IVML Credentials
Upcoming SlideShare
Loading in...5
×
 

IVML Credentials

on

  • 1,244 views

 

Statistics

Views

Total Views
1,244
Views on SlideShare
1,228
Embed Views
16

Actions

Likes
0
Downloads
15
Comments
0

2 Embeds 16

http://www.linkedin.com 15
https://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    IVML Credentials IVML Credentials Presentation Transcript

    • agency credentialsintermarkets VML
    • the world haschanged.so have we…
    • the―age of ENGAGEMENT‖
    • a new modelthat hastransformedhow agencieswork today.
    • one that is builtto meet theneeds oftomorrow‘sclients andbrands.
    • our vision is based on a simple principle
    • a new agencythat taps intothe needs oftoday‘sconsumers andthe world theylive in.
    • but let‘s look back at how we got to where we are now
    • when televisionemerged, itwas the firsttechnology tocreate massaudience.
    • agencies createda structure to tapinto this growingmarket, settingthe foundationsof the goliaths inthe industry weknow today.
    • the structure ofagencies wassegregated intomany silos toanswer theneeds of theindustry at thetime.
    • but times have changed
    • today we arefaced with aconsumer thatactivelyengages withtechnology.
    • The digital age emerged
    • By bringing digital disciplines into the traditional agency model we are able tocreate big ideas that transcend media and become engagement centric
    • communicatingcollaboratingeducation& entertainmentare the corepillars of the newagency model.
    • all devised toengage theconsumer.
    • welcome to theAGE OF ENGAGEMENT
    • intermarkets VML is part of aGLOBAL network
    • in the region, we are part ofMENACOM57 offices | more than 1200 professionals
    • full 360Integrationintegrated creative agencymedia planning & buyingpublic relationsbrand activation & events
    • AMERICAEUROPEASIADUBAIABU DHABIBEIRUTMANAMAAMMANKUWAIT CITYJEDDAHRIYADCAIRONORTH AFRICA
    • methods & instruments
    • OUR APPROACHBig ideas are always right and break with the norm.Both dimensions are important, because every ideacan be defined by WHAT the idea expresses and its The process of supply chain management of ideasstrategic orientation, and HOW the idea expresseswhat it wants to say, its form, its execution.Every description of great ideas can be reduced tothese two dimensions;Great ideas are relevant in WHAT they say& unusual in HOW they say it.We at intermarkets VML treat the idea as a creativeproduct. Even Ideas are the result of a productionprocess. That is why insights into qualitative andsupply chain processes can be transferred to thecreative process and its creative product.An idea runs through many phases before it‘sproduced/published. In the next slides, we will sharewith you HOW and WHAT projective techniques and toolswe use to help us achieve our objective of creating ideas.
    • BAV™ (Brand asset valuator)The BrandAsset Valuator (BAV) is a database of consumerperception of brands created and managed by BrandAssetConsulting, a division of Young & Rubicam Brands to provideInformation to enable firms to improve the marketingdecision-making process and to manage brands better.BAV measures the value of a brand along four dimensions:"Differentiation," "Relevance," "Esteem," and "Knowledge."Differentiation and Relevance build up to "Brand Strength."Esteem and Knowledge are used to calculate "Brand Stature."BAV defines these terms as follows."Differentiation" quantifies the brands point of difference."Relevance" how appropriate the brand is to you."Esteem" how well regarded the brand is."Knowledge" an intimate understanding of the brand."Brand Strength" describes the brands growth potential."Brand Stature" describes the brands current power.
    • 4C‘s™ (cross cultural consumer characterization)4Cs can be used to examine any human activity involvingchoice and has been successfully applied to issues rangingfrom politics to taste in movies, apart from its primaryfunction in brand positioning and targeting. The usefulnessof any and all types of marketing research can be enhancedby the addition of 4Cs.4Cs is designed to explore Priorities in Brand Choice as theyoperate in an individual person. There are seven groups, eachbased on a single priority.
