By- Shantanu Pramanik Sukriti Verma Gautami Suvarna Shivam Vij Harshvardhan

Maheshwary Palak Shah Shruti Dhamangaonkar

WPP- A detailed study

WPP is largely the creation of English businessman Martin Sorrell. Armed with an economics degree from Cambridge and an M.B.A. from Harvard, he made his name as financial director of the advertising giant Saatchi & Saatchi plc, joining the firm in 1977 and playing a key role in its growth through acquisitions. In 1986, Sorrell set out to build his own advertising empire. In need of a quoted company as a nucleus for acquisitions, he and a stockbroker friend had already bought a 27 percent stake in Wire and Plastics Products PLC in 1985. Having gone public in 1971, it was the holding company for a group of wire and plasticmanufacturing businesses whose main products were shopping baskets and other domestic wire products. Sorrell became chief executive, changed the name of the company to WPP Group plc, and with the support of the other directors began adding marketing services to its activities.

In 1986, WPP made 11 acquisitions in this field, including design houses, incentive specialists, sales promotion consultants, and an audio-visual company. Sorrell's experience with Saatchi & Saatchi plc had taught him to be adept at publicizing his firm in the business press. He also followed their acquisition technique, buying companies on a five-year "earn-out" basis. In this way, the cost of the buyout is spread over a period of years, and the price finally paid for the company depends on the management increasing its pre-takeover profits.

WPP- History

The Saatchi brothers, with whom Sorrell was in close association, had taken a 10 percent stake in WPP. The price of WPP's shares was boosted, increasing their attractiveness as takeover currency. Investment bankers subsequently began suggesting takeover candidates to Sorrell.

In the first half of 1987, WPP turned its attention to the United States and acquired several companies there. Still purchasing marketing services companies, Sorrell professed to be uninterested in buying conventional advertising agencies at that time. In June 1987, however, WPP launched a bid for the JWT Group Inc., a media advertising agency in financial trouble in the mid-1980s. Although it had posted a loss in the first quarter of 1987 and takeover rumors were rife, some analysts were surprised to find the JWT Group bought out by a British company that had never owned a mainstream advertising agency. The two companies agreed to terms within two weeks and the whole JWT Group, including the public relations giant Hill & Knowlton Inc. and several satellite companies, became part of WPP.

WPP had to borrow part of the $566 million cost of this purchase. JWT's profit margin had dropped to 4 percent; however, with a few management changes and tough new profit targets, and with overstaffing and extravagant spending curbed, within three years both the JWT Group Inc. and Hill & Knowlton Inc. had raised their profit margins to 10 percent. In addition to increasing revenue, a large property windfall helped to cover the purchase cost. A sale and lease back arrangement was organized with JWT's Tokyo office, which, when found to be worth over £100 million, was promptly sold along with other valuable properties.

The Ogilvy Purchase: 1989 Despite its borrowings, WPP's profits rose steeply, from £1.7 million pre-tax in 1986 to £40.3 million

in 1988. Sorrell's reputation as a financial wizard grew as well, and he continued to make other acquisitions. His biggest coup came in 1989, when he added the Ogilvy Group to his empire. Like the JWT Group, it was at the time an international network of agencies and satellite companies about equal in size to the WPP Group. Interpublic Group Inc. also put in a bid for Ogilvy, but after a brief tussle it fell to WPP for $864 million. David Ogilvy, the Ogilvy Group's founder, was persuaded to become chairman of WPP to help reassure Ogilvy clients.

WPP was now larger than Saatchi & Saatchi, the biggest advertising group of the time. However, the financing of its new purchases involved the company in preference shares and further large borrowings. Sorrell was convinced that he could pay these debts from increasing profits, but the task proved harder than it had with JWT because the Ogilvy group's margins were already averaging 8 percent.

WPP eventually overtook the Saatchis in worldwide billings, however, and its pre-tax profits hit new peaks in 1989 (£75 million) and 1990 (£90 million). Its earnings per share also rose in both years. It was only in the recession of the last quarter of 1990 that the company was forced to issue a warning of lower profits in 1991. Investors suddenly scrambled to get out and within a week WPP's shares lost two-thirds of their value.

In 1991, the company suspended all dividend payments and was forced to renegotiate its debts. Not helped by the effects of the Persian Gulf War and the continuing economic recession, the group's billings fell for the first time, and by the end of the year its profits had fallen by 38 percent before taxes. In 1992, a further refinancing became necessary, and in return the banks took more of the equity but had limited voting rights. While Martin Sorrell remained chief executive of the firm, a new chairman was appointed.

