Bold Ogilvy, the biggest advertising agency in the country, was established in 1977 and builds brands for its clients in the FMCG, Finance, Retail, Telecoms, Technology , Cosmetics , Energy and Automotive sectors. Enter 
OgilvyOne, the country’s biggest and most awarded digital agency, provides exceptional interactive work for its clients. In addition, it runs successful CRM programs for many brands. Enter
Asset Ogilvy is the country’s second biggest PR company and provides PR strategy, press office, sponsorship, event management and crisis management services to numerous clients. Enter
OgilvyAction is responsible for the activation of the group’s clients and runs promotions to change the shopping attitude of consumers.
Enter
Redworks is a company with an active interest in the creation and production of printed communication, while, at the same time, empasizes on a competitive, flexible and effective model of operation, with regard to time and cost. Enter
Mindshare, the largest and most efficient media planning & buying company of the country, creates valuable consumer exchanges for brands and delivers competitive advantage to its clients. Enter
Pandora Ogilvy was established in 1986, it is a full service agency and one of the five largest advertising agencies in Cyprus. Pandora has a remarkable range of clients and is considered one of the most dynamic agencies. Enter
Ogilvy Albania was established in 2006 and in late 2009, it became part of the Ogilvy Group Greece. It is a full service advertising agency, providing solutions for both local and international clients.Enter
Yannis Efstathiadis
Chairman
Yannis Efstathiadis was born in Athens in 1946. He studied Political and Economic Sciences at the Athens University.
He started his career in 1966 at GNOMI Arvertising Agency, as a copywriter’s assistant. In 1968 he moved to ADEL till 1975, and by the time he left he had the responsibility of the Creative Department. In 1975 he founded the production company «Papadakis & Efstathiadis», which soon became one of the leading in the industry.
Co-founder and Vice-Chairman of BOLD in 1977, he was responsible, as from the very beginning, of the Creative Department. He is currently Chairman of the Board. His works have won numerous awards at the Greek Advertising Festivals, as well as in major foreign festivals, e,g. Cannes Festival, Clio Awards, New York Festivals, Los Angeles, EPICA.
He was General Secretary of Hellenic Association of Communication Agencies (1988-1990) and Chairman (1990-1992). He’s been the moving spirit of the Greek Advertising Festival and he presided over the 1st Festival, in 1989. He has published many books and he was columnist in several Greek magazines.
Theodore Cotionis
Managing Director
Born in 1948, he works in advertising since 1972. He studied Mathematics at the University of Athens and Marketing at το New York University.
His career started in 1972.
Co-founder and shareholder of Bold Ogilvy since 1977, he is the company’s managing Director.
From 1999 to 2003, he was President of Hellenic Association of Communications Agencies. He is the inspirer and the first President of the Institute of Communication. He has organized sector-based conferences and has given speeches and lectures both in Greece and abroad
George Saliaris-Fasseas
Executive Director
Following a small stint at private equity and after forming driin (an internet investment firm) George returned to the Ogilvy family in June 2010 as the executive director for the group.
Prior to driin George was the country manager for Google in Greece where he set up the Athens office. Apart boosting Google’s Greek revenues and number of advertisers, George recruited the team, assisted in acquiring more than 100 AdSense partners, signed up a reseller (www.icap.gr) to acquire the long-tail, wrote a book on AdWords to help educate the market and entered the Guinness book of Records among 1672 Googlers in Rhodes where they danced...Syrtaki.
Prior to that, and following the 2005 merger of his leading interactive agency: yellownetroad with OgilvyOne, he was in the Ogilvy family as the Managing Director of OgilvyOne in Athens.
Before that he was involved full-time in the international fresh produce business serving supermarkets, working as a Marketing and Procurement Manager for Richard Hochfeld (UK).
George holds a BSc in Management Sciences from Warwick University and an MSc (with distinction) in Analysis, Design and Management of Information Systems from the London School of Economics. He has followed executive educations courses on Finance (ALBA), Negotiations (Harvard) and Private Equity (Oxford).