    • SEER™While many agencies and digital companies have access to toolsthat monitor blog pulse or volume around particular topics, SEER™goes well beyond that. SEER allows us to identify exact point(s) ofinfluence within an online dialogue or subject matter. But mostimportantly, we‘ll be able to provide exactly which sites or voicesonline are quantitatively most influential. Once we understandthat, the online marketing opportunities are dramatically morepinpointed and impactful.WHAT IS SEER?»A suite of software tools for mapping Define taxonomies around the categoryand profiling Consumer Generated Media »This allows us to track content as it relates»A marketing practice focused on insights to our category and is meant to be very specificthat help drive marcomm planning and strategy »We can more accurately define opinions and sentiment as well as ―hot‖ topics of conversation as they occurSEER TOOLS Monitor the ecosystem on an ongoing basisSEER is made up of a series of tools »Track influence within the ecosystem based on linking behavior»Focused crawler »Track content overall and against specific marketing and communications efforts»Custom dictionaries and parsing»Web-based control panel Report back on the status of the ecosystem and the changes in conversation»Three-dimensional visualization tool »How influence changes depending on timing and content »How consumers respond and discuss marketing effortsHOW WE APPLY »What consumers relate our products or services toBuild out an ecosystem around the category»This is a network of sites that are related through linking so we are able tounderstand who is producing content and who is referencing that content»This is not a static process; we continue to refine by adding additional sitesbased on references from the ecosystem as well as removing sites that have no role
    • clients & brands
    • GLOBAL CLIENTS
    • CLIENTS IN THE REGION
    • CLIENTS IN BAHRAIN
    • case studies
    • Local case study (Brand re-launch)Planning a transformation Approach Prepare for launch Develop concepts (retail,Task brochures, ads, web) PlanTo help consolidate and unify the bank‘s efforts across the group Board approval Sign off with Taskforcethrough the development and promotion of a single brand vision Assign leaders in unitsand identity. Establish taskforce Plan roadmap for launch Conduct workshopsSituationFor 40 years BBK remained one of the pillars of Bahrain economy. The name Plan detailed road-map LaunchBBK became a house hold name with no clear brand vision and identity. Launch ad campaigns Engage employees Introduce 1 key productObjectivesCreate & roll out a full fledge integrated communication plan. Create cross-unit plan Introduce new identityIncrease market share by driving the new position consistently across: All plans signed off Replace signage»Culture: engage staff with the new unified vision Rollout engagement with»Product: harmonize products in all countries Print new brochures first tier group Rollout internal comms Face-lift for websites Facilitate feedback & Harmonise products learning across units Asses products at all units Transform Identify best practice Begin long-term changes Specify new products Harmonise all products Identify roadmap Refurbish branch outlets Extensive web changes Delivery & systems change Rollout engagement workshops with second tier
    • Local case study (Brand re-enforcement)
    • Local case study (Product re- enforcement)
    • Local case study (launch of the hotel)Preparing for the grandopeningTaskTo adapt all collateral material needed forthe launch of the Hotel, from complimentaryslips to door signs, as well as creating anidentity for each of the Resort‘s restaurantfrom scratch from developing a logo tomenus. The name and logo of eachrestaurant speaks for itself. Restaurants logos
    • Local case study (launch of the hotel) Restaurants, beach club and kids club logos Restaurants menus
    • Local case study (Brand re-launch)Planning atransformationTaskWith increasing competitive activity, aconsistent communication platformwas created for the company .SituationStrong solid credible company withhigh potential for increased marketshare.ObjectivesIncrease market share by driving thenew position consistently across:»Culture: engage staff with the newunified vision»Product: harmonize all segmentsand products.
    • Local case study (Brand re-launch)
    • Local case study (product ads)
    • Local case study (generic ads)
    • Local case study (Brand campaign)
    • Local case study (generic ads)
    • Local case study (Brand re-launch)Planning a transformationTaskTo position CrediMax as the preferred operator for credit cards services inthe Kingdom.SituationA full fledge integrated communication plan was created and executed forCrediMax.ObjectivesIncrease market share by driving the new position consistently across:»Culture: engage staff with the new unified vision»Product: harmonize products in all countriesApproach Harmonise productsPlan Asses products at all unitsBoard approval Identify best practiceEstablish taskforce Specify new productsConduct workshops Identify roadmapPlan detailed road-map Prepare for launchEngage employees Develop concepts (retail,Create cross-unit plan brochures, ads, web)All plans signed off Sign off with TaskforceRollout internal comms Assign leaders in units Plan roadmap for launch
