053,000 1,499,000 36.96
4 iris 2,528,000 1,882,000 34.33
5 Interface Creative 2,607,000 2,047,000 27.36
6 PMA Marketing 1,003,000 797,000 25.85
7 The Marketing Partnership 737,000 590,000 24.92
8 23Red 1,399,000 1,165,000 20.09
9 Toucan Sales Promotion 703,000 598,000 17.56
10 Caterpillar Consultancy 817,000 706,000 15.72
WHAT THE GROWTH TABLES SHOW
As in previous years, the growth tables are divided between larger and smaller agencies, reflecting the fact that those with relatively modest turnovers are more likely to achieve high-percentage increases.
Companies that have grown through mergers tend to top the table. That's the case this year with Ignition Claydon Heeley, which has renamed itself Alcone after taking over the UK arm of the US sales promotion giant, and has since doubled its turnover.
Other notable increases at the top end are reported by Mosaic, DraftWorldwide, and Logistix, the children's marketing specialist, which returns to the league table after last year's absence.
For some agencies it is as though the economic slowdown did not exist.
One is Ainsworth & Parkinson, which specialises in on-pack promotions, and has grown through expanded projects with clients such as Quaker and Premier International.
And iris, now three years old, has seen organic growth and new wins.
"We have rocketed through the past 12 months, having engineered ourselves to be lean and mean," says managing partner Ian Millner.
TOP SALES PROMOTION AGENCIES 1-59
Rank Consultancy Gross profit Gross profit % change
2001 (pounds) 2000 (pounds)
1 Carlson Mktng Group 28,600,000 29,839,000 -4.15
2 Mosaic 19,818,000 9,655,000 105.26
3 DraftWorldwide 17,249,000 11,623,000 48.40
4 IMP Group 14,796,000 13,257,000 11.61
5 Haygarth Group 14,771,000 11,866,000 24.48
6 KLP Euro RSCG 14,603,000 13,525,000 7.97
7 Joshua 14,465,000 13,257,000 9.11
8 141 13,600,000 14,000,000 -2.86
9 The Marketing Store 13,464,000 13,165,000 2.27
10 The Triangle Group 12,842,000 12,853,000 -0.09
11 Tequila London 12,600,000 13,881,000 -9.23
12 Momentum 12,000,000 14,300,000 -16.08
13 Skybridge 10,600,000 12,279,000 -13.67
14 Black Cat 9,590,000 7,866,000 21.92
15 Dynamo Mktng Group 9,250,000 8,512,000 8.67
16 Proximity London 9,168,000 12,295,000 -25.43
17 Geoff Howe Group 8,431,000 8,004,000 5.33
18 Interfocus 7,563,000 9,142,000 -17.27
19 Dialogue Marketing 7,200,000 6,500,000 10.77
20 Perspectives Red Cell 6,601,000 5,940,000 11.13
21 Poulter Partners 6,194,000 6,000,000 3.23
22 Alcone Mktng Group 6,186,000 2,918,000 111.99
23 Mercier Gray 6,108,000 5,041,000 21.17
24 Marketing Drive 5,599,000 5,446,000 2.81
25 Logistix 5,463,000 4,181,000 30.66
26 Scope Creative Mktng 5,349,000 4,529,000 18.11
27 BD Network (formerly 5,209,000 4,354,000 19.64
28 The Yellow Submarine 3,535,000 2,784,000 26.98
29 Cramm Francis Woolf 3,479,000 3,436,000 1.25
30 The Russell Organisation 3,474,000 2,864,000 21.30
31 GFM Services 3,058,000 2,931,000 4.33
32 Positive Thinking 2,840,000 2,748,000 3.35
33 Tequila Manchester 2,650,000 2,500,000 6.00
34 Interface Creative 2,607,000 2,047,000 27.36
35 Hicklin Slade & 2,600,000 2,500,000 4.00
36 iris 2,528,000 1,882,000 34.33
37 SMP 2,053,000 1,499,000 36.96
38 The Pulse Group 2,003,000 2,487,000 -19.46
39 Teamwork Marketing 2,000,000 1,977,000 1.16
40 KLM 1,912,000 1,700,000 12.47
41 Sledge 1,600,000 1,650,000 -3.03
