40 YEARS FORTUNE INDONESIA - foru.co.idforu.co.id/forubooks/hajar/hajar_english.pdf• The house at Jalan Haji Agus Salim 19 Part 2 Richard Pollard 20 Part 3 Mochtar Lubis 22 Part

40 YEARS FORTUNE INDONESIA

The People’s Struggle

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“The word - Hajar!! means the ‘moving gesture’ or ‘running action’ needed to execute something

challenging within your expectations.”

“Saying Hajar!! embodies self-confidence, confident that you can cope with all the

challenges before you.”

Indra Abidin (2010)

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Forward from the Writer 6Message from the Board of Commissioners 7Message from the Board of Directors 8Message from the Chairman P3I 9

Chapter 1 The Early Story (1970-1973)Part 1 On the Train 12 •Historyofadvertising 14 •FromAdvertisingBureaus 16 •Mediagrowingrapidly 17 •AdvertisingIndustry 18 •ThehouseatJalanHajiAgusSalim 19Part 2 Richard Pollard 20Part 3 Mochtar Lubis 22 Part 4 Expatriate and "Local Staff" 24Summary 27 Chapter 2 Learning Period (1973-1978) Part 1 Cooperation with Australia 30Part 2 Indra Abidin 32Part 3 Flying and growing 34ReminiscencesPart 4 Learning and Success 38Part 5 Nearly bankrupt, owing more 42Summary 43

Chapter 3 Transitional Period (1978-1982)Part 1 Turning over to local ownership 46Hajar! 48Part 2 Regulating advertising 50 •Self-regulation 51 •Fightingforashareoftheadvertising 52Part 3 Carving history 54 •Kondom25 55 •AkuAnakSehat 56Part 4 Pioneering new products 58 •Kretekfilter 58 •InstantMilk 59Part 5 Variety 60Summary 63

Chapter 4 The Development Period (1982-1986)Part 1 Indonesia advancing 66 •Advertisingspending 67Part 2 Pillars 68Part 3 Entering the realm of Public Relations 72Part 4 Excellence in Social Marketing 74Part 5 Changing hands 76Part 6 Continuing to develop 78Summary 81

Chapter 5 Consolidation Period (1986-1996)Part 1 East Asian economic miracle 84Part 2 Advancing Forward 86Part 3 Overcoming the crisis, building a brand 88 •PorkFatCrisis 89 •AkudanKauSukaDancow 90Part 4 Lingkaran Biru 92Part 5 Graphic Design and Exhibitions 94Part 6 Continuing to develop 96Part 7 All-round people 98ServicerecordsKujang328 99Summary 103

Chapter 6 The Crisis (1996-2000)Part 1 Indonesia crisis 106Part 2 Surviving the crisis 108Part 3 Helping to save the Nation 110 •BankIndonesia 111 •AkuAnakSekolah 112 •TakesraandKukesra 114 •SupplementaryFeedingForSchoolChildren 115 •StreetChildren 115Part 4 Indonesia Rises! 116 •Prodina 118Summary 119

Chapter 7 New Millennium, New Spirit (2000-2005)Part 1 Starting to recover from the crisis 122Part 2 Going Public 124Part 3 Change or Become Extinct 126Part 4 Reaching new momentum 128 •SatuAbadBungHatta 128 •JakartaFair 131 •2004Elections 133Part 5 Rising with new clients 136 •Campina 136 •Jiwasraya 137 •BankMuamalat 138 •Djarum 139 •Carrefour 140Galaxy of Communications 141Part 6 Daring to accept the challenge 142Summary 147

Chapter 8 Acceleration Towards Take-Off (2005-2009)Part 1 SBY 150Part 2 From 4 billion to 48 trillion 152Part 3 From Good to Great! 154Part 4 Media Solutions 156Part 5 Reaching Blue Chip Clients 158 •Honda 158 •BankMandiri 160 •WorldExpo,Aichi,Japan 161 •JasaMarga 162 •Tupperware 163Part 6 Diving into Political Marketing 164 •Foke-Prijanto 165 •PartaiAmanatNasional(PAN) 166Part 7 One roof in Ragunan 168Part 8 Resilience 170Summary 171

Chapter 9 Vision For the Next 100 Years (2009 onwards)Part 1 Carry on! 174Part 2 At the age of 40 176Part 3 The Winning Formula 178Part 4 Group of companies with world-standards 180 •FortuneIndonesia 180 •FortunePR 182 •PelitaAlembana 184 •FortuneAdwicipta 186 •FortuneTravindo 188Part 5 Surviving 100 years into the future 190Part 6 The leaders of the future 192Summary 195

Bab 10 Better and Younger

Table of Contents

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Forward from the Writer

Fortune produced a book about the company in 2005, to celebrate Fortune Indonesia’s 35th

Anniversary. The book was compiled by LP3S, a leading research and education institution. It was an e-book and was never published in print. With the title ‘Change or Disappear’, the book was full of information about the development of the science of communication and advertising, and included a scholarly study of Fortune’s history.

For the ‘40 years Fortune’ book, the writer proposed to Indra Abidin, and he agreed, that the book content be made lighter for easier reading, and should tell Fortune’s developments since 1970 until now viewed from the standpoint of its people. This was based on a study by the writer, while working at Fortune, that showed that the company’s survival and advancement was due to the founding fathers’ strength of leadership, supported by all its people who together had a high commitment to produce the best, in the spirit of Hajar!!, and who had proclaimed that nothing was impossible, and who showed a sense of mutual family loving, caring and nurturing.

As a result, this book is a ‘story of the people’s struggle’, which describes Fortune’s history over time with a little background on the political and economic developments as well as the advertising world in general. Therefore, as well as reading literature on aspects of the nation’s and the state’s development, the author also interviewed directly or indirectly (i.e. via e-mail) about 50 previous and current Fortune people who had played a role in building Fortune. Within each chapter, there are brief resumes for each of the interviewees. The aim is to show that Fortune’s people are not only professional but also consists of those who managed to climb the career ladder due to their high energy.

Unfortunately, not all the previous or current people participated for one reason or another. But thatdoesnotmeantheydidnothavearole-everyonefromAangtoYacoub,fromAdiKarnadito Rabiati, from Iqbal to Dudik, played their respective part and made their contribution.

The overall result of these efforts is this book. Clearly still far from perfect. But hopefully pleasing to the reader.

Daradjat Achmad Natanagara ( 1944 - 2010 )

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HAJAR!!The People’s Struggle


Message

Message from the Board of Commissioners

On behalf of the Board of Commissioners of PT Fortune Indonesia Tbk., we welcome and congratulate Fortune Indonesia for initiating the publication of this book commemorating Fortune’s 40 year involvement in marketing communications. The book’s publication is very appropriate because not many companies last 40 years while still managing to maintain high spirits and achievements. In this book, we will learn about the struggle to build the company from scratch after inheriting a near bankrupt company and finally rebuilding it to become one of multinational status.

By analyzing Fortune’s history over the years, we can see how Fortune’s people worked hard, 24 hours a day, 7 days a week to survive amid increasingly fierce competition. And how the spirit of the Hajar!! was implanted by Fortune’s leaders to encourage the Fortune people to persist so that in the midst of economic and monetary crises, Fortune survived and then rose again.

And the results are reflected in the confidence shown by major clients, including government agencies, and national and multi-national companies, to allow us to handle marketing communications programs nationwide. Many of these made history and gained many national and international awards.

But of course, the story of the struggle does not end at the age of 40. The struggle has been long and should continue for 100 years into the future.

Congratulations on the publication of this book! Happy 40th birthday!

Dedi PanigoroKomisarisUtama

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Message from the Board of Directors

Fortune’s success over 40 years is driven by similar ideologies, attitudes, points of view and behaviors that have been developed within the overall framework of Fortune’s institutional development which is based on family spirit and togetherness.

For 40 years, all the people built together a business culture of protecting, promoting and supporting one another, giving equal opportunities of progress to everyone who had the willingness, ability and integrity to develop in a sustainable manner.

Fortune adheres to a business culture that upholds the values of our nation's society. All work is managed with a disciplined process that is continuously adjusted according to changing demands and requirements. Thus, the strength needed by Fortune going forward over the next 60 years is to hold on to the vision and values of cultural enrichment and through these changing times continue to achieve the goals and expectations of all its people. And that should be undertaken with a commitment to yourself, your family, the community, nation and state, and always blessed by God Almighty.

Our book is titled: ‘Hajar!! The People’s Struggle’ which tries to capture and expose the soul of the family principles and the philosophy and work values that have become the hallmarks of the company for 40 years since Fortune’s founding in 1970, as a branch of an Australian company, which grew into a locally-owned company. And the company’s journey through its many challenges is told from the viewpoint of the architects, namely its own people. Not all had a chance to tell their story because they were not around or difficult to contact, and therefore the story may be incomplete. But the stories from about 50 people who have previously worked or are currently working at Fortune, gives us an interesting overview of Fortune’s 40 year history.

This is not intended as a scholarly book and does not talk about the science of advertising or marketing communications. This is more a reference book for those wanting to know the story of the growth and development of an advertising company over 40 years and its role not only in advertising but also in the development of the nation and state.

Happy reading!

Indra AbidinPresident Director

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Message from Chairman of Persatuan Perusahaan Periklanan Indonesia (Association of Indonesian Advertising Companies) (P3I)

First of all, we on behalf of all members of Persatuan Perusahaan Periklanan Indonesia would like to congratulate Fortune Indonesia who this year turned 40 years old.Not easy for any company, including an advertising company, to survive and remain successful over the past 40 years, and that is a feat in itself!

