In the brand-new and buttoned-up New Brunswick, N.J., corporate offices of Johnson & Johnson, there's a conference room whose glass doors are adorned with an aqua decal of a baby's head, plus a couch that features two decorative pillows whose pattern is a mishmash of J&J brand logos and packaging.
johnson & johnson
Two brands found themselves in hot water recently after their products were linked to cancer, and their reactions offer lessons in crisis response management.
King of Snapchat DJ Khaled wants you to know he's up to something. Of course, if you follow him on the wildly popular mobile platform, you already know that.
UM's win of Johnson & Johnson's global media business last October awed even the marketer's global CMO Alison Lewis. Not a bad outcome for a self-described "underdog" going up against larger network competitors.
In this year of media account shifts, UM's J3—IPG Mediabrands' dedicated unit for Johnson & Johnson—has now twice scored major assignments from the marketer. Today, J3 added global media chores for J&J, just a month after the agency picked up the company's domestic business. Both assignments were made following separate reviews.
Three years ago, Emely Perez, then a senior at the New York City College of Technology, knew little about agency life and didn't necessarily plan to go into advertising as a career. That changed when she landed at J.
Beyond the judging, schmoozing and general bacchanalia of the Cannes Lions International Festival of Creativity is a significant amount of wheeling and dealing, be it to acquire an agency or poach a creative chief.
The seemingly endless fire hose of media reviews—20 in the past six months, representing some $17.3 billion in annual media spending—could not have come at a worse time.