growth! (2)

1The Yellow Papers Series

Growth! What is it made ofand how do you get it?

And when the crises subside it can be extremely difficult to make an organization that is suffering from shell chock and has learned to think defensively, act dynamically, innovatively – in short; competitive. Typically all energy has been absorbed in control processes initiated by the heavy bottom line focus.

I will go into the coherence between strong products and the companies’ culture, customer insight and ability to define mutual goals several times in this paper but to the right I have shown how the energies in a strong company culture should play together in order to perform. The idea is that this culture should be a part of the company’s bone marrow. If this is the case it will a lot easier to navigate. Also in times of crisis.

You can find a number of fine arguments why you should not act defensively in a time of crisis. But as a starting point you have to be attractive and strong in your market. In a time of crisis the consumers become extremely rational in their actions. If you have strong products that appeal to this rationality, a time of crisis is the ideal time to manifest or change you brand positions. Normally it will also be attractive economy-wise as the noise from competitors will be quite limited.

You must have a starting point. Crisis can affect the culture of a company quite severely. Focus will inevitably be on the economy and the key words will be core business and down sizing. So all plans will be defensive by birth. You go into hiding and the physical survival will dominate all processes and decisions.

All necessary efforts in connection with sales and marketing will be marked by demands for great relevance and effect. There is nothing odd about this reaction pattern. It is what they teach at most business schools. And through the human eyes the most natural reaction is to crouch and make your self as small as possible. But it generates a lot of fear in the organization and fear has never been a winning formula.

Poul Mikkelsen, Partner DDB DenmarkPoul works with the leading brands of Denmark while guiding the growth and performance of the office. His years of experience reflect a passion for brands and the constant search for category changing consumer insights.

Brand experience The Yellow Paper Series 2

Companies are so preoccupied by defining measurement methods and capability analysis, that you often experience a certain arrogance towards the energies from which they create the results.

3Brand experience The Yellow Paper Series

Clear InsightsKnowledge about how the users/customers think, feel and act:

· User-involvement and co-creation processes during the entire process

· Establishment of SignBank monitoring at macro level

· Establishment of mutual missions and partnerships at B-t-B level.

Clear AmbitionsObjectives for what the product should do:

· Quantitative targets in relation to sales and market shares

· Qualitative targets in relation to image and brand equity

· Role in relation to mutual benefi ts of the entire product line-up

· The product’s effect on the position and mission of the corporate brand

· Sales strategic targets (e.g. new channels or new areas)

· Marketing, segment analysis (overview of value creation for all partners).

Clear ProcessesWhat kind of culture should drive the development:

· Defi nition of mutual objective and success criteria

· Establishment of clear view of the project’s scope for all involved parties

· Clear responsibility ownerships on all specifi c development directions

· Securing of strong cross processes and synergies focusing on the mutual success

· Effect and demands in relation to client front and backbone structure.

Clearness in executionIt should not just be right. It should also feel right:

· Design development· The product’s story telling· Launch strategy· Distribution and price strategy· Service design· Communication strategy.

Strong and understood culture, the route to better innovation and competetiveness.

ConsumersInsightsValuecreationExperience

CompanyCapability

ConvictionAmbition

CategoriConvention

TypologiSuccesfactors

CultureCharacterUniqnessCreation

Product

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There are many reasons that companies risk losing the sense for the market and do not act adequately customer-oriented in their developing of services and products. “Silo thinking”, lack of mutual objectives, miserable reward systems and consequent super optimisation at department level, are just a few of the reasons.

Today it is almost a hygiene factor in the educated company that you carry out extensive corporate branding processes to determine and define who you are and what basic values and visions you have. Unfortunately these are often very introverted processes marked by the lack of uniqueness and edge, which derives from the fact that everybody has to agree and be comfortable with the definitions. It is just as impossible to see yourself as a company as it is as an individual. That is why it is also very difficult to be your own coach.

These processes often drain the internal energies to an extent where top management very quickly loses the attention, and starts focusing on the linear operation of the business instead.

And only too often the project ends up with a coffee table brand book and five words on a mouse pad without reaching the market and the customers at all and what is worse, without increasing the internal self-perception and building the spiritual interconnections that are so decisive in order to create integrated powerful and efficient companies with interesting and clear-cut value creating products that derive from a clear well-described and understood company culture. These interconnections are also a decisive factor in the successful implementation of lean processes. First and foremost Lean and Six Sigma require a serene internal culture.

