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In 2012, we also piloted Spectrum, which addresses the question, “What does it take to be a truly multidisciplinary client leader?” With the help of an executive sponsor from WPP, developing leaders involved in the program are able to tap internal resources and harness the power of the Group while growing as individuals with a multidisciplinary mind and skill set.

In 2012 we saw gratifying results from such initiatives in the form of additional assignments and business wins from clients as diverse as Tata and Dell, to name just two.

Y&R

Report by David Sable (opposite, top)

Chairman and chief executive officer

At Y&R, our vision of being our client’s most important partner benchmarks everything we do. If our vision gives us purpose, our mission to ‘Resist the Usual’ gives us our unique perspective.

In 2012, we saw confirmation of both in our continued partnership with Dell. Y&R Advertising was awarded two more major divisions – Consumer and Commercial.

Our first work for Consumer, ‘Annie,’ was recently named one of only 10 global spots in TED’s Annual 10 Ads Worth Spreading. Innovation was also the hallmark of the ‘Thomas’ spot, which we launched on Super Bowl Sunday, in a most unusual way – without a media buy, but driving through social networks that were already grabbing attention during the game.

With our core brand storytelling abilities, we are continually focused on driving innovation that

Young & Rubicam GroupReport by Peter Stringham (below)


The Young & Rubicam Group lives by the belief that we are ‘Best Alone, Better Together’ – each company in the Group strives to be best in its core discipline, but also to add value and work better together in teams united around our clients. Every one of our 50 largest clients engages more than one of our disciplines. Nearly a third work with teams that come from three or more of our companies.

The role of the Group is to support and empower our companies individually and collectively, driving integration and innovation. On these next pages, you will see the richness and diversity of the Group companies, and how each of them is assiduously meeting the challenges and objectives their clients face today and tomorrow.

In 2012, Young & Rubicam Group sponsored two major initiatives designed to strengthen our ‘Better Together’ proposition.

The first is Rubicam University, an intensive program within Young & Rubicam Group that promotes collaboration across disciplines. The program engages participants from all parts and geographies of the Group to solve a complex challenge posed by an existing client that requires a truly integrated solution.

Every one of our 50 largest clients engages more than one of our disciplines

WPP ANNUAL REPORT 2012

How we’re doingAdvertising agency networks

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We continue to drive our Y&R = Y&R Advertising + VML strategy, leveraging the individual and collective strengths. 2012 saw huge global expansion for VML, using Y&R’s footprint, as you will read.

This year Y&R will celebrate its 90th anniversary – a historic milestone that marks 90 years of resisting the usual and reinventing ourselves to live up to our drive to be our clients’ most important partner.

VML

Report by Jon Cook (below)

Chief executive officer and president

VML’s 20th anniversary year was noteworthy for many special reasons, but none more important than the agency’s ability to strategically guide global brands around the world. With expanded capabilities and increased international resources, VML supports a growing number of far-reaching brands, including Colgate-Palmolive, Dell, Kellogg’s and SAP.

After being named one of the top 10 Advertising Age A-List standout shops, VML won an unprecedented seven Cannes Lions, partnering with Y&R Advertising – including four Golds – and produced groundbreaking work for multiple clients at the London Summer Olympics.

VML launched full-service offices in Sydney, Jakarta and Mumbai – and extended operations in Singapore, São Paulo, London and Milan. Most importantly, we initiated client engagements for

creates new user experiences. We expanded ‘The Spark Plug’, our innovation incubator that awards residencies to start-up companies in exchange for giving our clients access to great new thinking and technology. We now have Spark Plug companies in nine markets and are bringing them together virtually this year for our clients globally.

We also began to hold client innovation sessions, bringing in leaders from Facebook, Microsoft, Google, AOL and VICE to help leverage their thinking. The ability to unify diverse partners around a client’s challenge and needs was also tested successfully in our partnerships on WPP teams, participating and leading many team efforts.

Being our clients’ most important partner drove our increased integration with iconmobile, leveraging their mobile and R&D expertise with our clients and VML. It was also the impetus for the expansion of Labstore, our shopper marketing agency in Spain that we recently launched across Latin America and intend to expand globally.

Our belief that strong local agencies resonate globally found expression in the recognition we received around the world: 12 Agency of the Year honors, Brazil’s No.1 ranking for the 10th consecutive year, as well as Latin America’s No.1 and No.2 spot rankings in FIAP and El Ojo, 51 Cannes Lions won in nearly every category, rankings that placed us as the No.4 global network at Cannes and No.5 in The Gunn Report.



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long-standing expertise in data and the deployment of CRM engagements proved essential in attracting such clients as adidas, Reebok, Novartis, Levi’s, United Airlines, Best Buy, Coca-Cola, Unilever and Merck. Each knows that customer intelligence is a definite competitive edge to delivering highly profitable marketing solutions. With our data tools and expertise, we’re helping brands decipher the complexities of an information-rich world.

Our growth since 2001 has yielded resources to make brands’ global aspirations a reality. In 2012, the depth and footprint of Wunderman’s offering had a direct correlation to new business wins, with clients citing our ability to effectively reach any corner of the world as a ‘dealmaker.’ We invested in our Marketing Solutions Center’s six locations that now combine real-time campaign results with the production of digital assets deployed 24/7 in 90+ markets around the world. Our pan-WPP partnerships continued to flourish. Collaborations with Kantar, MEC, Hogarth and VML, among others, have yielded bold ideas.

