Since its inception in 2004, the founders and directors have truly shown a different way of doing things, blurring the borders between providing traditional marketing services and working as a business development partner. Eschewing the traditional client / agency relationship, Anomaly works to develop intellectual property for both itself and for its clients…
When a client comes in with an advertising problem, Anomaly addresses it more broadly as a business issue, analyzing everything from design to product development.
Anomaly bills itself very clearly as a new model agency. It describes itself as a response to the notion that the old agency models “are all broken” and “the traditional solutions are becoming less and less effective”. Its positioning sounds like a bunch of clichés, because so many agencies are talking about the need to re-gear their approach around the same principles: ideas-led, media-neutral, integrated, multi-disciplinary. Anomaly, though, launched with these principles at its core.
Anomaly is definitely not an “Ad Agency.” The company sets store by developing its own intellectual property, which it can license to clients in return for share in revenues. Their aspiration is to be a product developing IP company, marketing their own portfolio of IP as well as doing that for major brands.
As you might expect from its name, Anomaly is no ordinary agency; it is more of a response to the countless calls for agencies to drag themselves into the
The ad world is changing and Anomaly’s model is set up to lead that change.
Anomaly decries tradition and craves revolution. Its real selling point is that its principals have diverse skill sets in interactive marketing, media strategy, and design – as well as advertising – so that clients can have faith they will get a marketing solution rather than an ad campaign.
The agency [Anomaly] is structured for innovation and multidisciplinary problem solving – not just the partners, but every member of the team contributes on every project on all levels.
“They were intriguing to us because they weren’t mired down in a lot of layers. They were great creative and strategic people on a mission to create a vision for their agency to solve client problems,” says Sara Schmid, advertising manager. “They were very conscientious … about how things worked in stores, how the visual language would play into it.”
New York Times
Anomaly have started up to capitalize on the desire among marketers to do things differently – and the inability of many bigger agencies to accomplish that.