In Asia, can MullenLowe's mix of strength and suppleness work?

The trials and tribulations of 2017 and 2018 continued last year for MullenLowe in Asia. Across the year, the IPG agency struggled for traction, as it lost key leaders in Indonesia (where the CEO, CCO and creative chief left together), India, Singapore and Shanghai, with business growth taking a body blow. Business shrank by 11% in 2019 compared to 2018, as MullenLowe struggled for a firm footing to implement its transformation agenda. The agency adopted a more flexible strategy to keep pace with the changes.

How did MullenLowe respond to the challenges it faced in APAC in 2019?

Check out MullenLowe's Agency Report Card now to see:

• The agency's overall grade for 2019
   
• Grades and detailed discussion of performance across five categories:
   
• Leadership: A qualitative assessment of leadership performance, key regional decisions, management stability and contributions to industry by agency leaders.
• Creativity: Compelling and effective campaign work, judged qualitatively. Regional and global awards recognition is included, with higher weighting given to wins at major shows. Work demonstrative of high effectiveness for clients is also considered.
• Innovation: A qualitative assessment of Asia-based initiatives and innovations based on their improvements to the agency, people, clients and industry.
• Business growth: Assessed by the value of accounts won and lost in 2019, as calculated by the agencies and R3’s New Business League, published in Campaign Asia-Pacific, along with recognition of new project work and organic growth through retained clients. 
• People and diversity: Agency efforts to attract, retain and develop a high calibre of talent with a commitment to staff diversity and wellbeing are examined qualitatively.
   
• The grade the agency gave itself, and why
   
• How the agency performed versus its 2018 scores
   
• The agency's self-declared areas of specialisation.

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