What We Believe and How We Behave
The corporate culture of Ogilvy & Mather as set down by David Ogilvy
Some of our people spend their entire working lives in Ogilvy & Mather. We try to make it a stimulating and happy experience. We put this first, believing that superior service to our clients depends on the high morale of our men and women.
We help them make the best of their talents. We invest an awful lot of time and money in training -- perhaps more than any of our competitors.
We treat our people as human beings. We help them when they are in trouble - with their jobs, with illnesses, with emotional problems, with drugs or alcohol.
Gentle Manners, Hard Work
We are opposed to management by intimidation. We abhor ruthlessness. We like people with gentle manners. We see no conflict between adherence to high professional standards in our work and human kindness in our dealings with each other.
We don't like rigid pecking orders. We give our executives an extraordinary degree of independence, in the belief that freedom stimulates initiative. We dislike issuing orders; the best results are produced by men and women who don't have to be told what to do.
We like people who are honest. Honest in argument, honest with clients, honest with suppliers, honest with the company -- and above all, honest with consumers.
We admire people who speak their minds. At the same time we admire people who listen more than they talk, and make a real effort to understand views that differ from their own. Candor is a virtue; arrogance is not.
We admire people who work hard, who are objective and thorough. Lazy and superficial men and women do not produce superior work.
We are free of prejudice of any kind. The way up the ladder is open to everybody, regardless of religion, race, gender, or sexual preference. We detest nepotism and every other form of favoritism.
There are, however, limits to our tolerance. We have little time for:
office politicians, bullies, paper warriors, toadies, pompous asses, prima donnas
In promoting people at all levels we are influenced as much by their character as anything else.
Earning the Respect of Clients
We exist to build the business of our clients. The recommendations we make to them should be the recommendations we would make if we owned their companies, without regard to our own short-term interest. This earns their respect, which is the greatest asset we can have.
What most clients want most from us is great campaigns, with the spark to ignite sales and the staying power to build enduring brands. We put the creative function at the top of our priorities. The line between pride in our work and neurotic obstinacy is a narrow one. We make our recommendations clear. But we do not grudge our clients the right to the final say. It is their money.
Many of our clients employ us in several countries. It is important for them to know that they can expect the same standards of behavior in all our offices. That is one reason why we want our culture to be more or less the same everywhere.
We try to sell our clients' products without offending the mores of the countries where we do business.
We try to create an atmosphere in which partnerships with our clients can flourish. We attach importance to discretion - clients don't appreciate agencies which leak their secrets. We do not take credit for our clients' successes. To get between a client and the footlights is bad manners.
We take new business seriously, especially new business from current clients. We have a passion for winning, but we play fair vis-a-vis our competitors.
Antidote to Smugness
We have a habit of divine discontent with our performance. It is an antidote to smugness.
We like reports and memos to be well written and easy to read. We also like them to be short - and sent only to those who need to know what's in them.
We are revolted by pseudo-academic jargon like: attitudinal, paradigms, demassification, reconceptualize, suboptimal, symbiotic linkage, splinterization, dimensionalization.
We ask our top people in every office to represent our industry in their communities, to grasp the nettle on difficult issues, and to make their voice heard in interviews, articles, and speeches.
We use the word partner in referring to each other. This says a mouthful.
Nine Obiter Dicta
Through maddening repetition, some of my obiter dicta have been woven into our culture. Here are nine of them:
1. "Ogilvy & Mather - one company indivisible."
2. "We sell - or else."
3. "You cannot bore people into buying your product; you can only interest them in buying it."
4. "Raise your sites! Blaze new trails!! Compete with the immortals!!!
5. "We prefer the discipline of knowledge to the anarchy of ignorance. We pursue knowledge the way a pig pursues truffles."
6. "Never run an advertisement you would not want your own family to see."
7. "The consumer is not a moron."
8. "Unless your campaign contains a Big Idea, it will pass like a ship in the night."
9. "Only First Class business, and that in a First Class way."
