Power 100 Marketers of 2005

Power - as elusive as it is desirable. Want to know how to get it? Then start with our essential guide to who really is who in the UK marketing industry.

This is the sixth year Marketing has compiled its annual Power 100 list of the most influential people in the UK marketing industry. It is no easy task to differentiate between the ranks of brand marketers, politicians, agency chairmen and entrepreneurs, but each year we manage to whittle down the list to 100 names representing the elite who shape the marketing industry.

So what constitutes power? Marketing has judged the nominees on five key criteria.

The starting point, as always, is the power of the brand. Brand image is the biggest tool a marketer has at their disposal, and strong brand value is often a good indicator of personal performance.

When it comes to spending power, this list takes marketing budgets into account, not personal fortunes. Many of the people in this year's Power 100 are responsible for the spend of those businesses that made Marketing's Top 100 advertisers list; as a consequence, they represent brands most visible to the consumer.

Influence is the category under which the more prominent members of the list reside. These are people from brands, trade bodies and industry associations who are not afraid to voice their views and beat the drum for marketing in other business areas.Celebrity status is allied to influence, but with the additional element of star quality. Respect from peers and industry renown are key in this category.

The final criterion is entrepreneurship, shown not only by company founders but also by those who can move business forward by changing the landscape with new ideas, products and services. They are crucial and deserve recognition as powerful players.

The 2005 Power 100 list is the result of hours of debate in the corridors of Marketing and will no doubt create a similar level of discussion after publication. For those who didn't make the cut - you have 12 months to stake a claim for next year.


Tesco's march toward global retail domination has continued unabated this year and, inevitably, so has Mason's. Ten years after the decision to completely revamp the Tesco proposition, its chief marketer has led the supermarket to profits in excess of £2bn, making it the third-biggest retailer in the world. Its biggest recent impact has been in non-food, which among other developments has seen the launch of electricals arm Tesco Homeplus. Mason's personal influence is felt most keenly in the retailer's cause-related marketing activities and its recent forays into healthy eating initiatives. He is a leading figure in responsible business movement Business in the Community, while his personal obsession with a healthy and active lifestyle is thought to be behind Tesco's early move into glycemic index (GI) labelling of its foods. Mason is expected to eventually take on the job of running Britain's biggest retailer.


Glenn's outspoken views on marketing's role in tackling the obesity crisis helped propel him to the top of last year's Power 100. He has since been turning those words into action. As president of PepsiCo UK, the 45-year-old is in charge of Britain's number-one grocery brand, Walkers. He has used this position to take a lead in responding to criticism of the industry by offering pedometers to consumers and launching Potato Heads crisps, which contain 70% less saturated fat than standard Walkers. The past year has also seen PepsiCo expand its UK operations to meet consumer demand, notably through the acquisition of PJ Smoothies, boosting its juice portfolio, and the roll-out of Quaker-branded cereal bars. Glenn is proof that a marketer can succeed at the most senior levels of business.


The secretary of state for culture, media and sport has rarely spent a week out of the press of late. Not only has she had to fight off Lord Birt's plans for a new BBC, she has had to contend with ongoing issues at Ofcom and the ever-present debate on advertising of food and drink to kids. Formerly considered a friend to marketers, an inconsistent stance on regulatory threats has left her unpopular in some industry quarters. Jowell did recently break ranks by saying she did not instinctively favour a ban on advertising food and drink to kids. But while her remarks put her firmly on the side of the marketing industry, she will face a tough battle in defending her stance, as there is little public or government support for advertisers on this issue.


Sorrell and his now legendary bathtub continue to dominate predictions on the future of advertising. While several of the big agency groups have faltered in recent years, WPP has gone from strength to strength. Earlier this month it announced a 6% year-on-year rise in revenues, buoyed by the £730m purchase of Grey Global. This means WPP has achieved the previously unthinkable: its agencies now handle advertising for both Unilever and Procter & Gamble. It is proof, if any were needed, that Sorrell remains the consummate dealmaker. One cloud on the 60-year-old's horizon is growing shareholder pressure for a succession plan, though there are no signs that he has any intention of giving up the corporate cut and thrust just yet.


One of the most successful women in UK business, Thompson remains the first lady of marketing. Last year saw the beginnings of a turnaround for Camelot, and in May, it announced a £157m increase in ticket sales. On a personal level, there were rumours that Thompson might step down as chief executive. However, it seems that though she previously said she would leave Camelot once a turnaround had been achieved, she is now keen to stay in the role. With the lottery licence up for review in January 2009, her ability to continue the revival could be decisive in its destination.


As the COI's marketing budget has grown in size and scope, so chief executive Bishop has become the client with whom all agencies want to spend time. Earlier this year, when Marketing auctioned off one-to-one meetings with 24 leading clients in aid of victims of the Asian tsunami, Bishop easily pulled in the highest bid. Given that the COI is the UK's second-biggest advertiser and a place on its roster confers a seal of quality, this is not surprising. The COI continues to experiment with newer forms of communications, including online and even rap music. The ex-Saatchi & Saatchi chief has organised a smooth, professional operation, which reportedly continues to impress Cabinet Office overseers.


It has not been a bad 12 months for Royal Mail or its chairman. With many predicting the demise of the organisation not so long ago, this is a sizeable achievement, and Royal Mail is now turning in profits of £1m a day, instead of losses of £1m. This has resulted in Leighton, a former chief executive of Wal-Mart Europe, receiving a £2.2m bonus. A proponent of multi-tasking, he also serves on the boards of Selfridges, Bhs, George Weston and BSkyB.


Last year saw HSBC's general manager for marketing oversee a global review of the bank's $600m (£335m) advertising account, won by WPP. Stringham defended the move, saying that while WPP may not have the advantage of being able to assign all its best people to the account, it would offer international clout. HSBC's clout does not seem too lacking, however; earlier this year it revealed a bumper 37% profit for 2004, with much of it made overseas. The UK presents potential problems, as the bank faces a drop in the quality of consumer credit applications as a hangover from the retail slowdown.


After axing inherited plans for a sales merger with Five, Duncan has reaffirmed Channel 4's commitment to public-service broadcasting and challenging programming. This was accompanied by a quickly rebuffed plea for an additional £100m of government funding. Duncan's forecasted shortfall in long-term funding is hard to reconcile, as the channel saw record advertising revenue in 2004, providing a £188m war chest for investment. Acquisitions, such as a stake in radio station Oneword, are on the cards, as the chief executive reinvents Channel 4 as an entertainment brand. A committed Christian, he also found time to defend the media against criticism from the Archbishop of Canterbury.


Carphone Warehouse is a rare exception in the retail sector - a successful business that isn't Tesco. It has also been a good year for chief executive Dunstone on a personal level. He recently sold 6m shares in the company as it announced a 27.4% increase in turnover. At year-end, the telecoms retailer had opened another 306 stores, bringing its total to 1461 across Europe. In the UK this number rose from 509 to 601. In addition, its fixed-line service, Talk Talk, appears to be successfully taking on BT, having exceeded its customer acquisition target of 900,000 by 20,000. Dunstone is a renowned speaker for the industry, always ready with a quote or five.


Wheldon has had a distinguished career on both the agency and client side, with Coca-Cola, WPP and CIA among his past employers. He has been quick to make his mark at Vodafone, having led its creative team at WPP for several years. Six months after he joined as global marketing director, he rejigged Vodafone's advertising roster, replacing Wieden & Kennedy with Bartle Bogle Hegarty, which has since been working on a global brand task for the firm. The switch, described by sources as typical of Wheldon, increased the pressure on global roster agency JWT, which has continued to produce the lion's share of the company's advertising. Wheldon's other big task this year was to launch Vodafone's much-hyped 3G offering, which, despite early negative publicity, has achieved an impressive sign-up rate.


Only a year after the Hutton report seemed to signal an end to the BBC's government-funded largesse, director-general Thompson and the chairman of governors, Michael Grade, have engineered a remarkable turnaround in the broadcaster's political fortunes. The pair negotiated a 10-year renewal of the BBC's Charter with the licence fee intact and only cosmetic changes to its management structure; even the Corporation's commercial arm, BBC Worldwide, is to remain. However, Thompson's plans to streamline operations by axing nearly 4000 jobs have made him unpopular with staff, and he has also had to defend himself against bizarre allegations of biting a colleague earlier in his BBC career.


After a rosy first 12 months for Ofcom, when Carter was praised for initiating reviews on media and telecoms practices, pundits have started to question whether the body is a positive force. Industry executives complain of being mired by requests for information to support Ofcom's reviews, while advertisers complain that Contract Rights Renewal, its clever fix to the ITV merger issue, is being abused by ITV. TV experts fear Ofcom's response to the BBC Green Paper, and its proposal to relieve ITV of much its public-service broadcasting commitments belie a lack of market understanding. That said, under Carter, Ofcom remains the most powerful and all-encompassing media force ever created, and, in a converging media landscape, is much-needed.


Patterson, BT's group managing director of consumer business, is waging a one-man war against less scrupulous rivals that continue to missell to its customers. He has already embarked on one legal action, but his defensive stance is not surprising, as the company faces the toughest challenge in its long history. The signs are good: BT's retail business continues to hold its own, while the recent Ofcom review left it relatively unscathed. Patterson, widely regarded as a high-flyer following stints at Procter & Gamble and Telewest, is certainly enjoying his time in the limelight both within and outside BT.


The past year has been interesting for Stelios. The easyGroup chairman and serial entrepreneur has raised some eyebrows with moves into male toiletries and cruises, and he also made his debut in mobile telephony, with the launch of easyMobile. Many onlookers claim such rampant activity will dilute the easy brand too much, but Stelios will no doubt find a gap in his hectic schedule to celebrate the easy brand's 10th anniversary this year.


The health secretary is still finding her feet, having moved from the Department of Trade and Industry in May following the general election. The MP for Leicester West has taken up the post at a crucial time for marketers, as the government takes on smoking, binge-drinking and obesity. Following last year's White Paper on public health, it will largely be up to Hewitt, along with culture minister Tessa Jowell, to decide the extent to which the government co-operates with the food and drink industry on issues such as labelling and advertising.


For a man almost as well-known for his ballooning as his entrepreneurial skills it is no surprise that Branson is mixing his business sense with his love of adventure. This year saw the launch of Virgin Galactic, which is aiming to develop 'space tourism' by launching five 'Spaceliners'. Meanwhile, Virgin Atlantic, the mainstay of his operation, reported a jump in profits, which the airline claimed could have been higher had fuel prices stayed stable.


As P&G's vice-president and general manager for UK & Ireland, Ciserani faces the daunting task of overseeing the UK implementation of the company's merger with Gillette. The £30bn deal will add mega-brands such as Gillette, Duracell and Oral B to his remit and see P&G become a serious player in the male-grooming market for the first time. A native of Verona, Ciserani studied economics at the Universita Bocconi in Milan, driving trucks in his spare time to pay his way. Married with two sons, his renowned drive is pushing him up the P&G ladder.


Keith Weed is a shining example of a marketer who has successfully progressed to a general management role. As group vice-president for homecare at Unilever, a global marketing and brand development role, he controls power brands such as Dove and Persil. He also actively promotes the industry as president of The Marketing Society, where he works hard to push the positive impact that marketing has on business. Until recently, he was also vice-chairman of the Advertising Association, but stood down last week after six years in the role.


Moss has had a hectic 12 months and by his own admission has not seen much of home recently. In the new role of chairman for Europe for The Number, he is leading 118 118's international expansion and has given the green light to launch in France and Italy. However, his absence from the UK has not diminished his stock here; his team continues to receive plaudits for livening up the sector with its ubiquitous runners campaign. Moss is insistent that his promotion does not mean he is moving away from The Number, but day-to-day running of the business is being handed to former MFI marketer Mark Horgan, who joins later this summer as chief executive. This has fuelled speculation that Moss may be searching for his next challenge.


This time last year Asda was busily consolidating its position as the number two supermarket in the UK, launching non-food store Asda Living. Corporate marketing director Pilling continues to react to changes in the retail environment, announcing plans to take a bite out of Boots' health and beauty market with the launch of an own-label offering under the George brand. At the start of the year, he signed up Sharon Osbourne to front its ads.


Teasdale has been Masterfoods' marketing director for 13 years, but the past 12 months have seen its confectionery division in the limelight more than he might have wished, as chocolate bars became a whipping boy of nutrition lobbyists, and its flagship Mars bar suffered a slip in the UK. As part of a global decision, Masterfoods moved its confectionery advertising from Grey into TBWA and BBDO. With the health debate unlikely to subside any time soon, Teasdale's job will be even harder this year.


Morgan has caught the eye with her handling of pressure over the past five months. Promoted from within to replace the retired John Hawkes, the UK marketing chief has had a lot to cope with, from the raging of health activists to the PR nightmare of Morgan Spurlock's SuperSize Me film. Her calming influence, however, has ensured the under-fire brand has kept the wolves at bay. She has won plenty of fans in the process, and was included on the shortlist for The Marketing Society's Marketer of the Year award.


As associate director of media at the UK's biggest advertiser, Balderston is the man no media agency can afford to ignore, while a forthright approach to sensitive industry issues makes him a key contributor to ISBA's executive committee. P&G's ongoing deal with Gillette will have the former striving for synergies and efficiencies of up to $16bn (£8.9bn). Media expenditure is an obvious target and Balderston will seek to drive prices down further.


The man in the top job at Unilever remains an unknown quantity compared with his predecessor, Niall FitzGerald. But with a background in finance, he would have hoped to have slipped into the new role of chief executive with greater ease than he has. His first significant move since taking the reins was to offload famous-name perfume brands including Calvin Klein and Lagerfeld. Cescau is something of a nomad when it comes to work, having held roles on no fewer than three continents during his time at Unilever. Now he has the top role in the UK, it will be interesting to see how long he sticks around.


The irrepressible Hytner joined Barclays Bank in October as group brand and UK banking marketing director. The first fruits of his work will be seen this autumn when the former ITV marketing and commercial director unveils a new brand positioning, having axed the bank's 'Fluent in finance' campaign soon after he joined. The positioning, likely to put a more human face on the banking industry, is nearly in place, and Hynter's priority is now to achieve buy-in from the bank's 40,000 UK staff.


A hectic 12 months for Florsheim, BSkyB's man-aging director, sales, marketing and interactive, began with the shifting of Sky's media business out of Universal McCann into MediaCom, with an accompanying 50% hike in the budget to £75m. The increase is needed to meet an aggressive subscriber target of 10m by 2010, with 25% penetration of Sky+. Florsheim also overhauled the brand identities for Sky One and the overall Sky brand. Recently, he has overseen the simplification of subscription prices and the launch of a Sky credit card, which can be used for home-shopping and pay-TV services. His next challenge will be the launch next year of HDTV, which improves the viewing experience.


The year's single biggest marketing issue has undoubtedly been healthy eating, and as director of the Food Advertising Unit at the Advertising Association, Preston has been at the centre of it. A former managing director at Cereal Partners, he has played a vocal role in proceedings. Preston has recognised consumer concerns and embraced the need for change, but has also sought to protect the interests of advertisers from those who seek a total ban on ads by 'unhealthy' brands. Not one to be afraid of courting controversy, Preston's warnings that not all statistics regarding healthy eating should be believed sparked a war of words with the government that is sure to continue to rage in the coming year.


Geddes became Royal Bank of Scotland's retail managing director for strategy and marketing 15 months ago. His brief was to develop strategy and marketing for the RBS and NatWest banks. A popular marketing figure, Geddes is seen by those within the industry as a man at the top of his game. In a sector notoriously unsexy for marketers, it takes some doing to stand out from the crowd, as Geddes has. He is spearheading the financial service group's expansion programme, involving the creation and acquisition of brands.


The understated Sharpe is not a man who hits the headlines regularly, but as Unilever's UK media manager, he is responsible for the FMCG giant's key media decisions. In the past year he has adapted to life under the Contract Rights Renewal system governing ITV airtime sales, and begun to work with a new agency following the appointment of MindShare to Unilever's £700m European media account. His influence extends beyond his role at Unilever, as he also sits on ISBA's executive committee.


The smooth Italian has been UK & Ireland marketing director for P&G's fabric and homecare brands since late 2003, responsible for household names such as Ariel, Bold and Flash. In recent months he has overseen the £2.3m relaunch of Daz and signed up Bliss, an organisation that helps premature babies, as Fairy Non-Bio's first charity partner. Casareto also handled the expansion of Fairy's washing-up portfolio with pump-action variant Fairy Action Foam - a product that has landed P&G in hot water with environmentalists, who are concerned that the product will encourage wasteful water usage.


Google is still very much a brand name on people's lips, but in spite of continuous innovation, it is finding that its time in the spotlight is starting to run out. European marketing director Twohill is responsible for ensuring that this does not happen so that it can realise its ambitious expansion plans. Google is a highly secretive organisation and marketing to date has been low-key. However, there has been speculation that Twohill is gearing up to appoint an advertising agency in the UK for the brand's first major campaign outside the US. A former Opodo marketer, Twohill is well-equipped to develop Google's digital business, and her skills will help the company's efforts to continue leading the pack in a highly competitive sector.


There is no let-up for Dixons Group's long-standing chief executive. The past year has been tough, as the group's flagship Dixons chain has been forced to close more than 100 underperforming stores, and questions have been asked about its future amid growing competition from supermarkets. With retail sales slowing and the group planning to expand internationally, the coming year looks set to be just as daunting. Despite these pressures, it seems that Clare, whose background is in marketing, still has time for one further challenge - he is set to replace Cadbury Schweppes chairman John Sunderland as president of ISBA.


Oades' progression up the Coca-Cola ladder to GB president came with astonishing speed, but the past year has tested her ability to the full. She has taken a more forceful line on key issues such as advertising to kids through her role as an ISBA council member, and has been called on to publicly outline Coca-Cola's plan to encourage active lifestyles, becoming a regular contributor to the health debate. Strategically she has had a busy year. Her decision to launch orange juice brand Minute Maid across Europe was bold and its success will be crucial to Oades' fortunes.


Marsden is often described as an 'old-school' marketer - he started out at Unilever nearly 30 years ago - but he has done more than most to keep up with the times. As category director at Britvic, he has responded to the backlash against unhealthy drinks that has seen the firm's sales fall 3% with the launch of Tango Clear and the purchase of Pennine Spring water. However, a drop-off in sales of the core Tango product must still be addressed. Outside Britvic, Marsden is chairman of ISBA's executive committee and a director of the Broadcast Committee of Advertising Practice. He also sits on the government's Advisory Committee on Advertising.


