1. agency credentials
intermarkets VML

2. the world has
changed.
so have we…

3. the
―age of ENGAGEMENT‖

4. a new model
that has
transformed
how agencies
work today.

5. one that is built
to meet the
needs of
tomorrow‘s
clients and
brands.

6. our vision is based on a simple
principle

7. a new agency
that taps into
the needs of
today‘s
consumers and
the world they
live in.

8. but let‘s look back at how we got
to where we are now

9. when television
emerged, it
was the first
technology to
create mass
audience.

10. agencies created
a structure to tap
into this growing
market, setting
the foundations
of the goliaths in
the industry we
know today.

11. the structure of
agencies was
segregated into
many silos to
answer the
needs of the
industry at the
time.

12. but times have changed

13. today we are
faced with a
consumer that
actively
engages with
technology.

14. The digital age emerged

15. By bringing digital disciplines into the
traditional agency model we are able to
create big ideas that transcend media and
become engagement centric

16. communicating
collaborating
education
& entertainment
are the core
pillars of the new
agency model.

17. all devised to
engage the
consumer.

18. welcome to the
AGE OF ENGAGEMENT

19. intermarkets VML is part of a
GLOBAL
network

20. in the region, we are part of
MENACOM
57 offices | more than 1200 professionals

21. full 360
Integration
integrated creative agency
media planning & buying
public relations
brand activation & events

22. AMERICA
EUROPE
ASIA
DUBAI
ABU DHABI
BEIRUT
MANAMA
AMMAN
KUWAIT CITY
JEDDAH
RIYAD
CAIRO
NORTH AFRICA

23. methods & instruments

24. OUR APPROACH
Big ideas are always right and break with the norm.
Both dimensions are important, because every idea
can be defined by WHAT the idea expresses and its
The process of supply chain management of ideas
strategic orientation, and HOW the idea expresses
what it wants to say, its form, its execution.
Every description of great ideas can be reduced to
these two dimensions;
Great ideas are relevant in WHAT they say
& unusual in HOW they say it.
We at intermarkets VML treat the idea as a creative
product. Even Ideas are the result of a production
process. That is why insights into qualitative and
supply chain processes can be transferred to the
creative process and its creative product.
An idea runs through many phases before it‘s
produced/published. In the next slides, we will share
with you HOW and WHAT projective techniques and tools
we use to help us achieve our objective of creating ideas.

25. BAV™ (Brand asset valuator)
The BrandAsset Valuator (BAV) is a database of consumer
perception of brands created and managed by BrandAsset
Consulting, a division of Young & Rubicam Brands to provide
Information to enable firms to improve the marketing
decision-making process and to manage brands better.
BAV measures the value of a brand along four dimensions:
"Differentiation," "Relevance," "Esteem," and "Knowledge."
Differentiation and Relevance build up to "Brand Strength."
Esteem and Knowledge are used to calculate "Brand Stature."
BAV defines these terms as follows.
"Differentiation" quantifies the brand's point of difference.
"Relevance" how appropriate the brand is to you.
"Esteem" how well regarded the brand is.
"Knowledge" an intimate understanding of the brand.
"Brand Strength" describes the brand's growth potential.
"Brand Stature" describes the brand's current power.

26. 4C‘s™ (cross cultural consumer characterization)
4Cs can be used to examine any human activity involving
choice and has been successfully applied to issues ranging
from politics to taste in movies, apart from its primary
function in brand positioning and targeting. The usefulness
of any and all types of marketing research can be enhanced
by the addition of 4Cs.
4Cs is designed to explore Priorities in Brand Choice as they
operate in an individual person. There are seven groups, each
based on a single priority.