After spending a few years restructuring, WWP began to slowly expand its operations. In 1992, the firm launched CommonHealth, a virtual healthcare marketing communications network. Three years later, The Kantar Group was created to act as a holding company for the company's research businesses. Then, in 1996, WPP purchased a stake in Media Technology Ventures, a venture capital partnership designed to invest in emerging technology firms.

Expansion: Late 1990s and Beyond Because of its financial troubles of the early 1990s, WPP had put its growth strategy on the back

burner. The group's financial position improved, however, and beginning in the late 1990s the group made a series of key purchases, launched new start-ups, and invested in media ventures. In 1997, WPP purchased a stake in Peapod, an online shopping service based in the United States; Syzygy, a digital media firm based in London; and HyperParallel, a San Francisco-based data mining firm. The company also invested in media firms in Latin America, Singapore, and Germany. In 1998, the firm acquired three high technology marketing consulting concerns along with United States-based Management Ventures Inc.; the Canada-based marketing research firm Goldfarb Consultants; Conway/Milliken, a research company based in Chicago; United States-based Alexander Communications, a technology public relations concern; and Asatsu-DK Inc., the third-largest advertising agency in Japan.

By this time, WPP had also launched MindShare, a new company involved in media planning, buying, and research in Europe and Asia. The firm also created Savatar, a start-up focused on new technology marketing in the United States. During 1998, profits rose by nearly 20 percent and non-media advertising--including Internet and Internet-related billings--accounted for 50 percent of the group's revenue for the first time in its history. WPP's frantic expansion pace continued in 1999 as the group made further investments in advertising communications-related firms and also acquired several companies, including Steve Perry Consultants, Shire Hall Group, Perspectives, The Brand Union, Blanc and Otus, Dazai Advertising, and P. Four.

WPP entered the new millennium focused on growth. While the group made a slew of acquisitions during 2000, its most publicized purchase of the year was that of Young & Rubicam Inc., a U.S. marketing concern. Sorrell made the firm's initial offer in January, which was followed by several months of hostile negotiations. The $4.7 billion transaction was finally completed in September. It stood as the largest such deal in the advertising industry at the time and created the world's leading marketing services group. That year, operating profits grew by 43 percent over the previous year to $631 million.

Sir Martin Sorrell--he was knighted in 2000--found himself involved in yet another attention-grabbing deal in 2001 when he made a bid for the Tempus Group plc, a media buying concern. By this time, WPP had amassed a 22 percent stake in the firm. Tempus, however, was not keen on a WPP takeover--its chairman, Chris Ingram, had made public the fact that he would never work for Sorrell--and looked to advertising conglomerate Havas to make a white knight bid. When Havas made its offer, WPP responded with a higher bid of $630 million.

The advertising industry as a whole suffered as the tragic events of September 11, 2001, sent the U.S. economy into a deeper decline. As a result of the weakening market conditions, Havas allowed its bid to expire, leaving WPP the sole bidder. Sorrell tried to back out of the deal, but his efforts were denied by the UK Takeover Panel. The deal was completed in late 2001.

WPP characterized 2001 as a brutal year in its annual report. Nevertheless, the group continued to report significant profits despite the downturn in the industry. Turnover increased by nearly 50 percent over 2000 figures and pre-tax profits climbed by 12 percent. By this time, marketing services accounted for just over half of the group's revenues while countries outside of the United States secured 56 percent of turnover.

WPP's long term goal was to become the world's most successful and preferred provider of communications services to multinational and local companies. With Sorrell at the helm, the group was focused on overcoming hardships related to economic challenges, integrating both its Young & Rubicam and Tempus purchases, and increasing its marketing services business to 65 percent of total revenues.

Principal Subsidiaries: J. Walter Thompson Company, Inc. (U.S.); The Ogilvy Group, Inc. (U.S.); Young & Rubicam Inc. (U.S.); The Kantar Group; Hill and Knowlton Inc. (U.S.); Tempus Group plc.

Principal Competitors: Havas S.A.; The Interpublic Group of Companies Inc.; Omincom Group Inc.

Though WPP is spread in all the major parts of the world. Yet the group functions mainly from the UK branch. The headquarters were earlier located in Ireland but they were shifted back to UK in 2012.