42 The Marketing 1,470,000 1,506,000 -2.39
43 23Red 1,399,000 1,165,000 20.09
44 Ainsworth & Parkinson 1,353,000 954,000 41.82
45 Liquorice 1,300,000 795,000 63.52
46 HH&S 1,200,000 1,152,000 4.17
47 Swordfish 1,122,000 1,075,000 4.37
48 Liquid Communications 1,100,000 1,100,000 0.00
49 PMA Marketing 1,003,000 797,000 25.85
50 WDPA Communications 980,000 1,104,000 -11.23
51 KHWS 948,000 1,003,000 -5.48
52 Caterpillar Consultancy 817,000 706,000 15.72
53 Ingrams 806,000 959,000 -15.95
54 The Mktng Partnership 737,000 590,000 24.92
55 Toucan Sales Promotion 703,000 598,000 17.56
56 MX Promotions 599,000 583,000 2.74
57 Angel Uplifting Mktng 474,000 477,000 -0.63
58 JDI Integrated 200,000 190,000 5.26
59 GCAS Sales Promotions 179,000 162,000 10.49
Rank Consultancy Staff Staff Gross profit
12 mths per head
1 Carlson Mktng Group 490 594 58,367
2 Mosaic 120 n/a 165,150
3 DraftWorldwide 255 261 67,643
4 IMP Group 171 198 86,526
5 Haygarth Group 154 145 95,916
6 KLP Euro RSCG 210 200 69,538
7 Joshua 180 220 80,361
8 141 102 140 133,333
9 The Marketing Store 174 190 77,379
10 The Triangle Group 170 162 75,541
11 Tequila London 140 180 90,000
12 Momentum 140 150 85,714
13 Skybridge 150 207 70,667
14 Black Cat 113 105 84,867
15 Dynamo Mktng Group 125 125 74,000
16 Proximity London 60 129 152,800
17 Geoff Howe Group 101 95 83,475
18 Interfocus 70 106 108,043
19 Dialogue Marketing 83 67 86,747
20 Perspectives Red Cell 85 90 77,659
21 Poulter Partners 140 115 44,243
22 Alcone Mktng Group 61 n/a 101,410
23 Mercier Gray 79 67 77,316
24 Marketing Drive 80 70 69,988
25 Logistix 48 n/a 113,813
26 Scope Creative Mktng 77 74 69,468
27 BD Network (formerly 100 78 52,090
28 The Yellow Submarine 35 35 79,543
29 Cramm Francis Woolf 50 47 69,580
30 The Russell Organisation 111 100 31,297
31 GFM Services 47 38 65,064
32 Positive Thinking 41 33 47,512
33 Tequila Manchester 52 45 50,962
34 Interface Creative 24 22 108,625
35 Hicklin Slade & 38 45 68,421
36 iris 40 30 63,200
37 SMP 32 28 64,156
38 The Pulse Group 43 33 46,581
39 Teamwork Marketing 45 49 44,444
40 KLM 32 n/a 59,750
41 Sledge 27 n/a 59,259
42 The Marketing 23 24 63,913
43 23Red 30 16 46,633
44 Ainsworth & Parkinson 32 22 42,281
45 Liquorice 18 n/a 72,222
46 HH&S 16 n/a 75,000
47 Swordfish 21 21 53,429
48 Liquid Communications 16 13 68,750
49 PMA Marketing 16 18 62,688
50 WDPA Communications 16 14 61,250
51 KHWS 18 21 52,667
52 Caterpillar Consultancy 12 10 68,083
53 Ingrams 15 20 53,733
54 The Mktng Partnership 16 12 46,063
55 Toucan Sales Promotion 12 13 58,583
56 MX Promotions 13 12 46,077
57 Angel Uplifting Mktng 8 8 59,250
58 JDI Integrated 5 5 40,000
59 GCAS Sales Promotions 4 4 44,750
1 Carlson Marketing Group
Founded 1982, privately owned. President Robert Janes, managing
director Frank McCusker. Clients include Scottish Courage,
Beefeater Restaurants, KLM. Member of ISP, MCCA, DMA. E-mail
email@example.com, web site www.carlson-europe.com
Founded 2001 from merger, division of Mosaic Group. President
Jerry Stone, vice-president, creative Loren Lieberthal. Non-SP DM
22%, in-house field marketing 28%, non-SP consultancy 25%. Clients
include Coca-Cola GB, Sainsbury's Mobile, NatWest. Member of ISP,
DMA. E-mail firstname.lastname@example.org, web site www.mosaic.com
Founded 1999, subsidiary of The Interpublic Group of Companies.