Fortune Indonesia is one of the nation’s pioneering advertising companies, and played an important role in the development of Indonesia’s advertising industry, both as a P3I member, which was once headed by Indra Abidin, as well as in the advertising business industry itself. We recognize Fortune’s achievements in handling many products and brands, including social marketing campaigns, and we have all learned much from Fortune’s experience over 40 years. Fortune’s strategic thinking, creativity and innovation is an inspiration to us all.

We also congratulate them for the publication of this book ‘Hajar!! The People’s Struggle’ that tells the journey of the company since its establishment in 1970.

Fortune has published a book that enriches the existing literature on business and advertising professions and will clearly be useful to us all, especially for students, the young professionals. The world is waiting for Fortune’s 100 year book.

Congratulations!

Harris ThayebKetuaUmum



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40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indo-nesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indo-nesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indo-nesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 40 Tahun Fortune Indonesia 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11


The Early Story

12

The story of the struggle began on a train.

In1969,onthewayfromSydneytoMelbourne,Australia,C.K.LandellJones,FortuneInternational’sPresident,basedinSydney,bychancemetwith Duncan Bluck, Managing Director of Cathay Pacific Airlines, based in HongKong.Duringanunplannedconversation,LandellJonesmanagedtosecure Cathay Pacific as a Fortune International client, on the proviso that Fortune International opened offices in Cathay Pacific’s Asian destinations. At the time, Fortune International had an extensive network in Asia with officesinHongKong,asitsregionaloffice,andinBangkok,KualaLumpur, Manila and Singapore. Cathay Pacific intended to start flying to Indonesia. So Fortune International asked for help from Mochtar Lubis, who was managing IndoConsult, Indonesia's leading management consulting firms at that time.InMay1970,CathayPacificbeganflyingtoJakarta.Twomonths later, Fortune Advertising and Marketing Consultants Indonesia - Fortune Indonesia’s start-up name - began operations.

On the train

Part 1

13

Indonesia at that time was starting to rebuild its economy and had begun to run long-term economic programs. In 1969, long-term development policies had been passed by Parliament and the First Five-Year Development Plan or Repelita I was launched. With the support of the International Monetary Fund, World Bank and western countries, Indonesia was switching from a country with a socialist economic system to a market-based economic country. With the passing of the Undang-Undang Penamanan Modal Asing (Foreign Capital Security Act) in 1967 and the Undang-Undang Penanaman Modal Dalam Negeri (Law on Domestic Investment) in 1968, Indonesia had opened its doors wide to investors, both foreign and domestic, and many national and multi-national companies seized the opportunity provided by Indonesia to tap into its potential market and sell products and services. Everyone would need marketing and advertising.

Indonesia had opened its doors wide to investors,

both foreign and domestic



14

Advertising had been around a long time in Indonesia. Advertising in the real sense first appeared in the Bataviaasche Nouvelieso newspaper in August 1744 and contained information about trading, auctions and official announcements. The first newspaper advertisements for products were in Tjahaya Siang, which was published in Minahasa in 1825, and were in the form of classified advertisements for traditional medicines. Other newspapers also began to run advertisements such as Bintang Timoer and Advertentie Blaad which were published in Jakarta. In the 1870s, promotionalbrochures began to circulate advertising commercial enterprises as well as display advertisements. At the beginning of the 20th century, advertising companies or biro reklame (advertising bureaus), as they were originally called, began to appear, although they did not last long due to economic hardships. Between 1930 and 1942, bureaus started up again. There was a large Dutch-owned advertising agency and other small and medium enterprises owned by ethnic Chinese as well as native residents. The advertisements were diverse, from toothpaste to batik, and from employment to marriages. During World War II, advertising became a propaganda tool used by the Japanese occupiers in Indonesia fortheir own purposes. Post-Indonesian independence saw advertisements appearing appealing to the interests of the struggle for independance, the defense of liberty and school building.

History of adver

tising

15



16

In 1963, InterVista Ltd was established. Under the leadership of Nuradi, a former diplomat who had once worked at SH Benson, an advertising agency in Singapore. Many people regarded it as the pioneer of modern advertising in Indonesia. Soon after, Bhineka, a company headed by Muhammad Napis, who was then the Chairman of Persatuan Biro Reklame Indonesia (Association of Indonesian Advertising Bureaus), was established. The advertising industry was still growing. "In the 70’s, so-called modern advertising had not been felt in Indonesia. When people talked about advertising, it was about advertising salesmen or agents or advertising bureaus," said Herman Mulyadi Sulaeman who started working at Fortune in October 1971 as an Assistant Bookkeeper / Accountant and Cashier. "The image of the advertising bureau then was where they make banners and company seals, on the side of the streets or media brokers who advertised in the media

From Advertising

Bureausor made images for advertisements," he said. "So if you said you were working in an advertising office, it was assumed you made company seals or banners, not a well respected profession. Nobody wanted to work in advertising offices," he continued.

In 1972, in line with Indonesian language development, the term “advertising bureau” was changed to “advertising agency”, which was intended to distinguish the image from the advertising bureaus on the street. The name of Persatuan Biro Reklame Indonesia (Association of Indonesian Advertising Bureaus) or PBRI was changed to Persatuan Perusahaan Periklanan Indonesia (Association of Indonesian Advertising Companies) or PPPI. P3I, as it was commonly called, later played a major role in building Indonesia’s advertising industry, and among their leaders was Indra Abidin.

foto biro reklame jaman dulu

17

Mediaalsobegantogrow.InthecapitalJakartaIndonesianlanguage newspapers had been published since World War II and included among others: Merdeka, Indonesia Raya, Pedoman and Abadi. In the 1970s there were many newspapers. Kompas was established in the middle of 1965 and was later followed by, among others, Sinar Harapan, Berita Yudha and Pelita. There were also monthly magazines and weekly news magazines, including Selecta, Varia and then Kartiniand Femina, Ekspress and Tempo. Newspapers were also found in several major provincial capitals, such as Pikiran Rakyat in Bandung, Kedaulatan Rakyat in Yogyakarta, JawaPos in Semarang, Surabaya Pos in Surabaya, Fajar in Makassar, Haluan in Padang and Waspada in Medan. At that time there was only one television station TVRI, a government-owned station established in 1962 when Indonesia was hosting the Asian Games (RCTI, the first private TV station, was established in 1989). Initially, TVRI did not show advertisements, but in 1971, TVRI introduced a program “Manasuka Siaran Niaga”, which contained commercial advertisements. While there was only one national radio station, RRI, which was government-owned, there were a growing number of private local radio stations popping up in major cities. The rapid media growth of the 1970s would need advertising as a source of revenue which would resut in advertising growth.

Media growing

rapidly



18

Advertising Industry

Along with the media growth of the 1970s, the number of advertisers also grew. With the opening of the door to investment, international brand names had begun to appear in Indonesia, such as Coca Cola, Toyota, Fuji Film, and others. Likewise, with the ease of obtaining credit for capital investment, local brands were also growing rapidly, particularly in the pharmaceutical industry. Among these brands were Bodrex, Paramex and Enterostop - which have remained popular for a long time. In 1972, advertising spending, according to CakapKecap (1972-2003) published by P3I, quoted Tempo magazine as saying that it had reached Rp. 4 billion, up from Rp. 2.5 billion the previous year.

The national advertising industry was also more crowded. In 1971, besides Intervista and Bhineka, there were Fortune, Matari and Perwanal as well as a number of others such as Poliyama, Larisa and Artek 'n Partner. Also, we saw the entry of multi-national manufacturers such as Unilever (who later founded their internal advertising agency called Lintas) and international brands such as Coca Cola, multi-national advertising agencies such as Metro/Publicis, AdForce/J.Walter Thompson and Indo-Ad/Ogilvy and McCann Ericsson beginning to do business in Indonesia to serve multi-national clients.

Atitsstart,FortuneIndonesiawasbasedinahouseat19JalanHaji Agus Salim, in Menteng, Central Jakarta. At that timethere were very few office buildings, and most of the large buildings were occupied by State or Government agencies. By the end of 1973, Fortune had moved to Cempaka Putih.

19

At its start, Fortune Indonesia was based in a house at Jalan Haji Agus

Salim 19



20

Richard Pollard

Part 2

Richard Pollard had worked for a long time in the advertising world, and before leading Fortune International’s offices in Indonesia,hehadservedinHongKong,KualaLumpurandSingapore. Not much more is known about his background. "Richard Pollard was a professional who was diligent and communicative," said Otto Munaf, who became Assistant General Manager under Richard Pollard. "I learned a lot from him; how to make an advertising planning proposal for the client through media and outdoors; the techniques of how to handle clients during presentations; how to cope with client complaints, and so on," said Otto.

Richard Pollard actively looked for clients. "Richard alone found new clients, and managed to acquire Caterpillar and Gold Bond (cigarettes) as new clients," said JosArasroesto,Fortune’s Art Director in early 1972. Richard Pollard also liked to deal directly with executives and creative people. "I liked Richard’s approach in doing the art work needed for the clients,"saidJosfurther.

"He was a good General Manager, ‘established’, and worked within the agreed schedule," said Asri Usuluddin, who joined at the end of 1971, initially as a Trainee Executive, then as an Account Executive. "Richard Pollard was the first to recruit talented artists to work on our international clients’ advertisements," he said. A similar opinion was conveyed by Widodo Suroso, who joined Fortune in early 1972 as a Make-Up Artist. "Richard Pollard was great, thorough and very caring to employees," recalled Widodo.

Fortune International was one of Australia’s largest advertising companies and had great clients, including Woolworths, Toyota, Castrol and Cathay Pacific. Their regionalofficewasinHongKongand they already had an office in Singapore. The head of the Fortune Singapore office was Richard Pollard, a British citizen. He wassenttoJakartatosetupofficesand became Fortune Indonesia’s General Manager.

21

Richard Pollard was a professional who was diligent and communicative



22

Bagian 3

Mochtar Lubis

Who didn’t know Mochtar Lubis? However, few people knew that he was the founder of Fortune Indonesia Advertising and Marketing Consultants. Mochtar Lubis was better known as a journalist who founded the newspaper Indonesia Raya in 1949. In 1956, Indonesia Raya reported a number of “affairs”, including: President Sukarno's relationship with Hartini which angered Fatmawati resulting in her leaving the palace; and the corruption case involving Ruslan Abdulgani, the information minister in Burhanuddin Harahap’s cabinet. President Soekarno became angry and Mochtar Lubis was arrested and later imprisoned in Madiun until 1966. His newspaper was closed down along with other newspapers, Pedoman and Abadi.

23

In 1968, under the rule of President Suharto, Indonesia Raya was allowed to publish again and Mochtar Lubis again caused a stir by uncovering corruption at Pertamina which resulted in Lieutenant General Ibnu Sutowo later resigning as President Director of Pertamina. In 1974, there were demonstrations by students against the arrival of Prime Minister Kakeo Tanakaof Japan, and there were many fires andriots. President Soeharto closed several newspapers, including Indonesia Raya, and Mochtar Lubis was detained for two months.

Besides his work as a journalist, Mochtar Lubis was also known as a poet and novelist. Among his best known novels were “Harimau, Harimau” (Tiger, Tiger) and “SenjadiJakarta” (Twilight in Jakarta). After his release fromprison he founded the literary magazine Horizon and led the Obor Indonesia Foundation and was also active in various international journalistic organizations such as the Press Foundation of Asia. Mochtar Lubis was known among his relatives as a man of power in public relations with a passion for the truth, whether in the field of ecology, democracy, justice or law.

In 1970, Mochtar Lubis, who headed the management consulting firm IndoConsult, was contacted by Richard Pollard to set up Fortune offices in Jakarta. Mochtar Lubiswas rarely involved in the business management of Fortune. "He rarely entered the office and during the first ten years, he did not receive a salary from Fortune," said Mulyadi Sulaeman. "He was not an advertising man," said Otto Munaf,

Mochtar Lubis had a good relationship with

the entire Fortune staff and loved to inspire the staff.

"and handed over the offices to Richard Pollard and myself." However, Mochtar Lubis had a good relationship with the entire Fortune staff and loved to inspire the staff. "He always advised how to maximize services to our clients, to seize every opportunity that arose, and if there were difficulties, to let him know," recalled Otto Munaf. Perhaps the greatest contribution he gave to Fortune was idealism, courage and consistency, the values that still survive today.



24

Part 4

Expatriate and “Local Staff”

In 1973 Richard Pollard was replaced by Peter Carton, an Australian who had worked in Fortune’s Hong Kongoffice.IncontrasttoRichardPollard’s polite ways, Peter Carton was very disciplined and less flexible in interacting with his staff. In 1974, PeterCartonwasreplacedbyJohnLanham, who was considered most instrumental in educating Fortune’s staff about the science of modern advertising. Fortune International also employed a number of other foreign workers or expatriates. Among them was Glenn Bruce.

Glenn Bruce had worked for two years in Fortune International’s office in Sydney. At the time there was an opening for Fortune staff in Jakarta for creative and client service personnel. "Ididn’tknowwhy,butnobodywantedtoworkinJakarta,soI was the only one who applied," said Glenn. "I would have acceptedanyjobinJakarta,sowhentheofferwaspresentedto me, I accepted it," he said further. Glenn started working in Fortune's Indonesia office in 1972 as a Creative Advisor and helped to create "Brand Teams". "At that time, Fortune had seven expatriates, but none in the finance office and losses had occurred," he said. Because of the losses, one by one the expatriates left andby 1974only John LanhamandGlennBrucewere left, andafter JohnLanham left in1977,Glennwas the only expatriate staying here until 1982. In 1975 there was a suggestion by Fortune International that they close the officesinJakartaandtakecareoftheIndonesianbusinessinSingaporeor Kuala Lumpur. Butmaybe that'swhenGlennBruce made his biggest contribution by recruiting Indra Abidin, so Fortune did not close. Here is that story.

25

In Fortune’s early years there were only about 20+ “local staff”. If you want to choose someone as being the first local staff to work in Fortune Indonesia, it would be Otto Munaf. In the third quarter of 1969, he was invited by Mochtar Lubis to meet Richard Pollard to discuss the establishment of Fortune International'soffice inJakarta.Threemonths later,in early 1970, saw the establishment of Fortune Indonesia Advertising and Marketing Consultants - hereinafter referred to as Fortune or Fortune Indonesia - with Richard Pollard as General Manager. Otto himself, who was 22 years old, was appointed Assistant General Manager and concurrently Account Executive. "Richard Pollard and I were arguably the first duo to build Fortune, as it was originally just the two of us pacing up-and-down here looking for clients," he said. And Otto was entrusted to handle Fortune Indonesia’s first clients, the Caterpillar dealer with Trakindo Utama and Gold Bond cigarettes. "At that time, my clients were very ‘tough’ and very fussy, but the client was the client, and we had to be prepared to deal with it," he said. Absolutely.

Other staff entered in Fortune’s first year and included Nolly Sadeli, who started work on 23 September 1970 as a driver. Such was his diligence that he was later employed in the Traffic and Production department. "My knowledge when I first entered was like groping in the dark but I still wanted to find out about the science," said Nolly, “and in my new position, I needed some time to learn and work on every job." He felt that he was trusted to bear a higher responsibility because he had the support from the boss. "I had been given a passion for curiosity and (eventually) was able to do something with my skills," he continued. Curiosity pushing you forward.

Also entering Fortune at the beginning was Odih Saidi. He

beganworkingasamessenger,nowcalledtheOB.Knownfor being quiet and closed he had strong desires and high confidence and successfully rose to be a Media Buyer / Manager. Extraordinary.

Tientje Murtiningsih was a receptionist when she entered Fortune in early 1971 and was located at the front desk and did not know much about what the ‘insiders’ were doing. She wasalsoatypistandlikedtohelpKartiniSuparwoto,RichardPollard’s secretary. She left Fortune in 1973 to work at Tesoro, an American oil company. But she still retained a love for Fortune and often came back to help with typing and other duties. Genuine “Fortuner” people.

Towards the end of that year, on October 1, 1971, Herman Mulyadi Sulaeman joined Fortune. Starting in the Accounting department, he later became Director of Finance and a Director of Fortune Indonesia. At first, he often helped in other departments. "I initially helped in media and production," said Mulyadi. "At that time there was a lot of flexibility, so if there was a shortage of manpower in media or production, I helped. I also performed copy checking for creative," he said. Fortune’s staff from the very start came from diverse backgrounds. "There were engineers, doctors, biologists and others, but they all loved marketing," he said. "Also there were many foreigners, up to seven. They brought a work culture that sometimes brought tension, but among the Indonesian staff, there was still a unity," he continued. Togetherness and solidarity continued to mark the work atmosphere in this advertising company.

Asri Usuluddin entered soon after as an Executive now known as an Account Executive, after first undergoing training for three months. "My job then was to transform the international

Richard Pollard and I were arguably the first duo to build Fortune, as it was originally just the two of us pacing up-

and-down here looking for clients



26

clients’ adverts to reflect an Indonesian context," he said. One of the clients that he signed was Bayer, who in 1973 recruited him into their marketing staff. But he returned to Fortune four years later at the urging of Indra Abidin, who had replaced JohnLanhamasGeneralManagerin1978.

Umi Karyono masuk Fortune di akhir tahun 1971 sebagaiUmiKaryonojoinedFortuneinlate1971asanadministrativeassistant in the Production department, and two years later was assigned to the Media department. Several years later, she became secretary to Indra Abidin. "Quite a lot of Fortune staff managed to climb the career ladder, such as Odih Saidi and Nolly Sadeli," she said. "They raised their skill levels because of the support, but also because they were given the opportunity by senior management." Professionalism and opportunities, that's what made Fortune move forward.

OnJanuary2,1972, JosArasroestocame inasArtDirector.Doubling up his duties as Art Director with Studio Manager, he prepared lay-out/creative design and worked on finished artwork, pre-print materials for lay-out that had been approved, and managed priorities ensuring the smooth running of the studio. "At that time, the computer world wasunknown,"saidJos,"andeverythingwasdonemanuallywhich placed a very high dependency on the ability of the individual assigned." Fortune at that time already had a lot of clients, mostly international, and all the staff were required to work hard. "There wasn’t a day without overtime!" he said. "Overtime could finish at 6 am and by 8 am you had to be back in work with fairly strict attendance," he continued. But everything was handled with ease and responsibility and togetherness to ensure the success of all the work undertaken. And that healthy attitude and responsibility continued.

At the same time, Widodo Suroso began working at Fortune first as a Make-Up Artist, then later as an Art Director, later joining Adwitya Alembana, a Fortune subsidiary, which was ledbyKasmanArdan. "My jobasamake-upartistwasto prepare art work using a paste-up layout approved by the client," he said. Everything was done with simple tools. "Setting was done with letra-set, and the illustrations were drawn by hand or by using photos," he said. All of this was achieved with high spirits often with overtime until the morning to meet client deadlines. A forerunner to the spirit of "kendu" (Can Do) which Fortune maintains until now.

There were many other Fortune Indonesia pioneers who have not told their tales, as it was already too late or they were difficult to contact. But everyone contributed and they were not forgotten by later generations for making Fortune the leading national advertising agency.

