Anomaly seeks financial assistance

November 15, 2010

Anomaly, the maverick marketing services group set up by former TBWA chief Carl Johnson (left), is seeking financial assistance after its business strategy stumbled – according to sources familiar with the situation.

A cash injection is likely to take the form of partnership with another organisation – if negotiations work out. Whether this partnership would involve a private equity specialist or investment by an international marketing services holding company is unclear at this stage.

Anomaly has a volatile track-record in winning large accounts, which include Converse, Nike and Virgin America. It held Diesel for only 9 months before losing it to WPP-backed Santo, and has recently ceded a large chunk of its Sony Europe business to Grey, also owned by WPP. However, its financial problems are not thought to relate to advertising but a specific division, Anomaly IP.

IP is an incubator which seeds early-stage businesses, in which Anomaly itself takes a stake and a share of the eventual profit, if any. Projects include Avec Eric, a joint-venture with Eric Ripert, head chef and co-owner of the Michelin triple-starred Le Bernadin restaurant; eos – a line of women’s shaving and skincare products; Shop Text, a mobile commerce platform; and By Lauren Luke – a co-venture with the eponymous English beauty-products doyenne, also known online as panacea81.

Johnson, a former planner, set up Anomaly in 2004 with a number of like-minded individuals from backgrounds such as TBWA, Wieden & Kennedy and Nike. It was founded in New York, but now has a London office as well. Like Crispin Porter & Bogusky, Anomaly has sought to define itself as an antidote to traditional “legacy” agencies which – it claims – only cater for the services they have experience in providing, rather than for what clients actually require. When Anomaly beat stiff competition to win Virgin’s start-up US domestic air-service in 2006, it produced not only an advertising strategy, but designs for the interiors of Virgin’s new fleet of Airbus A320s, the flight attendants’ uniforms and the content for a pay-per-view entertainment system.

If it is to find a financial partner, Anomaly may have to strike a difficult bargain with its founding principles. A recent $600m bid by Dentsu for digital group AKQA – later withdrawn – exposed tensions between the majority owners, GA Capital, and its two founders. Ahmed Ajaz and Tom Bedecarré were opposed to the Japanese bid and reported to prefer an IPO as a means of buying out the private equity investor. Siding with a traditional agency holding company, on the other hand, might lead to charges that Anomaly had betrayed its principles.

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The end of a riveting tale – BBH resigns Levi’s account

July 15, 2010

It’s probably entirely coincidental that BBH’s resignation of the Levi’s account, which the agency serviced with distinction for 28 years, surfaced about the same time as the jeans manufacturer’s second quarter financial results. A constructive coincidence, all the same. If not exactly dire, the results graphically illustrate how far down in the world the Levi’s brand has come: the company compounded a multi-million dollar loss.

In its day – 15 to 20 years ago – Levi’s was a sobriquet for jeans, at a time when everyone of consequence thought it cool to wear jeans. Now they don’t. Or if they do, it’s 7 For All Mankind for upmarket, Gap for downmarket and Diesel for youff – with Levi’s perched somewhere uncomfortably in between. The market for nostalgic Americana has vanished, probably for ever.

Levi’s iconic status arose, in business terms, out of a structural imbalance. The company’s own retail presence was extremely weak outside the USA – even today it does not own all its outlets, leading to an impression of inconsistency. Advertising supplied the deficit, literally driving people into the shops to buy the stuff. That’s a relatively unusual situation in the rag trade; even more unusual is the idea of trusting the agency’s judgement in these matters. But Levi’s did, with astonishingly productive consequences.

You can view BBH’s contribution as a number of discrete, highly visual campaigns – from Launderette, Swimmer through to the Flat Eric vehicle and beyond. Everyone has their favourite. The magical insight, however, was not so much what they looked like, but what they sounded like. The estates of, among others, Marvyn Gaye, Eddie Cochrane, Sam Cooke and Dinah Washington (Mad About the Boy) have every reason to be grateful to BBH. A few years later, in the mid-nineties, the agency moved on from resurrecting the fortunes of dead artists to making the fortunes of new ones, such as Babylon Zoo in “Spaceman”  and Mr Oizo in “Flat Beat”.

Latterly, however, Levi’s seems to have lost faith in advertising and BBH in Levi’s. It’s not just that the jeans brand is becoming more penny-pinching as it tries to cope with commoditisation; BBH has, these past two years, found it a great deal more difficult (I understand) to get its creative proposals accepted. Even so, it must have been with a heavy heart that Nigel Bogle, BBH group chief executive, composed the letter firing one of his original, and signature, clients.


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