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Leo Burnett Revitalization Plan

Leo Burnett Revitalization Plan

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Published by Megan Hillary
This was a agency rebranding campaign we did as a group for the iconic agency Leo Burnett.
This was a agency rebranding campaign we did as a group for the iconic agency Leo Burnett.

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Published by: Megan Hillary on Apr 29, 2013
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04/29/2013

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Agency Revitilization Plan
Megan BlaichMatthew FraherEdmée JorgeTaylor Lockhart-LangSamuel SmithIsabela Ver
 
 2 
 Table of Contents 
State o the Advertising Industry........................... 3
State o Our Agency........................................................ 7
The Agency We Want to Be.................................... 10Agency Revitalization Plan.................................... 14
 
3
Declaring the absolute state o anything in theadvertising business is almost an exercise inutility: not only is it relative, a bad year canseem good i it ollows an even worse year, butit is temporal, and in ux, and any report on thesubject should be preaced with the ollowingdisclaimer: “This is the state o the advertisingbusiness on this date: December 5, 2012, and nowarranty, either express or implied, is granted toguarantee the actual basis o this document onany date thereater.
State of the Advertising Industry 
With that disclaimer, we eel confdent in sayingthat the state o the advertising business is good,both globally and nationally. Spending has beenincreasing year-over-year, driven by increasedspending in digital, which now accounts orroughly 30% o all agency billings. “Everything wedo has a digital component to it,” says OmnicomPresident-CEO John Wren. As expected rom thisadded component, traditional TV spends aredropping as advertising budgets shit to otherplatorms. There is also notable post-recessiongrowth as agencies bounce back, winnew business, and once again expandtheir ranks. In short, the advertisingindustry is healthier than it has been inseveral years.Astute observers will observe micro-trends in the industry as well. Smallershops and digital agencies are quickto innovate, having less to lose, butbigger agencies have begun investingtheir capital in the tested and proventechniques that the smaller shopsengineered, either buying out or simplyemulating smaller ships. The existenceo global holding companies makesbuying out smaller shops easier andmore proftable, as they have the abilityto expand a small company’s reachworldwide, gain traction in oreigncountries, and increase their abilityto provide these services to the global

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