An opportunistic approach.

WINNING VOLKSWAGEN

CHANGE Volkswagen, part of the European Motors Distributors group in New Zealand, was looking for a change.

The creative for VW had moved to Colenso BBDO, from DDB, two years ago. But, VW was unhappy with Colenso’s self serving approach to award winning creative work.

VW went looking for an agency that cared less about achieving creative awards at all cost, and more about effectiveness.

1.

A SMALLER AGENCY

While VW had been a client of FCB Media for a year, VW began their pitch process by saying that larger creative agencies were not being considered and they wanted to work with a small agency (a result of having bad experiences at two big agencies DDB and BBDO). FCB was therefore excluded from this creative pitch.

2.

BUT FCB IS UNIQUE Our proactive media team convinced VW that FCB would be different, and could create something bespoke and unique to fit their needs.

We talked through our philosophy that FCB is not a “Big” agency – but a collective of small agencies –each one a bespoke operation built for each clients needs.

VW were intrigued, but “needed convincing.”

3.

TAKING AN AGILE APPROACH We quickly responded by building a new structure that reflects and embraces our new approach to creating an agile team. A tight, strategically focused team of Business Lead (Blair – current lead on Media for VW), Strategist (Rufus), and Creative (James Mok) with the firepower of FCB’s specialist services in support. ‘Thinking small’ became our mantra - an attempt to reframe FCB’s offering as small, strategic and responsive.

4.

5.

THINKING SMALL

Within 48 hours, an A5 book ‘Think Small’ was created to demonstrate the details of our approach.

This was presented by Brian van den Hurk, Bryan Crawford, and a small team to convice the client we should be on the pitch list.

6.

BRIEFING

Our approach worked and FCB was invited onto the pitch list and we were briefed along with two other (small) agencies to launch the new VW Alltrack.

We decided to flip the approach requested in the brief because we were to be judged on process and creative output.

We would involve VW in the process, answer the Alltrack brief while exploring the bigger brand picture.

7.

BEYOND THE BRIEF

Within three days, we presented our cultural codes (Proprietary IP) –and held a Strategic Kickstart session with VW. This effectively engaged the client in workshops with FCB before the client had finished briefing the other agencies.

8.

CULTURAL CODES 9.

EMISSIONS CRISIS

Due to our collaborative approach our Core Team were the morning in the clients office the morning the news broke. This allowed us to discuss the crisis with VW immediately. Taking the role of being their agency without asking for permission.

10.

AN OPPORTUNISTIC APPROACH While other agencies sent tentative emails asking VW if they could help, Ange (Head of PR, Activation and Social) spent her time camped out at the VW offices. Staying calm and cool headed, Ange became an indispensable member of the VW crisis team, helping to coach the owner of European Motor Distributors on how to front the press.

11.

GETTING STUCK IN Continuing to act as VW’s agency, rather than hoping to be, we got stuck in.

James Mok crafted a press Advert in an hour, expressing VW’s commitment to it’s customers. Although the Advert didn’t run, it proved that we could act fast, we were strategically on track and that we genuinley cared.

The following days were spent in the VW offices, moving media placement, writing press releases, and providing counsel.

12.

AND GETTING ON WITH IT With the official pitch date set more than a week away, our Core Team met with the VW Group GM and Marketing Manager. They explained that it was in VW’s best interest to forget the pitch, and let us get on with the important task of rebuilding the brand. VW agreed. They cancelled the pitch and appointed FCB.

13.

ONE LAST HURDLE

A meeting was held with Richard Giltrap (owner of European Motors), to present the agency and team. Another creds book was created in less than 24 hours, followed by a session on long term thinking and relationships. They felt FCB totally understood their brand and that we were the partners they needed for the long haul.

14.

WE CELEBRATED!

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