Chairman Valerie Taylor. 50% non-SP DM, 10% in-house field
marketing. Clients include Standard Life, Prudential Egg. Member
of ISP, MCCA, DMA. E-mail email@example.com, web site
www.draftworldwide.com (soon to be www.draftuk.com)
4 IMP Group
Founded 1968, subsidiary of BCom3. Managing director John Quarrey.
40% non-SP DM, 18% in-house field marketing, 18% non-SP
consultancy. Clients include Philips, Fiat, Procter & Gamble.
Member of ISP, MCCA, DMA. E-mail firstname.lastname@example.org, web
5 Haygarth Group
Founded 1984, subsidiary of High Co. Group. Directors Stephen
Morris and Bernice Lovell, creative director Grace Kang. Clients
include Tropicana, Action Energy, Columbia TriStar. Member of ISP,
DMA. E-mail email@example.com, web site www.haygarth.co.uk
6 KLP Euro RSCG
Founded 1974, subsidiary of Havas. Chairman Phil Bourne, managing
directors Hugh Treacy and Mark Fowlestone. 5% non-SP design, 40%
non-SP DM, 5% PR, 30% non-SP consultancy. Clients include Guinness
UDV, Microsoft. Member of ISP, MCCA, DMA. E-mail
firstname.lastname@example.org, web site www.klpeurorscg.com
Founded 1998, subsidiary of Grey Global Group. Chairman Peter
Thompson, managing director Nick Spindler. 5% non-SP design, 35%
non-SP DM, 10% non-SPconsultancy. Clients include BAT, Royal Mail.
Member of ISP, MCCA, DMA.
web site www.joshua-agency.co.uk
Founded 1990, subsidiary of Cordiant. Managing director Dennis
Kerslake, creative director Jo Arscott. 25% non-SP DM. Clients
include Allied Domecq, Britvic, BAT. Member of ISP, MCCA, DMA.
9 The Marketing Store
Founded 1986, privately owned. Managing director Miles Hanson,
creative director Shelford Chandler. 10% non-SP design, 5% non-SP
DM, 10% non-SP consultancy. Clients include McDonald's,
GlaxoSmithkline, Walkers. Member of ISP, MCCA, DMA. E-mail
email@example.com, web site www.tmsw.com
10 The Triangle Group
Founded 1975, subsidiary of Publicis Groupe SA. Chairman Kevin
Twittey. 12% non-SP design, 24% non-SP DM, 4% in-house field
marketing, 25% non-SP consultancy. Clients include Safeway,
Guinness UDV. Member of ISP, MCCA,DMA. E-mail
firstname.lastname@example.org, web site
11 Tequila London
Founded 1992, subsidiary of Omnicom. Chairman Tom Wass, chief
executive Paul Biggins, creative director Sean Moore. 5% non-SP
design, 40% non-SP DM, 15% non-SP consultancy. Clients include
Barclays, HP, Shell. Member of ISP, MCCA, DMA. E-mail
email@example.com, web site www.tequila-uk.com
Founded 1984, subsidiary of McCann-Erickson. Managing director
Brian Rees. 10% non-SP design, 20% non-SP DM, 5% PR, 10% in-house
field marketing, 30% non-SP consultancy. Clients include Nestle,
Coca-Cola, Interbrew. E-mail firstname.lastname@example.org, web site
Founded 2000, subsidiary of Havas. Chief executive Randle Stonier,
chief operating officer Lloyd Emberey. 5% non-SP design, 10%
non-SP DM, 5% in-house field marketing, 35% non-SP consultancy.