A rising star, Fennell joined Diageo's UK marketing team last year from the company's US operation, where he was global brand director for Smirnoff and rums. Taking over from Syl Saller as marketing director, he manages a portfolio that includes Gordon's Gin, Pimm's, Guinness and Smirnoff. With responsibility for a £50m UK advertising budget, in January he was promoted to the role of marketing innovation director, Europe, reporting to Andrew Morgan, president, Diageo Europe. Fennell's responsibilities could be about to get broader as the company closes in on brands that will need to be sold off as part of the proposed Pernod-Ricard merger with Allied Domecq.


It has been a challenging year for Mackenzie who, having moved to HP from BT, has had to learn an entirely new industry. The early indications are that she is enjoying her new role as EMEA vice-president of marketing, despite spending most of it on planes and in high-level meetings. Mackenzie is responsible for chairing HP's UK marketing council as well as managing a near-£30m media spend and its UK agencies. It is all very different from her role at BT, but she is still heavily involved in the wider marketing community and her inimitable style means that she will make her mark. In the meantime, her work with The Marketing Society ensures that she remains at the forefront of industry debate.


Neath's background is in food - he was chairman of Unilever Bestfoods UK before being named chairman of Unilever UK last July - and it is a topic on which he remains outspoken. Having taken up the role of president of the Food and Drink Federation at the start of the year, he has led the defence of the industry during the obesity debate, and will spearhead attempts to work with the government to tackle what he has described as 'the legitimate question of public health'. Born in East Africa, he joined Unilever in 1977 and has worked for the company around the world, rising through the ranks in marketing and sales. His next challenge will be to turn around a poor sales performance.


Toyota has had a quiet year, but while commercial director Philpott is in the public eye less than his larger-than-life predecessor Mike Moran was, he continues to boost the marketing's profile in the sector. Philpott, who also oversees the marque's humor-ous ad campaign, is an influential figure in the car industry, having previously been in sales at Ford. He is also an ISBA council member.


When White was parachuted into Nestle Rowntree as managing director in December 2003, the New Zealander was under no illusions about the scale of the challenge he faced. He was vocal in his attack on its brand strategy, retailer relationships and advertising. A year-and-a-half on, he has made an impact, notably on the flagship Kit Kat brand, axing its 'Have a break' slogan, launching an endless stream of variants and shifting spend from advertising to promotions. Sales have started to improve, but with his self-imposed two-year deadline for turning the company around fast approaching, it remains to be seen whether White will leave a lasting legacy.


Salmon is a familiar marketing figure and her appointment to ITV in mid-January was a popular one. She started her job as marketing director fresh from climbing Mount Kilimanjaro, so she clearly embraces a challenge. It is believed she accepted the role, with its modest marketing budget of £3.8m, only after it was broadened to include a remit for programming and digital channel development, indicating the tough persona behind her charm. Since her move from the AA, she has created a new identity for the broadcaster ahead of its 50th birthday celebrations and switched the media buying account from Starcom to MindShare. She is also overseeing a pitch to appoint a new advertising agency.


After concentrating marketing efforts on The Sunday Times and the Saturday edition of The Times over the past few years, marketing director Mullins has now trained his guns on The Daily Telegraph's market-leading position with a trade campaign that claims the Thunderer has outsold the Telegraph on full-price copies since the launch of its compact edition. Six-month ABCs for December-May show The Times' sales up 3.6% on last year, with The Sunday Times up 0.2%. Mullins has also overseen a relaunch of The Sunday Times' 'The Month' in DVD format, and was a key decision-maker in calling a review of News International's £30m media business.


Six years ago Innocent marketing director Reed and two friends gave up their jobs to launch a venture into the then-untapped UK smoothie market. Today, fun-loving Reed heads a company embarking on its first TV ad campaign, a sure sign of 'making it' as a brand. Two years ago he was named Ernst & Young Entrepreneur of the Year, and earlier this year he was a nominee for The Marketing Society's Marketer of the Year award. He also has a seat on the government's Small Business Council. The next big challenge Reed faces is to move the Innocent brand from the niche smoothie sector into the volume juice market.


The darling of adland, Thompson's 'Power of dreams' marketing campaign has catapulted the head of marketing and the Honda brand into the limelight. His novel approach to advertising in a market sector that traditionally is predictable has won him the support of the creative industry, although some purists remain unconvinced of its true effectiveness on a business level. That said, the firm's 'Grrr' ad won the Grand Prix award at this year's Cannes ad festival and the brand is firmly on the lips of the industry. With PR like this, Honda has successfully re-established itself in a tough market.


O'Brien, BA's general manager, UK & Ireland (marketing), has been instrumental in re-establishing its business in the aftermath of the 2001 US terrorist attacks and the war in Iraq. She has not been afraid to pour cash into brand initiatives and NPD to help the carrier regain its status as the 'world's favourite airline'. A BA lifer, O'Brien is now plotting her next move, which will involve a complete overhaul of the Club World service.


Turning Roman Abramovich's millions into a commercially viable business was never going to be easy, but Kenyon is not a man to take his job lightly. The only top-flight chief executive in football with a marketing background, he has applied method to the spending madness. He discarded Umbro in favour of a more lucrative Adidas contract and secured a record-breaking sponsorship deal with Samsung. With the Premiership trophy in his cabinet, an expanding global fanbase and millions to spend, he is unlikely to change his approach.


SABMiller's global marketing director cut his teeth at Unilever, working there for 11 years before setting up his own agency, Added Value. Having sold the business to WPP in 2002, the prestige of working for SABMiller lured him from agency to client-side. Sherrington travels the world managing the company's brands, including Miller, Pilsner Urquell and Peroni beers, and will have had a close eye on the Far East and expansion in China. And he still found time this year to appoint Mother to the global ad account for Miller Genuine Draft.


Chief executive Crozier, who once promised to resign if the beleaguered Royal Mail did not improve, has just received a £2.2m bonus for a job well done. Aside from the predictable press outcry once this financial boon came to be public knowledge, it is hard to argue with the positive effect Crozier has had on the organisation with his resolve to initiate major changes, the latest of which is a plan for part-privatisation.


Hood, a former director of dealer operations, took on the chief marketing role early last year, fulfilling a trend for Ford marketers to be promoted within the company. His brief was simple: halt the UK's biggest car manufacturer's slide in sales. Ford is now holding its own as market leader in one of the most competitive sectors. Since taking the helm, the car-loving Hood has taken Ford's marketing down a more retail-focused route.


As O2's customer director, Keers may have disappeared from the limelight over the past 12 months, but she has been busy behind the scenes. Having taken on the board-level role and handed over the marketing and brand reins to former NTL man Russ Shaw earlier this year, Keers has masterminded O2's customer-focused strategy, which has seen increased investment in both its call centres and its retail business. While O2's future may appear uncertain, with ongoing rumours of takeovers and mergers, Keers has established herself as one of the UK's most proficient telecoms marketers.


The past 12 months have been difficult for ITV, but could have been much worse without the efforts of managing director Duff and his sales team. In the first year of Contract Rights Renewal, ITV1's audience was down 6.5%, which could have translated into a £100m fall in revenue. However, persuasive negotiations saw half that figure move back into ITV2. It looks as though a similar feat will need to be achieved this year, with ITV1 audiences down 10% at the half-year stage. In the second half, Duff will hope to benefit from the activities planned around the network's 50th birthday in September. He has also been a leading a light in the launch of TV marketing body Thinkbox.


As Levi's European brand president, Wilson has overseen a £21m marketing investment across Europe, centering on the bold decision to use Shakespearean dialogue in a campaign targeting 18- to 35-year-old men. His strategy appears to be paying dividends as Levi's sales have strengthened in recent months, thanks principally to a renewed focus on its flagship 501 brand. An ambitious Scot, Wilson has designs on reaching chief executive level and after 15 years at Levi Strauss, a promotion cannot be discounted. Much will depend on whether this year's marketing investment comes to fruition.


It has been a tough year for M&S' slick chief executive, but bringing the retailer back from the brink was never going to be easy. Since fending off a takeover bid from retail entrepreneur Philip Green, Rose has been immersed in his aim to return the retailer to the public's hearts and minds. Earlier this year M&S announced a fall in pre-tax profits of about 19% for last year. Rose admitted the outlook for the business remained 'challenging', but insisted the recovery was still on course and the fall in profits was due to price-cutting to clear excess stock. He will need to call on all of his experience - gained as chief executive of Green's Arcadia as well as 17 years at M&S - to bring the company back up to scratch.


Patton has quickly made his mark in the year since his promotion from PlayStation to lead the brand marketing of Sony's main business. The vice-president of marketing introduced 'Like.No.Other' as an umbrella brand slogan and is seeking to revive the company's fortunes by focusing on advertising and brand initiatives, including a global football sponsorship deal with FIFA. Having worked at Sony for more than 13 years, he is well placed to know what works, and is keen to make an impression on boss Chris Deering, his former manager at PlayStation.


Regulatory pressures on advertising have increased over the past year, making for a volatile market. One of Earnshaw's responsibilities as ISBA director-general is to defend members' rights to advertise responsibly, free from disproportionate regulatory constraints. He has consistently said those rights were being undermined by government proposals. The former Mars marketer has also been working on formulating structured agency payment models. With procurement a controversial subject, he has managed to bring key people to the discussion table from both sides of the advertising business.


Gasperment has held a number of management posts in her 18 years at L'Oreal, and now, as managing director of L'Oreal UK's consumer and professional products division, this soft-spoken French woman holds the ultimate marketing responsibility for a brand portfolio that delivers 70% of the company's UK turnover. As well as its mass-market cosmetic and skincare brands, she oversees professional haircare brands Redken, Matrix, Kerastase and L'Oreal Professionel.


Weller's decision to move to Argos from Sainsbury's after being bypassed for the supermarket's top job was seen as a shrewd move at the time. Sainsbury's was foundering in the wake of Tesco and Asda, while Argos remained the biggest seller of non-food products in the UK. Now, however, as low consumer confidence has hit the retailer, the former Mars marketer will need to retain her ready smile and sense of humour as she fights back against Argos' first fall in like-for-like sales in six years. Weller is reviewing the company's advertising business, currently with Euro RSCG, and will look to make the most of its strong position in the catalogue market - it is already in about 70% of all UK homes.


Virgin Atlantic stands on the positive side of Sir Richard Branson's hit-and-miss approach to brand launches. Better service and lower costs remain the focus of marketing director Copus' strategy. Under her, the airline continues to go from strength to strength, and has hired 1500 extra staff to support the rapid expansion of its long-haul route network. Virgin Atlantic has always been an airline of firsts - the first to introduce free limos, drive-through check-in, onboard bars and even onboard massage in Upper Class. And this year has been no exception, as Copus has introduced podcasting and even a loyalty scheme for pets.


Gilson was handed the role of retail sales director at Vauxhall with a brief to take on UK market leader Ford. The sales gap between the two companies seems to be narrowing, but this could be more to do with a drop in Ford's sales rather than any resurgence in Vauxhall's fortunes. Gilson has restructured the agency roster in an attempt to turn around the brand's fortunes, and has handed both its dealer account and the £30m pan-European Vectra launch to Delaney Lund Knox Warren. Gilson is also placing a lot of faith in the new Zafira, which launches in July and is reported to have received advance orders 140% above Vauxhall's original sales target.


Excitable American Drnec continues to take the Red Bull energy drink brand into areas where others fear to tread. The Vietnam veteran has had an eventful year, topped by the acquisition of a Formula One team at a time when the sport's fortunes have never been so low. Despite this somewhat bizarre move, the energy drink continues to fare well with its student and young adult target audience while aggressively branching out into new areas. The arrival of rival brand Rhino in the UK may make managing director Drnec's life more difficult during the coming months, but you can bet the Red Bull leader won't shy away from the contest.


Both Smith's day job and work with the Marketing Society are undergoing change. Last month the director of marketing at British Gas was named chairman of The Marketing Society, where he intends to get marketers closer to their finance departments. A few days later came the news that British Gas is splitting the company into two divisions, each with their own management. Smith will continue to oversee strategy and residential energy marketing, although the marketer heading the home services division will not report to him.