    • Local case study (Reward Scheme re-launch)
    • Local case study (Brand re-launch)
    • Local case study (campaign based)
    • Local case study (campaign based)
    • Regional case study (Brand re-launch)Planning a transformationTaskTo help consolidate and unify the bank‘s efforts across the groupthrough the development and promotion of a single brand visionand identity.SituationAdherence to Shari‘a principles is a primary driver for customerloyalty. But the category meaning is in need of refreshing after 30 years.Islamic banks need to ride the wave of progress and re-shape a moremodern perception in the region.ObjectivesIncrease market share by driving the new position consistently across:»Culture: engage staff with the new unified vision»Product: harmonize products in all countries Harmonise products Launch Transform»Image: raise AlBaraka standing across all markets Asses products at all units Launch ad campaigns Begin long-term changes Identify best practice Introduce 1 key product Harmonise all productsApproach Specify new products Introduce new identity Refurbish branch outletsPlan Engage employees Identify roadmap Replace signage Extensive web changesBoard approval Create cross-unit plan Print new brochures Delivery & systems changeEstablish taskforce All plans signed off Prepare for launch Face-lift for websites Rollout engagement workshops withConduct workshops Rollout engagement with Develop concepts (retail, second tier brochures, ads, web) Facilitate feedback &Plan detailed road-map first tier group learning across units Rollout internal comms Sign off with Taskforce Assign leaders in units Plan roadmap for launch
    • Regional case study (Brand re-launch)
    • Regional case study (Re-positioning)Re-vitalizing a Power Brand Brand positioning – Enhancing joyful momentsContextBeer. The most common alcoholic beverage in the history of Big Idea – Haida Jawna, Haida Nehnabeverages. At a time where the category was experiencing a Real mood, Real us9% decrease from previous years, whereas other beverageswere witnessing a growth of around 5%. Although Almazawas still a leader, sales started dropping at an unprecedentedrate for the first time.The brand was struggling since it was also perceived asold and not very appealing to the new generation simplybecause they started migrating towards spirits (Vodka, Tequila,etc…) owing to the fact that they were seen as more modern.ChallengesFrom a sales perspective, the challenge was to grow thecategory, and communication to induce interest in Beer andset the foundations of a Beer culture. It was also key to changeconsumer behavior towards the category by de-seasonalisingBeer consumption.From a viewpoint of the category, the task was to re-positionthe ‗Beer world‘ as convivial and friendly, and consequentlymodernize the Almaza brand, re-build equity through theexisting assets of Heritage and Quality, and improve ideal priceperception by making it a brand worth paying extra money for.
    • Regional case study (Re-positioning)ResultsThe brand became the most ‗preferred alcoholic brand‘ andaccordingly have maintained leadership and grew exponentiallyin sales and market share despite price increase and heaviercompetition.
    • Regional creative showcase (Telecom)
    • Regional creative showcase (Real Estate)
    • Regional creative showcase (Various)
    • Regional creative showcase (Various)
    • Global case study (Active listening)Active Listening: Tools and teams toenable global reputation managementand crisis control.VML helped save a multimillionEuro product launch.ContextAdidas wanted to measure the effectiveness 2006 World Cupcampaign, ―Impossible Team.‖ Instead of just tracking campaignspread, SEER™ found product issues.ApproachSEER tracked football enthusiasts in five markets: UK, France,Germany, Italy and Spain. While evaluating football influencers,VML detected product issues with the recently released PredatorAbsolute football boot. Because of the SEER monitoring, theAdidas product development team was able to counter negativesby emphasizing care tips (i.e., pre-treat your boot). VML helpedAdidas maximize the reach of this message, based on ecosystemdynamics and influencers.OutcomeBecause of the quick, targeted response, online murmurs regardingproduct issues quickly dissipated.