27. SEER™
While many agencies and digital companies have access to tools
that monitor blog pulse or volume around particular topics, SEER™
goes well beyond that. SEER allows us to identify exact point(s) of
influence within an online dialogue or subject matter. But most
importantly, we‘ll be able to provide exactly which sites or voices
online are quantitatively most influential. Once we understand
that, the online marketing opportunities are dramatically more
pinpointed and impactful.
WHAT IS SEER?
»A suite of software tools for mapping Define taxonomies around the category
and profiling Consumer Generated Media »This allows us to track content as it relates
»A marketing practice focused on insights to our category and is meant to be very specific
that help drive marcomm planning and strategy »We can more accurately define opinions and
sentiment as well as ―hot‖ topics of conversation as they occur
SEER TOOLS
Monitor the ecosystem on an ongoing basis
SEER is made up of a series of tools
»Track influence within the ecosystem based on linking behavior
»Focused crawler
»Track content overall and against specific marketing and communications efforts
»Custom dictionaries and parsing
»Web-based control panel
Report back on the status of the ecosystem and the changes in conversation
»Three-dimensional visualization tool
»How influence changes depending on timing and content
»How consumers respond and discuss marketing efforts
HOW WE APPLY »What consumers relate our products or services to
Build out an ecosystem around the category
»This is a network of sites that are related through linking so we are able to
understand who is producing content and who is referencing that content
»This is not a static process; we continue to refine by adding additional sites
based on references from the ecosystem as well as removing sites that have no role

28. clients & brands

29. GLOBAL CLIENTS

30. CLIENTS IN THE REGION

31. CLIENTS IN BAHRAIN

32. case studies

33. Local case study (Brand re-launch)
Planning a transformation Approach Prepare for launch
Develop concepts (retail,
Task brochures, ads, web)
Plan
To help consolidate and unify the bank‘s efforts across the group
Board approval Sign off with Taskforce
through the development and promotion of a single brand vision
Assign leaders in units
and identity. Establish taskforce
Plan roadmap for launch
Conduct workshops
Situation
For 40 years BBK remained one of the pillars of Bahrain economy. The name Plan detailed road-map Launch
BBK became a house hold name with no clear brand vision and identity. Launch ad campaigns
Engage employees Introduce 1 key product
Objectives
Create & roll out a full fledge integrated communication plan. Create cross-unit plan Introduce new identity
Increase market share by driving the new position consistently across: All plans signed off Replace signage
»Culture: engage staff with the new unified vision Rollout engagement with
»Product: harmonize products in all countries Print new brochures
first tier group Rollout
internal comms Face-lift for websites
Facilitate feedback &
Harmonise products learning across units
Asses products at all units Transform
Identify best practice Begin long-term changes
Specify new products Harmonise all products
Identify roadmap Refurbish branch outlets
Extensive web changes
Delivery & systems change
Rollout engagement
workshops with second tier

34. Local case study (Brand re-enforcement)

35. Local case study (Product re- enforcement)

36. Local case study (launch of the hotel)
Preparing for the grand
opening
Task
To adapt all collateral material needed for
the launch of the Hotel, from complimentary
slips to door signs, as well as creating an
identity for each of the Resort‘s restaurant
from scratch from developing a logo to
menus. The name and logo of each
restaurant speaks for itself.
Restaurants logos

37. Local case study (launch of the hotel)
Restaurants,
beach club and
kids club logos
Restaurants
menus

38. Local case study (Brand re-launch)
Planning a
transformation
Task
With increasing competitive activity, a
consistent communication platform
was created for the company .
Situation
Strong solid credible company with
high potential for increased market
share.
Objectives
Increase market share by driving the
new position consistently across:
»Culture: engage staff with the new
unified vision
»Product: harmonize all segments
and products.

39. Local case study (Brand re-launch)

40. Local case study (product ads)

41. Local case study (generic ads)

42. Local case study (Brand campaign)

43. Local case study (generic ads)

44. Local case study (Brand re-launch)
Planning a transformation
Task
To position CrediMax as the preferred operator for credit cards services in
the Kingdom.
Situation
A full fledge integrated communication plan was created and executed for
CrediMax.
Objectives
Increase market share by driving the new position consistently across:
»Culture: engage staff with the new unified vision
»Product: harmonize products in all countries
Approach
Harmonise products
Plan
Asses products at all units
Board approval
Identify best practice
Establish taskforce
Specify new products
Conduct workshops
Identify roadmap
Plan detailed road-map
Prepare for launch
Engage employees
Develop concepts (retail,
Create cross-unit plan brochures, ads, web)
All plans signed off Sign off with Taskforce
Rollout internal comms Assign leaders in units
Plan roadmap for launch