Clients include Ford, IBM. Member of ISP, MCCA, DMA. E-mail
email@example.com, web site www.skybridgegroup.com
14 Black Cat
Founded 1991, subsidiary of WPP. Joint managing directors Stephen
Callender, Diana Tombs. 5% non-SP design, 50% non-SP DM, 5% non-SP
consultancy. Clients include Fidelity Investments, British Gas,
ntl:home. Member of MCCA, DMA. E-mail firstname.lastname@example.org, web
15 Dynamo Marketing Group
Founded 1990, subsidiary of Incepta. Chairman Iain Sanderson,
business development director Nick Cunningham, creative director
Emile Marsh. 10% non-SP direct marketing. Clients include
Coca-Cola, Sainsbury's, Tunisia. Member of ISP. E-mail
email@example.com, web site www.dynamo.net.uk
16 Proximity London
Founded 1974 as Clark Hooper, subsidiary of BBDO Worldwide. Chief
executive Simon Hall. 5% non-SP design, 50% non-SP DM, 8% non-SP
telemarketing, 10% in-house (field), 2% non-SP consultancy.
Clients include 02. Member of ISP, MCCA, DMA. E-mail
firstname.lastname@example.org, web site www.proximitylondon.com
17 Geoff Howe Group
Founded 1978, privately owned. Chairman Geoff Howe, chief
executive Steve Connors, managing director Ed Hughes. 5% non-SP
design, 15% non-SP DM, 10% in-house (field), 30% non-SP
consultancy. Clients include Wella. Member of ISP, DMA. E-mail
email@example.com, web site www.geoffhowe.com
Founded 1989, subsidiary of Maxxcom Inc. Chairman Matthew Hooper,
chief executive Matt Atkinson. 15% non-SP design, 15% non-SP DM,
30% non-SP consultancy. Clients include Lloyds TSB, Sweb, Xerox.
Member of ISP, MCCA, DMA. E-mail
firstname.lastname@example.org,web site www.interfocus.co.uk
19 Dialogue Marketing Partnership
Founded 1995, subsidiary of Ogilvy/WPP. Chairman Richard Church,
joint managing directors N. Tappin, C. MacCill, W. MacDonald. 10%
non-SP DM, 3% non-SP telemarketing, 3% in-house field marketing,
50% non-SP consultancy. Member of ISP. E-mail email@example.com, web
20 Perspectives Red Cell
Founded 1987, subsidiary of WPP. Chairman John Williams, co-chief
executive and chief creative officer Stuart Burnett, Co-chief
executive David Moody. Clients include Carlsberg Tetley, Daewoo
Cars. Member of ISP, MCCA, DMA. E-mail
firstname.lastname@example.org, web site
21 Poulter Partners
Founded 1969, privately owned. Chairman Peter Toynton, managing
director Gary McCall. 42% non-SP design, 7% non-SP DM, 1% non-SP
telemarketing, 1% PR, 3% non-SP consultancy. Clients include
Britvic Soft Drinks. Member of ISP, MCCA, DMA. E-mail
email@example.com, web site www.poulterpartners.com
22 Alcone Marketing Group (formerly Ignition Claydon Heeley)
Founded 1991, subsidiary of Omnicom. Chairman Ian Jacob, joint
managing directors Andrew Sutcliffe, Alan Smith. 18% non-SP
design, 37% non-SP DM, 10% non-SP consultancy. Clients include
Mercedes, Scottish Courage. Member of ISP. E-mail
firstname.lastname@example.org, web site www.alconemarketing.co.uk
23 Mercier Gray
Founded 1993, privately owned. Chairman Rob Gray, managing
director Anton Mercier, creative director Jackie Davis. 17% non-SP
design, 15% non-SP DM, 5% non-SP consultancy, 32% advertising.
Clients include Beiersdorf (Nivea), Kraft Foods. Member of MCCA.