When Morgan handed in her notice 11 months ago as Halifax Bank of Scotland's head of marketing, she was leaving to take up a role with a brand that has perhaps more potential than any other in the marketing industry. As The Co-operative Group's first group marketing director, she is responsible for bringing consistent branding to this highly diversified outfit, with activities ranging from financial services and convenience stores to furniture outlets. Potentially holding it all together is an underlying ethical stance developed during the heyday of the co-operative society movement and refined on the financial services side of the business in the 90s. It will be interesting to see how the former Boots marketing chief pulls these strands together.


The influence of the Advertising Standards Authority director-general on the industry grew threefold last year after the biggest change in advertising self-regulation in more than 40 years. The ASA has now widened its remit from print ads, posters and direct mail to include TV and radio. Graham has overseen the reinvention of the 43-year-old organisation, complete with a new logo, as a one-stop shop for consumers to register complaints about advertising. Things have moved on so much that gripes can now be registered over the telephone and online.


Clift was recently appointed group vice-president of global personal care at Unilever as part of a shake-up designed to simplify the company's Byzantine management structure. In this role he oversees the worldwide strategy, brand development, innovation and advertising of brands such as Lynx and Sure. The immediate challenge he faces is turning around a fall in sales - despite the UK success of brands such as Dove and Sunsilk, Unilever's global personal care turnover fell 5% in 2004. Clift's flair for languages has helped him through Unilever stints in Portugal, Austria and South America.


A year after leaving Muller Dairy, the Marketing Society's 2002 Marketer of the Year has set about making his mark as chief executive of Weetabix. Even though the flagship Weetabix cereal has outsold Kellogg's Corn Flakes since 2002 and its FCB-created ads won an IPA effectiveness award, Wood has set his sights higher and awarded DDB London the company's £12m advertising account.


Today (Wednesday), the chief executive of London 2012 will be crossing his fingers in Singapore before the International Olympic Committee 2012 vote. Mills, who is also chairman of Nectar owner Loyalty Management UK, is a pioneer of the UK customer loyalty industry, having founded Air Miles in 1988. If London triumphs over Paris, he will be one of the UK's most popular marketers. Failure will lessen his clout considerably. That's a tough job.


Following the scandal of the Daily Mirror's publishing of faked pictures showing Iraqi prisoner abuse, and her subsequent sacking of editor Piers Morgan, Trinity Mirror chief executive Bailey has spent the past 12 months introducing the first phase of her 'Stabilise, revitalise, grow' strategy; 2004 saw a 5.8% increase in turnover and a 20.9% improvement in operating profit for the group. However, no such revitalisation is apparent for the group's national newspapers - in May, sales of the Daily Mirror were down 3.6% on last year. Bailey is now focusing on the group's regional papers, many of which have been relaunched in tabloid format. She has also identified digital operations, linking national and regional brands, as a major growth opportunity.


After taking something of a battering over the past couple of years from a myriad of new rivals, the AAR's owner and director of advertising has fought back and steadied his business. Although things may never be quite as rosy as they once were, overseeing pitches for Lloyds TSB, News International and, currently, Argos and its £35m business, Jones' client list remains the envy of his rivals. On a personal note, Jones also has plenty to celebrate. At the time of writing, he is on paternity leave, spending time with his wife, Julie, and new baby son Jack.


Hanson got a second crack of the whip at HBOS' top marketing job when he was reappointed as marketing chief last November. Having held the post between 2001 and 2002, Hanson returned to the UK's biggest mortgage lender after Zoe Morgan (ranked 62) quit to take the top job at the Co-op Group after only three months with HBOS. Hanson immediately oversaw a competitive agency pitch for its direct marketing business and provided the stability needed for the brand to make a realistic assault on the 'big four' banks. The recent loss of colleague James Boulton to HSBC has plunged the firm back into some uncertainty, though, and Hanson must now work hard to ensure momentum is not lost.


UK marketing director Seager was cherry-picked to instil a new philosophy into the disparate Scottish Courage business after a lifetime working for Procter & Gamble. Within 12 months, he has reduced significantly the weight of marketing activity to do 'fewer things better' and has witnessed sales growth in all four core brands: Kronenbourg 1664, John Smith's, Strongbow and Foster's. Seager's corporate style has ruffled a few feathers within ScotCo, and not all of his work has received widespread acclaim - most notably the Strongbow 'whale' ad - but it is difficult to argue with the bottom-line figures he has produced within a short space of time.


Marketing director Doyle has had a less stormy, if less glamorous, year than last, not having had to ditch any Hollywood stars following convictions for air rage. The 39-year-old Irishman, father of twins, is a Bacardi veteran, having joined from Procter & Gamble in 1992 to run a product development project that eventually turned into Bacardi Breezer. He has this year overseen the appointment of Fallon to Bacardi's £10m UK ad business after ending its 10-year relationship with McCann-Erickson; difficulties still exist, as Doyle searches for a creative strategy that will appease stiff restrictions placed on advertising alcoholic drinks. He is keen to voice his opinions and The Marketing Society often turns to him for advice on the state of the industry.


It took the BBC nine months to come up with the name of Tim Davie as its marketing director. The former PepsiCo man was originally approached for a similar role at ITV before turning it down and finally ending up at Auntie. Not one to operate in the limelight, Davie is going to have to get used to the glare of the media rapidly; his first task at the BBC will be to axe a quarter of its 480 marketing jobs as part of a drive to find £57m of savings. He may also have to deal with a wave of unrest from within the Corporation, given the number of internal candidates who were overlooked for his post.


As marketing development director of Unilever UK Home & Personal Care (formerly Lever Faberge), Hill is responsible for brands including Dove, Lynx, Sure, Impulse and Sunsilk. The transformation of Dove into a broad personal care brand used by 7.2m British women a week is undoubtedly the feather in her cap. The novel thinking behind the brand's campaign, using real women rather than models, is typical of Hill's fresh approach, and has seen her earmarked for progression by the Unilever board.


A man not afraid of being unpopular, Baker has some tough decisions ahead to turn around the fortunes of one of the high street's giants. The chief executive has already slimmed down the company's offering, and pledged to focus on core areas such as health and beauty. A full recovery is still some way off, but Baker will want to put the recent profits warnings behind him as soon as possible.


