Wednesday, February 21, 2007
Bud Light - go on taste
Agency: Downtown Partners, Toronto
Creative Director: Dan Pawych
Art Director: Marco Francolini
Writer: Andy Linardatos
Production Company: Ruckus Films, Toronto
Director: Julien "Lil X" Lutz
Executive Producer: David Brennan
DP: Adam Marsden
Production Service Company: Film Planet, Buenos Aires, Argentina
Editor: Aaron Dark @ The Juggernaut
Tuesday, February 20, 2007
A darn good shoe - Sneaux
Human Skateboarding
DO ATTEMPT
THIS AT HOME
THEN SHARE WITH THE WORLD!
Human Skateboarding is the hot new extreme sport. No talent required. All you need is a little patience and a lot of time. Check out those who have gone before us and then jump on your own "board" and show us your skills. Everything you need to know can be found here. Be careful out there!
Agency: Margeotes Fertitta Powell, New York
Director: PES
Chief Creative Officer: Neil Powell
Creative Director: Luca Grelli
Art Director: Kris Delaney
Copywriter: Mary Williams
Producer: Dan Kaplan
Cinematography by Ivan Abel
Animated by PES and Ivan Abel
Produced by Greg Jones
Edited by Sam Welch, Homestead, NYC
Sound: PES and Sam Welch
Human Skateboarding site
DO ATTEMPT
THIS AT HOME
THEN SHARE WITH THE WORLD!
Human Skateboarding is the hot new extreme sport. No talent required. All you need is a little patience and a lot of time. Check out those who have gone before us and then jump on your own "board" and show us your skills. Everything you need to know can be found here. Be careful out there!
Agency: Margeotes Fertitta Powell, New York
Director: PES
Chief Creative Officer: Neil Powell
Creative Director: Luca Grelli
Art Director: Kris Delaney
Copywriter: Mary Williams
Producer: Dan Kaplan
Cinematography by Ivan Abel
Animated by PES and Ivan Abel
Produced by Greg Jones
Edited by Sam Welch, Homestead, NYC
Sound: PES and Sam Welch
Human Skateboarding site
Honda CR-V COMMERCIAL - Dress For It
Dress For It
Agency: DRAFTFCB
Creative Director: Scott Lambert
Agency Producer: Karina Wright
Creative Team: Scott Lambert, Romani Mieszkowski, Mick Bakos, Mikey Tucker, Eric Blakeway
Prod Co: @radical.media
Director: Patrick Hughes
Prod Co-Producer: Catherine Chapple
VFX: Animal Logic
VFX Supervisor: Nicholas Ponzoni
Lead Compositor: Nicholas Ponzoni
Compositor: Howard Hill
Assistant Compositor: Jodi Tyne
Exec Prod: Jacqui Newman
Line Prod: Katie Millington
Agency: DRAFTFCB
Creative Director: Scott Lambert
Agency Producer: Karina Wright
Creative Team: Scott Lambert, Romani Mieszkowski, Mick Bakos, Mikey Tucker, Eric Blakeway
Prod Co: @radical.media
Director: Patrick Hughes
Prod Co-Producer: Catherine Chapple
VFX: Animal Logic
VFX Supervisor: Nicholas Ponzoni
Lead Compositor: Nicholas Ponzoni
Compositor: Howard Hill
Assistant Compositor: Jodi Tyne
Exec Prod: Jacqui Newman
Line Prod: Katie Millington
Monday, February 19, 2007
Paulo Coelho in HP COMMERCIAL
This is the ad Paulo Coelho did for HP.
Simply fantastic: the work of Paulo Coelho is reinterpreted with the four elements!!!
A true alchemist of words
Simply fantastic: the work of Paulo Coelho is reinterpreted with the four elements!!!
A true alchemist of words
Management's Misjudgement Gives JetBlue a Black Eye
In today's 24/7 media world even the best brands are only ever one horrible misstep away from a PR disaster. Just ask JetBlue.
Blow to reputation
The low-cost carrier built its brand not on ads, but on a brand experience that's epitomized by its mission statement: "Our promise: to continue to bring humanity back to air travel." But last week many passengers claimed to have suffered distinctly inhumane treatment, delivering a big blow to the reputation of the airline, which was slammed in headlines such as "Jet Black and Blue."
A lapse in judgment during last week's winter storm on the East Coast has damaged a brand that for the most part has been an industry darling. JetBlue left 10 of its planes on the tarmac at New York's John F. Kennedy Airport, stranding passengers onboard for six hours or longer -- one flight for nearly 11 hours -- with no food, no adequate restrooms and no explanation for what was going on. The airline canceled half of its 571 flights Feb. 14 and compounded the problem by waiting nearly five hours to notify transit officials and request help in getting the passengers off the planes and back to the terminal.
Heavy media coverage
In the days following, the media was all over the debacle, with stories inescapable on TV news, online (with special attention from the Drudge Report) and in print (The New York Post devoted a spread to the tale).
"They blew it," said Steve Danishek, a Seattle travel-industry analyst. "Now it affects their brand. The cost they would have incurred to unload the planes, while high, they could have written off as goodwill. Now they have no goodwill."
JetBlue CEO David Neeleman admitted as much. "It was a horrible situation," he told CNBC. "It's going to certainly impact us, and it's going to be many millions of dollars that we're going to lose from this."
The seven-year-old airline has been immune from criticism for much of its existence, in part because of its low fares and in part for its service-oriented features that include leather seats and seat-back TVs. In fact, the airline was Advertising Age's Marketer of the Year in 2002.
But the bloom started to come off the rose last year when on-time percentages went down and complaints went up. Now this.
Damage control
The airline did its mea culpa, offering refunds and free future flights. A spokesman said JetBlue will assess the situation to make sure it doesn't happen again. But that might not be enough.
"I can't imagine that this is not going to cost them some bookings," said Dean Headley, a professor of marketing and entrepreneurship at Wichita State University in Kansas and co-author of the Airline Quality Review. "JetBlue flies into markets where people have other choices. Anytime you make a big promise on a service base like that and then not deliver, or at least violate that promise rather publicly, the fallout on that is so difficult to completely know. It's difficult from a PR standpoint to even control it."
Jonathan Bernstein, president of Bernstein Crisis Management in Sierra Madre, Calif., said JetBlue has already built up a good enough reputation to survive the fallout.
"If they do any advertising at all about this, it should be in the form of an advertorial, a CEO letter in publications that are well-read by their consumer base," Mr. Bernstein said. "TV ads have worked before, say for restaurants touched by the E. coli scare, for instance. But I believe editorial copy will be better-received than a plain TV ad."
Assessing the fallout
For its part, JetBlue said it has no plans to do any marketing to defuse the situation until it has time to assess the fallout.
This isn't the first time something like this has happened. Northwest Airlines stranded thousands of passengers during a 1999 storm in Detroit; one flight sat on the tarmac for 11 hours. The airline now has a policy that passengers cannot be stuck on a grounded plane for more than three hours. Northwest rebounded and remains the country's fifth-largest airline.
JetBlue wasn't the only airline to suffer problems last week. MSNBC talk-show host Joe Scarborough sat on a Delta Air Lines flight-41E, a center seat-for nine hours trying to get from LaGuardia to Florida through Atlanta.
"Hey, listen, stuff happens, and I try to be very zen about the whole episode," Mr. Scarborough said on his show. "But I've yet to get an apology from Delta, and, instead, I'm getting spin from a company that's refusing to take responsibility for one bad decision after another," he said. "I'm waiting for that apology and my own free round-trip tickets, or I may just find me another airline."
from adage.com
Blow to reputation
The low-cost carrier built its brand not on ads, but on a brand experience that's epitomized by its mission statement: "Our promise: to continue to bring humanity back to air travel." But last week many passengers claimed to have suffered distinctly inhumane treatment, delivering a big blow to the reputation of the airline, which was slammed in headlines such as "Jet Black and Blue."