WPP Headquarters

Advertising

◦ 10AM Communications, 1861 united, ADK, APP (Agência Portuguesa de

Produção), Bates, Berlin Cameron United, BCG2, BPG Group, BSB Communication,

BTS United, Chemistry, DAVID, Dawson, DCSNET, Diamond Ogilvy Group, DSB&K,

Grey, Grey141, HS Ad, JayGrey, JWT, Johannes Leonardo, k102, KSM, LDV United,

LunchBox, Metropolitan Republic, MONDAY, Ogilvy & Mather Worldwide, Promo

Interactive agency, RedWorks, RedCells, Santo, SCPF, Sharp Shooter Films, Shift,

Syzygy AG, TAXI, Y&R, Yolk, The Campaign Palace, The United Network, Sra

Rushmore United, SRDS, KSM, Les Ouvriers du Paradis United, Blaze Advertising,

INGO, Testardo Gram, The Jupiter Drawing Room & Partners, The Social Partners,

Clickworks, Cole & Weber United, Contract Advertising, George Patterson Y&R

Companies associated with or owned by the WPP Group

Consumer Insights

◦ The Futures Company, The Focus Network, TAM Media Research Pvt. Ltd, Kantar, Kantar

Health, Kantar Japan, Kantar Media, Kantar Operations, Added Value, Added Value

Cheskin, Affectiva, BPRI, Center Partners, IdeaWorks, Ireland/Davenport, Jan Kelley

Marketing, TNS, TNS BMRB, TNS Employee Insights, TNS Gallup, TNS Infratest, TNS-RMS,

All Global, All Global Viewing, CSM Media Research, CTR, Compete, Kantar Worldpanel,

Lightspeed Research, BAV Consulting, CIC, Digitab, Dynamic Logic, Firefly, Millward

Brown, nPario, IMRB International, IBOPE Media. Ohal, Red Dot Square Solutions, spring

GmbH & Co

Sports Marketing

◦ 9ine Sports & Entertainment Consultoria Ltda, 141 Premiere Sports & Entertainment,

Alliance, JMI, B|W|R, PRISM

Direct, digital, promotion & relationship marketing

◦ ZAAZ, XM Asia Pacific, Wunderman MENA, Wunderman World Health, Wunderman Dentsu, These

Days, TAPSA, Tattoo, Teledirect, Tenthavenue, Studiocom, RTC, Scholz & Friends, Smollan Group,

Smollan Headcount, RMG Connect, RessourcenReich, Proclivity, Visible, Visible World, VML, Who

Digital, Wild Tangent, QUISMA, Real Media Group, Rockfish Interactive, SAY Media, Spafax,

OgilvyOne Worldwide, MEC Access, MEC Interaction , MediaCom Interaction, Maxx Marketing,

Mando, Forward, Foster, Futurecom interactive, G2, G2 Knowledge Consulting, G2 MarketData,

ETECTURE GmbH, EWA Bespoke Communications, F.biz, Fabric Worldwide, 24/7 Media, A.Eicoff,

Acceleration, Actionline, AGENDA, AKQA. all access ltd, Alpha Salmon, Always Marketing Services,

Aqua, argonauten G2, Barrows, Big Idea Group, Converge Technologies, Comwerks, Blast Radius,

Brierley+Partners, Carnation, deepblue networks, Deliver (Hogarth), Designkitchen, dialogue, Digit,

Digitaria, Burrows, CASA, Catalyst Online, Commarco, Celsius International, JumpTap, JWT Action,

H-art, HeathWallace Ltd, HighCo, I-Behavior, Inc, i-Cherry, iconmobile group, Kantar Retail, Kassius,

KBM Group, KKLD*, gkk DialogGroup GmbH, Grape, Grass Roots, EffectiveUI, First Loom, POSSIBLE,

The Media Innovation Group (MIG), DTDigital, eCommera

Public Relations and Affairs

◦ RLM Finsbury, RPCA, Proof Integrated Communications, Public Strategies Inc, QGA

Public Affairs, PPR, Prime Policy Group, Buchanan Communications, HERING

SCHUPPENER, Hill+Knowlton Strategies, Intermarkets/VML, IPAN Hill and Knowlton,

Burson-Marsteller, Ogilvy Public Relations Worldwide, Ogilvy Government Relations,

NATIONAL Public Relations, Dewey Square Group, LLC, Direct Impact, Essence

Communications, Cohn & Wolfe, Carl Byoir & Associates, AxiCom, Beyond

Communications Hong Kong Limited, Blanc & Otus, Triwaks Public Relations

Consultants, Wexler & Walker Public Policy Associates, Palisades Media Ventures,

Penn Schoen Berland

Demographic Marketing◦ K&L Advertising, Wing, UniWorld Group, Etcom, Bravo

Media Investment Management, Media and production Services

◦ The Farm, Sprint Production, Xaxis, Banner, Clockwork Capital, Compass, Joule, Kinetic

