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Publicis Groupe announces the acquisition of Adopt, a global agency that drives brand connection by fusing creativity with sport and culture. Adopt was co-founded in 2021 in Portland, OR, by former Nike executives David Creech and Josh Moore, along with Rich Paul.


Adopt specializes in helping marketers modernize through brand strategy; brand design and identity; and the development of products, experiences and solutions, stated the company in a statement.


“Sport is the greatest force in the world today -- driving culture, commerce, connection, and community,” Paul said. “The talent I saw in David and Josh combined with their experience in sport culture led me to believe we could take that and use it to make a real impact for global brands. They have world-class expertise, and it’s proving out already based on Adopt’s major growth trajectory which has skyrocketed in just four years.”


Adopt will continue to be led by Creech and Moore. Adopt will sit within Publicis Connected Media, supercharging its existing capabilities spanning media, data, digital, commerce, CRM, influencer and more.


Prior to co-founding Adopt, Creech spent nearly two decades at Nike where he served as VP of Global Brand Creative and VP of Design for Jordan Brand, working with some of the world’s most iconic athletes including Kobe Bryant, LeBron James, Michael Jordan, and Tiger Woods to help craft their brands, and leading creative for Nike’s presence at global events like the Olympics and World Cup.


Moore has concepted and driven innovative products and programs for brands such as Nike, Apple and Google where he helped pioneer digital innovations such as the Nike SNKRS app and Nike Apple Watch, further added the company in its statement. He served in multiple leadership roles during his 12+ year career at Nike.


“Adopt is at the forefront of creativity, culture and human behavior – blending all three to deliver customer-centric brand strategies,” said Dave Penski, global chief executive of Publicis Connected Media. “Their deep and multi-faceted expertise is invaluable to all clients seeking to define and modernize their brand at the speed of culture.”


<strong>Read More:</strong> ​<a href="https://www.storyboard18.com/agency-news/%E2%80%8Bpublicis-groupe-delivers-strong-q1-2025-with-9-4-revenue-surge-fueled-by-new-business-wins-tech-investments-62325.htm">Publicis Groupe delivers strong Q1 2025 with 9.4% revenue surge, fueled by new business wins, tech investments</a> 

Publicis acquires Adopt, a brand building company at the center of sport, athletes and culture

Rediffusion Kolkata has won the creative and strategic communications mandate for Prabhuji Pure Food, one of India’s FMCG brands in the traditional snacks and sweets segment.


Rediffusion will work closely with the Prabhuji team to build a strong and differentiated brand voice that stands for authenticity, quality, and cultural rootedness. As the brand prepares to scale its presence nationally and strengthen its consumer connect across evolving market segments, the agency has been entrusted with the end-to-end strategy, from brand positioning to integrated campaigns and content across media platforms. 


Shah Rukh Khan and Rashmika Mandhana are both the brand ambassadors for Prabhuji. 


Abhinav Agarwal, head of brand and marketing, Prabhuji Pure Food said, “Rediffusion came to us with a sharp understanding of our category, audience, and ambitions. We believe they are the right creative partners to help us shape the next phase of our journey – one that’s driven by both tradition and transformation. We look forward to working hand-in-hand to take Prabhuji into many more homes across India.”


Pramod Sharma, NCD, Rediffusion Kolkata, noted, “This is a brand with a powerful emotional quotient. Our creative approach will tap into that sentiment – creating stories that make people smile, crave, remember, and most importantly, connect.”


Asheesh Malhotra, executive director, Rediffusion, commented, “Prabhuji is more than just a food brand – it is a part of India’s cultural fabric. At Rediffusion, our job will be to honour this legacy while helping the brand speak to the evolving preferences of newer audiences. From traditional touchpoints to digital narratives, we aim to build a cohesive brand that is both beloved and future-ready.”


Sreeparna Gupta, head of Rediffusion Kolkata office, added, “We’re excited to take on this challenge. Our focus will be on helping Prabhuji build brand love not just through what it makes, but through what it means to its consumers – joy, comfort, festivity, and flavour that’s familiar yet fresh.”