    • Global case study (mi Adidas online store)Situationmi adidas is a division of adidas.com responsible for customizedalthletic shoes and wear. They had a system that allowed adidasretailers to customize shoes in every aspect from design totechnical preferences such as type of soles and materials. Theexisting system could not be leveraged for future needs, whichincluded offering more products and to market direct to consumersonline. The existing system experienced performance issues, lackof ecommerce integration and difficulty in on-boarding newproducts.SolutionBuild a multichannel ordering system with ecommerce capabilitythat integrates directly to adidas back-office fulfillment system.»» VML defined ecommerce requirements for easy integration withexisting backend systems and worked with ecommerce vendorto architect a solution»» VML worked with current vendor to review and rearchitectexisting system for optimization»» Data review and migration strategy improved data quality andfurther supported performance improvements»» Multichannel ordering included interface to consumers andbusinesses»» Retailer version of mi adidas also benefited with betterperformance»» Product configurator allowed diversified rules for varing stylesof products»» Fulfillment system routed orders to appropriate factories andcalculated delivery date based on factory capacity»» Content management was built into the product configuratorto support multilingual and separate marketing messages frominternal product data
    • Global case study (Bing global launch)SituationVML created a global launch campaign for Bing, the newsearch experience by Microsoft. This massive effort reachedevery part of the world — with the exception of the UnitedStates. The first hurdle was to change customer perceptions bygetting people to think twice about how effective their currentsearch experience really is. The next challenge was to conveythat Bing is truly a new experience that makes searching better.To complicate things just a bit more, all global markets wouldn‘tbe getting the same product feature set, meaning that somemarkets weren‘t going to see much difference up front.SolutionWe met these challenges by developing a simple, yet striking,visual vocabulary that was a quick read and would work equallywell in all markets. Our messaging was designed to evolvewith the product, and we also developed alternate messagingoptions that markets could pick up, as appropriate. The 50+assets that we developed ran the gamut — a mnemonicrepresenting the brand to launch peelbacks, banners, internalmarketing, mobile ads, on-net inventory and much more.
    • Global case study (XBOX live mainstage)SituationXbox LIVE needed to maintain and develop its relationship withboth connected and non-connected Xbox 360 users, pushingeach audience to realize the value of having a Gold Membership,and ultimately driving more transactions.SolutionIn order to encapsulate the idea of high-definition Entertainment,creative highlighted the premium content available on the XboxLIVE Marketplace, the great sound and next-generation graphicsand the integration of modern technology. Bringing this to lifewas mission-critical to making connected and non-connectedcustomers see that Xbox LIVE Gold wasn‘t just an add-on — itwas an integral part of the Xbox 360 experience.Team VML created an engaging micro site, multiple banners andvarious online placements to help establish a clear ID for XboxLIVE and provide a fresh, contemporary design.The campaign also featured several rich media banners, whichshowed an avatar changing the dimensions of the actual banner,swapping out the Xbox LIVE messaging, and expanding the sizeand adding flashing lights to the call to action.ResultsThis program has recently launched and results are not yetavailable. However, the clients are using a ―sizzle reel‖ as internalMerchandising. URL: www.xbox.com/bestoflive/gold www.xbox.com/bestoflive/connectnow
    • Global case study (XBOX live mainstage)SituationXbox LIVE needed to maintain and develop its relationship withboth connected and non-connected Xbox 360 users, pushingeach audience to realize the value of having a Gold Membership,and ultimately driving more transactions.SolutionIn order to encapsulate the idea of high-definition Entertainment,creative highlighted the premium content available on the XboxLIVE Marketplace, the great sound and next-generation graphicsand the integration of modern technology. Bringing this to lifewas mission-critical to making connected and non-connectedcustomers see that Xbox LIVE Gold wasn‘t just an add-on — itwas an integral part of the Xbox 360 experience.Team VML created an engaging micro site, multiple banners andvarious online placements to help establish a clear ID for XboxLIVE and provide a fresh, contemporary design.The campaign also featured several rich media banners, whichshowed an avatar changing the dimensions of the actual banner,swapping out the Xbox LIVE messaging, and expanding the sizeand adding flashing lights to the call to action.ResultsThis program has recently launched and results are not yetavailable. However, the clients are using a ―sizzle reel‖ as internalMerchandising. URL: www.xbox.com/bestoflive/gold www.xbox.com/bestoflive/connectnow