Early to the game in Latin America and Asia, Wunderman continued in 2012 to gain, share and expand resources there. We seized the opportunity to provide global brands with top-tier talent and assets in both markets. Digital acquisitions in Australia (Bienalto) and Mexico (Crossmedia) come as fast-growing developing markets continue their climb upward. And a joint venture in Indonesia (PT Wunderman Pamungkas) provided digital and CRM superiority to brands looking to connect with 250 million consumers there. In Europe, KBM Group acquired Predictys in France, specialists in digital data and campaign technology. The result is an

noteworthy brands Wendy’s, Campbell’s, MillerCoors, Banyan Tree, Track & Field and Vodafone.

As a proud member of the Red Fuse and Cavalry integrated teams, VML collaborates with amazing partners on wide-ranging work for Colgate-Palmolive and Hill’s Pet Nutrition, as well as Coors Banquet and Coors Light.

The VML global network has never been on more solid footing as the agency embarks on its next 20 years.

Wunderman

Report by Daniel Morel (below)


2012 was a growth year for Wunderman, in spite of a very negative economic environment.

The sheer volume, sophistication and quality of data available provided us with consumer knowledge of unprecedented magnitude. Wunderman’s size, depth, strength of offerings and connected infrastructure worked to our advantage as clients endeavored to stretch across the world. Looking back, we know that our timely and resolute belief in the emerging markets of Latin America and Asia paid dividends, as we continued to see growth accelerate there.

The quest to convert customers in a minute-to-minute world is gaining intensity, especially among consumer brands. Wunderman’s heritage and

Our timely and resolute belief in the emerging markets of Latin America and Asia paid dividends, as we continued to see growth accelerate there



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with Merrill Lynch, the portfolio of new work will include a range of services core to supporting Bank of America’s positioning as a global, integrated company. In 2013, Burson-Marsteller is poised to continue to build on this high level of success.

Landor Associates

Report by Mary Zalla (below)

Chief executive officer

unrivaled infrastructure capable of meeting a brand’s every need, everywhere.

In the days ahead, we aim to meet – and exceed – the needs of our next global clients. We’ll continue aligning resources to match brands’ needs and anticipate marketplace changes. And we take great pride that Lester Wunderman, our 92-year-old founder, joins us every day in the office to meet our clients and young talent.

Burson-Marsteller

Report by Donald A. Baer (below)

Worldwide chair and chief executive officer

In summer 2012, after serving for several years as worldwide vice chair, I stepped up to the leadership role. Along with new leadership, the firm also transitioned to a strategy that builds on its strength as a global leader in evidence-based communications with a renewed focus on creativity, strategic thinking and rigorous attention to delivering demonstrable outcomes for clients. In 2013 and beyond, Burson-Marsteller’s underlying strategic goal is to deliver excellence to our clients as the best ideas-driven, results-oriented communications firm in the world.

In 2013, as Burson-Marsteller entered the 60th anniversary year of its founding, this new strategy was quickly validated when the firm significantly expanded its relationship with Bank of America as part of WPP’s worldwide effort. Building on Burson-Marsteller’s more than 30-year client relationship

In 2012, Landor continued to evolve its business. From leadership changes to expanding our offering and entering new markets – most notably Moscow – we continue to progress and fulfill our purpose of making a meaningful difference.

Landor also continues to nurture key client relationships, the foundation of our business. One of the most pivotal moments of 2012 was our work in support of Procter & Gamble’s Olympic sponsorship, which impacted every single one of P&G’s brands and included the creation of the P&G Olympic Home in London. This single initiative called upon the strengths of many Landor offices, drove award-winning work and showcased both our traditional and emerging capabilities.

Landor saw growth from a number of clients in 2012 including BP, Cisco, Diageo, Pernod Ricard, Verizon and Yell. In 2013 and beyond, Landor will continue its march forward into new markets, with new capabilities, building current client relationships and creating new ones.



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The Bravo Group

Report by Eddie Gonzalez (below, left)

Chairman and chief executive officer andEric Hoyt (below, right)

President and chief operating officer

At Bravo, we measure our success in four dimensions: client satisfaction, new business, awards and recognition and financial results. In 2012, we exceeded all our expectations. We delivered excellent top- and bottom-line growth by strengthening our partnership with clients and adding new business: Best Buy, Campbell’s, Famous Footwear, Medalla Light, Vertex and Tampico.

Our clients’ success is our most important goal, however, being recognized by our industry validates our accomplishments. Bravo earned two Cannes Lions, two D&AD Yellow pencils, six ADDYs, one CLIO and two AHAA Brains!

By focusing on our clients, understanding through discipline, compelling through imagination and delivering with precision, we are poised for a bold 2013.

Sudler & Hennessey

Report by Jed Beitler (below)

Chairman and chief executive officer worldwide

2012 reflected forward thinking and strategic growth for the Sudler global network. We expanded our presence, appointed specialised strategic leadership, and created new initiatives to address where the business is moving.

Our global footprint expanded with the partnership of Grupo Triunfo, one of Brazil’s most respected healthcare agencies. In Asia Pacific, we appointed a chief strategic officer to oversee China and Japan. In the EU, a new head of advocacy relations and director of planning were appointed.

New divisions were created: Primary Source, a strategic consultancy addressing early commercialization strategic needs in the US and EMEA; and Quality Matters, a managed markets group focused on US organized systems of care in the accountable care environment.

While we continued winning creative awards, including the Hermes International Creative Awards, we are most proud that Rob Rogers, co-CEO of the Americas, was honored with the CLIO Healthcare Lifetime Achievement Award.

Cohn & Wolfe (see report on page 70)



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