E-mail email@example.com, web site www.merciergray.com
24 Marketing Drive
Founded 1990, subsidiary of Interpublic Group. Chairman Mark
Timbrell, director Matt McNeany. 6% non-SP design, 24% non-SP DM,
32% non-SP consultancy. Clients include DaimlerChrylser,
Totalfinaelf. Member of ISP, MCCA, DMA. E-mail
firstname.lastname@example.org, web site
Founded 1989, subsidiary of Equity Marketing. Managing director
Ian Madeley, creative director Liz Pilgrim. 5% non-SP design, 5%
non-SP consultancy. Clients include Kellogg, Procter & Gamble,
Nestle Foods. Member of ISP. E-mail email@example.com, web
26 Scope Creative Marketing
Founded 1983, privately owned. Chairman Charles Buddery, planning
director David Jones, creative director Nigel Wood. 10% non-SP
design, 10% non-SP DM, 20% non-SP consultancy. Clients include
First Direct, Whitbread, Tesco.com. Member of ISP, DMA. E-mail
firstname.lastname@example.org, web site scope.thered.co.uk
27 BD Network (formerly Biggart Donald)
Founded 1989, privately owned. Chairman and group managing
director Ghill Donald. 2.5% non-SP design. Clients include Orange,
Coca-Cola, Peugeot. Member ISP, MCCA.
E-mail email@example.com (Glasgow),
firstname.lastname@example.org (London) www.bd-ntwk.com (under
28 The Yellow Submarine
Founded 1992, privately owned. Managing director Kevin Stott. 10%
non-SP design, 10% non-SP DM, 10% in-house field marketing, 15%
non-SP consultancy. Clients include Home Office, Kraft Foods,
British Gas. Member of ISP, MCCA, DMA. E-mail
email@example.com, web site www.ysub.com
29 Cramm Francis Woolf
Founded 1993, subsidiary of Woolf Boswell Smith. Managing director
Paul Woolf, creative director Terry Trower. 50% non-SP DM. Clients
include BAA, American Express, Sainsbury's. Member of ISP, DMA.
E-mail firstname.lastname@example.org, web site www.cfw.co.uk
30 The Russell Organisation
Founded 1982, privately owned. Managing director Rob Allen, client
services director Keith O'Loughlin. 20% non-SP design, 5% non-SP
telemarketing, 5% PR, 50% in-house field marketing, 5% non-SP
consultancy. Clients include Honda, Orange. Member of ISP. E-mail
email@example.com, web site www.russellorg.co.uk
31 GFM Services
Founded 1994, subsidiary of GFMS Holdings. Managing director Peter
Sakal, creative director Thomas Lubbock. 12% non-SP DM, 13% non-SP
telemarketing, 2% non-SP consultancy. Clients include Telegraph
Group, News International, Telescope. Member of ISP, DMA. E-mail
firstname.lastname@example.org, web site www.gfm.co.uk
32 Positive Thinking
Founded 1994, privately owned. Chairman Tim Miller, managing
director Julian Reiter, creative director Nick Carter. 10% non-SP
design, 40% non-SP DM, 10% non-SP consultancy. Clients include
American Airlines, Orange, Guinness UDV. Member of ISP, MCCA. Web
33 Tequila Manchester
Founded 1999, subsidiary of Omnicom. Chairman Tom Wass, managing
director Mathew Bell, creative director Richard Sharp. 10% non-SP
design, 40% non-SP DM. Clients include Nissan, Cussons, John West.
Member of ISP, MCCA, DMA. E-mail email@example.com, web
34 Interface Creative Marketing Solutions
Founded 1987, privately owned. Chairman Vince Tickel, business
development director Simon Gresswell. 20% non-SP design. Clients
include Six Continents, O'Neills, Edwards. Member of MCCA. E-mail
firstname.lastname@example.org, web site www.interface-cms.co.uk
35 Hicklin Slade & Partners
Founded 1998, privately owned. Chairman Justin Hicklin, managing
director Matthew Brown, creative director Philip Slade. 5% non-SP
design, 35% non-SP DM, 10% non-SP consultancy. Clients include
Camelot, Honda, Coors. Member of ISP, MCCA, DMA. E-mail
email@example.com, web site www.hicklinslade.com
Founded 1999, privately owned. Joint managing partners Ian
Millner, Stewart Shanley, joint creative directors Carl Eatson,
Sean Reynolds. Clients include Sony Ericsson, Discovery Channel,
Puma. E-mail firstname.lastname@example.org, web site www.irisnation.com
Founded 1983, privately owned. Joint managing directors Chris
Simpson, Simon Mahoney, creative director Simon Mahoney. 5% non-SP
design, 10% non-SP DM, 10% non-SP consultancy. Clients include
Kimberly-Clark, Slimfast. Member of ISP, DMA. E-mail
email@example.com, web site www.smp-uk.com
38 The Pulse Group
Founded 1984, privately owned. Managing director Gerry Ellender.