A lapse in judgment during last week's winter storm on the East Coast has damaged a brand that for the most part has been an industry darling. JetBlue left 10 of its planes on the tarmac at New York's John F. Kennedy Airport, stranding passengers onboard for six hours or longer -- one flight for nearly 11 hours -- with no food, no adequate restrooms and no explanation for what was going on. The airline canceled half of its 571 flights Feb. 14 and compounded the problem by waiting nearly five hours to notify transit officials and request help in getting the passengers off the planes and back to the terminal.
Heavy media coverage
In the days following, the media was all over the debacle, with stories inescapable on TV news, online (with special attention from the Drudge Report) and in print (The New York Post devoted a spread to the tale).
"They blew it," said Steve Danishek, a Seattle travel-industry analyst. "Now it affects their brand. The cost they would have incurred to unload the planes, while high, they could have written off as goodwill. Now they have no goodwill."
JetBlue CEO David Neeleman admitted as much. "It was a horrible situation," he told CNBC. "It's going to certainly impact us, and it's going to be many millions of dollars that we're going to lose from this."
The seven-year-old airline has been immune from criticism for much of its existence, in part because of its low fares and in part for its service-oriented features that include leather seats and seat-back TVs. In fact, the airline was Advertising Age's Marketer of the Year in 2002.
But the bloom started to come off the rose last year when on-time percentages went down and complaints went up. Now this.
Damage control
The airline did its mea culpa, offering refunds and free future flights. A spokesman said JetBlue will assess the situation to make sure it doesn't happen again. But that might not be enough.
"I can't imagine that this is not going to cost them some bookings," said Dean Headley, a professor of marketing and entrepreneurship at Wichita State University in Kansas and co-author of the Airline Quality Review. "JetBlue flies into markets where people have other choices. Anytime you make a big promise on a service base like that and then not deliver, or at least violate that promise rather publicly, the fallout on that is so difficult to completely know. It's difficult from a PR standpoint to even control it."
Jonathan Bernstein, president of Bernstein Crisis Management in Sierra Madre, Calif., said JetBlue has already built up a good enough reputation to survive the fallout.
"If they do any advertising at all about this, it should be in the form of an advertorial, a CEO letter in publications that are well-read by their consumer base," Mr. Bernstein said. "TV ads have worked before, say for restaurants touched by the E. coli scare, for instance. But I believe editorial copy will be better-received than a plain TV ad."
Assessing the fallout
For its part, JetBlue said it has no plans to do any marketing to defuse the situation until it has time to assess the fallout.
This isn't the first time something like this has happened. Northwest Airlines stranded thousands of passengers during a 1999 storm in Detroit; one flight sat on the tarmac for 11 hours. The airline now has a policy that passengers cannot be stuck on a grounded plane for more than three hours. Northwest rebounded and remains the country's fifth-largest airline.
JetBlue wasn't the only airline to suffer problems last week. MSNBC talk-show host Joe Scarborough sat on a Delta Air Lines flight-41E, a center seat-for nine hours trying to get from LaGuardia to Florida through Atlanta.
"Hey, listen, stuff happens, and I try to be very zen about the whole episode," Mr. Scarborough said on his show. "But I've yet to get an apology from Delta, and, instead, I'm getting spin from a company that's refusing to take responsibility for one bad decision after another," he said. "I'm waiting for that apology and my own free round-trip tickets, or I may just find me another airline."
from adage.com
Rudali (Lowe)
when a woman is widowed 'rudalis' come and take away all symbols of a married woman, namely bangles, locket and the red vermilion dot on forehead.
Agency: Lowe, Mumbai
Exec. Creative Director: Priti Nair
Copywriter: Priti Nair
Sunday, February 18, 2007
Siemens - The Worlld of tomorrow
Agency: Try, Oslo
Copy: Eva Sannum
AD: Kristin Sauge
Creative Director: Kjetil Try
Production company: Motion Blur
Director: Harald Zwart
Producer: Espen Horn
DP: Geir Hartly Andreassen
Animation: Nikolay Lockertsen
Massive Extras: Atle Krogstad Berg
Post house: Fragments
Sound: Megaphone
Saturday, February 17, 2007
Volkswagen - suicide
The end is near!