Brand experience The Yellow Paper Series

Uncertain. Unfocused. UnsuccessfulBased on a an uninspiring internal implementation you often see that the external communication to the market is also characterized by a very low degree of interconnection between the company’s self-perception and the product behaviour that is required to make the communication credible, relevant and efficient. To the costumers that type of communication must be as interesting as being with a person, who solely speaks of himself in a self-asserting manner without saying anything at all that is meaningful to the listener. Bernbach says it very straightforward: “Good advertising just makes a bad product fail faster.”

You are what you doThe product and the things that surround it are the physical manifestation of a company’s core. The products should not only be the physical manifestations of the company’s vision and mission, they should also make the core values come to life and develop and express the company’s ambitions and direction. As mentioned earlier, the product should at the same time deliver content and support to make the advertising deliver communication that is Relevant, Original and has Impact.

A super example of missed opportunities is the telecom sector that has had huge difficulties thinking across the technology silos for many years and thus has missed the chance of offering the customers comprehensible solutions that create value in the individual lives of the customers. This meant that the value of connectivity between the different technology platforms was more or less missed in the beginning of 2000 and that the sector is currently missing the next evolutionary step; development of content portals and platforms around entertainment or knowledge. The required technology has been available for more than 10 years.

The result is a market without distinct winners, with a lack of clarity and with a sharp price competition on generic products as a consequence.

Branding by doing.

Nothing beats reality.

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The relationship between the organisation’s corporate branding and product branding is in many ways like the mechanisms we know from the familial: The head of a family must be able to give his children strong values and a clear identity anchored in the family’s past and values. Without the navel cord to the family’s DNA the children could easily become rootless and insecure. But if the family head does not support and motivate the children, who have to live out the family values, to develop their own personality characteristics and have strong ambitions on behalf of the family, he could easily strangle their potentials with stagnated irrelevant values and lack of development as a consequence. On the other hand, the strong family head, who has clear values and a strong easily decoded personality, could create a very strong starting point for the development of children with strong genes and qualities based on mutual values that can ensure that the mutual battle remains up-to-date and thus preserve its reason for existing.

Success requires mutual goalsYou can only be successful with branding if you include all company strategies in the planning process. Ex: Distribution can be a powerful tool in the brand story. It can be a vital part of the success or be the reason for failure. So nothing is insignificant.

Important elements of a product branding strategy:· Link to corporate brand and strategy · Clear ambitions for each individual product · Roles in relation to the mutual objectives for all product brands· Distribution, launch, choice of channel, pricing· Clear positioning and behaviour strategies in relation to all contact points· Unique consumer insights · Brand story and expected perception · Design and packaging, styling and tone of voice · Back-up on service and delivery concepts · Communication strategy via people, press and media · Next step for product development and innovation


You can get far with talent if your family values lives in your genes.

Hard to find a finer and stronger brand than the Kennedys.

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Examples of this logic from the world of industry are lining up. In the ‘70s we watched it happen for the total English car industry almost simultaneously. Today we see the same thing happening for the American car industry. And it is happening because they are too late in realising what modern environmentally conscious people have known for decades. Typically, it is companies with strong traditions and a glorious past that risk cultural stagnation until they finally go down in a mix of arrogance, self-satisfaction and lack of ambitions. They tend to see the market from the inside and forget to see themselves from a market and consumer perspective.

Corporate branding has been such a significant buzzword in the past years that many companies have followed the trend inevitably and focused one-sidedly on the paternal embrace and too little on the opportunities this awareness opens up for.

As mentioned, the problem is not corporate branding, but rather the quality of the realizations and then the fact that it does not move further down to the navigating elements and out to the customers in the form of behaviour and products that provide a mutual value creating experience.

You can come a long way in a carA very strong example of how “clear values, strong competencies and ambitions”, the main components of Corporate Branding, have formed a powerful correlation resulting in a unique behaviour is also from the car industry. In the end of the ‘50s when DDB was given the assignment of introducing “The Beetle” in the US, the world witnessed a campaign, which still stands out as the biggest and most awe-inspiring ever produced by our business. It became the starting signal of “The Creative Revolution”. If any businessman or CFO is still not quite sure about how rational and efficient an investment creativity is, they can take a look at VW’s life story and find the answer.