27

Fortune Indonesia in the early days was present in Indonesia trading as Fortune International, an advertising company based in Sydney, Australia that had acquired regional airline, Cathay Pacific, as their client, subject to Fortune opening a branch in each of the airline destinations. With the name Fortune Indonesia Advertising and Management Consultants, its management was made up completely of foreign staff placed by Fortune International. There were very limited roles for local staff, who mainly acted as assistants and technical personnel. Working with very simple tools, they still produced work to the clients’ satisfaction.

The advertising industry in Indonesia was still relatively new, however the presence of Fortune Indonesia, supported by expatriates, helped introduce a modern advertising system into Indonesia. Also because there were only a few companies advertising in the real sense and not just advertising bureaus making billboards or banners, the presence of Fortune Indonesia, together with Bhineka founded by M. Napis and Intervista founded by Nuradi, it could be said that these pioneers aided the fast growth and development of the advertising industry in Indonesia. The contribution of Mochtar Lubis, a fighter for the press and democracy, as the founder of Fortune Indonesia should also be recorded in history as one of the pioneers of the Indonesian advertising industry.

From its embryonic start as a foreign company’s branch, Fortune, together with its people, grew to reach more clients and sharpened its ability to produce high quality creative work while adding knowledge gained from overseas experts.

Summary



28


29


Learning period

30

Fortune Indonesia's first eight years was a time of learning for the Indonesian staff during the full transition from Fortune International Australia into the hands of the local company. The period was marked by Mochtar Lubis’ leadership in cooperation with Fortune International, Australia through a Technical Management Contract. Under the deal, Fortune International assigned a General Manager and a number of other expatriates to run FortuneintheJakartaoffice.Inaddition,theyprovidedoperationalfundingfor the office, the rationale behind this being that Fortune International would have a strong regional network they could offer to both regional and multinational clients. And indeed during this cooperation period, Fortune International managed to acquire clients in addition to Cathay Pacific such as Caterpillar’s heavy equipment dealer PT Trakindo, Naspro drugs, and Gold Bond cigarettes as regional clients, including in Indonesia.

Cooperation with Australia

Part 1

31

For local staff, working with Fortune International brought considerable benefits. Expatriate personnel taught discipline and hard work and timeliness in meeting deadlines. "They brought a new concept to advertising as it is today with a marketing strategy, and so on," said Herman Mulyadi Sulaeman.ThesamethingwasalsosaidbyJohnnySunarya,who joined Fortune in 1974 as an accounting staff member. "They taught us not only the science of advertising but also the science of management," he said. This cooperation also helped Fortune Indonesia gain multi-national clients thanks to relationships between Fortune’s expatriates and potential clients. "Fortune Indonesia's clients at that time were happy as there were expatriates in Fortune Indonesia," said Otto Munaf. "Even if there was a problem, Fortune International could send people from the regional offices or headquarters to help", he added.

This working relationship was also offering opportunities for some of the local staff, especially in the creative and account management areas, to acquire additional knowledge

overseas. "In 1976, I was sent to Hong Kong to study atFortune Far East," said Yos Arasroesto, Art Director. "Despite the different conditions in Indonesia, many things could be appliedinJakarta,andwithinnovativeworkingprocedures,productivity could be further enhanced," he continued. Future cooperation with Fortune International was indeed a time of learning for Fortune Indonesia.

Cooperation ended in 1984 because Cathay Pacific was no longer being handled by Fortune International and they withdrew from Indonesia. Fortune International was later sold to a small company called Sherbourne Baker Williams, which later failed. Fortune International's offices in Hong Kong, thePhilippines,MalaysiaandSingaporewereclosed.Only Fortune Indonesia was still in operation.



32

Indra Abidin

In early 1973, Indra Abidin was still working at Indo-Ad/Ogilvy and Mather (O & M) as an Account Executive. That was when Glenn Bruce, an Australian expatriate who had recently entered Fortune Indonesia, met with Indra Abidin. "I was very impressed with Indra the first time we met," he said. "Indra Abidin spoke fluent English, had a strong personality and showed leadership qualities," he added. Glenn invited Indra Abidin to join Fortune. That same year, Indra Abidin, a graduate of the Fakultas Seni Rupa, Institut Teknologi Bandung (Faculty of Fine Arts, Bandung Institute of Technology) in 1965, began working at Fortune Indonesia, opening a new chapter in the history of the people’s struggle.

Part 2

33

At first, helping in the Creative department with Glenn Bruce, Indra Abidin became Creative Manager. Besides dealing with the creative aspect, Indra Abidin also actively supported the account management team in obtaining clients for Fortune, and shortly thereafter was appointed as an Account Manager. "Indra Abidin was always thinking of pushing Fortune forward, and often instigated brainstorming sessions among the creative staff," said Ibnu Khurie, whojoined Fortune Indonesia in 1977 as a Creative Manager. "He wanted the work we were doing to look different with crazy ideas when compared to other agencies. The thinking was how we could be no. 1 in the advertising arena in Indonesia," he continued. An ideal which held firm and later became the main vision of Fortune.

As an individual, Indra Abidin was known to be close to the entire staff. "The staff could be open and directly present the problems they were experiencing and convey them to him," saidUmiKaryono,anadministrativestaffmemberwholaterbecame secretary to Indra Abidin. But behind this kind heart, Indra Abidin also had a heart of steel and was a hard worker. "If he said A, it must be A. He was very energetic. He always came in early in the morning and went home late at night, "said Umi further. This opinion was echoed by many staff.

In 1978, Indra Abidin became General Manager replacing JohnLanhamofFortuneInternational,whohadfinishedhistenure in Indonesia. Remembering back, Glenn Bruce felt that the introduction of Indra Abidin to Fortune Indonesia was a milestone for the company. “My greatest achievement and most memorable moment working in Fortune was when I succeeded in convincing Indra Abidin to join Fortune," said Glenn. "The company almost closed down and the presence of Indra Abidin helped to avoid that," he said further.

Looking ahead, Indra Abidin successfully established Fortune Indonesia and, in the eyes of many people, he personified Fortune Indonesia. "There would be no Fortune without Indra Abidin, it was Indra's creation," said Roddy McRae, the Englishman who first entered Fortune in 1986 as a Creative Director and was instrumental in gaining several large accounts for Fortune. “From a stumbling regional agency to becoming a successful and exceptional company," added Roddy.

He wanted the work we were doing to look different with

crazy ideas when compared to other agencies. The thinking was

how we could be no. 1 in the advertising arena in Indonesia

FOTOKEGIATANPAKINDRAABIDIN(OLDPHOTO)



34

Part 3

Flying and growing

At the time of this study, the advertising market was not too crowded, so competition was not so stiff. But Fortune Indonesia, which had already occupied its new offices in Cempaka Putih in 1977, had begun offering a broader advertising service. "Fortune Indonesia not only made advertising materials but it could help generate creative strategies," said Mulyadi Sulaeman, together with other services provided through a number of subsidiaries.Starting in 1978, Fortune Indonesia established a number of subsidiary companies, namely Fortune Indonesia which handled advertising, Adwitya Alembana for exhibition activities, Fortune Compsett for computer setting for printing and publishing, Fortune Visuals who produced documentaries, Fortune Pramana Rancang for public relations,CiptaKalyanaforadvertisingandMaraGitaMadya(MGM), which ran sales promotions. "These companies were

profitcentersforFortuneIndonesia,"said IbnuKhurie,whobecame General Manager of Fortune Compsett under its Director, Herman Mulyadi Sulaeman. To manage it all, Fortune Indonesia created a new vehicle, Grha Adhika Fortune or Fortune’s Big House, as a holding company. It could be said that Fortune Indonesia had become a full service agency that offered most advertising services to clients.

But with the company providing a number of services, came an increasingly severe workload. "Not a day went by without overtime" said Jos Arasroesto, and it became a reality.Fortune’s staff, as in most advertising companies, were always chasing deadlines. But all that hard work yielded results, and the number of Fortune clients across all its subsidiaries multiplied. In that period, Fortune Indonesia managed to gain many new clients, among others: Baygon, San Miguel Beer, Bir Bintang and 7up, Diamond Ice Cream, HSBC, TV Grundig, Peugeot, Volvo, Vespa, Bristol Myers (Clairol) and Sustagen. Fortune was also trusted to handle a variety of Nestle products such as Susu Cap Nona, Bear Brand Lactogen, Cerelac, Dancow and Milo - a working relationship that lasted for 17 years. In 1978, Fortune had the confidence to handle Kondom25, part of the family planning program,when itbegan in earnest. With family planning, Fortune made history in running what is now known as ‘Social Marketing’, and it became a new discipline within marketing communications.

In the midst of the crisis and a growing number of competitors, Fortune Indonesia with highly-spirited and mentally steely staff kept flying and growing.

35



36

37

My association with P.T. Fortune dates back to the late 1970s when Nico Moran, the “Mister Levi’s” of Indonesia and myself had been granted regional distribution rights of L’Oréal’s luxury cosmetics and fragrance brands for Indonesia, Singapore and Malaysia.

At that time shopping malls, department stores or designer boutiques as we know them were still unheard of and professional consumer goods marketing still in its infancy. Wholesale marketing or “sell-in” to retailers had more to do with traditional trading than text-book marketing and “sell-thru” to consumers largely relied on discounts or gift-with-purchase incentives.

Although media advertising rates were fairly cheap at that time, the real problem was how to reach your target market in a cost-effective manner. For upmarket cosmetics and fragrance product advertising, printed mediawereessentiallylimitedtoFeminaandKartini,the2 leading female magazines at that time. High wastage factors however had to be considered to the extent that a significant percentage of readers reached did not have the necessary disposable income to afford our products.

Likewise, television advertising was limited to a single government owned station, TVRI whose broadcasts were restricted to metropolitan areas so as to shield rural population from foreign life-styles and non-essential consumer goods which they could ill afford.