Worldwide, KR Media, MEC, MediaCom, Mediapro Group, metagate, Metro, Data

Intelligence A/S, GroupM , Happi Mindshare, Mindshare, mInteraction, Motivator, oOh!

media,Outrider, Plush Films, United Visions GmbH, Madhouse India

Specialist Communications◦ Hogarth Worldwide, Communicator

Corporate/ B2B

◦ Young & Rubicam Group Geneva, Ogilvy Primary Contact, global3digital

Branding and Identity

◦ Addison, Designworks, Dovetail, Lambie-Nairn, Landor Associates, VBAT, PeclersParis, The

Partners, The Brand Union, The Food Group, swat marketing, Coley Porter Bell, CB'a, B to

D Group, BDG architecture + design

Healthcare Communications

◦ WG Consulting, Sudler & Hennessey, ghg, GCI Health, Feinstein Kean Healthcare (FKH),

Ogilvy CommonHealth Worldwide, LOb Conseils

Events and face to face marketing

◦ Pro Deo, Encompass, facts and fiction, avh live communications

Technology Marketing

◦ Adgistics

Entertainment Marketing

◦ Brandamp

Shared Services

◦ WPP Group Technology Services (WPP GTS)

Manufacturing

◦ Wire and Plastic Products Ltd

WPP Knowledge Communities

◦ The Store

Multitasking Companies

◦ Blue Hive, Blue State Digital, Geppetto Group, Dentsu, Y&R, IEG, LLC, Ignite, JWT INSIDE,

M/SIX, M80, PBN Hill+Knowlton Strategies, FITCH, AdPeople Worldwide, Maxus,

Menacom, Meritus, MJM, GCI Group, Team Detroit, The Food Group, OgilvyAction, PACE,

Scangroup, Soho Square, Sonic Boom Creative Media, Young & Rubicam Group,

BLUMBERRY, TRU, True Worldwide, Bisqit, Glover Park Group, Neo@Ogilvy, Ogilvy Noor,

CHI&Partners, Chime Communications Plc, Clarion Communications

Non-Executive chairmanPhilip Lader was appointed chairman in 2001. The US Ambassador to the Court of St James’s from 1997 to 2001, he previously served in several senior executive roles in the US Government, including as a Member of the President’s Cabinet and as White House Deputy Chief of Staff. Before entering government service, he was executive vice president of the company managing the late Sir James Goldsmith’s US holdings and president of both a prominent American real estate company and universities in the US and Australia. A lawyer, he is also a Senior Advisor to Morgan Stanley, a director of Marathon Oil, AES and Rusal Corporations, a trustee of the Smithsonian Museum of American History and the Atlantic Council and a member of the Council on Foreign Relations.

Philip Lader

Head Honchos

Finance directorPaul Richardson became Group finance director of WPP in 1996 after four years with the Company as director of treasury. He is responsible for the Group’s worldwide functions in finance, information technology, procurement, property, treasury, taxation, internal audit and sustainability.

He is a chartered accountant and fellow of the Association of Corporate Treasurers. He is a non-executive director of CEVA Group plc, Chime Communications PLC and STW Communications Group Limited in Australia, the last two being companies associated with the Group.

Paul Richardson

Strategy director and CEO, WPP DigitalMark Read was appointed a director in March 2005. He has been WPP’s director of strategy since 2002 and is also chief executive of WPP Digital. He is a member of the Supervisory Board of HighCo and a director of CHI & Partners. He worked at WPP between 1989 and 1995 in both parent company and operating company roles. Prior to rejoining WPP in 2002, he was a principal at the consultancy firm of Booz-Allen & Hamilton and founded and developed the company WebRewards in the UK.

Mark Read

Non-Executive director Colin Day was appointed a director in July 2005. He is the chief executive of Filtrona plc and a non-executive director of Amec. He was the group finance director of Reckitt Benckiser plc, until April 2011, having been appointed to its board in September 2000. Prior to joining Reckitt Benckiser he was group finance director of Aegis Group plc and previously held a number of senior finance positions with ABB Group plc and De La Rue Group plc. He was a non-executive director of Vero Group plc until 1998, Bell Group plc until 2004, Imperial Tobacco plc until February 2007, easyJet plc until 30 September 2005 and Cadbury plc until 2010.