Darwinexpresseditthisway:

“The animal that survives the evolution willnot be the strongest animal, it will be the animal that has the best ability to adapt.”

MaybeitwastheVWcasethatmadeBillBernbachsay:

“The magic is in the product.”

Brand experience The Yellow Paper Series 7

“Small but tough” / “It makes your house look bigger”Basically the same lovable product personality and tone of voice since 1959.

“If he can make it, so can Volkswagen”One of the few image ads from VW.

The very presence of VW in the US, and later in the rest of the world, was brought to life by the DNA that the cars represent. A democratic, functional, simple and self-ironic personality. A product with an attitude so characteristic, especially in the ‘50s’ US, that it became a provocative statement from its intelligent owners.

When you consider the ugly yet charming car it has been interesting to watch how VW and DDB have managed to keep the brand up-to-date during the years. From basic to luxury. But still with an intact DNA. Although VW is a luxury car today, it is still a democratic brand with distinct reliable brand values.

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Reliability in all the senses of the word. This has been possible because they have communicated via their products. Almost all of the thousands of ads that VW has inserted during the 40 years of the cooperation have been product-related. This way they have used the reliability that experienced reality delivers to navigate the brand and keep it vital.

Here is a funny and true story about Guinness; back in the ‘70s the brewery tried to introduce this rather massive type of beer in the US where they only drank thin beer at that time.

This was tried using the tagline: “Guinness is good for you”. The launch failed totally but they held their heads high. After a couple of years they finally gave up and pulled out of the market completely and inserted a full-page ad in the New York Times saying: “Guinness is too good for you”.

It is the same stubbornness regarding the core and uniqueness of the brand that many years later has made Guinness remarkably successful, also in the US.

The product is the most important medium of all Surely it is a precondition that you have made an overall definition of your unique standing point. Know where you come from. But in their search for the core of the


From military clothing to fashion armour. I have found some pictures from Burberry.

brand many companies tend to forget that the product is actually the vitalisation of the brand. The times have changed and it is no longer possible to navigate a corporate brand by the use of traditional advertising alone. From this point of view two things are decisive: The development of products and communicative staging of these products as a credible rethinking of the master brand. The story that the products tell, is the story that navigates the brand and keeps it fresh in the way it is perceived.

Therefore it is important to focus on the story that the products tell when the customers are standing in front of them in the store considering what to buy. The product must be able to communicate an exciting new angle based on the core values. Clearly and in the very split second that the customer runs his eye over it. And the story must intuitively be credible and relevant to the customer at that moment. In other words it has to unite past and presence and preferably point towards the future.

It is in the sale situation, in the retail, where the product is all alone that it has to show its strength. Here the product is surrounded by its worst competitors and the retail brand’s own products. Most retail chains want to be strong brands themselves and therefore you have to join forces with the end-user if you are an outside brand. And it is the strength of this alliance that enables you to keep control over your distribution. Choice of distribution channel and the entire introduction strategy are decisive factors of the total staging and should be seen as an integrated part of the product’s life as a medium.

Today the VW group runs a business that includes nine car brands that each owns a unique sharp position, despite the fact that more than 50% of the parts are used in all of the main models. Via clever engineering and product branding they succeed in meeting and exciting their customers right where they are.

Another point, apart from navigating your master brand via product branding, is that you can strengthen your uniqueness as a brand and become very aware of your DNA by cultivating new product concepts based on just one stem cell in this DNA. An example of this is found in Burberry’s re-launch that was carried out around the turn of the millennium. Deep in the core they found the check pattern that would bring the brand not only back but far beyond and longer than it has ever been. When I think back I can find products where “the magic was gone” but where they managed to find their way back. Triumph motorcycles, the Mini, Skoda, Mont Blanc, Harley Davidson and Guinness. All of them have been successful because they found their unique core and developed from there. This re-birth could never have taken place via advertising alone.

Products as Brand navigators.


The thoughts behind the BCG model summarise the effects of innovation and communication with value creation and bottom line thinking.

B&O 1974 and B&O 2009

Already in the ‘70s, Bruce Henderson, founder of Boston Consulting Group, used the so-called BCG matrix (the Boston model) to explain how it was necessary to maintain a product range by adding new energy via new innovations to the present portfolio and development of new product brands that were strong and new-thinking enough to follow in the footsteps of the predecessor and this way keep or expand the brand’s position and strength. When you consider that these theories and thoughts have been an elementary part of the lectures at any business school since the ‘70s, it is quite shocking how bad many BtC companies are at using this inspiring and obvious way of thinking.

