IV - Ogilvy also offers fifteen rules for businesses who want to be good clients of agencies. Agencies should refuse to take companies that fire their agencies frequently and actively resign accounts who dictate their campaigns, are unprofitable or whose products got worse. and are vigilant about the quality of client relationships at all hierarchical levels, if they invest in testing new campaigns and using clients’ products. III - Agencies have better chances of keeping their clients if they put their best people on serving them, instead of chasing prospects. All had good products, which Ogilvy was proud to advertise and all gave the agency an opportunity to make a profit or create great campaigns.
In 1963, Ogilvy, Benson & Mather billed for $55m and had nineteen clients, of which Chase, Standard Oil (NJ), Shell, KLM, Rolls-Royce and Guinness. II - Ogilvy founded his agency in 1948 with $6,000 and the financial backing of his brother, Francis, then MD at Mather & Crowther, an advertising agency in London. Ogilvy articulates the ten anchors that underpinned the corporate culture of his agency’s 497 employees in 1963: they work hard, combine intelligence with intellectual honesty, put passion in what they do, do not soak up to their bosses, are self-confident, do not hire their spouses but future successors who they build up, have gentle manners, are well-organised and deliver work on time. I - Managing an advertising agency is like managing any other creative business. In Confessions of an Advertising Man, David Ogilvy shares his lessons from advertising consumer brands worldwide in the fifties and sixties in an eleven-chapter playbook of more than two hundred rules that cover corporate and subject matter aspects, the latter focused on the copywriting and illustrations of advertising campaigns for printed media.
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