Smuggling was widespread and up to a significant extent, brands distributed by our company such as Lancôme, Guy Laroche or Ted Lapidus had to compete with our own brands brought in by parallel importers or “inang-inang”. Other major players in the market at that time were Estée Lauder,Revlon,UltimaII,Shiseido,KoséandPola.Theadvertising business was still in its infancy and one of the few agencies not yet committed to a competing cosmetics

Reminiscences

brand happened to be P.T. Fortune headed by Indra Abidin. Initial contacts convinced us that P.T. Fortune was eminently qualified to handle our account and that from a personal chemistry standpoint, a mutually satisfying relationship and productive cooperation could be established.

In accordance with prevailing cosmetics industry practices, advertising budgets were split between “above-the-line” or “media” advertising and “below-the-line” or “non-media” activities. Media advertising spending was mostly concentrated on new skin-care, make-up and fragrance product launchings whereas non-media budgets covered construction and maintenance of identity sales counters, product booklets and leaflets, beauty classes and product demonstrations, product sampling, “gift-with-purchase” promotions and so forth.

In those days digital imaging, sophisticated design software not to mention computer generated artwork and lay-outs did not exist. All advertising visuals had to be drawn and coloured painstakingly by hand and colour separations for media ads or brochures and leaflets represented another time-consuming headache.In many ways, sophistication and technical advances in advertising over the last 3 decades can be compared to Gutenberg’s primitive type-setting of the 14th century and today’s modern printing techniques.

Due to budget constraints as well as to achieve a more direct and immediate pay-back on advertising spending, it was decided to dispense with media advertising and reallocate budgets to non-media activities handled in-house.

Indra Abidin has remained a friend to this day and who every time we meet, reminds me of my initial foray into the cosmetics and fragrance world of yore.

Joe Spartz



38

Part 4

Learning and success

With Glenn Bruce being the only expatriate staff left, Fortune’s progress at that time would depend more on its Indonesian staff. And during this period, Fortune obtained a number of new staff to strengthen the company's performance and determine Fortune’s future direction and development.

39

Johnny Pranatyo joined Fortune in 1973 as an AccountExecutive and later became Creative Director and Account Supervisor. "I served clients, writing copy, designing adverts, creating images for print adverts, going to the media to ask forspace,doingdipstickresearch,"saidJohnny,whohadhadaspirations to be a diplomat and before entering Fortune was working in the Departemen Luar Negeri (Department of Foreign Affairs). He handled clients including Cathay Pacific Airways, San Miguel beer, Bristol Myers, JP Reynolds andSustagen. "For me (among these clients) the most interesting was Cathay Pacific, as it was an international client that required us to work together with Fortune offices around the world," he said. Although his salary was low, "Less than a secretary!" he added, he enjoyed working in Fortune. "I felt like I was at school without having to pay, I was even being paid," he recalled. Fortune's “Graduates” often moved to work for clients. Indeed, Fortune became like a school or a stepping stone in building the careers of many of its former staff.

Inmid-1974,JohnnySunaryajoinedFortuneasanaccountingstaff member under the leadership of Herman Mulyadi Sulaeman. He performed bookkeeping and administration tasks for 7 years before being transferred to the Traffic department. "I didn’t know anything about traffic. To me traffic was red, yellow, green," he said. But it was Indra Abidin who had assigned him and who equipped him with the

basicknowledge,Johnnycarriedouthisresponsibilitieswell.He enjoyed his work because he could interact with creative people and copywriters. "I always went home late at night, but it was fun.” He then moved to the Production department until he moved to Bayer where he joined their advertising section."IlearnedalotworkingforFortune,"recalledJohnny,one of the many Fortune people whose career started at Fortune Indonesia.

Harry Darmawan started working at Fortune Indonesia in mid-1974 as an Account Executive acting as a liaison between Fortune and the client. "Not much more than selling the idea to earn money," he said. With the creative and media team, he frequently made proposals based on directions received from the client. "There were no tenders as such, but we still had to compete with other advertising companies," he said. "But Fortune won because we offered a full service, so whatever the client needed, we could meet," he added further. He felt like a single fighter in Fortune's client services as AE-AE often in and out of the office and lived to deal with clients. "They did not keep to the deadline," he said. He then became Account Supervisor, and dealt with many clients, including Rhone Poulenc, a drug and animal feedcompany,TIRAjeans,BristolMeyersandTEC,aJapaneseregister machine company. An important tip on dealing with multi-national clients was that you needed discipline. "If you

foto jhony sunarya



40

promised to come, be sure to come. No excuses, because the client is the boss!" he exclaimed. Harry left Fortune in 1990 and moved to Wahyu Anggada, a computer company.

Lily Limans joined Fortune Indonesia the same year and initially worked in the Administration department, becoming, she said, "a versatile person" who doubled as receptionist and secretary. Five years later, she transferred to the Client Service department and became an Account Executive, where she worked under Glenn Bruce. She became the liaison with a number of clients, among others, Dralle, Lancome, Nestle and Woods. "I liked dealing with multinational companies because even though they were fussy, they paid regularly and on time," she said. "If a local company was fussy, the pay was not regular and they liked to ask for a discount again!" she added. But her sweetest memory was the working atmosphere, full of intimacy and togetherness. Thanks to Indra Abidin’s leadership. "If there were any clashes (between sections or individuals), he immediately dropped everything and resolved them," she explained. She was also grateful for being able to grow and received plenty of opportunities for training. After ten years working in Fortune, Lily moved to Bayer where she became an Advertising Manager. Leaders produce leaders and that was Fortune Indonesia.

Madnur began working at Fortune in 1976, initially as a messenger or office boy. He was proud to work in Fortune Indonesia, which for him was a most comfortable place to work. "In Fortune there were no fools, and everyone was given the opportunity. The important thing was we could perform, could work and were encouraged to take on responsibility," he said. As one of Fortune’s ‘little people’, he greatly appreciated Fortune’s work atmosphere, because, he said, "Fortune noticed the little people". But this little guy was capable, and some years later became one of the accounting staff. Great!

In1977, IbnuKhurie joinedFortuneasaCreativeManager.One of the clients he handled was the Hotel Indonesia International Group (PT HII), which consisted of a number of state-ownedhotelsinJakarta,Sukabumi,YogyakartaandBali."We had to be able to finish dozens of items for these hotels (all at the same time), from creative concept to production for leaflets, posters, flyers, even trash bags," he recalled. A few years later Ibnu moved to the Production department and became Production Manager. His job was preparing advertising materials, including black and white film and type-setting, in line with client deadlines. The Production department then became a subsidiary, Fortune Comsett,

But Fortune could win because we offered a full service, so whatever the client needed, we

could meet

41

with Herman Mulyadi Sulaeman as Director. Ibnu was appointed General Manager. Among the clients he handled was Prabowo Subianto who asked Fortune to design and produceabookcalled‘ServiceRecordsKujang328’.Auniquestory in the history of Fortune Indonesia.

Lessons were learned; that the advertising knowledge base was still relatively low; that advertising development was still far from modern; and that the equipment was simple; but they contributed to the rapid development of the company. And all that was achieved thanks to hard work, discipline and wise and inspirational leadership.



42

During this learning period, Fortune Indonesia was one of the few advertising companies in Indonesia that could offer a range of advertising services. Therefore, Fortune Indonesia had a lot of clients, both national and multi-national. But although profitable, Fortune Indonesia had many problems. According to Glenn Bruce, Fortune Indonesia was not well managed by Fortune International. "The income from Cathay Pacific was quite small and there were miscalculations in assessing the possibility of obtaining other clients," he said. "The level of competence was really low and they did not offer anything unique. They acquired new clients due to the lack of competition at the time," he added.

Indeed at that time, there was a crisis, which according to Mulyadi Sulaeman "Was because there were so many expatriates with high overheads." Back then, Fortune had seven expatriates. "The presence of expatriates," said Indra Abidin," did not generate revenue growth in line with the company." Similar views were delivered by Glenn Bruce, "It

Part 5

Nearly bankrupt,

owing more

was impossible to finance the office with so many expatriates, and we therefore continued to lose money," he said. Due to the losses, the expatriates one by one started to leave and by1974onlyJohnLanhamandGlennBruceremained,andafterJohnLanhamleftin1977,GlennBrucebecametheonlyremaining expatriate. In 1975, there was an idea for Fortune InternationaltocloseitsofficesinJakartaandtotakecareofIndonesianbusinessfromSingaporeorKualaLumpur.

Fortune International’s management ended in 1978, with Fortune Indonesia’s leadership being handed over to Indra Abidin. But Fortune International left a debt of US$ 400,000, an enormous amount at that time. How Indra Abidin and his colleagues could take over and eventually pay off the debt was an amazing chapter in the story of the people’s struggle.

43

This was a learning period in Fortune’s history showing Fortune’s development from a company dependent on foreign personnel into a company where the local staff, armed with knowledge gained, played an increasingly greater role. During that time, the number of foreign workers dropped to two and local staff entered as experts in a number of fields. Among the new force was Indra Abidin, who took over corporate control of the company and transformed it from ‘a regional disorganized agency into a successful and extraordinary company’. Fortune not only gained additional clients, including many big ones, but continued expanding by setting up subsidiaries as profit centers in the fields of advertising, exhibitions, computer setting, public relations, creative activities, business advertising and sales promotions, all under the holding company Grha Adhika Fortune or Fortune’s Big House. Fortune Indonesia had become a full service agency offering most of the advertising services needed by clients.

At the end of this period, Fortune International lost Cathay Pacific as its main client. Due to poor management, plus the high overhead expense of employing so many foreign workers, the company continued to lose money and even left a lot of debt. Fortune International then decided to hand over the leadership to Fortune Indonesia Advertising and Marketing Consultants.

Summary

44


45


Transitional Period

46

Since 1975 Fortune International had started to gradually reduce its Indonesian operations. Offices in other Asian countries began to close and there was only the one office in Indonesiastillinoperation.JohnLanham,GeneralManagerof Fortune Indonesia since 1977, had also gone and had been replaced by Indra Abidin. In 1984, Fortune International lost Cathay Pacific as a major regional client, and decided to leave Indonesia. The transfer of company ownership was not an easy task, because Fortune International had left debts of U.S. $ 400,000, an enormous amount at that time, mainly due to the large expenditure for expatriates not being commensurate with the income, plus a lot of debt to media and suppliers. “Pak Indra asked me to continue with Fortune Indonesia,"saidKasmanArdan,whoenteredFortunein1974as a creative expert and later became Director of Adwitya Alembana.KasmanproposedthatthedebtbewrittenoffasFortune Indonesia was not responsible for the debts left by Fortune International.

Turning over to

local ownership

Part 1

"But, Indra Abidin had already made a commitment to pay them off," he added.

Fortune’s condition at the transition was not conducive at all. "Financial firms with a debt burden to the media and suppliers present a less favorable level of confidence," said Indra Abidin, the new General Manager of Fortune. "The credibility of the company among clients was also varied and inconsistent", he said further. The quality of Fortune staff was also not good. There were no standard company policies, so there was no code of practices or code of conduct in the company, and there was no long-term business development plan and no working devices. "It created a staff perception that was not favorable to the company," said Indra.

So to rejuvenate Fortune Indonesia, steps were taken to economize and improve efficiency. Salaries were paid in instalments in order to repay debt. "The debts we had increased accounts payable and heavily burdening Fortune

47

Indonesia’s balance sheet," said Yuliana Leonarda, who at that time was an accounting staff member at Fortune, and "paying off debts with loans and strict cash flow management needed high discipline and hard work from all staff," she added. Indra Abidin also made improvements whereby senior management together with all managers worked together to run the business, and the business was run with high professional standards, and internal issues were resolved collectively and internally.

To pay off the huge debt, the steps taken were not just limited to working efficiency or managing cash flow. "We together with Mulyadi and Glenn Bruce drew up a development plan for Fortune 5 years into the future, building understanding, attitudes, dealing with behavior, working together in a spirit of family and togetherness," said Indra Abidin. Indra replaced the term ‘employee’ with ‘people’ because, he said "basically

we are all one family; we work with the values of family, kinship and the warmth of a family ...... loving, caring and nurturing."

The company built trust and confidence among Indonesians who saw they were just as capable as foreigners. “We were better because the Indonesian market, the Indonesian region, the Indonesian consumers were more familiar to us compared to foreigners," Indra reiterated, and indeed thanks to hard work, Fortune’s 5-year plan was achieved in 4 years, and the debts were paid off. Completing the transition to Fortune’s people. A remarkable achievement.

We were better because the Indonesian market, the Indonesian region,

the Indonesian consumers were more familiar to us compared to foreigners



48

Hajar!

JusttighteningthewaistlinewasnotenoughtoovercomeFortune’sdebtproblem.Moralehadtobeimproved.MoralewasboostedbyIndraAbidin,whohadrecentlytakenovertheleadershipofthecompanyfromJohnLanham."We were determined to prove that Indonesians were able to work at the same level as expatriates who led many of the largest advertising companies in the past, present and future," said Indra. And to prove it, everything had to start from ourselves. Attitudes and the belief to achieve ambitious goals have always started from our own self control due to not knowing what to expect next. Indra held the view that rather than wait it was better to do something to achieve the goals, rather than trying to predict what will happen, it's better to create your own future. In order to achieve higher corporate goals far into the future, what was needed was similar attitudes, mental behavior, including a sense of spirit among the Fortune people. "The word - Hajar!! means the ‘moving gesture’ or ‘running action’ needed to execute something challenging within our expectations," said Indra, "Saying Hajar!! embodies self-confidence, confident that we can cope with all the challenges before us," he said.

49

With this spirit based on attitudes and work behavior, Indra Abidin has been an inspiration to the entire staff until now. "We all worked hard in a professional manner, resulting in impeccable quality, and competing against time to make the deadline," said Anyool Subroto who was Art Director at that time. "We could not be choosy: all the work from the client came first," he said, "Emphasizing cooperative teamwork, morale and motivated with the spirit of Hajar!!" stated Anyool remembering those challenging times. It was also felt by other staff. "What I felt while working at Fortune was the strong leadership of Indra Abidin," recalled Triawan Munaf, who initially entered Fortune Visuals in 1982, then moved to Fortune Indonesia as a Junior AEand later as an Account Director. "He was the frontman and driving force of this company," he said further.

And so over the years through difficult times and in times of crisis, Fortune remained prosperous, participating in people building, whilst building a flourishing business.HAJAR!!



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Part 2

Regulating advertising

During this transitional period, the advertising world was experiencing a lot of changes, especially after the establishment in 1972 of Persatuan Perusahaan Periklanan Indonesia (Association of Indonesian Advertising Companies) (PPPI) that replaced Persatuan Biro Reklame Indonesia (Association of Indonesian Advertising Bureaus) (PBRI). More and more advertising companies were being established and advertising activities were becoming more frequent so much so that the press and advertising agencies felt the need to organize in order to manage and position themselves in the national economy.

51

Self regulationIn the course of making advertising rules, a Press Advertising Seminar was held in January 1977 in Jakarta, giving birthto the Badan Periklanan Mediapers Nasional (National Press Media Advertising Agency) (BPMN), which was structurally placed under Serikat Penerbit Pers (Union of Press Publishers) (SPS). The importance of this later pushed the Asosiasi Pemrakarsa dan Penyantun Iklan Indonesia (Association of Indonesian Advertising Initiators and Trustees) (ASPINDO), BPMN / SPS, PPPI, Gabungan Pengusaha Bioskop Seluruh Indonesia (Association of Indonesian Cinemas) (GAPBINDO) and Persatuan Radio Siaran Swasta Nasional Indonesia (Association of Indonesian National Private Radio Broadcasters) (PRSSNI) to organize an Indonesian Advertising Code of Ethics Seminar in mid 1980. A draft Code of Ethics, which included a Code of Practices and a Code of Conduct, was discussed by about 150 participants from the media, advertisers, government and advertising companies.

At the end of 1980, through an Indonesian public advertising convention, Indonesia endorsed the Advertising Code of Ethics and in September 1981 it was signed by all coalition chairmen and was witnessed by the Minister of Information. TheAdvertisingCodeofEthicswasthencalled"TataKramadan Tata Cara Periklanan Indonesia". The Code of Ethics has undergone improvements twice in 1996 and finally in 2003.

Does the existence of the Code of Practices and a Code of Conduct, make advertisements broadcast on TV / radio or printed in the press any better? To some extent, the answer is yes. But, as once said by Ridwan Handoyo, Chairman of the Board of Indonesia Advertising Agency, violations are still common.



52

At that time, the media in Indonesia was crowded with a number of local radio stations, newspapers and magazines, and since most media survived through advertising, the competition for a share of the advertising spending was increasingly fierce. Advertising activity had increased due to the presence of TVRI. In 1971, TVRI only won 11% of all advertising spending with the majority of spending largely dominated by newspapers. However, the situation was reversed ten years later when TVRI won more than half of advertising spending. And advertising companies were busy making television commercials. At that time, advertising equity was what everyone was busy talking about.

According to notes in the book, Cakap Kecap (1972-2003), advertising equity had long been a problem but initially this involved the news to advertising ratio in the media. In the Serikat Penerbit Suratkabar Congress (SPS) in 1974, the ratio of news to advertisement was established at 70:30, which was intended to achieve equality in the field of advertising. This decision was followed-up at the plenary session of the Special Commission of the Press Council in 1980 by limiting the number of newspaper pages to a maximum of 12 advertising pages with the same ratio, i.e. 70:30. It was only when the majority of advertising spending was going to television did the press owners insist on arrangements and mechanisms being put in place to allow them to get a share of the increasing advertising spending.

Because of this ceaseless advertising equity issue President Soeharto, on the anniversary of Persatuan Wartawan Indonesia (Association of Indonesian Journalists) in Banjarmasin in1981, decided to put a stop to advertising on TVRI. There were many stories behind the President's decision, including from anxious TVRI officials, that with foundation status, under the auspices of the YayasanGeloraBungKarno, TVRI already

Fighting for a share

of the advertising

received a budget from the government and together with the reduction in advertising revenue, the government considered that this revenue was no longer relevant for the survival of TVRI and that therefore advertisers were no longer needed. Also the government was concerned about the negative impact of television advertising as 60% of the advertisements promoted foreign products and they could become a vehicle for the entry of foreign cultures and could foster consumerism. But, whatever the reason, the ban on television advertising changed the structure of advertising revenue dramatically. The newspapers gained the biggest benefit and every year after the ban they were acquiring roughly half of all advertising spending. However, the expectation of equality was not achieved, because only newspapers with many readers, like Kompas and Sinar Harapan, were making a profit.

For advertising companies, the loss of television advertising was a big problem, because there were provisions and restrictions on the number of advertising pages in newspapers. "The biggest obstacle was the limitation on the number of newspaper pages and advertisements set by the New Order government," said Triawan Munaf, who was an Account Executive and later an Account Director at Fortune Indonesia. “And the advertising space in the main newspaper Kompas was prime advertising space up for grabs by all the existing advertising agencies,” he continued. Fortune had to struggle to grab its own advertising space. “At that time, TVRI no longer accepted advertisements, while print media was limited in accepting adverts,” said Lucia Budiono, Fortune’s Media Director during those difficult times. “So my challenge was how to get space in the print media,” she said. And Fortune did survive and even made history.