But perhaps it is easier said than done. Because the constant need for additions to the family make heavy demands on product development and the strength and clarity of the Master Brand. It demands out-of-line thinking and it is expensive. The dilemma takes its starting point in the mistaken impression that you leave what you have already got when you are developing something new. But if the corporate culture is strong enough and implemented in a way that makes it live intuitively in the company then the new developments will almost always seem natural in relation to the existing. Born out of the same culture.

The strength that the corporate brand puts its trust in is sadly enough often based on qualities that are more based on knowledge rather than valuation. Knowledge is not necessarily a dynamic value when you have to attract new clients or hold on to old ones. The confidence it creates can strangle the long-term positive development because the company behind does not really dare to move out of the once safe haven and embracing arms.

Great confidence and low self-esteem is a dangerous cocktailThe Danish producer of audiovisual products Bang & Olufsen is a current example of a company with a stifling strong corporate brand that has stuffily tried to hold on to a bygone age of greatness - without the ability to keep up with the consumer development and new competitive environment.

B&O is an internationally well-known brand that was primarily built up in the golden age of Danish design in the 1960s and ‘70s. B&O was already known for its cabinet-making and technical quality from the two innovative engineers that founded the company in 1925. Through the years B&O managed to develop by being in constant change and by combining technical and aesthetic quality with recognisable and stylistic consistency in a business where the competitors marketed clumsy TV boxes. B&O built their success on three pillars. Design, usability and functionality. And B&O had no problem justifying a high price level. Each radio and every television communicated clearly and trustworthy rock solid luxury and superior design in construction, choice of material and performance. They were alone on their own ocean.

Stay fresh …

… or fade away.

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Today B&O is a company that has lost all of its capital value in an alarmingly short period.

Product development has almost stopped and the few products that B&O has actually introduced in the last five years are still staged as high tech luxury designs that tell the same aesthetic story of the corporate brand again and again. B&O is recycling itself instead of reinventing itself.

Nevertheless, B&O is still a fantastic strong brand. But they better hurry finding their DNA code and make this exciting and interesting again for the consumers.

B&O is a classic example of what may happen if you focus too much on your corporate strength. You easily get arrogant and lose your sense of urgency.

Back in the ‘70s B&O named their products: Beocord, Beomaster and Beogram. Just like Apple use the “i”. Today nobody knows a single product in the portfolio.

Just as B&O was 30 years ago, Apple is a contemporary five star example of how to do it:

As a corporate brand, Apple owns the intuitive and humane approach to technology. Almost like a kind of alternative intelligence. But it is Apple’s product brands that constantly prove, develop and defend this ownership. A product brand may have a narrow autonomic mission which in itself does not embrace the entire corporate story but which contributes with new dimensions that add to the big corporate DNA. The result is a kind of culture development or navigation of the overall mission.

The point is that you should not talk about your product but via your product. There is a reason why the founder of DDB, Bill Bernbach, liked to praise the magical by the tangible.

The products should be allowed to rise with the occasion. They should have their own ambitions with life in the same way that human children go through a development where they choose a part of the parents’ core values and add their own ambitions and objectives resulting in a new, perfect core.

However it is important to remember that the brand’s behaviour and the costumers’ perception of the product take place at several levels. Naturally, the valuation depends on the product itself, its form and content. But the story telling and communicative staging is just as much about all the things that surround it: Design, name, smell, feeling, service, sale, pricing, choice of channel and the people that are working with the brand. All together this is experienced as physical parameters. But what is more important it all adds up as something that we sense, it just seems right in our heart and stomach. It is like when you choose your friends and lovers. You do not always know why you choose them. It just feels right.

Are you exciting to be with?If you take a walk up Fifth Avenue in New York you will see a glass box just before you reach Central Park. The glass box has been there for years, but it is still pure in style and makes its sky-high neighbours look heavy and clumsy. Inside the glass box hangs a huge Apple logo. Even before you disappear down the glass stairs to the store under the boardwalk, Apple’s uncomplicated and intuitive design DNA has spoken to you. Downstairs you will find the Apple staff dedicated to answering whatever you may still have to ask.