45. Local case study (Reward Scheme re-launch)

46. Local case study (Brand re-launch)

47. Local case study (campaign based)

48. Local case study (campaign based)

49. Regional case study (Brand re-launch)
Planning a transformation
Task
To help consolidate and unify the bank‘s efforts across the group
through the development and promotion of a single brand vision
and identity.
Situation
Adherence to Shari‘a principles is a primary driver for customer
loyalty. But the category meaning is in need of refreshing after 30 years.
Islamic banks need to ride the wave of progress and re-shape a more
modern perception in the region.
Objectives
Increase market share by driving the new position consistently across:
»Culture: engage staff with the new unified vision
»Product: harmonize products in all countries Harmonise products Launch Transform
»Image: raise AlBaraka standing across all markets Asses products at all units Launch ad campaigns Begin long-term changes
Identify best practice Introduce 1 key product Harmonise all products
Approach
Specify new products Introduce new identity Refurbish branch outlets
Plan Engage employees
Identify roadmap Replace signage Extensive web changes
Board approval Create cross-unit plan
Print new brochures Delivery & systems change
Establish taskforce All plans signed off Prepare for launch
Face-lift for websites Rollout engagement workshops with
Conduct workshops Rollout engagement with Develop concepts (retail, second tier
brochures, ads, web) Facilitate feedback &
Plan detailed road-map first tier group
learning across units
Rollout internal comms Sign off with Taskforce
Assign leaders in units
Plan roadmap for launch

50. Regional case study (Brand re-launch)

51. Regional case study (Re-positioning)
Re-vitalizing a Power Brand
Brand positioning – Enhancing joyful moments
Context
Beer. The most common alcoholic beverage in the history of Big Idea – Haida Jawna, Haida Nehna
beverages. At a time where the category was experiencing a Real mood, Real us
9% decrease from previous years, whereas other beverages
were witnessing a growth of around 5%. Although Almaza
was still a leader, sales started dropping at an unprecedented
rate for the first time.
The brand was struggling since it was also perceived as
old and not very appealing to the new generation simply
because they started migrating towards spirits (Vodka, Tequila,
etc…) owing to the fact that they were seen as more modern.
Challenges
From a sales perspective, the challenge was to grow the
category, and communication to induce interest in Beer and
set the foundations of a Beer culture. It was also key to change
consumer behavior towards the category by de-seasonalising
Beer consumption.
From a viewpoint of the category, the task was to re-position
the ‗Beer world‘ as convivial and friendly, and consequently
modernize the Almaza brand, re-build equity through the
existing assets of Heritage and Quality, and improve ideal price
perception by making it a brand worth paying extra money for.

52. Regional case study (Re-positioning)
Results
The brand became the most ‗preferred alcoholic brand‘ and
accordingly have maintained leadership and grew exponentially
in sales and market share despite price increase and heavier
competition.

53. Regional creative showcase (Telecom)

54. Regional creative showcase (Real Estate)

55. Regional creative showcase (Various)

56. Regional creative showcase (Various)

57. Global case study (Active listening)
Active Listening: Tools and teams to
enable global reputation management
and crisis control.
VML helped save a multimillion
Euro product launch.
Context
Adidas wanted to measure the effectiveness 2006 World Cup
campaign, ―Impossible Team.‖ Instead of just tracking campaign
spread, SEER™ found product issues.
Approach
SEER tracked football enthusiasts in five markets: UK, France,
Germany, Italy and Spain. While evaluating football influencers,
VML detected product issues with the recently released Predator
Absolute football boot. Because of the SEER monitoring, the
Adidas product development team was able to counter negatives
by emphasizing care tips (i.e., pre-treat your boot). VML helped
Adidas maximize the reach of this message, based on ecosystem
dynamics and influencers.
Outcome
Because of the quick, targeted response, online murmurs regarding
product issues quickly dissipated.

