Rita Clifton to step down as UK chairman of Interbrand

June 16, 2012

Rita Clifton, one of the UK’s best-known brand experts, is stepping down as UK chairman of Interbrand, the Omnicom-owned brand consultancy which she has headed for 10 years.

Clifton will officially leave on July 31st, although she is thought to have submitted her resignation earlier this year. She has long served on a three-day-a-week basis, and has a well developed career portfolio that includes several non-executive directorships. Besides being non-executive chairman of opinion pollster to The Times Populus, she is also a NED of Dixons, the electrical retailer, and BUPA, the global healthcare company. Since 2007, she has been a trustee of WWF-UK. In 2009 she was appointed president of the Market Research Society.

“Ten years in the chair (and 5 years as CEO before that) is quite long enough when it’s not your own company, and I have wanted to set up a private office to run/extend my non-exec and pro bono portfolio and do independent speaking and writing about brands for some time,” she says.

Clifton is a prolific writer on brands. Among her publications are the Future of Brands, published by Interbrand, and Brands and Branding, published by The Economist.

She began her career as an account planner at DMB&B and J Walter Thompson (JWT). In 1986 she moved to Saatchi & Saatchi London where she rose to deputy chairman and executive planning director in 1995.

Started in 1974 by John Murphy in the UK, Interbrand has morphed into a global organisation with nearly 40 offices and claims to be the world’s largest brand consultancy. It was acquired by Omnicom in 1993.

 


BP exploits past triumph over disaster to camouflage new one welling up

April 12, 2011

In an access of self-congratulation, BP’s current press advertising campaign trumpets the oil company’s success quelling one of the world’s worst natural disasters  – caused by, er, itself (and, in fairness, a few commercial collaborators such as Transocean and Halliburton). An irony in itself, you might say. But, as will be seen, not the only one.

The ads, created by Ogilvy, feature an image of the Macondo oil site in the Gulf of Mexico taken on September 28th last year, showing a crystal-blue ocean lapping around an oil rig. Below it is the strapline: “One year later. Our Commitment continues.” And, just to give the flavour, here is some of the body copy: “From the beginning, BP has taken responsibility for the clean-up. Much progress has been made and our commitment to the Gulf remains unchanged.” The campaign marks the anniversary of a massive explosion on April 20th last year, whose after-effects devastated the wild life, fishing and tourist industry in the Gulf. It should be added that the disaster nearly brought BP, one of the world’s largest companies, to its knees, and cost its chief executive, Tony Hayward, his job.

BP, under new management headed by Bob Dudley, is now breathing a huge sigh of corporate relief. Predictions that it would be broken up, that its share price had undergone irreparable damage, that it would be a blighted brand shunned by consumers, or even that it would be excluded from further drilling operations in one of the world’s most prolific oil fields, have all proved wide of the mark. Meanwhile, almost all the beaches are back in business in the Gulf. So a triumph of sorts .

But what’s this? Dudley, the squeaky-clean new CEO, is in trouble already. An American with extensive experience of the Russian oil market, Dudley’s big strategic idea is to call in the Old World to redress BP’s damaged balance in the New. Specifically, he has crafted a smart but high-risk deal with Russia’s state-owned oil group Rosneft, which would give BP a free hand in exploiting some of the world’s richest oil reserves, languishing under the Arctic shelf. Rosneft does not have the expertise to do this on its own, and the deal – involving a massive $16bn share-swap between BP and Rosneft – would put BP in the enviable position of being the only oil major able to tap into these reserves, while also lessening the company’s dependence on the USA as an upstream (oil exploration) market.

At the time it was announced a few months ago, the Rosneft deal was greeted with much hoopla in the investment community, which had the desired elevating effect on BP’s share price. Now, however, the deal has reached an impasse and Dudley’s reputation is potentially oil-tarred. The politics are complicated but, essentially, BP’s partners in its existing Russian joint-venture, TNK-BP, have – apparently unexpectedly but so far successfully – injuncted the deal. Time is running out: the deadline is April 15th. Either the deal fails, in which case BP will receive another massive blow-back to its reputation. Or BP comes up with a huge bung (said to be $2bn) so that the green-mailers go away. Option B is of course preferable, but still leaves Dudley, BP, his chums at Rosneft and in the Kremlin looking like a bunch of chumps who have been outwitted by a few greedy oligarchs.

Either way, a bit of tactical diversion aimed at BP’s investment community – which is still largely London-based – seems highly desirable while things are sorted out. And what better manner of doing it than to remind investors, via the Sunday press, the dailies, The Spectator, New Scientist and the Economist, of BP’s earlier triumph? Or rather, triumph over a self-manufactured disaster.


%d bloggers like this: