But it's hard to look at the work and the clients in isolation from the agency itself. CPB also puts its money where its pretty mouth is on one of the other things we spend time talking about-the agency model. Again, nobody gets points for just for trying to create some novel new one, but the shop has structured itself to think big and act decisively, and perhaps more importantly, to make the sanctity of its own brand, its own culture a high priority. That alone may not be a sufficient condition for winning Agency of the Year, but right now it seems like a fairly important thing to focus on.
But how do they do it? Below, we present our attempt at a simple answer to that loaded question-CPB Deconstructed. First, some insight on the agency's workings from two guys who set the agenda. Second, a rundown of the work-with perspective from the creatives behind the campaigns.
CPB Deconstructed-The Agency
Here, CPB chairman and MDC A&R man Chuck Porter and agency CCO Alex Bogusky break it down. Creativity asked, basically, this question: How have you guys been able to do this; what do you do internally tha allows you to conceive and sell this work and build the agency's culture? OK, that's a question and a half, and we also asked some follow up questions-we couldn't help it.
I don't know how other people do it but I know how we do it. The reason we're able to get the stuff produced that we get produced is that we really try to function without fear. We try not to be afraid of what the client will think of something or really anything else. A long time ago we had what was a big client for us back then, Del Monte. We had them for a few years and we disagreed with them a lot. Finally I said, "We have to fire these guys." At the time was a big deal for us; we were a little agency but we did it. It created such a great resurgence of enthusiasm in the agency in the short run it was way better for us. We learned that lesson early on.
We've been lucky, we've had success and it's enabled us to approach problems with 96 percent of our mind on what's going to be magic here and less than 4 percent of our mind on "I hope are we aren't going to screw up." The only thing people are afraid of around here is not being brilliant. So you end up with ideas that maybe in a lot of places would end up stuck to the wall that we end up getting produced.
Does it reliably translate into success for clients?
Yes. Maybe that's the other thing we've seen-is that when we do uncork one, when we produce stuff, out-of-the-ordinary stuff that a lot of people would be afraid of or is different from the way people have always done it, a lot of that stuff has had great explosive success in the marketplace. We ask our clients to trust us a lot. If we're not successful for them it becomes more difficult for them to trust us. If you are wrong very often, pretty soon they don't trust you anymore. There is an enormous incentive to be right.
What are some of the things you've done to maintain the agency's culture?
Institutionalizing this is a complicated thing. I don't know how great we're going to be at it. I think so far we've done it pretty well. I think there are certain elements in our culture that have a lot of staying power and that I see still working. From day one, I always believed in treating everyone we hire as if they are at least as smart as we are, to allow them to solve their problems. We've always been very hands off management. The other thing I think that's been true forever is that when new people come in they don't get expectations from top management they get them from the people they work with every day. The most senior people don't have to sit down and say here's what we expect-it's in the air. I think that's still true.
You often hear people speculating on your win of an account like VW-much as they speculated about BK. How will VW change things?
We've been hearing that for a long time. My view is that audiences are audiences and they are not all that dramatically different in terms of what engages them. Kids have different sensibilities than older people do. But nobody likes to be announced to-nobody likes to talk to a salesman. So, I think its kinda boloney. I always hope we're going to be brilliant but I don't think we're any less likely to be brilliant for VW than we have been for any of our other clients.
The Seven Habits of one Highly Effective Agency. Bogusky addresses the core question with a handy list of agency characteristics, and throws in some thoughts on the King, popular culture and where funny hats can take you.
One of our greatest characteristics, and this sounds sort of terrible, is that we're separate. The industry is really cynical. And we are for whatever reason a bunch of ad people that aren't cynical on advertising or on what we do or what our clients do. We're not convinced that advertising sucks.
We have great account people. It's something that new creatives always comment on. And a funny thing has happened over the last few years-you can't tell the account people from creative people. There was a time when account people wore suits then they started wearing business casual; now everyone is dressed the same. We all have to dress up sometimes. But for the general agency wear, the fact that everyone has elected to dress in similar manner is because everyone is doing the same job. The account people don't want to separate themselves from creatives and vice versa. They are all ad people trying to produce good work. I wish I would have known that, I would have asked them to wear sneakers and jeans a long time ago. But once it happened I realized why it happened and I think it's a good sign. But we do have amazing account people who think of their job more as production people than as "account service work."