58. Global case study (mi Adidas online store)
Situation
mi adidas is a division of adidas.com responsible for customized
althletic shoes and wear. They had a system that allowed adidas
retailers to customize shoes in every aspect from design to
technical preferences such as type of soles and materials. The
existing system could not be leveraged for future needs, which
included offering more products and to market direct to consumers
online. The existing system experienced performance issues, lack
of ecommerce integration and difficulty in on-boarding new
products.
Solution
Build a multichannel ordering system with ecommerce capability
that integrates directly to adidas back-office fulfillment system.
»» VML defined ecommerce requirements for easy integration with
existing backend systems and worked with ecommerce vendor
to architect a solution
»» VML worked with current vendor to review and rearchitect
existing system for optimization
»» Data review and migration strategy improved data quality and
further supported performance improvements
»» Multichannel ordering included interface to consumers and
businesses
»» Retailer version of mi adidas also benefited with better
performance
»» Product configurator allowed diversified rules for varing styles
of products
»» Fulfillment system routed orders to appropriate factories and
calculated delivery date based on factory capacity
»» Content management was built into the product configurator
to support multilingual and separate marketing messages from
internal product data

59. Global case study (Bing global launch)
Situation
VML created a global launch campaign for Bing, the new
search experience by Microsoft. This massive effort reached
every part of the world — with the exception of the United
States. The first hurdle was to change customer perceptions by
getting people to think twice about how effective their current
search experience really is. The next challenge was to convey
that Bing is truly a new experience that makes searching better.
To complicate things just a bit more, all global markets wouldn‘t
be getting the same product feature set, meaning that some
markets weren‘t going to see much difference up front.
Solution
We met these challenges by developing a simple, yet striking,
visual vocabulary that was a quick read and would work equally
well in all markets. Our messaging was designed to evolve
with the product, and we also developed alternate messaging
options that markets could pick up, as appropriate. The 50+
assets that we developed ran the gamut — a mnemonic
representing the brand to launch peelbacks, banners, internal
marketing, mobile ads, on-net inventory and much more.

60. Global case study (XBOX live mainstage)
Situation
Xbox LIVE needed to maintain and develop its relationship with
both connected and non-connected Xbox 360 users, pushing
each audience to realize the value of having a Gold Membership,
and ultimately driving more transactions.
Solution
In order to encapsulate the idea of high-definition Entertainment,
creative highlighted the premium content available on the Xbox
LIVE Marketplace, the great sound and next-generation graphics
and the integration of modern technology. Bringing this to life
was mission-critical to making connected and non-connected
customers see that Xbox LIVE Gold wasn‘t just an add-on — it
was an integral part of the Xbox 360 experience.
Team VML created an engaging micro site, multiple banners and
various online placements to help establish a clear ID for Xbox
LIVE and provide a fresh, contemporary design.
The campaign also featured several rich media banners, which
showed an avatar changing the dimensions of the actual banner,
swapping out the Xbox LIVE messaging, and expanding the size
and adding flashing lights to the call to action.
Results
This program has recently launched and results are not yet
available. However, the clients are using a ―sizzle reel‖ as internal
Merchandising. URL: www.xbox.com/bestoflive/gold
www.xbox.com/bestoflive/connectnow

61. Global case study (XBOX live mainstage)
Situation
Xbox LIVE needed to maintain and develop its relationship with
both connected and non-connected Xbox 360 users, pushing
each audience to realize the value of having a Gold Membership,
and ultimately driving more transactions.
Solution
In order to encapsulate the idea of high-definition Entertainment,
creative highlighted the premium content available on the Xbox
LIVE Marketplace, the great sound and next-generation graphics
and the integration of modern technology. Bringing this to life
was mission-critical to making connected and non-connected
customers see that Xbox LIVE Gold wasn‘t just an add-on — it
was an integral part of the Xbox 360 experience.
Team VML created an engaging micro site, multiple banners and
various online placements to help establish a clear ID for Xbox
LIVE and provide a fresh, contemporary design.
The campaign also featured several rich media banners, which
showed an avatar changing the dimensions of the actual banner,
swapping out the Xbox LIVE messaging, and expanding the size
and adding flashing lights to the call to action.
Results
This program has recently launched and results are not yet
available. However, the clients are using a ―sizzle reel‖ as internal
Merchandising. URL: www.xbox.com/bestoflive/gold
www.xbox.com/bestoflive/connectnow