As Ken Morrison's marketing lieutenant, Bates was prevalent in the deal that shook the supermarket industry, as Safeway fell into the hands of its northern rival. Since the highs of that buyout, times have been tough for Morrisons, with boardroom scuffles and four consecutive profit warnings. Undeterred, the marketing services director has looked to create momentum - the potential launch of an in-store TV network is indicative of his desire to take on the company's big three rivals at their own game. With a little help from the boardroom, the hard-working Bates could yet put Morrisons on the map in an industry that views its every move with suspicion.


3's chief operating officer played professional golf for eight years before entering the business world. His competitive edge, gleaned from hours on the green, will have been useful preparation for the past 12 months. As the UK's first 3G network, 3 has found itself up against severe market pressure as one by one each of its rivals has launched their own next-generation services. The mobile market continues to evolve at a pace, and 3 will have to do likewise. While the firm has stabilised, Jones is aware that there are still some tough times ahead.


International marketing director Strudahl has a reputation as a tough businessman and over the years has talked down the price on a number of sponsorship deals in Carlsberg's favour. The brand's ties with football were under pressure this year, with rumours of a withdrawal from its shirt sponsorship of Liverpool amid a change of strategy toward stadium pouring rights. Not one to let the brand's positioning slip, Strudahl renewed the Liverpool association, despite the club's desire to increase the cost following their Champions League victory. Expect more of the same when it comes to negotiating a new deal for the UEFA European Championships.


It has been a busy year for Npower and Peake, its head of customer marketing. In late 2004, amid rising energy prices, Peake unleashed a price-based ad campaign to attract disgruntled British Gas customers, and recently followed this up with a price offensive in Scotland. He has also continued the brand's sports sponsorship strategy, renewing a deal to back the England cricket team's domestic Test matches and promoting its status as official energy supplier to the new Wembley Stadium. On top of this, the company has played a part in a £3m energy efficiency campaign for the Energy Saving Trust.


Alright, so he is our boss, but there is a strong argument that Lord Heseltine leader has earned his marketing stripes. Earlier this year, he replaced Camelot chief Dianne Thompson as president of the Chartered Institute of Marketing and he has been advocating the argument for marketing at a number of high-profile industry functions. Owner of Marketing, Campaign and now Media Week, he is truly a voice for the industry.


Pringle must be doing his job right, as the latest census report from the Institute of Practitioners in Advertising showed that more people are working in advertising than at any time in the past 30 years. The outspoken director-general is the link between government and the industry, so has felt the pressures of lobby groups more than most this year. A fan of tennis and the exercise bike, his commitment to health makes him less of an easy target for the hecklers in the obesity battle.


The man responsible for Jamie Oliver's advertising career has initiated major changes at Sainsbury's in the past 12 months to claw back the sizeable gap opened up by Tesco. As well as repitching its £47m ad business, King has also strengthened the marketing team with the appointment of several senior figures. His primary task has been to make Sainsbury's relevant in a market that has changed substantially; the challenge facing him still borders on mountainous. The emergence of Oliver as a voice for the people has not done the Sainsbury's brand any harm, however, and King is notorious for his fighting spirit. He may need it.


Thompson's networking skills, charm and business-like manner continue to pay off. Haystack's high-profile managing partner (Alan, her partner, continues to let his wife steal the limelight) has secured a raft of new business, overseeing pitches for Sainsbury's (£47m), Direct Line (£40m) and Weetabix (£9m). Haystack's assault on the AAR's core business shows little sign of letting up, and this year it extended its offering to handle media pitches, kicking off with the £5m UKTV brief.


Kydd has strong views on an industry that changes by the day, and he is not afraid to voice them - which is why he fits in well at Virgin. Loyal to a brand he has nurtured for six years, Kydd has overseen a celebrity-filled advertising strategy that has driven customer growth beyond expectations. Not that the brand director is resting on his laurels: product launches such as the Lobster-branded handset line suggest that he is not scared of taking on the global manufacturers.


Mansfield is at the fore of the £700m GCap business, formed by the merger of Capital Radio and GWR Group. While the entity holds significant influence, the radio market's fragmentation and poor advertising sales have placed it under immediate pressure. Rumours have already begun about a power struggle between chief executive Mansfield and his counterpart from GWR, Ralph Bernard. Mansfield's expensive decision to recruit Johnny Vaughan to front the Capital breakfast show, which has produced mixed results, has added to the pressure.


The controversial ex-LloydsTSB managing director has re-emerged into the limelight as chief executive of SwitchCo, the government body responsible for co-ordinating switchover to digital television. Armed with a £20m marketing budget, Ennals has created a predictable shortlist of four agencies for his account, with the first activity expected later this year. A lot is riding on Ennals succeeding, especially given the ongoing doubts over the government's faith that switchover can be achieved by 2012.


Rumbol has barely had time to draw breath in a busy marketing year for newly formed brewer InBev. The integration of Interbrew and Ambev last year created a portfolio of brands totalling over 200 globally. Rumbol will launch Brahma, Inbev's third global beer brand, into the UK later this year, and is focusing on the speciality beer category, making the decision to launch Artois Bock, a 6.2% ABV lager that was the predecessor to Stella Artois, and investing in the Leffe brand. A key council member of The Marketing Society, Rumbol is keen to elevate his personal status within the industry.


Malcolm Glazer's controversial takeover of United has propelled the world's most famous sports brand back onto the front pages, and the challenges for marketing director Draper have never been greater. All the club's sponsorships, except Vodafone and Nike, expire next year, and the new owners are looking for 76% growth in commercial revenue over the next five years. Fans' attempts to bring in rival sponsors and boycott season tickets have fizzled out. But resentment of Glazer and two seasons of relative failure on the pitch will test fans' loyalty to the brand. Draper will be praying for a good start to the coming season.


While co-chairman of Unilever, FitzGerald held the top slot on the Power 100 four years in a row. The shine on his time at the FMCG giant is slightly less bright now it is clear that Unilever's five-year 'Path to Growth' strategy, which included focusing on fewer brands, failed to hit all its targets. Though his tenure as president of the Advertising Association has come to an end, he remains a leading industry figure. As chairman of Reuters, FitzGerald is using his experience to guide the news agency in its drive to deliver news and financial information direct to consumer's mobile phones and other digital devices.