    • Global case study (BK.com website redesign)SituationBurger King (BK), the nation‘s number-two fast-food restaurantchain, has more than 11,100 restaurants in 65 countriesworldwide. More than 90 percent of the restaurants are ownedand operated by independent franchisees. BK sought toincrease brand integration and alignment by developing a newsite that brings the ‖Have It Your Way‖ brand voice to life online.StrategyCreate brand excitement by developing an innovativeflash-based site that appeals to the ‗cool‘ and the ‗corporate.‘TacticsVML created a website utilizing technology, interaction andforward thinking to set it apart from the typical flat corporate site.Features include:»» The Whopper Sandwich wrapper transforms into a vehiclethat moves visitors from section to section on the site»» View popular Burger King commercials at the BK Cinemaand download them to an iPod or email them to a friend»» The interactive Table Guest makes sure you never dine aloneagain with captivating, choose-your-own-adventure styleconversation»» Look up nutritional information or locate the nearest BKrestaurant on a mobile phone with the new Mobile BK.comResultsBK.com has raised the bar for corporate websites, receiving―Site of the Day‖ from Adobe and home page feature onadforum.com in the weeks following launch.
    • Looking forward toENGAGE with your Brand
    • The team
    • Rami El Khalil MD MEDIA CLIENT SERVICING CREATIVE DEPARTMENT Saher Mokaddem Emile Atallah Alan Firmin CS Director Head of Strategic Creative Director Planning Associate Creative Bassam Rishani Director Production manager Pradeep Menon Fadhel Jumaa Bashar Daas Rabih Geraldine Business Unit Director Sr. AM Sr. AD Sr. AD Sr. AM DayanadMohamed Yousif Thottapavil Arabic Copy Sandeep Ahlawat Media Planner Group Head Buyer Art Director Intermarkets REGIONAL SUPPORT Visualizer Remith Kalari Finalizer mediaedge cia REGIONAL SUPPORT Intermarkets REGIONAL SUPPORT
    • rami el khalilmanaging directorWith an experience of over 20 years, Rami has created aniche for himself within the Advertising Industry. He hasworked in multi-national agencies with international andregional brands, handling a diverse portfolio of clientsfrom Banking, FMCG, Real Estate and telecom industries.As an integral part of Intermarkets network, Rami wasentrusted with the challenge of starting operations inBahrain and in less than a year he had built thecompany’s portfolio to comprise of an A Class clientele.Rami has been the person responsible for the growth ofIntermarkets Bahrain from a one man show to a team of35 professionals who are the best in their field of work.Even after the prosperous increase in business andgrowth of the agency, Rami till date is still very hands onin managing some of the key clients for the network.
    • saher mokaddem client servicing director Saher has been a part of Intermarkets Bahrain right from the beginning. He has been a great influence on every aspect of the Agency. With his confidence and drive to be the best in the industry, he puts his remarkable inter-personal and project management skills to use, which have assisted him in creating a dynamic and innovative client servicing department with a culture of exceeding expectations. Saher has a strong backing of professional training workshops that support his credentials of work experience. His experience spans various industries like banking, finance, telecom, automobiles within the region and internationally starting from Washington DC.
    • rabih halik senior account managerRabih joined Intermarkets Bahrain team in 2010 as asenior account manager.His experience covers different industries from retail tobanking to real estate to FMCG and more.After enrolling in the Design management programmein Leeds University –UK, Rabih decided to shift hiscareer from an Art director to the client servicingdepartment.