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The biggest obstacle was the limitation on the number of newspaper pages and advertisements set by the New Order

government



54

Carving history

Part 3

The country’s development at that time was at a crossroads. Economic growth had begun and agricultural production had increased so that Indonesia had become self-sufficient in rice. But there were still many issues that needed to be addressed to achieve the ideals of a just and prosperous country. Among them were the problems of population growth and the health of the community itself.

55

Kondom 25In 1970 a census of the population was conducted by Biro Pusat Statistik (Central Bureau of Statistics) and the results showed that the population of Indonesia was 119,208,229. By 1980, that number had risen to 147,490,298 with an average increase of 2.34% (‘Dji Sam Soe’) per year. This increase in population placed a burden on the country's economic growth. To reduce the burden and achieve an adequate level of welfare, the government ran social programs, including family planning.

ProgramKeluargaBerencana(Family Planning Program) was launched in the early 1970s to control population growth. At that time, there were many ways to limit births, including pills, injections and implants. And there was another way that had long been used throughout the world, namely condoms. But the use of condoms as a means of limiting births encountered resistance from religious circles, including Majelis Ulama Indonesia (Indonesian Ulama Council). But thanks to the ability and lobbying of the Head ofBKKBN,DR.HaryonoSuyono,theIndonesianUlamaCouncil finally issued a fatwa allowing the use of condoms for family planning.

But there was another barrier, there were still few people who used condoms, and there was reluctance among men to buy condoms openly. Finally, with the help of Fortune,BKKBNdevelopedandpromoted‘Kondom25’.ThebrandKondom25wasuseddeliberatelysothatpeoplerecognized it as a contraceptive but they did not need to be shy to buy it because they could just use a gesture with their hands, two fingers plus five fingers or 2-5. The implementationoftheKondom25campaignwasFortune’sfirst success story in implementing this social marketing approach, where commercial marketing principles and techniques were applied to firstly explain and promote the problem and then follow up with the social program. Fortune was making history.



56

Not many knew that at the time, Fortune was also making history in another field, namely children’s health. Even though Fortune’s role was small its impact was huge. In 1982, the Government began to implement a program that would become one of its most successful national programs, namely Posyandu (IHC) or Pos Pelayanan Terpadu (Integrated Health Center), a place where nutrition and family planning advice was available with health education for mothers and children at the village level with the intention of bringing health services and family planning to the people at the grass roots. The Pusat Penyuluhan Kesehatan Masyarakat (CommunityHealthEducationCenter)(PKM)andDepartemenKesehatan(Department of Health) assisted by the United Nations Fund for Children (UNICEF), agreed to make a jingle to promote integrated health.

"Atthattime,PKMaskedFortunetohelpduetothesuccessfulKondom 25 campaign," said Daradjat Natanagara, whowas then serving as a UNICEF Information Officer. Fortune developed a jingle that could be sung by children that described the services provided by IHC. The jingle, entitled ‘Aku Anak Sehat’ (‘I am a healthy child, with a strong body, because my mother was attentive and careful. As a baby, I was breastfed, ate nutritiously and was immunized ..... ‘), was very informative and easy to remember and was sung with a semi-pop tone. The jingle grew in popularity, with the number of IHC throughout Indonesia rapidly growing to more than 250,000, especially after the Departemen Pendidikan dan Kebudayaan (Ministry of Education and Culture)made thejingle compulsory in primary schools throughout Indonesia. The jingle had become one of the keys to the success of the integrated health program ..... thanks to the creativity of Fortune.

Aku Anak Sehat

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I arrived in Indonesia in the beginning of 1976 and was to stay for four years as Marketing Manager of Nestle. National development under the “New Order” government was still at its infancy, but it was on the right track at that time…. Business activities were picking up as foreign investment flowed into the country, and the business atmosphere was beginning to become perhaps as competitive as is today in its own way. The country had undergone a devaluation of its currency and reigned in its rampant inflation; Palapa, the country’s first communication satellite had been launched; and TVRI, the only television station, had also just begun airing commercial advertising at national level for the first time.

Fortune had already been appointed as our advertising agency when I arrived. It was at the time the leading advertising agency in Indonesia with a well functioning and advisory structure at international levels. My contact persons at Fortune were Indra Abidin and Glenn Bruce, and we developed an excellent working relationship between our respective staff at Nestle and Fortune.

Already in those days, Nestle was a major producer of milk products. We wanted to strengthen our position in the sweetened condensed milk market with the Milkmaid brand (or more popularly known as ‘Susu Cap Nona”) and….more importantly…. become number one in full cream powder milk market with Dancow, as well as fortified milkmodifiers with Milo.

We consequently wanted to introduce Dancow Instant….a huge investment and a major innovation at the time, since it dissolved instantly, even in cold water….in order to strengthen the strategic market position for Nestle in Indonesia and to drive sales development.

Fortune helped us develop what was perhaps the first fully integrated advertising and marketing campaign in Indonesia

A very satisfying

relationship

for the launch of Dancow Instant, and eventually for two of our other major brands: Milo and Milkmaid.

With the advent of TV advertising, it was possible….for the first time ever in Indonesia….to reach a wide group of consumers and integrate promotional and other marketing activities. This was of course of particular importance for the Dancow brand. The launch of Dancow Instant….with its slogan of “Susu Empat Detik”….. became a major national event and its success has since defined the evolution of Nestle in Indonesia as well as the full cream milk powder market in the country. Milo and Milkmaid have also since developed into major national brands.

The campaigns were highly successful and it was for that reason that Nestle became a long-term client of Fortune over many years. It had been a very satisfying relationship.

Indra Abidin and Glenn Bruce, together with the Nestle staff involved, worked many hours well into the night to develop labels, TV commercials, press and magazine ads, launch events and sales promotions etc. For our customers, consumers, distributorsandsalespeopleonJavaandofcoursetheoutlyingislands. The relationship that were formed by these events eventually developed further, and grew into lasting personal friendships which have lasted over 30 years….and more.

I left Indonesia in 1980 to take up the post of Market Head and CountryManagerinHongKong,andreturnedtoIndonesia16 years later to become Market Head and Country Manager and President Director of Nestle Indonesia. I am now retired. But if I was still active at Nestle, would I hire Fortune again? ..... Definitely.

By: Stephan Issenmann



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Pioneering new products

Part 4

History was also made when Fortune successfully promoted products that were new to the market and which changed consumer taste and behavior for good. And it achieved this with two totally different consumer products, namely cigarettes and milk.

In 1980, the market leaders in kretek cigarettes were Gudang Garam and Djarum, while Marlboro and Commodore were the market leaders in white cigarettes. Sampoerna was far behind the others because they never advertised. "I made a proposal, presented by the late Mustafa Alatas, to Sampoerna to promote new products and their new brand Extra, the first branded kretek filter cigarette," said Nenny Somawinata, who was then an Account Supervisor and later an Account Director at Fortune. "Because TVRI no longer ran adverts, the programs were more suited to brand activation, from posters and stickers to the distribution of leaflets," she continued. The promotion of Extra cigarettes was directed to young smokers and was positioned as a contemporary or modern product. The Extra cigarettes’ promotion was not successful in penetrating the market but as a market test and the first introduction of filter cigarettes it was quite successful. And since then almost all kretek cigarettes now use filters.

Kretek filterSampoerna actually had a well-known cigarette brand, Dji Sam Soe, but also never advertised. Due to the increasing number of competitors and to increase their market share with Dji Sam Soe, Fortune was asked to conduct a marketing communication program. "Fortune promoted the historical value of the cigarette brands; those that had been around for many years and those with a history of good taste in their advertisements," said Nenny. This promotion with positioning was very successful and allowed Dji Sam Soe to survive amid intense competition.

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Another historical story was Nestle with Milkmaid or Susu Cap Nona and Dancow. At that time there was sweetened condensed milk and no instant powdered milk yet, only skimmed or no fat milk that had to be mixed with hot water. Nestle had long promoted the sweetened condensed milk Cap Nona through TVRI, and found a high recall of television viewers with their Cap Nona message every year. Nestle then wanted to launch a new product, Dancow Instant, an instant powdered milk. Nestle had been a Fortune client since the 1970s and Fortune was asked to develop an integrated advertising and marketing program for Dancow Instant. The problem was that customers thought that powdered milk was the same as skimmed milk, which was less desirable because it was difficult to dissolve.

"Fortune developed an integrated communications program that emphasized the ease of use of instant powdered milk," said Iwan Ramelan, who had joined Fortune in 1981 as Associate Creative Director to the late Mustafa Alatas, "with the basic message ‘Four Second Milk’ and its health benefits." Dancow became a pioneer in introducing a product which was later commonly consumed by people. Success stories with Dancow continued into the future. (See article: "A Very Satisfying Relationship" by Stephan Issenmann).

Instant milk



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Part 5

Anyool Subroto had been in the field of advertising a long time. Before entering Fortune in 1979, he worked at Prima Advera and then Speed Advertising as a Visualizer. "When I joined Fortune, I still had the old job as a Visualizer, but not long after, I was appointed Art Director," he said. Along with Fortune’s growth, both in terms of billing and the number of clients as well as the infrastructure and supporting facilities, he improved and was promoted to Senior Art Director and Creative Director concurrently. Clients handled by Anyool Subroto were quite diverse, including Cathay Pacific,Lancome,Kemfood,Bayer,Wood'sandGrundig.Thefeatures that Fortune offered to prospective clients were that Fortune "appreciated and understood Indonesian culture and Fortune’s creative advertising ideas always held true to Indonesia's cultural roots," he said. Anyool was selected as an “Exemplary Citizen” for the period 1982 and 1983.