The past 30 years have seen The Body Shop succeed in taking Anita Roddick's entrepreneurialism and turning it into a familiar sight on the high street. King, the brand's global marketing director, has been tasked with the next stage in The Body Shop's evolution, initiating this year the most far-reaching change the chain has seen in its history. A new store design is the most visible part of the revamp, but this is being supported by initiatives such as the launch of a loyalty scheme and a fresh slogan, 'Made with passion'. A former Mothercare marketer and an experienced veteran of retail marketing, the odds are firmly on King's remake propelling The Body Shop brand forward, despite the retail sector's lacklustre performance in recent months.


Bray's mission when he arrived at Wrigley two years ago was to oversee its expansion from gum products into confectionery. It has proved no easy task, given the public's focus on obesity. Armed with a £17m annual marketing budget that recently stretched to sponsorship of Channel 4's teen soap Hollyoaks, the marketing director must be on his guard if political bantering is not to damage the Wrigley brand.


Palmer and his four fellow executive directors pocketed a cool £5m for their role in turning Green & Black's from a niche organic chocolate brand into a primary investment target for confectionery giant Cadbury Schweppes. Green & Black's' phenomenal sales growth in a market beset with problems has seen Palmer lauded as a trailblazer, and helped him pick up The Marketing Society's Marketer of the Year award. Palmer denies that the Cadbury buy-out will impinge on his creativity. However, the champion of small businesses is likely to find the corporate structure of a conglomerate a different proposition to that of a privately owned brand.


The man behind the most commercially prosperous sports league in the world is about to face one of his toughest tests - keeping the whole thing together. Malcolm Glazer's arrival at Manchester United and the growing impudence of Chelsea's actions have added to a belief that the top clubs think they are bigger than the league. The commercial greed of some clubs in pressuring for a break-up of the Premier League's collective TV rights strategy could sound the death knell - and Scudamore knows it. However, the league's chief executive is an astute politician and won't be bereft of ways to maintain the vast commercial revenues that plough into the Premiership coffers every year. The clubs languishing at the bottom of the league, which rely on the parachute payments of the collective rights agreement, will certainly hope so.


Burkitt has tightened up The Marketing Society's membership criteria, purpose and image since becoming chief executive in April 2003. Earlier this year, the former Burkitt DDB chief unveiled a manifesto to guide the industry's development after commissioning research on the views of marketers and chief executives. The document sparked debate surrounding the industry's need to move forward, and Burkitt's layout of a number of action plans have ensured that, unlike other white papers, his manifesto will lead to change.


Thomson not only bought the infamously irritating Connie to millions of screens, but last year killed her off too. Under Thomson's leadership, AOL has cemented its position as one of the country's leading broadband firms and through a number of lucrative partnerships, including a tie-up with Live 8, it is now at the forefront of digital entertainment. On the marketing front, Thomson has been equally busy following the departure of top marketer Sharon Lang, and earlier this year she was promoted to chairman of AOL UK, while retaining her role as chief executive.


Brennan travelled the world with Kellogg before landing its top UK marketing role last summer. A career path that has taken him from central Europe to Australia and New Zealand has stood him in good stead as he has staunchly defended Kellogg's market share from a raft of 'healthy' rivals. Kellogg is not renowned for its industry comment, but Brennan has taken a strong stance in actively supporting the need to improve the nation's health.


Dormandy's appointment as chief marketing officer of Orange last year raised a few eyebrows across the industry. A year on and he has already had a positive impact on the France Telecom-owned mobile giant. Although the brand has yet to return to the heady heights of the 90s, he has steadied the ship and brought a consistency to its advertising, ending a series of strategic changes. Most notably he has resisted the temptation to review its ad business, which has been much speculated. Having held senior strategy roles at Egg and Virgin, Dormandy has established himself in a short time at Orange, but the primary task remains to ensure that the one-time mobile challenger can regain its past status.


Cook joined Cadbury as a marketing graduate trainee in 1986, but her big break came a few years ago when she oversaw a review of Cadbury Trebor Bassett's entire commercial strategy. Now, with Cook as UK marketing director, Cadbury is on a roll. It is about to invest £40m in upgrading its Bournville factory in Birmingham, and after her decision to boost its marketing spend on its main brands, Dairy Milk sales have grown to £320m a year.


Newcombe is one of few women who have secured a high-profile position in the male-dominated motor industry, and, crucially, she has managed to stay there. Skoda's marketing chief is known for her no-nonsense approach and getting her ideas understood and executed. Her credibility, gained for rejuvenating the Czech car marque, has been increased further this year, when she oversaw the launch of the car's most self-confident ad campaign in over five years. Newcombe decided it was time to turn the outdated jokes about Skoda on their head, and its slick campaign now emphasises the quality, design and engineering of the VW-owned brand.


Sony PlayStation is set to undergo a transformation in the UK, with the hotly anticipated launch of its first handheld console, the PSP. As marketing director, Duncan will oversee his first major product launch and is busy developing a multimillion-pound campaign. Promoted to the top job last year, Duncan is a PlayStation lifer and one of the brand's youngest ever marketing chiefs. He now faces a critical 12 months, with PlayStation's dominance of the market threatened by several rival launches. But the launch of the PSP and the ensuing marketing activity should ensure that it retains pole position.


Wristbands. Bloody everywhere - and the man responsible rides a bike for a living. Well, OK, Armstrong is more than a professional cyclist. A potted history would read: sometimes world-class cyclist, diagnosed with life-threatening testicular cancer, abandoned by some (now foolish-looking) sponsors, fights, lives, gets back on bike, wins Tour de France a record six times in a row. Then there is the Lance Armstrong Foundation he set up in 1997 to empower people living with cancer. Just last May, bankrolled by Nike, it began selling the $1 yellow rubber bracelet now seen on 50m wrists worldwide. That's right, in the extraordinary Armstrong story, the wristband that spawned a multi-coloured cultural phenomenon is little more than a footnote. But before you get sniffy about their ubiquity, remember that before the wristband, showing support for charity meant the decidedly less stylish lapel sticker or red nose strapped to your car.


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