04071, Киев, Украина
T +38044 220 2920
Our Roots & How We’ve Grown
David Ogilvy opened Ogilvy, Benson & Mather in New York in 1948 with the financial backing of two British agencies:Mather & Crowther and S.H. Benson.
Worldwide, we now have over 11,000 employees in 120 countries. We have 474 offices, and we do work in over 65 languages. Our billings top $13 billion a year.
Ogilvy&Mather Ukraine was officially set up in 1997 and is 100% owned by Ogilvy&Mather Worldwide.
We believe our job is to help clients build enduring brands that live as part of consumers’ lives and command their loyalty and confidence. How we go about doing this is through a proprietary way of thinking and working that we call 360 Degree Brand Stewardship.
We deliver media neutral brand ideas that can be further effectively realized in any communication channel depending on the peculiarities of the target audience and business objectives which are set for the brand.
Currently Ogilvy & Mather Ukraine comprises of 5 units: Ogilvy (creative agency), OgilvyAction (through-the-line marketing services agency – transforming consumer behavior along the path to purchase), RedWorks (design studio), OgilvyOne (interactive media, one-to-one, digital marketing), and Mather Communications (creative agency).
Our Shared Values
No matter which part of the Ogilvy Group network you belong to, our first and foremost goal is:
“To be most valued by those who most value brands.”
As a global family, we are bound by a shared set of values that support this singular mission. They are as relevant now as they were in David’s time. Among them:
We work not for ourselves, not for the company, not even for the client. We work for Brands.
We work with the clients as Brand Teams. These teams represent the collective skills of our clients and ourselves. On their performance, our client will judge the whole agency.
We encourage individuals, entrepreneurs, inventive mavericks – with such members, teams thrive. We have no time for prima donnas or politicians.
We value candour, curiosity, originality, intellectual rigour, perseverance, brains and civility. We see no conflict between a commitment to the highest professional standards in our work and to human kindness in our dealings with each other.
We prefer the discipline of knowledge to the anarchy of ignorance. We pursue knowledge the way a pig pursues truffles.
We prize both analytical and creative skills. Without the first, you can’t know where to go; without the second, you won’t be able to get there.
The line between confidence and arrogance is a fine one. We watch it obsessively.
We respect the intelligence of our audiences: “The consumer is not a moron.”
We expect our clients to hold us accountable for our Stewardship of their Brands. Only if we have built, nourished and developed prosperous Brands, only if we have made them more valuable both to their users and to their owners, may we judge ourselves successful.
Our Corporate Culture
Ogilvy’s culture is a mix of many things – tradition, habits, behaviours, peculiarities and beliefs. Over the years, bits of David’s wisdom have become part of the fabric of our company. They are reprinted here, exactly as David set them down:
What We Believe and How We Behave
Some of our people spend their entire working lives in Ogilvy. We try to make it a stimulating and happy experience. We put this first, believing that superior service to our clients depends on the high morale of our men and women.
We help them make the best of their talents. We invest an awful lot of time and money in training – perhaps more than any of our competitors.
We treat our people as human beings. We help them when they are in trouble – with their jobs, with illness, with emotional problems, with drugs or alcohol.
Gentle Manners, Hard Work
We are opposed to management by intimidation. We abhor ruthlessness. We like people with gentle manners.
We see no conflict between adherence to high professional standards in our work and human kindness in our dealings with each other.
We don’t like rigid pecking orders. We give our executives an extraordinary degree of independence, in the belief that freedom stimulates initiative. We dislike issuing orders; the best results are produced by men and women who don’t have to be told what to do.
We like people who are honest. Honest in argument, honest with clients, honest with suppliers, honest with the company – and above all, honest with consumers.We admire people who speak their minds. At the same time we admire people who listen more than they talk, and make a real effort to understand views that differ from their own.Candour is a virtue; arrogance is not.
We admire people who work hard, who are objective and thorough. Lazy or superficial men and women do not produce superior work.
We are free of prejudice of any kind. The way up the ladder is open to everybody, regardless of religion, race, gender or sexual preference. We detest nepotism and every other form of favouritism.33
There are, however, limits to our tolerance. We have little time for office politicians, toadies, bullies, pompous asses, paper warriors or prima donnas.
In promoting people at all levels we are influenced as much by their character as anything else.
Earning the Respect of Clients
We exist to build the business of our clients. The recommendations we make to them should be the recommendations we would make if we owned their companies, without regard to our own short-term interest. This earns their respect, which is the greatest asset we can have.
What most clients want most from us is great campaigns, with the spark to ignite sales and the staying power to build enduring brands. We put the creative function at the top of our priorities. The line between pride in our work and neurotic obstinacy is a narrow one. We make our recommendations clear. But we do not grudge our clients the right to the final say. It is their money.
Many of our clients employ us in several countries. It is important for them to know that they can expect the same standards of behaviour in all our offices. That is one reason why we want our culture to be more or less the same everywhere.
We try to sell our clients’ products without offending the mores of the countries where we do business. We try to create an atmosphere in which partnerships with our clients can flourish. We attach importance to discretion – clients don’t appreciate agencies that leak their secrets.
We do not take credit for our clients’ successes. To get between a client and the footlights is bad manners.
We take new business seriously, especially new business from current clients. We have a passion for winning, but we play fair vis-a-vis our competitors.
Antidote to Smugness
We have a habit of divine discontent with our performance. It is an antidote to smugness.
We like reports and memos to be well written and easy to read. We also like them to be short – and sent only to those who need to know what’s in them.
We are revolted by pseudo-academic jargon like attitudinal, paradigms, demassification, reconceptualize, suboptimal, symbiotic linkage, splinterization, dimensionalization.
We ask our top people in every office to represent our industry in their communities, to grasp the nettle on difficult issues, and to make their voices heard in interviews, articles and speeches.
We use the word partner in referring to each other. This says a mouthful.
Nine Obiter Dicta
Through maddening repetition, some of David’s obiter dicta have been woven into our culture. Here are nine of them:
“Ogilvy – one company indivisible.”
“We sell – or else.”
“You cannot bore people into buying your product; you can only interest them in buying it.”
“Raise your sights! Blaze new trails! Compete with the immortals!!!”
“We prefer the discipline of knowledge to the anarchy of ignorance. We pursue knowledge the way a pig pursuestruffles.”
“Never run an advertisement you would not want your own family to see.”
“The consumer is not a moron.”
“Unless your campaign contains a Big Idea, it will pass like a ship in the night.”
“Only First Class business, and that in a First Class way.”