62. Global case study (BK.com website redesign)
Situation
Burger King (BK), the nation‘s number-two fast-food restaurant
chain, has more than 11,100 restaurants in 65 countries
worldwide. More than 90 percent of the restaurants are owned
and operated by independent franchisees. BK sought to
increase brand integration and alignment by developing a new
site that brings the ‖Have It Your Way‖ brand voice to life online.
Strategy
Create brand excitement by developing an innovative
flash-based site that appeals to the ‗cool‘ and the ‗corporate.‘
Tactics
VML created a website utilizing technology, interaction and
forward thinking to set it apart from the typical flat corporate site.
Features include:
»» The Whopper Sandwich wrapper transforms into a vehicle
that moves visitors from section to section on the site
»» View popular Burger King commercials at the BK Cinema
and download them to an iPod or email them to a friend
»» The interactive Table Guest makes sure you never dine alone
again with captivating, choose-your-own-adventure style
conversation
»» Look up nutritional information or locate the nearest BK
restaurant on a mobile phone with the new Mobile BK.com
Results
BK.com has raised the bar for corporate websites, receiving
―Site of the Day‖ from Adobe and home page feature on
adforum.com in the weeks following launch.

63. Looking forward to
ENGAGE with your Brand

64. The team

65. Rami El Khalil
MD
MEDIA CLIENT SERVICING CREATIVE DEPARTMENT
Saher Mokaddem Emile Atallah
Alan Firmin
CS Director Head of Strategic
Creative Director
Planning
Associate Creative
Bassam Rishani
Director
Production manager
Pradeep Menon Fadhel Jumaa Bashar Daas
Rabih Geraldine
Business Unit Director Sr. AM Sr. AD Sr. AD
Sr. AM
Dayanad
Mohamed Yousif
Thottapavil Arabic Copy Sandeep Ahlawat
Media Planner
Group Head Buyer Art Director
Intermarkets
REGIONAL SUPPORT Visualizer
Remith Kalari
Finalizer
mediaedge cia
REGIONAL SUPPORT
Intermarkets
REGIONAL SUPPORT

66. rami el khalil
managing director
With an experience of over 20 years, Rami has created a
niche for himself within the Advertising Industry. He has
worked in multi-national agencies with international and
regional brands, handling a diverse portfolio of clients
from Banking, FMCG, Real Estate and telecom industries.
As an integral part of Intermarkets network, Rami was
entrusted with the challenge of starting operations in
Bahrain and in less than a year he had built the
company’s portfolio to comprise of an A Class clientele.
Rami has been the person responsible for the growth of
Intermarkets Bahrain from a one man show to a team of
35 professionals who are the best in their field of work.
Even after the prosperous increase in business and
growth of the agency, Rami till date is still very hands on
in managing some of the key clients for the network.

67. saher mokaddem client servicing director
Saher has been a part of Intermarkets
Bahrain right from the beginning. He has
been a great influence on every aspect of
the Agency. With his confidence and drive
to be the best in the industry, he puts his
remarkable inter-personal and project
management skills to use, which have
assisted him in creating a dynamic and
innovative client servicing department with
a culture of exceeding expectations.
Saher has a strong backing of professional
training workshops that support his
credentials of work experience. His
experience spans various industries like
banking, finance, telecom, automobiles
within the region and internationally
starting from Washington DC.

68. rabih halik
senior account manager
Rabih joined Intermarkets Bahrain team in 2010 as a
senior account manager.
His experience covers different industries from retail to
banking to real estate to FMCG and more.
After enrolling in the Design management programme
in Leeds University –UK, Rabih decided to shift his
career from an Art director to the client servicing
department.

69. geraldine coullenot
senior account manager
Geraldine is a Brand & Communications
specialist with 6 years of experience
working with leading mobile operator in
Europe, Africa & Middle-East.
Enthusiastic & passionate team player
with strong communications skills that
thrive in multi-cultural environments,
she has experience managing requests
from 22 operations across Middle East
& Africa for all brand and advertising
matters to ensure respect of guidelines
and consistency = brand governance.