10% non-SP design, 10% non-SP DM, 5% PR, 5% in-house field
marketing, 5% non-SP consultancy, 20% other non-SP. Clients
include GuinnessUDV, Renault, Danone. Member of ISP. E-mail
firstname.lastname@example.org, web site www.pulsegroup.com
39 Teamwork Marketing
Founded 1981, privately owned. Joint managing directors Bob Wood,
John Clark. 5% non-SP design, 5% non-SP DM, 5% PR. Clients include
McCain Foods, Premier International Foods. Member of ISP, MCCA,
DMA. E-mail email@example.com,
web site www.teamwork-marketing.co.uk
Founded 1986, privately owned. Chairman Jon Derry, creative
director Wayne Attwood. 15% non-SP design, 25% non-SP DM, 5%
non-SP consultancy. Clients include BSkyB, Guinness UDV,
Parcelforce Worldwide. Member of ISP, MCCA, DMA. E-mail
firstname.lastname@example.org, web site www.klm.co.uk
Founded 1991, privately owned. Managing director Nic Cooper,
creative director Tom Beaumont-Griffin. 25% non-SP design, 10%
non-SP DM, 65% non-SP consultancy. Clients include Peugeot,
Compaq, Bryant Homes. E-mail email@example.com, web site
42 The Marketing Services Centre
Founded 1990, privately owned. Chairman Stuart Mitchell, managing
director Adrian Watts. 50% non-SP design, 15% non-SP DM. Clients
include Peacocks Stores Group, Express Dairies, General Mills.
Member of ISP. E-mail firstname.lastname@example.org, web site
Founded 2000, privately owned. Chairman Jane Asscher, managing
director Adam Wylie. 25% non-SP design, 25% non-SP DM, 25% non-SP
consultancy. Clients include World Rally Championship, COI,
Flextech. Member of ISP, DMA. E-mail email@example.com, web
44 Ainsworth & Parkinson
Founded 1990, privately owned. Co-chairman Tim Parkinson,
Co-chairman and managing director Tony Ainsworth, creative
director Tim Parkinson. Clients include Guinness UDV. Member of
ISP. E-mail firstname.lastname@example.org,
web site www.a-p-salespromo.co.uk
Founded 1998, privately owned. Chief executive Quentin Boyes,
managing partners Sam Brownfield, Lisa Betti. 40% non-SP design,
30% non-SP DM, 10% non-SP consultancy. Clients include Johnson &
Johnson, Moss Bros. Member of MCCA. E-mail
email@example.com, web site www.liquorice.net
Founded 1987, privately owned. Chairman Rick Smith, managing
director Mike Halstead, creative director Rick Smith. Clients
include Associated Newspapers, Next Directory, Victor Chandler.