Agency: Crispin Porter + Bogusky - Los Angeles
Chief Creative Officer: Alex Bogusky
Executive Creative Director: Andrew Keller
Creative Director: Rob Strasberg, Tony Calcao
Copywriter: Guy Rooke
Art Director: Mike Kohlbecker
Production Company: Biscuit Filmworks - Los Angeles
Director: Noam Murro
Director of Photography: Toby Irwin
Executive Producer: Shawn Lacy Tessaro, Eric Stern
Line Producer: Jay Veal
Editorial Company: Cosmo Street
Editor: Tom Scherma, Tessa Davis
Music: Beacon Street Studios
Executive Integrated Music Producer: Bill Meadows
Friday, February 9, 2007
Super Bowl Top 5
No one could be more disappointed right now than an ad guy living in Chicago. I don't know which had a worse showing, the Chicago Bears or the commercials. The biggest problem with most of the Super Bowl commercials was simply they weren't Super Bowl Commercials. I felt like I was watching ads from Malcolm in the Middle reruns (with slightly bigger budgets). Are we just getting lazy? Is the TV spot really dying? Are clients just willing to throw money away these days? And what was with all the ads we had all already seen? My top 5 list was painfully difficult to put together. After the first three, it's really just choosing from a sea of mediocrity. So, here's my Super Bowl ads-that-barely-made-my-top-five list.
Again, Emarald Nuts comes out strong with some bizarre, random funny. Goulet brings enough awkward celebrity power to make this spot stand out among the scabs.
If you were at a crowded bar with people screaming at Rex Grossman, you might have missed this one. This spot lacks all traditional elements of a Super Bowl ad but it's funny, smart and actually does a good job if selling the FedEx service, which is just a bonus when it comes to Super Bowl ads. Everyone knows you don't really have to sell anything. Right, Bud Light?
This spot got a lot of buzz before the game and rightly so. K-fed deserves big ups for not taking himself too seriously and Nationwide gets props for capitalizing on a celebrity's personal and professional demise with amazing timing.
This ad makes number four because it's outrageous, stupid and way over-the-top. And isn't that what a Super Bowl ad is all about? At least someone was trying.
Overall this campaign fell flat, but out of the three Career Builder commercials, this one had a few moments of promise. But where's the kicker? You know, it was either this or the E Trade "One Finger" spot. Either way, your left feeling unfulfilled and cold inside your heart. Or maybe that's just me.
thanks for www.advertisingforpeanuts.blogspot.com
Again, Emarald Nuts comes out strong with some bizarre, random funny. Goulet brings enough awkward celebrity power to make this spot stand out among the scabs.
If you were at a crowded bar with people screaming at Rex Grossman, you might have missed this one. This spot lacks all traditional elements of a Super Bowl ad but it's funny, smart and actually does a good job if selling the FedEx service, which is just a bonus when it comes to Super Bowl ads. Everyone knows you don't really have to sell anything. Right, Bud Light?
This spot got a lot of buzz before the game and rightly so. K-fed deserves big ups for not taking himself too seriously and Nationwide gets props for capitalizing on a celebrity's personal and professional demise with amazing timing.
This ad makes number four because it's outrageous, stupid and way over-the-top. And isn't that what a Super Bowl ad is all about? At least someone was trying.
Overall this campaign fell flat, but out of the three Career Builder commercials, this one had a few moments of promise. But where's the kicker? You know, it was either this or the E Trade "One Finger" spot. Either way, your left feeling unfulfilled and cold inside your heart. Or maybe that's just me.
thanks for www.advertisingforpeanuts.blogspot.com
RVS Insurance
Agency: They
Creative: Pim van Nunen, Patrick van de Gronde
Agency Producer: Maikel van der Laken, Pirke Bergsma
Director: Koen Mortier
Production company: Czar Netherlands
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