Bernbach’s artistic approach to print advertising was innovative, and he understood that advertising didn’t sell products. The strategy was to keep customers by creating and nurturing them as
...In 1949, William Bernbach, along with colleagues, Ned Doyle and Maxwell Dane, formed Doyle Dane Bernbach (DDB). Bernbach’s artistic approach to print advertising was innovative, and he understood
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He took the simple, straightforward layouts of agency principal David Ogilvy of Ogilvy and Mather and adapted them for Volkswagen. Krone’s repeated use of black-and-white, largely unretouched
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Bernbach’s team of “agency creatives” was headed by Bob Gage, who hired Helmut Krone, as an art director in 1954. Krone owned a Volkswagen before the agency pitched for the account. Krone,
...Bernbach’s team of “agency creatives” was headed by Bob Gage, who hired Helmut Krone, as an art director in 1954. Krone owned a Volkswagen before the agency pitched for the account. Krone,
...Bernbach’s artistic approach to print advertising was innovative, and he understood that advertising didn’t sell products. The strategy was to keep customers by creating and nurturing them as
...
Bernbach’s artistic approach to print advertising was innovative, and he understood that advertising didn’t sell products. The strategy was to keep customers by creating and nurturing them as
...
In 1949, William Bernbach, along with colleagues, Ned Doyle and Maxwell Dane, formed Doyle Dane Bernbach (DDB). Bernbach’s artistic approach to print advertising was innovative, and he understood
...Bernbach’s artistic approach to print advertising was innovative, and he understood that advertising didn’t sell products. The strategy was to keep customers by creating and nurturing them as
...Bernbach’s artistic approach to print advertising was innovative, and he understood that advertising didn’t sell products. The strategy was to keep customers by creating and nurturing them as
...
Bernbach’s artistic approach to print advertising was innovative, and he understood that advertising didn’t sell products. The strategy was to keep customers by creating and nurturing them as
...