Unlike B&O, Apple has always read the signs and is developing it corporate brand in a dynamic yet authentic way via confrontation with the costumers. The brand has gradually been developed through human innovation and intuitive, functional styling. Each new product category is a merger of radical renewal and the family’s DNA and they all proudly wear the recognisable and usable family name that can be used in front of all generic types of products: The small “i” in


The right product idea and design profile can navigate your company, almost everywhere.

iMac, iPod, iTunes, iBook and iPhone. Each and every Apple product tells and expands the story and navigates the corporate brand. Apple’s products are always surprisingly new and yet the same. They are always fresh and exciting to be with. Nobody really cares about the technology that makes this possible.

The success is quite obvious. Because Apple’s products are so communicating and have such a big talk value that they always create a hype around them, Apple does not have to put too much effort into their communication in paid media. They do great with PR and Swarm communication through all their fans. So even if Apple’s advertising budgets are not very big, sales figures and awareness about the products have exploded.

Make the story tangible.

What are feelings made of?

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The image is created in the meeting between the company’s self-presentation and the consumers’ perception of the company. Attention is a condition for reaching the consumers. Therefore traditional advertising still plays an important part. However it requires that the advertising is as deeply rooted in the family as the products it is spreading the message about. No matter how much awareness and how much talk value a campaign generates it cannot buy commercial success if the product or the company is not part of the talk. And the campaign must grow out of something fundamentally authentic that is relevant and credible to modern consumers.

Give the costumers something to talk aboutToday there is no way to avoid the consequences of the digital media development when we are talking about branding. The need for thinking of the product as a medium and a decisive communication platform has only grown in step with the technological development. The exploding number of media has made it increasingly diffi cult for advertising to reach large groups of the population at one go. At the same time the internet and the digital media have democratised mass communication and as a consequence the costumers have great possibilities to speak up in front of a potentially big – and global – audience.

The development also challenges the quality of new products. It is the customers that reveal untrustworthy campaigns and products. And it is the customers that pass on the bad experiences to others. If the product is the most important medium the customers are therefore the next most important. They see through your communication and pass their own experience and perception on to their surroundings. No matter whether it is critical or favourable.

If you want to know what your customers want, don’t ask. Observe!You can spend millions on research and not learn anything useful. Because most research is simply asking people what they need. But nobody can answer that question, because they have no idea. Henry Ford once said: ‘If I had asked people what they wanted, they would have asked for a faster horse’. Nobody ever asked for a Dyson or a BIC lighter. You have to be much more clever and sensitive in these matters.

So it is just as important that you know your costumers as they know you. As a matter of fact, you have to know them better than they know themselves. Because then you can take your starting point in their unspoken needs - conscious as well as unconscious - and put them into play in relation to your own corporate brand when you develop new products and services and stage the advertising.

You always start by listeningTo listen to the costumers and meet their prejudices is also the key to the retrieved success of toy giant LEGO. Just like B&O the producer of the building bricks has for the last number of years experienced how widespread awareness about brand and classic products cannot alone stop a commercial crisis. But in 2008, a year marked by global fi nancial crisis, LEGO presented the best fi nancial results since 1981 and showed a growth of 18% compared to the previous year.


Both Apple and LEGO master the art of being where their customers are. And constantly excite them.

Awareness is not the same as friendship.

This is the effect of LEGO now systematically including the customers’ experiences in the product development. The company’s starting point is the children’s universe and this has led to co-operations with Disney/Pixar so the characters that the children love from movies and TV can now be found in a number of digital game versions and as LEGO bricks. The parents are probably thrilled since they connect LEGO with something far more educationally healthy than the children playing violent computer games.

LEGO also tests whether the costumers would recommend the products and this way act as brand ambassadors.

Based on idea creating trend studies the company works with an Apple-like strategy about regularly launching brand new products or concepts on the market, products that do not look like anything the LEGO-user has ever seen before but yet still recognisable as an obvious LEGO product. It is worth mentioning that LEGO chooses to let its concept live on all accessible technological platforms. In many ways LEGO’s story can be compared to B&O’s but unlike B&O, LEGO – based on their original idea – has managed not only to reinvent itself products-wise. The company has also managed to go back to the insight and curiosity that helped form LEGO in the beginning.