Colin Day

Non-Executive director Esther Dyson was appointed a director in 1999. In 2004 she sold her company, EDventure Holdings, to CNET Networks, the US-based interactive media company now owned by CBS. She left CNET at the end of 2006 and now operates as an independent investor and writer, again under the name of EDventure. She has been highly influential for the past 25 years on the basis of her insights into online/information technology markets and their social impact worldwide, including the emerging markets of Central and Eastern Europe and Asia.

Esther Dyson

Non-Executive director Orit Gadiesh was appointed a director in April 2004. She is chairman of Bain & Company Inc., and a world-renowned expert on management and corporate strategy. She holds an MBA from Harvard Business School, was a Baker Scholar and was also presented the Brown Award.

Orit Gadiesh

Non-Executive director Ruigang Li was appointed a director in October 2010. He is Chairman of China Media Capital (CMC). CMC is the first and only sovereign private equity fund dedicated to the media sector in China and abroad. In 2010, CMC forged a strategic partnership with News Corporation’s Star China to jointly develop growth opportunities on operational and investment platforms within China and beyond. Li was president of Shanghai Media Group (SMG) between 2002 and 2011. Under Li’s Leadership, Shanghai Media Group, a multimedia conglomerate based in Shanghai, built the most complete portfolio of media and related businesses and became one of the world’s largest providers and distributors of Chinese language media contents and services. SMG’s business scope spans multiple platforms and disciplines of television, radio, print media, digital media, content distribution, e-commerce, live theatre entertainment and education.

Ruigang Li

Non-Executive director John A. Quelch was appointed a director in 1988. He is the Dean, Vice President and Distinguished Professor of International Management at China Europe International Business School in Shanghai. Between 2001 and 2011 he was the Lincoln Filene Professor of Business Administration and Senior Associate Dean at Harvard Business School. Between 1998 and 2001 he was Dean of London Business School. Between 2002 and 2011 he served as chairman of the Massachusetts Port Authority, honorary consul general of the Kingdom of Morocco in New England and as honorary chairman of the British American Business Council of New England.

John Quelch

Non-Executive director Koichiro Naganuma was appointed a director in February 2004. He is chairman of the Board of Asatsu-DK Inc., also known as ADK. He is also vice chairman of Japan Advertising Association and chairman of Japan Advertising Industry Pension Fund. Joining the agency in 1981, he was president and Group CEO from 1991-2010.

ADK is Japan’s third largest advertising and communications company, and 15th largest in the world.

Koichiro Naganuma

Non-Executive director Tim Shriver was appointed a director in August 2007. He is a social leader, educator, activist, film producer and business entrepreneur. As chairman and CEO of Special Olympics, he serves nearly four million Special Olympics athletes in 180 countries all working to promote health, education, and unity through the joy of sports.

Timothy Shriver

Non-Executive director Paul Spencer was appointed a director in April 2004. He is a financier with 20 years’ experience in the financial management of a number of blue-chip companies, including British Leyland PLC, Rolls-Royce PLC, Hanson PLC and Royal & Sun Alliance PLC.

He has held a number of non-executive directorships including until 2009 chairman of NS and I (National Savings). He is currently chairman of State Street Managed Pension Funds and chairs audit at TR Property Investment Trust PLC. He is the independent Trustee of BT, BA and Rolls-Royce Pension Funds. He is Chairman of Hermes Asset Managers Ltd. In the 2010 Honours List he was awarded a CBE for services to the financial services industry. He is a governor of the charity Motability.

Paul Spencer

Non-Executive director Bud Morten was appointed a director in 1991. He is a consultant and private investor. From 2003 to 2009 he was the Independent Consultant to Citigroup/Smith Barney with responsibility for its independent research requirements. Previously, he was the chief operating officer of Punk, Ziegel & Co., a New York investment banking firm with a focus on the healthcare and technology industries. Before that he was the managing director of the equity division of Wertheim Schroder & Co., Inc., in New York. He is a former non-executive of Register.com, which was sold to a private equity firm in November 2005, and of The Motley Fool, Inc., a private company in the financial content business. He is also a non-executive director of Darien Rowayton Bank, a private company.

Stanley (Bud) Morten

Non-Executive director Jeffrey Rosen was appointed a director in December 2004. He is a deputy chairman and managing director of Lazard, with over 30 years’ experience in investment banking. He is a member of the Council on Foreign Relations and is President of the Board of Trustees of the International Center of Photography in New York.

