"When the world zigs, zag"
This philosophy was born out of the first print execution we ever produced back in 1982 to launch black Levi's. It became something of a model for our own business…and how we approach Client's problems always seeking to challenge the prevailing or conventional wisdom.
The philosophy has created moments in our own history when we decided to go against the grain of our industry. We were the first agency to become financially transparent. We were the first agency to create a micro network to serve global business. We were the first agency to recognise the need for channel planning to be at the heart of all creative development so we created a discipline called Engagement planning.
Engagement planning, not to be confused with media planning, is focused on understanding the consumer journey, bringing clarity to the roles different channels play in the marketing mix, identifying how brands can be built through interaction and participation, and most importantly using disruptive channel thinking to get to bigger ideas that deliver a step change in communication effectiveness.
At BBH, we believe in one central belief; that big, enduring ideas are the key to successful communications that create value for our Clients. It was true in 1982. It is even more true today. And in an increasingly complex and competitive world, it will be truer still tomorrow. So everything we do and all our structures support that single thought.
BBH is not a typical agency network. We have deliberately limited ourselves to offices in six key regional centres -London for Europe, New York for North America, Singapore and Shanghai for Asia Pacific, Sao Paulo for Latin America and Mumbai for India. These five regional hubs can work independently or collectively, depending on the needs of the individual client. Our six-office structure allows us to focus on consumer similarities, operational efficiencies and the development of international or pan regional communication solutions for brands. Our priority is the creation of big ideas for brands; ideas that successfully engage, cross borders and unite consumers. Central to this model is the idea of operational flexibility.
|Advertiser||Brand||Business Sector||Type of Work||Since|
|AkzoNobel||Dulux||Paints, Wood Protectors, Paint Brushes, Adhesives|
|Guardian Media Group||The Guardian||Newspapers, Magazines, Books||
|Matalan||Matalan||Apparel, Fashion & Footwear||
|Old el Paso||Old el Paso||Fresh Food||2012|
|Unilever||Dove Men||Hygiene & Personal Care Products||2012|
|Virgin Media||Virgin Media||Media, Publishing & Production||
|Yeo Valley||Yeo Valley||Yogurt||
|Barclays||Barclays Bank, The Woolwich||Banking, Finance, Law & Insurance||2001|
|Barnardo's||Barnardo's||Charities, Foundations, Volunteers||1998|
|British Airways||British Airways||Airlines, Airports, Railways, Bus Lines, Ferries & Cruises||2005|
|Britvic Soft Drinks Limited||J2O, Tango||Non-Alcoholic||2008|
|Britvic Soft Drinks Limited||Robinsons||Soft Drinks, Tonics||2003|
|COI Communications||The Home Office||Government & Other Authorities||2005|
|Diageo||Gordon's||Spirits, Fortified Wines||2000|
|Diageo||Johnnie Walker||Spirits, Fortified Wines||1999|
|Diageo||Johnnie Walker, Baileys||Alcoholic||2003|
|Perfetti Van Melle||Frisk, Perfetti, Mentos||Chocolate, Bars, Candies, Chewing-Gum||2002|
|St John Ambulance||St John Ambulance||Charities, Foundations, Volunteers||2008|
|Unilever||Omo, Persil||Cleaning Products, Soaps, Detergents||2005|
|Unilever||Surf, Dero||Cleaning Products, Soaps, Detergents||2003|
|Yum!||KFC||Restaurants & Fast Food||2002|