70. An
alan firmin
award winning Creative Director Alan began his career in the heart of
London with Grey Worldwide as a junior copywriter. Although from London
Alan’s career was destined to be overseas as he was placed early in his career in creative director
Grey Paris and Grey Amsterdam for 6 month a time. Alan became the youngest
creative director in the entire global network at 26, a record that still stands in
Grey worldwide today.
Inthe early nineties Alan moved to the Middle East to handle the global
accounts for Grey Worldwide and traveled extensively across the region working
and living in many countries. Alan moved to FCB in 2001 to oversee creative in
Kuwait and Dubai offices but was often used around the global network on
major projects such as Kraft, Dow Chemicals and SC Johnson.
Alan has worked on many major global brands including Volkswagen, IKEA and
Nokia as well as some of the most prestigious regional brands in Dubai Holding
and Dubai Shopping Festival.
A former semi professional footballer and Kick boxer Alan enjoys most sports
including Golf and Tennis. He is a published writer and poet and has exhibitions
for his art. Alan is happily married and has two beautiful children.
Awards:
SUMMIT International Creative Awards 2008 – Silver x 3
KREAA (Kuwait Advertising Awards) 2006 – Gold x 3 & Bronze x 1
IAA Advertising Awards 1999 – Golden Flame x 2
IAA Advertising Awards 1998– Golden Flame x 3
IAA Advertising Awards 1997– Golden Flame x 1 & Bronze Flame x 1
IAA Advertising Awards 1996 – Golden Flame x 3
New York Festival – Silver x 1

71. ramzy haddad
creative director • A graduate of ALBA, Lebanon's top communication and fine-arts
university, with more than 13 years experience. Ramzy began his
career in Beirut where he soon joined Intermarkets, there he
handled a variety of major accounts in Lebanon, Syria, Jordan and
Kuwait. He was appointed Associate Creative Director at
Team/Young & Rubicam Amman, Jordan in June 2001, leading
the Creative department to an award-winning success, to become
through two consecutive years the most awarded agency in
Jordan and across the Levant (winner of more than 85 regional
and international awards). He was soon promoted to Creative
Director where he helped setting up the creative teams for 2
other MENACOM group agencies: Intermarkets and Wunderman
Amman.
• In 2006, Ramzy moved to the United Arab Emirates to join
Wunderman Dubai, setting the ATL creative department, and
handling most of its regional portfolio, before he was appointed
Executive Creative Director of Y&R Abu Dhabi (2007), where he
handled both UAE and Qatar offices until late 2009.
• Now he spearheads the network's regional creative, as Regional
Executive Creative Director, based in Dubai and covering the
MENA region.

72. emile atallah
head of strategic planning
Luring himself into the advertising world, He first started
with Y&R where he had the chance to work and challenge
himself on a multitude of brands from Airlines, & Fashion to
Financial institutions & Real Estate and was nominated as
one of the new faces to watch in the Middle East.
After spending four fruitful years, He then completed his
MBA while he was working with Saatchi & Saatchi Beirut for
two years. Emile had the chance to work on Socio-political
and Public Awareness communication. He also expanded
his portfolio in the Oil & Gas, Hospitality and Media
throughout the region. During his time at Saatchi, Emile was
fortunate enough to explore an avenue of communication
new to him. Namely, brand creation/corporate identity.
Emile joined Lowe Mena in 2007 to work on a portfolio of
Brands such as Nokia, Johnson & Johnson and various other
categories.
Emile finally found his calling when he accepted his latest
challenge…to be the Regional Head of Planning at
Intermarkets …

73. bassam rishani production manager
Work Experience:
Intermarkets Bahrain – Production Manager
Oxygen Media & Advertising, Bahrain –
Production Manager
Reda Pritning Press, Saudi Arabia –Production
Manager
Al Hokair Group, Saudi Arabia – Production
Manager
Skills
Excellent knowledge of the overall working of
printing & production houses across the region.
Proficient in quality control and timeliness of
delivery of production activities.
Excellent Supplier relation management and
negotiation skills
Profound experience in the usage of computer
design software like Adobe etc…

74. Thank you!