Jeffrey Rosen

Advertising

Media Investment Management

Public Relations & Public Affairs

Consumer insight

Digital communication

Branding and identity

Healthcare Communications

Direct, Digital, Promotion & Relationship Marketing

Specialist Communications

Speciality of the WPP group-

Key Indian Agencies of the group-

Grey Group India- MumbaiWith 5 offices in the country and over 320 employess, it ranks amongst the largest global advertising companies. Clients- P & G Infosys Johnson and Johnson Nutella Hero honda Kinder Joy GSK Audi

Spencer’s Parle Indian Oil Reliance industries Ltd. AXA ONGC Britannia Pepsico ITC ltd. Godrej

TNS global delivers precise plans to help its clients grow. TNS is part of Kantar, one of the world's largest insight, information and consultancy groups.

With four offices and 21 field centres, TNS India is the country’s leading and fastest-growing customised market research agency, offering a full range of insights and actionable growth strategies.

What do they do? 1. Loyalty and new spend

Driving growth through deeper relationships with existing customers 2. New customers

Increasing penetration by attracting the most profitable new customers 3. New products and services

Portfolio extension to drive incremental growth 4. New markets

Extending reach through geographic or category expansion

TNS India

‘Hilltop Re-imagined’ by Grow Interactive for Coca-Cola/Google The winner of the Grand Prix for Mobile re-imagined Coca-Cola’s classic ‘Hilltop’ commercial

for a modern audience, in the digital age. Fulfilling the promise of the original ad, it allowed users to connect with strangers by sending a Coke around the globe to an unsuspecting recipient. The ad was available on mobile phone apps in Google’s AdMob network, across iOS and Android devices. Made possible through AdMob rich media ads, coupled with custom-designed vending machines, viewers can truly ‘buy the world a Coke’, with a few taps on their mobile phones. Once the Coke is delivered, recipients are not only treated to the generosity of a stranger thousands of miles away, but they can also say ‘thanks’ by sending a message of their own back to the user. That message is delivered to the user’s inbox where they can read the note and view a video clip of the recipient’s surprised reaction upon getting a free Coke.

http://www.marketingmag.com.au/news/top10-cannes-lions-winning-campaigns-16263/#.UNpwbW8zqxt

Global award-winning campaigns of WPP’s agencies-

Valvoline NextGen campaign New York – October 31, 2012 – Cohn & Wolfe, a leading global communications agency,

won a 2012 Global SABRE Award, presented last night during the Global SABRE Awards dinner held at The Holmes Report Global Public Relations Summit in Miami, Florida. The award, for Product Media Relations – Trade, recognizes Cohn & Wolfe’s work for client Valvoline and is only one of 50 winning campaigns worldwide.Cohn & Wolfe launched Valvoline NextGen motor oil – a 50 percent recycled formula – during National Recycling Month in 2011. A major element of the campaign’s success was winning over key influencers in trade media, from automotive experts to environmental enthusiasts who questioned the merits of re-refined oil. By allowing key influencers to take a look behind the curtain at Valvoline’s cutting-edge technology, the campaign changed minds and exceeded expectations, generating more than 300 million media impressions and helping make Valvoline NextGen motor oil one of the fastest-growing new products in the company’s history. That campaign was recently awarded a prestigious PRSA-NY Big Apple award in the "Marketing Consumer Products: Other" category.

Valvoline’s NextGen campaign

Effie’s award winner campaign- Truvia by O & M Truvia(tm) Natural Sweetener was launched in the US market in the 4th quarter 2008 as the

very first natural sweetener alternative. The brand introduced an entirely new segment of the sweetener category to an already skeptical user base. Truvia (tm) brand focused on a key point of differentiation - honest sweetness. Something that no other brand could own. The brand has surpassed all goals and expectations achieving 5% market share and over 30% brand awareness within the first 6 months of its launch. The Truvia® brand was awarded two 2012 Effie Awards for the “Sweetness Stories” integrated national marketing campaign – a Gold award in the Nutrition Products and Services category and a Silver award in the Snacks/Desserts/Confections category. The campaign was recognized for driving the consumer acceptance of Truvia® natural sweetener, which is now the # 1 natural sweetener in the category.Since its launch in 2008, Truvia® natural sweetener has become a regular item on grocery lists across the country and an ingredient in products like Coca-Cola’s Sprite®, VitaminWater® Zero™ and Smucker’s® Sugar Free Fruit spreads.http://www.ogilvy.com/#/The-Work/Galleries/Effies2012.aspx/

Thank You..