The coming months will see the rollout of a new integrated brand campaign, packaging innovations, and digital engagement strategies designed to reinforce Prabhuji’s value proposition across India. Rediffusion’s mandate also includes helping the brand define its identity in Tier 1, 2, and 3 markets through locally nuanced messaging.


<strong>Read More:</strong>  


Rediffusion Kolkata wins the creative mandate of FMCG brand Prabhuji

After stepping away from AKQA, the creative powerhouse he founded three decades ago, Ajaz Ahmed is setting his sights on redefining the future of creative agencies with the launch of Studio.One. 

The move comes just six months after Ahmed's high-profile resignation from AKQA in October 2024, a departure that was followed by several other senior exits. Now backed by private equity, Ahmed is building a new kind of agency, streamlined, agile and sharply focused on creativity and direct client partnerships. 

In contrast to traditional holding company structures like WPP, Studio.One is rejecting conventional models, including eliminating a dedicated HR department, a decision seen by many as a response to Ahmed's experiences during his transition out of WPP. “We’re building something different—agile, client-focused, and free from the constraints of conventional agency models,” Ahmed said in a statement.

Ahmed's new venture comes amid industry-wide questions about whether traditional agency networks can keep up with rapidly changing client demands. Sources suggest that tensions between Ahmed and WPP CEO Mark Read around AKQA’s strategic direction helped accelerate the split.

With the industry watching closely, Studio.One is expected to announce its first wave of client collaborations soon, fueling speculation that Ahmed could quickly reclaim a major presence in the global creative landscape.

After AKQA exit, Ajaz Ahmed bets on a new vision with Studio.One

At this year’s Spikes Asia Awards, a prestigious celebration of creative excellence in advertising and marketing, India emerged as a dominant force, securing five Grand Prix honors alongside Australia. The event, held in Singapore, reaffirmed India’s growing prowess in global advertising through a blend of innovative storytelling and socially driven campaigns.

Among the standout winners was Leo Burnett Mumbai, recognized in the Creative Data category for its campaign “Turf Finder” on behalf of hydration brand Gatorade. The project tackled the dearth of recreational spaces in India’s urban centers by using real-time Google traffic data to identify low-traffic zones, which were then temporarily repurposed for sports like cricket and basketball.


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McCann Gurgaon took home the Design Grand Prix for “Fit My Feet”, a campaign for Buckaroo Footwear that addressed the mobility challenges faced by individuals with clubfoot—a birth defect disproportionately affecting lower-income populations. The initiative involved the creation of orthopedic shoe kits designed in collaboration with medical professionals and tested with local cobblers, ultimately benefiting more than 228,000 people while generating new income streams for community artisans.



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In Film Craft, the Grand Prix was awarded to “The Steel of India”, a cinematic tribute to the resilience of the Indian spirit created for Jindal Steel and Power by Early Man Film (Mumbai) and Kondurkar Studio (Delhi). The two-minute visual narrative portrayed the raw intensity of daily life, drawing a parallel between human grit and the forging of steel.



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Ogilvy Bangalore earned the top honor in the Healthcare category for “Eye Test Menu”, a campaign for Titan Eye+ focused on long-haul truck drivers. To promote eye health among this underserved group, the brand launched eye camps at roadside eateries (dhabas) and introduced vision tests disguised as food menus. Drivers who required corrective lenses were offered glasses at subsidized rates, delivered directly to their routes.



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Lastly, in Print and Publishing, Havas Mumbai was honored for “Ink of Democracy”, a provocative campaign by the Times of India aimed at increasing voter turnout. In the lead-up to the 2024 elections, the newspaper printed its front pages in a striking purple ink—symbolizing the inked fingers of voters—to represent the 33 percent of eligible Indians who abstained from voting in the previous general election. A total of 2.28 million such editions were printed, each serving as a quiet protest and a call to civic duty.