We work like fucking lunatics. This one is legendary. Too much so, in terms of how people imagine it. And we really do work but we get to have so much fun-I think work is just a lousy word to describe what it is but it's the only word we have. People interview and say "I hear you work a lot" -and we do. But the other creatives will say to prospective people "you think you've worked-you have no idea." They scare the crap out of people. We do work but I tell people you will have a good time. You might put in a little more time but I don't know, maybe it's pretty similar. Maybe it's less time having a coffee by the receptionist and chatting her up. That will be gone but actual hours you spend at work are similar.
We like to put funny hats on. (See below for a link between this characteristic and Burger King).
We don't protect our ideas. Within the agency we don't protect our ideas from one another. We share them because we think ideas are abundant, they are everywhere. Here, it's professional to give away ideas and add ideas and not professional to have one idea and spend all your time trying to protect it.
That leads to: we trust each other. We are all going to get credit for the work. Everyone will remember your rightful part in it and everyone will benefit.
The last thing is we shoot fireworks from our asses.
Those account people - how would you characterize them?
We are lucky in that we have two account guys, Jeff Steinhour and Jeff Hicks that are prototypical. We use them as the prototype and literally try to mould everyone else in their image.
They are linear thinkers who understand the reason why we use creativity in what we do for our clients. But the reason why it's important they are linear thinkers is that they help us translate some of the leaps we make for our clients who tend to also be more liner thinkers. Especially with Hicks I rely on him for that a lot. Its fun for me- he'll say explain this- and he can turn that into a Powerpoint deck. Which is critical because we don't believe in the value of any creative that isn't actually produced. I think you can fool yourself into thinking you're good by pointing at the unproduced work in the corner and the things the clients have decided not to buy.
The King has become such a pop culture phenomenon. How, and was that the goal?
Usually the goal for us is to make something that people might talk about, so that was part of it. The biggest thing was just to replace the equity that had gone away. The idea that we were named Burger King and there was no king seemed like a lost opportunity. We thought about how to bring him back and this helium head showed up on eBay. We bought it. We would occasionally put it on-we do like to put on funny hats. We started thinking about how we would bring back this guy. I didn't like the idea of an actor being the king- you don't really own it that way. We looked at different ways to do it. I don't know, at one point we had it on and said what if it was just this-this big fiberglass head with a smile. Once we started thinking of it that way there were lot of good aspects of it that would help it be sticky. This was going to be directed at adults and most of those adults may have been in Burger King in the 80s when BK birthday parties were popular and this thing sat atop those helium tanks that filled the balloons. So there's this latent memory. So that combined with the cultural tension that we Americans see nothing odd with using strange creatures to market to children but find it odd when you change the target and use strange creatures to market to adults. That tension gives you this cocktail of affinity and unease when you are looking at the king. And we love that. It gives you a glimpse into your society-that's kinda freaky when that happens. The King is generally described as freaky or creepy and the other reasons why the creepy piece is part of who he is is that we thought since he is the burger king he can represent Burger King the store going into areas your life it hasn't been before. So you get "Wake up with the King," the first spot. You don't think about Burger King first thing in the morning. So all of that was by design. But you don't know how big something is going to be-or how well it's going to catch on. But things like the masks-once you know you have something you take advantage of it. We thought about Halloween masks for a while and this Halloween we were able to pull it off. It's great to have that out there. And to see all the insanity people are doing with the king. Marketers talk about the consumer owing? the brand and many of them don't live it-but they are all going to live it soon. The internet is the place that people are the brand they do what they want with it and they do it in real time. The king has been effective in that arena-people have wanted to co-opt it and people do all kinds of things with it-there are blogs dedicated to putting the King in different positions with different people. What happens is that in a really nice way the consumer starts creating media for you. I think the reason most marketers aren't ready for it is because consumers are a lot wilder than your creative department.
In what seemed like another difficult year, a few other agencies caught our eye.
In the one to watch category: Mother New York. Of the agency's work to date-including the classy bottle-to-ads launch of 10 Cane-we can say we want to see more. An upcoming integrated campaign for TBS promises to show the shop in fine 360-degree form. From the What If file: Publicis. The agency made great business and creative headway, with one of the meatiest TV reels around. But can a new creative leader finish what the departing David Droga started? While it was tough to see past its staggering business success BBDO made strides toward fulfilling the creative promise of its leadership with some good work at high difficulty levels. Wieden + Kennedy, the perennial performer had more branded content, more solid Nike work (two spots in our Top Spots of the Year list) and an interesting campaign for EA's Sims game. Our runner-up-again-TBWA made big strides in complicated shoes, with more great work for adidas and a good showing for Skittles, Sprint/Nextel, and Pepsi, with the youth-forward "Oneify" campaign.