    • geraldine coullenotsenior account manager Geraldine is a Brand & Communications specialist with 6 years of experience working with leading mobile operator in Europe, Africa & Middle-East. Enthusiastic & passionate team player with strong communications skills that thrive in multi-cultural environments, she has experience managing requests from 22 operations across Middle East & Africa for all brand and advertising matters to ensure respect of guidelines and consistency = brand governance.
    • An alan firmin award winning Creative Director Alan began his career in the heart ofLondon with Grey Worldwide as a junior copywriter. Although from LondonAlan’s career was destined to be overseas as he was placed early in his career in creative directorGrey Paris and Grey Amsterdam for 6 month a time. Alan became the youngestcreative director in the entire global network at 26, a record that still stands inGrey worldwide today.Inthe early nineties Alan moved to the Middle East to handle the globalaccounts for Grey Worldwide and traveled extensively across the region workingand living in many countries. Alan moved to FCB in 2001 to oversee creative inKuwait and Dubai offices but was often used around the global network onmajor projects such as Kraft, Dow Chemicals and SC Johnson.Alan has worked on many major global brands including Volkswagen, IKEA andNokia as well as some of the most prestigious regional brands in Dubai Holdingand Dubai Shopping Festival.A former semi professional footballer and Kick boxer Alan enjoys most sportsincluding Golf and Tennis. He is a published writer and poet and has exhibitionsfor his art. Alan is happily married and has two beautiful children.Awards:SUMMIT International Creative Awards 2008 – Silver x 3KREAA (Kuwait Advertising Awards) 2006 – Gold x 3 & Bronze x 1IAA Advertising Awards 1999 – Golden Flame x 2IAA Advertising Awards 1998– Golden Flame x 3IAA Advertising Awards 1997– Golden Flame x 1 & Bronze Flame x 1IAA Advertising Awards 1996 – Golden Flame x 3New York Festival – Silver x 1
    • ramzy haddad creative director • A graduate of ALBA, Lebanons top communication and fine-arts university, with more than 13 years experience. Ramzy began his career in Beirut where he soon joined Intermarkets, there he handled a variety of major accounts in Lebanon, Syria, Jordan and Kuwait. He was appointed Associate Creative Director at Team/Young & Rubicam Amman, Jordan in June 2001, leading the Creative department to an award-winning success, to become through two consecutive years the most awarded agency in Jordan and across the Levant (winner of more than 85 regional and international awards). He was soon promoted to Creative Director where he helped setting up the creative teams for 2 other MENACOM group agencies: Intermarkets and Wunderman Amman. • In 2006, Ramzy moved to the United Arab Emirates to join Wunderman Dubai, setting the ATL creative department, and handling most of its regional portfolio, before he was appointed Executive Creative Director of Y&R Abu Dhabi (2007), where he handled both UAE and Qatar offices until late 2009. • Now he spearheads the networks regional creative, as Regional Executive Creative Director, based in Dubai and covering the MENA region.
    • emile atallah head of strategic planning Luring himself into the advertising world, He first started with Y&R where he had the chance to work and challenge himself on a multitude of brands from Airlines, & Fashion to Financial institutions & Real Estate and was nominated as one of the new faces to watch in the Middle East. After spending four fruitful years, He then completed his MBA while he was working with Saatchi & Saatchi Beirut for two years. Emile had the chance to work on Socio-political and Public Awareness communication. He also expanded his portfolio in the Oil & Gas, Hospitality and Media throughout the region. During his time at Saatchi, Emile was fortunate enough to explore an avenue of communication new to him. Namely, brand creation/corporate identity. Emile joined Lowe Mena in 2007 to work on a portfolio of Brands such as Nokia, Johnson & Johnson and various other categories. Emile finally found his calling when he accepted his latest challenge…to be the Regional Head of Planning at Intermarkets …
    • bassam rishani production managerWork Experience:Intermarkets Bahrain – Production ManagerOxygen Media & Advertising, Bahrain –Production ManagerReda Pritning Press, Saudi Arabia –ProductionManagerAl Hokair Group, Saudi Arabia – ProductionManagerSkillsExcellent knowledge of the overall working ofprinting & production houses across the region.Proficient in quality control and timeliness ofdelivery of production activities.Excellent Supplier relation management andnegotiation skillsProfound experience in the usage of computerdesign software like Adobe etc…
    • Thank you!