<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/indian-ad-agencies-close-cannes-lions-2024-with-whimper-instead-of-roar-35011.htm">Indian ad agencies close Cannes Lions 2024 with whimper instead of roar</a> 


Spikes Asia 2025: Leo Burnett, McCann Worldgroup, Ogilvy and Havas take home Grand Prix

Public Sector Undertakings (PSUs) are increasingly being called out for fueling a controversial trend in media pitches - reverse auctions. As advertising agencies grapple with this growing challenge, industry insiders are pushing for ethical reforms to curb what many see as an exploitative practice.

Reverse auctions flip the traditional pitch model on its head: instead of competing on strategy and creativity, agencies are forced into a downward spiral of undercutting each other on price. The goal? Drive rates lower and lower - often at the cost of value, quality, and fairness.

Leading industry bodies like the Advertising Agencies Association of India (AAAI) and the Indian Society of Advertisers (ISA) are stepping in. Together, they’re working on a framework to establish ethical standards and address these troubling tactics that are slowly becoming the norm.

“This practice is wreaking havoc,” said a senior executive at a media agency and member of the AAAI. “Brands kick off a pitch process, take one agency’s bid, then shop around to get a cheaper deal from another. It becomes a race to the bottom. It’s not just unethical - it’s exploitative.”

He added that the problem is particularly rampant among PSUs. “We’re seeing a rise in brands openly sharing price quotes from one agency with another, simply to force lower bids. It’s like playing poker with your cards face up.”

Industry experts suggest PSUs contribute around 5-7% of India's total AdEx which is approximately over Rs 7,500 crore. Some of the leading advertisers from PSUs include Life Insurance Corporation (LIC), State Bank of India (SBI), Oil and Natural Gas Corporation (ONGC), National Thermal Power Corporation (NTPC), Indian Oil Corporation (IOCL), Bharat Sanchar Nigam Limited (BSNL) and Gas Authority of India Limited (GAIL).

<strong>Rahul Vengalil, CEO and co-founder of tgthr</strong>, traces the roots of this issue back to the early 2010s. “Back then, the industry coined the term ‘Mediapalooza,’” he recalled. “It was a time when media agencies were chasing client efficiency, slashing commissions just to win accounts. That trend never really died. Agencies still cut prices to the bone just to stay in the game.”

But the ripple effects are significant. “When you keep reducing margins, there’s a toll on people, quality, and creativity,” Vengalil said. “In recent years, we’ve seen clients take parts of their digital business in-house, long-standing agency relationships have crumbled, and global factors - like the wars in Ukraine and Israel or media network consolidations - have only added to the uncertainty.”

Vengalil admits to personally losing clients because he refused to drop his commission rates below a certain point. “Some agencies play the long game and try to prove their value; others chase short-term wins with big discounts. But often, procurement teams, who have the final say, only look at the cost, not the strategy.”

<strong>Meenakshi Menon, Founder of GenSxty Tribe Pvt Ltd</strong> and former executive at Carat India, APAC, Zee TV, and Lintas India, said, "Public Sector Unit led brands are driven to buy cheap media. These PSU brands need to follow the auction process so that they can stay away from any allegations of favoritism. So it suits them. This means that they also end up rigging the bidding process." 

Menon said, "When such reverse auction process takes place, media agencies end up actually buying cheap media, which may not necessarily deliver the impact. PSU brands end up sharing the lowest bids with other agencies and negotiate to get the cheapest rate."

She added that some volume-driven agencies still chase these PSU retainers because they can turn a profit at scale. But others are opting out entirely, choosing to walk away from pitches that prioritize price over performance.

Sources told Storyboard18 that AAAI and ISA have already held multiple meetings to discuss the reverse auction problem and other unethical industry practices. Both organizations are likely to release guidelines this year and are optimistic about implementing them in a collaborative manner. 

<a href="https://www.storyboard18.com/brand-makers/exclusive-aaai-isa-to-set-guidelines-this-year-to-tackle-reverse-auction-and-unethical-practices-56871.htm">Read More: EXCLUSIVE: Advertising industry bodies AAAI, ISA to set guidelines to tackle 'reverse auction', unethical practices</a>

Industry veterans suggest that media retainers and commission frameworks must be standardized, urging industry bodies to take a more proactive role in advocating for change. They emphasize that advertising agencies are far more than service providers, they are strategic partners in shaping brands’ creative and communication strategies.

Experts cite that if brands continue to prioritize cost-cutting over value, they risk compromising creativity, strategic insights, and long-term growth and success. The introduction of pitch fees and standardized media retainers, as seen in other markets, could offer a structured approach to tackling these issues.

Industry leaders assert that greater transparency, standardized processes, and fair compensation are essential to nurturing long-term, sustainable relationships between agencies and their clients. 

PSUs fuel 'Reverse Auction' menace, undermining media ethics and agency value

Suraja Kishore, who had led BBDO India as chief executive officer since 2019, has stepped down from his position. 

Kishore's skills range across marketing management, customer insight, integrated marketing, marketing strategy and brand strategy. 

He began his career at Mudra Communications as the director - brand communications, and then joined Lowe Lintas as senior vice president. Then, he was the national planning director at Publicis Groupe, and held the position of executive planning director at McCann Worldgroup.

As the former EVP and general manager - McCann Mumbai; national head - planning, Truth Central (global thought leadership unit), McCann Worldgroup, Kishore managed P&L, drove growth agenda, nurtured client relationships, encouraged inclusion and diversity at workplace and built long term brands and profitable business. 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/wavemakers-vishal-jacob-joins-choreograph-india-as-president-ai-digital-solutions-62240.htm">Wavemaker's Vishal Jacob joins Choreograph India as President - AI & Digital Solutions</a> 


BBDO India's CEO Suraja Kishore quits

FCB Group India has announced that it will now be known as FCB India. This change reflects the network's intent to create clarity in structure and consistent representation across markets.

 
As part of this transition, the agency previously referred to as FCB India—a sub-brand within the group—has now been rebranded as FCB Neo.

 
Over the past few quarters, FCB in India has seen strong momentum, growing significantly and emerging as the country's largest full-funnel agency network, offering end-to-end solutions across brand, digital, CX, media, and content. 


With this renewed structure, FCB India will house four distinct agency brands—Ulka, Interface, Neo, and Kinnect—each bringing its specialisation and strength while working cohesively to deliver outstanding business results for clients, stated the company in a statement.

 
Commenting on the development, Dheeraj Sinha, Group CEO – FCB India & South Asia, said, “This is a strategic step to simplify our identity in India. The move aligns us with the global architecture and clarifies how we represent ourselves across the industry. FCB India will continue to build on its strong momentum, delivering modern marketing solutions and #NeverFinished creativity for some of the world’s most iconic brands.”

 
Tyler Turnbull, Global CEO of FCB added, “FCB India has experienced some of its most successful quarters in our history, delivering strong growth and creativity, reinforcing how critical the market is for FCB globally. Dheeraj and the entire India leadership team are transforming the business and the way we operate to deliver end-to-end solutions for clients. This evolution is the natural next step to position FCB as the go-to agency partner for ambitious clients in the region.”


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/fcb-group-india-appoints-hariharan-nurani-as-cfo-58505.htm">FCB Group India appoints Hariharan Nurani as CFO</a> 

FCB Group India rebrands to FCB India, unveils a unified agency identity

In an industry once defined by handshakes over cocktails and networking in hotel lobbies, the search for creative agency partners has taken a digital turn. Increasingly, brands are taking their pitch calls public - on LinkedIn.

Earlier this year, Sneha Subramanyam, who leads brand, marketing and creative efforts at Mahima’s, a company focused on re-engineering menstrual solutions for Indian women, bypassed traditional channels. Instead, she posted an open call on LinkedIn inviting agencies to collaborate on an upcoming campaign.

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She wasn’t alone. Sneha Beriwal, former Chief Marketing Officer at Vahdam India and now a fractional CMO, took to the platform seeking a social media agency for one of her FMCG clients. In February, Honasa Consumer—the parent company of Mamaearth—issued a similar call for marketing talent. By March, FMCG giant Marico announced its search for both a creative and influencer agency for its U.S. operations, also via LinkedIn.

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The list extends further. KFC India and Uniqlo have both used the professional networking site to solicit agency partnerships, signaling a potential shift in how brands initiate their creative relationships.

This growing trend raises an inevitable question: Is LinkedIn becoming the new norm for agency pitches - and is that good for the industry?

<strong>A Faster, Looser Playing Field</strong>

KV Sridhar, Global Chief Creative Officer at Nihilent Limited, recalls a different era. “Many years ago, I would do this in the lobbies of Jet Airways or Kingfisher Airlines,” he said. “Today, people are short on time, and the professionals leading these decisions are younger. They’re more at ease with platforms like LinkedIn and online community groups.”

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Krishna Iyer, Director of Marketing at MullenLowe Lintas Group, likens the shift to a change in game format. “If traditional agency pitching was like Test cricket - long, structured and requiring stamina - then LinkedIn pitch calls are the T20s. Fast-paced, dynamic, and open to unexpected heroes.”

But not everyone is convinced.

<strong>A Chaotic Marketplace</strong>

Prathap Suthan, Managing Partner and Chief Creative Officer at Bang In The Middle, cautions that the platform may not deliver the results brands seek. “It feels unkempt. Far too many agencies apply, and the really creative minds don’t respond to open calls like these. You lose out on chemistry, something only in-person meetings can build.”

The concern extends to the sheer volume of responses, a burden for brands unprepared for the deluge. “It gives a brand a sense of importance to receive 500 responses,” said Suthan. “But can they even process all of them?”

Sridhar echoed the sentiment, pointing to a broader issue of quality versus quantity. “Today, many brands appoint agencies based on cost, not creative caliber. It wasn’t always like this. Companies like Mondelez once invited top creative minds and built long-term partnerships. That’s becoming rare.”

Yash Kulshresth, Co-Founder and Chief Creative Officer at ^atom network, said, “Often, it’s not about seeking partners, but farming engagement metrics."

He cited IndiGo Airlines as a case study. The brand posted an open pitch call on LinkedIn despite onboarding a new agency just months prior. “It felt like an engagement exercise. Eventually, there was no follow-up.”

<strong>The Hidden Costs</strong>

Beyond the noise lies a deeper concern: time, trust, and return on effort.

“The process becomes inefficient,” said Sridhar. “There’s shortlisting, NDAs, evaluations, cost negotiations - and little guarantee of outcome.”

Idea theft is another worry. With so many participants, originality can be compromised. “Two agencies can easily come up with similar ideas. Who gets credit then?” asked Suthan.

For agencies, the risks are real. “Many pitch requests come from junior brand managers with no authority or clear brief,” said Iyer. “It turns into a match abandoned before the toss.”

<strong>Read More:</strong> <a href="https://www.storyboard18.com/how-it-works/pitch-imperfect-social-media-posts-for-pitches-evoke-mixed-responses-from-ad-agencies-18279.htm">Pitch imperfect? Social media posts for pitches evoke mixed responses from ad agencies</a> 

<strong>A Platform with Promise - If Used Right</strong>

Still, not all is lost. Iyer believes LinkedIn can be a useful scouting ground - if approached with clarity and intent. It allows new-age brands to bypass bureaucratic processes and connect directly with talent.

Kulshresth suggests filters as a potential solution. “Brands could specify criteria - like years of experience, specific categories, or social expertise - to narrow the pool.”

The consensus: LinkedIn can complement traditional methods, but cannot replace them wholesale. “The pitching process should remain sacrosanct and confidential,” said Suthan. “Otherwise, it risks becoming just another crowded timeline.”

<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/perfecting-the-pitch-for-ad-agencies-brands-and-consumers-28653.htm">Who are advertising 'pitch consultants' and what do they actually bring to the pitch table?</a>


Democratization or Dilution?: The game of open agency pitches on LinkedIn

Havas registered an organic growth in net revenue of 2.1% in the first quarter of 2025. The company has posted net revenue of 676 million euros in the quarter, compared to 649 million euros in the same quarter last year. 