Member of ISP, MCCA, DMA. Web site www.hhs.co.uk
Founded 1998, privately owned. Chairman Mark Whitmore, joint
managing directors Mark Whitmore, Steve Richards. 2% non-SP
design, 5% non-SP DM, 5% PR, 10% in-house field marketing. Clients
include Channel 4, Teletext, Danone. Member of ISP, MCCA. E-mail
firstname.lastname@example.org, web site www.swordfish.co.uk
48 Liquid Communications
Founded 1999, privately owned. Joint managing partners Andy
Annett, Olly Kaeburn. 5% non-SP design, 25% non-SP DM, 15% non-SP
consultancy. Clients include Virgin Mobile, Arcadia Group. Member
of MCCA, DMA. E-mail email@example.com, web site
49 PMA Marketing
Founded 1992, privately owned. Chairman Richard Mortimer, creative
director Alex Barlow. 10% non-SP design, 10% non-SP DM, 3% non-SP
telemarketing, 3% non-SP consultancy. Clients include L'Oreal,
Eidos, Dixons. Member of ISP. E-mail firstname.lastname@example.org,
web site www.pmasp.co.uk
50 WDPA Communications
Founded 1999, privately owned. Managing director Russell Abbott,
creative director Rob Poray. 20% non-SP design, 30% non-SP DM, 30%
non-SP consultancy. Clients include 3663, Toshiba, Radisson
Edwardian Hotels. Member of MCCA, DMA. E-mail email@example.com, web
Founded 1993, privately owned. Joint managing directors Andrew
Watts, Nick Hawkes, creative director Mark Skelton. 15% non-SP
design, 35% non-SP DM, 15% non-SP consultancy. Clients include
ExxonMobil, Parceline, Emap. Member of ISP, DMA. E-mail
firstname.lastname@example.org, web site www.khws.co.uk
52 Caterpillar Consultancy
Founded 1997, privately owned. Chairman Clive Mishon, managing
director Debbie Marshall. 15% non-SP design, 15% non-SP DM, 10%
non-SP consultancy. Clients include Ariston, Weight Watchers.
Member of ISP, MCCA. E-mail email@example.com, web
Founded 1975, privately owned. Chairman Michael Ingram, managing
director Mark Joy, creative director Greg Tustain. 15% non-SP DM,
5% non-SP consultancy. Clients include RAC, MK, Travelex. Member
of ISP. E-mail firstname.lastname@example.org, web site www.ingrams.uk.com
54 The Marketing Partnership
Founded 1983, privately owned. Managing partner David Drakes,
client services partner Tricia Weener. 20% non-SP design, 25%
non-SP DM, 20% non-SP consultancy. Clients include Guinness UDV,
Royal Mail. Member of ISP, DMA.
web site www.marketing-partnership.com
55 Toucan Sales Promotion
Founded 1991, privately owned. Joint managing directors Gary Rapps
and Mike Benns, art director George Teague. 15% non-SP design, 5%
non-SP DM. Clients include Kettle Foods, Bendicks of Mayfair, BRL
Hardy. Member of ISP. E-mail email@example.com, web site
56 MX Promotions
Founded 1997, privately owned. Chairman Stephen Thomas, managing
director Linda Thomas, creative director Dan Umney. Clients
include LG Electronics UK, Yale Security Products, Princes Soft
Drinks. Member of ISP. E-mail firstname.lastname@example.org, web site
57 Angel Uplifting Marketing
Founded 1998, privately owned. Managing and creative director
Trevor Rudder. Clients include Emap Performance, Coca-Cola
Enterprises, Adnams. Member of DMA. E-mail email@example.com, web
58 JDI Integrated Advertising
Founded 1994, privately owned. Chairman and managing director
Duncan Richardson, creative director Ken Sears. Clients include
Argos, Theatre Tokens, LEEA. E-mail firstname.lastname@example.org, web site
59 GCAS Sales Promotions
Founded 1994, subsidiary of GCAS Group. Managing director Sara
Callanan. 10% non-SP design, 5% non-SP DM, 10% non-SP consultancy.
Clients include Bass Ireland, Stena Line, Translink. Member of
ISP. E-mail email@example.com, web site www.gcasgroup.com
ISSUES FACING PROMOTIONAL MARKETERS
One growing headache for promotional marketers is the explosion of phoney prize draws and postal scams, which the government believes could be costing gullible consumers as much as £100m. This is driven by chain letters and organisations that offer free scratchcard insertions in mass distribution magazines.
"They are the flotsam and jetsam of parasites that operate on the back of promotional mechanics," says Institute of Sales Promotion chairman Randle Stonier. "There is no brand offer, just a straightforward cash proposition." In July the government launched a nationwide campaign to make consumers aware of the scams.
Another worry is the ever-present threat of restrictive European Union legislation. The EU has commissioned a survey setting out the options for consumer protection, causing some anxiety to marketers as to the outcome.