That is not just something you decide to do, it is a process that you have to work hard with and it means that you have realised that it is the understanding of the costumers’ lives and interests that create the right products. Another realisation LEGO has made is that costumer-oriented projects cannot be developed in silos but have to function as clues widely spread in the company.

Thus at LEGO, not just the professional innovators that work directly with the users but also production people and top management are in direct contact with the users.

There is not a glimpse of self-satisfaction in LEGO’s approach to the market. Rather a listening humility followed by creative enthusiasm and energy. At the same time by encouraging freethinking in terms of platforms they have used the product innovation to navigate the company in a new direction where it is more fun. They have also cracked the code, which will ensure that they do not end up in the same locked situation again. They have broken down internal kingdoms and defined mutual goals and methods. Freedom of speech is actually free and everybody shares creativity as starting point and carries the same spirit. Exactly like Avis in the 1950s and ‘60s.


Idea creating behaviour.

Never let go of your idea.


“We have touched the bottom. Back then we made heavy cut-downs in the innovation and we have had to build it up again gradually since then. It is quite a challenge to innovate when you have only a few resources. That made us re-think the way we did innovation and among other things we found out that we had a resource outside of the company, the kids!” –ManagingDirectorJørgenVigKnudstorpinMandagMorgen

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Defence is the best attackThe new market conditions imply that you have to think about branding and advertising much more holistically than earlier. You not only have to be the spokesman for a company and its products. You also have to learn a new and more challenging role: Ask all the critical questions right from the very preliminary product development.

That means you have to make sure that all the products in the range and other initiatives where the brand acts in relation to its surroundings can clearly answer a number of critical questions:

• What is my own special ambition in relation to the core of the corporate brand? I.e. how do I keep an authentic connection to the family and its values and what new dimensions do I add to attract new costumers or contribute with renewal?

• What is my contribution to the brand family? I.e. how do I create value for the other product brands and the master brand? What rub off does it leave on the family’s credibility and perception when costumers, cooperative partners or critics hear about me?

• Why am I interesting to the costumers? I.e. as the latest addition, how do I become a worthy and relevant universe to somebody who already has plenty of competing brands to choose from? Which of their needs can you affect? What should make them keep looking at you when you catch their eye?


Defence is the best attack.

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1. The consumers expect concrete, credible communication. This requires products with authenticity and good stories to start the talk. It does not mean that emotions and dreams have nothing to say. It simply means that the promises the products make have to be kept.

2. The consumers want products with signalling value. We all want to be something special and we all want to tell stories about ourselves. A great part of our social behaviour has now moved to platforms where we design our presense ourselves. We have become “situoids” and we choreograph ourselves in relation to various situations.

3. A diversified media picture makes demands for greater clarity in the communication to the costumers in the purchase situation. Choice of channel and the demands to the stories the consumers are served, are sharpened. The product does not consist only of a physical product but also of the way the product is sold.

4. The product is the most important media of all. Behind the product you find a corporate brand that carries the fundamental values, the big DNA of the company. The individual product carries the further development of the basic DNA and it has to appear unique with its own role and mission.

Because the product is so important and therefore should also carry the biggest assignments it does not mean that other assignments and processes in the company are of no importance. Only you often see that the administrative and linear disciplines take over most of the scene and this way lead to process-run companies where the very core and culture that form strong products could easily die.

Even the best product does not exist if it is not communicated and therefore communication is totally decisive for success. As mentioned earlier I see the product as the most important medium in an integrated communication plan. I started this paper with Bill Bernbach and I would like to conclude the same way – only this time by letting him tell us what is the most important issue for this communication.


“You can say the right thing about a product and nobody will listen. You’ve got to say it in such a way that people will feel it in their gut. Because if they don’t feel it, nothing will happen.”

If it is not communicated, it doesn’t exist.

DDB Worldwide Communications Group Inc (www.ddb.com) is the fourth largest consolidated advertising and marketing services global network and the most awarded agency network in the world according to Creativity magazine 2006. With more than 200 offices in over 90 countries, DDB provides creative business solutions guided by its proprietary philosophy and process of Co-Creativity. Home to the world’s largest multidisciplinary Creative Co-Op, DDB and its marketing partners build and deliver unique, enduring, and powerful brand experiences for competitive advantage.

DDB is excited by ideas. We invite you to visit our website to share yours and keep abreast of ours. We believe that creativity is the most powerful force in business and that ideas get sharper with more minds rubbing against them.

growth! (2)

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