Havas reported growth of 5.2%, reflecting the positive impact of recent acquisitions and currency effects. Yannick Bolloré, chief executive and chairman of Havas, attributed this growth to business momentum in North America and Latin America and the company's acquisition strategy. 

<a href="https://www.storyboard18.com/brand-makers/havas-promotes-francois-laroze-to-global-coo-59541.htm">Havas promotes François Laroze to Global COO</a>

In Europe, Havas reported that the net revenue contracted by a slight 0.2% in Europe on an organic basis, compared to the same period in 2024. Net revenue was up slightly in France (due to Havas Media), but inched down in the United Kingdom (Havas Creative and Havas Health). 

In North America, Havas had a very good start to the year, turning in markedly positive organic growth of 3.2% versus the same prior-year period, driven by double-digit organic growth at Havas Health (favorable basis of comparison). 

APAC & Africa region continued to post satisfactory organic growth, with net revenue up 1.9% year on year, driven by Havas Media. Latin America region delivered very strong organic growth, coming out at 16.6% in the first quarter of 2025. This performance was largely driven by Havas Creative and Havas Media, which both recorded double-digit organic growth.

In the first quarter of 2025, Havas acquired majority stakes in three agencies: CA sports (Spain), an agency specializing in sponsorship strategy and business development through sports, which joined Havas under Havas Play, the Group’s sports and entertainment network dedicated to connecting brands to audiences through their passions; Channel Bakers (United States), an e-commerce media agency; and Don (Argentina).

Key client wins includes, for <strong>Havas Media Network:</strong> Campos Coffee, Carl Buddig, Collegium Pharmaceutical, Dr. Theiss, Elizabeth Arden, Hourglass Cosmetics, Isdin, Liverpool, MagicBricks, PINSA 

<strong>For Havas Creative Network:</strong> Asahi, Carl Buddig, Citeo, Crivit (Lidl), EA Games, EDF, ETI Turkey, Free Telecom, Groupe Barrière, GMCVB, Jacuzzi, Nacional monte de Piedad, PKO Bank, Red Lobster, RTX, Uzbekistan Art and Culture Development Foundation. 

<strong>For Havas Health Network:</strong> Danone Nutrition, GSK (Benlysta, Camlipixant), Merck (Enlicitide, Verquvo), Novartis (remibrutinib), Sanofi (Alphamedix), Takeda Pharmaceuticals  

<a href="https://www.storyboard18.com/brand-marketing/havas-reports-e2-736-billion-revenue-in-2024-ebit-reaches-record-e338-million-58470.htm">Havas reports €2.736 billion revenue in 2024, EBIT reaches record €338 million</a>

On the US tariffs war, Havas said the company has not witnessed any direct impact so far.

"We continue to focus on the Group’s development, through the global roll-out of our “Converged” strategy and operating system – which is powered by the best data, tech and AI – the expansion of our capacity in high-growth sectors, and an unwavering commitment to creative excellence," Bolloré said.


Havas reports organic growth in net revenue of 2.1% in Q1 2025

Britannia Industries has named Mumbai-based Tilt Brand Solutions as its Brand & Communication Agency on Record for the Cakes, Rusk, Bread and Croissant portfolio.

Tilt’s mandate will be to craft the brand strategy for Britannia’s adjacency business which will deepen consumer relationships.

Shekhar Agarwal, General Manager – Marketing, Britannia commented, “For Britannia’s adjacency portfolio, it was imperative that we got on board a partner who would be able to bring a perfect amalgamation of creative strength and business acumen to the table. The balanced approach of Tilt Brand Solutions and their category & consumer understanding delivered on the brief. We look forward to this partnership to create a significant impact for these businesses.”

Tilt has been tasked with conceiving impactful brand strategies, and to create & execute communication assets across formats and platforms that deliver engaging and meaningful brand experiences for new and current consumers.

Hari Krishnan, Chief Business Officer, Tilt Brand Solutions added, "We are thrilled to partner with Britannia on this exciting journey. With our shared commitment to innovation and creativity, we are confident of  creating impactful and memorable work that resonates with audiences, while also driving growth and leadership in the category."

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