There could be a requirement that consumers are told about the cost of entering draws and competitions and the percentage chance of winning. This would severely restrict on-pack promotions.
Another possibility is that it would become illegal to target an audience under 14. Such a measure could come into force within three years, with devastating effects for companies such as Kellogg. "There is so much cluttered thinking in these proposals," says Stonier. "If allowed to go through, they would dramatically change the landscape for promotional marketing."
But the ISP has had some success in its lobbying of Brussels, in co-operation with the British Promotional Merchandise Association, Stonier says, and there is satisfaction with 80% of the draft as it now stands.
TEXT PROMOTION REAPS REWARDS FOR CADBURY SCHWEPPES
This summer Cadbury repeated its successful Txt 'n' Win campaign of last year, reaching five million consumers via mobile phone.
The promotion, developed by Triangle Communications, was called 'Txt 4 Gold' and was designed to support the brand's sponsorship of the 2002 Commonwealth Games held in Manchester.
Special packs were printed for an eight-week stock on ten Cadbury brands, including Dairy Milk, Crunchie, Caramel and Boost.
This included a phone number for consumers to text to find out if they had won a prize. On offer were more than £1m worth of prizes, ranging from foreign holidays and £5000 cash to Microsoft Xboxes and tickets to the Games.
The promotion was implemented by 12snap, a mobile marketing and media sales specialist. It was backed by publicity featuring sporting stars Dean Macey and Denise Lewis, and a four for 99p promotion in retail outlets.
Last year's promotion achieved four million responses and contributed to a 2% uplift in sales.
Results this year have been similar, according to Triangle Communications account director Shelley Davis, with increases in penetration and rate of sale exceeding expectations.
INNOVATION IS KEY TO SALES PROMOTION SUCCESS
Sales promotion thrives on innovation, and an agency's reputation can depend on its ability to push out the boundaries. These days that relies heavily on advances in communication technology, as well as better creatives using traditional mechanics.
Of decisive importance right now as a direct channel to consumers is the mobile phone, which is starting to outweigh the web in terms of penetration.
Around 65% of the population have access to mobiles, compared with 40% of households that use a PC. And when multi-media phones start to appear in quantity, promotional marketers will have a rich new seam to mine.
"Use of text and picture messaging will go through the roof," predicts Randle Stonier, chairman of the Institute of Sales Promotion. By the end of next year he expects to see brands making full use of multimedia messaging, sending graphics, photographs and video clips as part of promotions.
"Those are very interesting, real-time possibilities that will be at the end of consumers' finger tips to a huge extent," Stonier says.
One SMS campaign that attracted a good deal of attention last year was Triangle's on-pack Txt 'n' Win campaign for Cadbury's chocolate bars.
This year the agency repeated the formula during the Commonwealth Games (see box above).
New technology will help agencies develop into new areas, as Black Cat is doing with a promotion on Bluetooth for Motorola.
Interactive marketing is to the fore for other Black Cat clients such as mobile accessories supplier Iobox.com, and an increasing number of reliable e-mail lists are becoming available. But joint managing director Stephen Callendar thinks this comes too late for sales promotion, as e-mail and viral marketing have lost their novelty. "People are becoming more aware of the intrusion, so these are not as interesting as they used to be," he says.
Innovation is also to be found in the creative on traditional mechanics.
For instance, Mosaic is handling a £100,000 give-away promotion for Coca-Cola. Silver-coloured two-litre bottles of Diet Coke have been produced.
"To re-engage the promotionally tired consumer you have to think outside the box, looking for interesting new ways and means," says senior vice-president Chris Edgington.
A similar approach was adopted by Dynamo for Jacobs Bakery this year, with a promotion offering prizes to customers who found a gold or silver cracker in a packet. The campaign included a TV ad showing a customer in a supermarket with metal detector.
Another, by Dynamo's sister company Generator, was for Golden Vale, offering a 'Sony bedroom' packed with electronic appliances via a message on-pack.
This campaign also featured a television ad, in which a child who had won the prize was being interviewed by suspicious police. Chairman Iain Sanderson points out these as examples of the trend toward "bottom-up" TV advertising, where the creative is led by promotions.