Variety

During the transition to local ownership, the number of Fortune people was still small, only about 25, coming from a variety of backgrounds and professions. But all had the same desire, namely to build a career in marketing communications at Fortune Indonesia.

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Lily Soemardjito joined Fortune Visuals, a Fortune Indonesia subsidiary, in 1978 as a Visual Manager and later became an Art Director. She handled a large number of clients, among others, PT Perumtel. The organizational structure at that time was simple. "Creative concepts were still handled by management after drafting by the creative team," she said. Similarly, the way she worked was still way before the era of computerization. "At that time, to make the lay-out or LO for a magazine or newspaper, the Visualizer would draw and write the headline and photocopy many times, increasing or decreasing the size as needed, then would paste them up one by one." Lily left Fortune two years later but soon returnedtojoinAdwityaAlembanaledbyKasmanArdan.

Riswanto Ramelan, better known as Iwan Ramelan, joined Fortune in 1981, initially as a freelancer and later became

Associate Creative Director. Iwan then moved to Adwitiya Alembana, a Fortune subsidiary led by Kasman Ardan.Adwitiya Alembana originally was called the ‘second string’ agency, handling products for competitive Fortune clients. "There had been a compelling case to drop Adwitiya Alembana clients, but by repositioning Adwitiya Alembana we could handle the graphic design and exhibition and corporate communication / PR work," said Iwan. In this business division, Iwan headed the Graphic Design Division. The work included organizing Expos for major clients BPPT and Bappenas, BULOG, the Ministry of Industry and Garuda. "Lumentar & Landor, a USA strategic design company, received a $2 million project to create a new logo design for Garuda and Adwitiya Alembana was asked to participate," said Iwan who later led the subsidiary.



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Yuliana Leonarda joined Fortune in 1982 as an accounting staff member, having previously worked at an accounting firm. She worked for 10 years in accounting before moving to Pelita Alembada and then Travindo, two Fortune subsidiaries, before later returning to Fortune Indonesia to become the Finance Director. "I was very happy with the situation when I first entered the office," she said, "because my friends worked well and the working conditions were not rigid and there was high morale." But beyond that, what was most impressive was the administrative and financial systems which she considered were well organized and managed, using a fairly sophisticated financial software system. Later on it was seen to be less applicable because only limited modifications could be made, Yuliana Leonarda and her colleagues created their own Adsystem software, designing and modifying it themselves, basing it on user needs, which turned out to be much better and more applicable. That’s the spirit of Fortune innovation in action.

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This transitional period was extremely interesting because it occurred while the company's leadership was transitioning from foreign to local hands. Fortune was also growing rapidly and had successfully demonstrated its excellence in marketing communications either commercial orsocial.IndraAbidinshowedvisibleleadershipwiththeslogan"HAJAR!!"whichstirredpassionin the Fortune staff to provide their best. And thanks to good financial management, coupled with an iron will and hard work the debts, left by Fortune International, were repaid in 4 years.

This transitional period was also characterized by the arrival of advertising regulations with the publication of a Code of Practices and a Code of Conduct. Also during this time TVRI, the only television station, stopped broadcasting advertisements thus increasing the competition for advertising space in the print media. Then provisions appeared from the Government to limit the number of newspaper pages and advertising pages in order to obtain equity in the share of advertising in the print media.

In the midst of it all, Fortune cruised under local leadership and even made history with the success of two highly strategic government programs, a Family Planning campaign with Kondom25andahealthprogramwithPosyandu.Itachievedsimilarsuccessinthecommercialfield by helping to introduce two new products, namely kretek filter cigarettes from Sampoerna and instant milk powder from Nestle, two products that changed the tastes and behavior of consumers forever.

The success of all this went hand-in-hand with the entry of new people in the creative and financial fields who helped give birth to new concepts and ideas so Fortune rapidly moved forward and developed. From that foundation, Fortune entered a period of development.

Summary

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The Development Period

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Indonesia advancing

Part 1

Indonesia at that time was rapidly developing, both economically and socially. The economic growth rate had reached at least 5% per year during the 70’s, income per capita had also increased from around US$ 70 in 1969 to over US$ 400 in 1980. Through a variety of socio-economic programs, the poverty rate of 65% recorded in 1969 had gradually decreased to about 20% in 1980 and continued to decline.

The more stable economic growth was driven by the Pemerintah Orde Baru (New Order Government) policies that supported rapid industrial development in the areas of investment, banking and trade. To support national industry development, the strategy was to reduce imports by focusing on industries that were labor intensive such as textiles and garments, footwear, wood products and food and beverages. This strategy was followed by an export promotion strategy that cut import taxes and controlled exports also with a focus on labor intensive industries. These strategies were supported by economic policy reforms that resulted in sustainable economic growth that lasted until the end of the 20th century.

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The economic growth during the decade 1970-1980 had a positive impact on the advertising world with an increase in advertising spending from Rp. 4 billion in 1970 to Rp. 100 billion in 1980. But this favorable situation was interrupted by the decision by the Government in 1981 to stop broadcasting advertisements on TVRI and the enactment of the 70-30 ratio of news to advertisements by the Press Council. These changes were considered contrary to the advice from the Government to industrialists to double production, where with reduced promotion, industrialists feared they would not be able to market their products. But in reality this was not entirely true. Advertising spending was shifting from television to print media and was dominated by the newspapers, even though they had very high advertising rates. In the book Cakap Kecap, published by P3I in 2004,it is noted that the price of advertising dismayed Savrianus Suardi, Chairman of the P3I at that time. As quoted by Daniel Dhakidae in The State, the ‘Rise of Capital and the Fall of Political Journalism: Political Economyof IndonesianNewsIndustry’, "The price of advertising in Indonesian newspapers was the most expensive in the world. Very expensive. And it was very difficult to get away from the problem of whether the newspapers were effective or not," said Savrianus Suardi. However, without TV and with the dominance of newspapers and exorbitant advertising rates, advertising spending still rose to Rp 176 billion in 1983 and Rp 226 billion in 1986.

Advertising spending



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Part 2

Pillars

For Fortune, this period was a development time with Fortune widening its wings and offering additional services to clients. It was the time when Indra Abidin and Mulyadi Sulaeman were supported by a reliable work force who later became faithful companions to Indra Abidin in the development and progression of Fortune Indonesia moving forward. They could all be called Fortune Indonesia’s ‘founding fathers and mothers’, providing added value to Fortune during that period and beyond. They could all be said to be the ‘Pillars of Fortune’, because in their hands, under Indra Abidin’s leadership, Fortune Indonesia became triumphant.

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Herman Mulyadi Sulaeman, better known as Mulyadi Sulaeman, was the first of the six Pillars to join Fortune. During the development period, Mulyadi Sulaeman, together with Indra Abidin, was instrumental in advancing Fortune. "Pak Indra and Pak Mulyadi complemented each other on how besttorunthebusiness,"saidIbnuKhurie."PakMulyadiwasvery skilled in rotating and utilizing money," he continued. But behind his skill in managing Fortune’s finances, Mulyadi Sulaeman together with Indra Abidin created a family bond among the staff. "Pak Indra and Pak Mul had very personal connections with the staff," recalled Iwan Ramelan.

Kasman Ardan joined Fortune Indonesia in 1974, initiallyas a creative teammember led by John Lanham, FortuneIndonesia’s General Manager. A year later he moved to Kenrose’s Marketing department, a multi-nationalpharmaceutical company, and returned to Fortune in 1978 as anAccountExecutive.KasmanArdanwasknownasastrongperson in all sales areas and could think like a client.

Although his title was Account Executive, he was considered senior by his colleagues and was a reliable supporter of Indra

Abidin. "I had the same teacher and education as Indra," he said. In 1980, on Mulyadi Sulaemen’s recommendation, Fortune established a subsidiary Adwitiya Alembana and Kasman Ardanwas appointed its Director. Hewas knownamong Fortune staff as being close to high-ranking government officials and private companies at that time so was very instrumental in obtaining a large number of clients, includingBKKBN.AdwitiyaAlembanahadalreadypositioneditself from being a ‘second string’ agency into being a graphic design and exhibition and corporate communications / PR agency and was aggressive with tenders. "No tender passed usby," saidKasman. ITB's fineartgraduateswereexcellentlobbyists, though he said, "that was because of the team, not just me." In 1995, Adwitiya Alembana split into two subsidiaries with the founding of Fortune Pramana Rancang or Fortune PR. Kasman Ardan was replaced as director ofAdwitiya Alembana by Iwan Ramelan. He later became Commissioner for Fortune Indonesia, Adwitiya Alembana and Fortune PR.



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Lucia Budiono started working at Fortune in 1979 as a Media Planning Officer having worked for more than six years in Cathay Pacific Airlines’ Finance department. Three years later, she was promoted to Media Director. "At that time, TVRI no longer accepted advertising, while print media was very limited in accepting advertisements," said Lucy, her nickname. "So the challenge was how to get space in print media," she continued. But she felt working in media was "boring, too easy, routine", and in 1985, she challenged Indra Abidin to let her lead Pelita Alembana, Fortune’s subsidiary which accordingtoKasmanArdanwasoriginallyassignedtoobtainclassified adverts during this emerging time. Local businesses were purposely located in small buildings in many towns with fewer than 50 employees. Several years later, in one of these small buildings, Lucy founded the travel agency Travindo, a Fortune subsidiary which handled travel marketing. Years later Lucy was drawn back into Fortune Indonesia to become Media Director while remaining a Director of Travindo. "I did get a contract for life with the Media Director position," she said.

Iwan Ramelan joined Fortune in 1981, initially as a freelancer. He then became Associate Creative Director to handle major Fortune clients such as Nestle, Philips, San Miguel and others, before joining Adwitiya Alembana, a subsidiary that was originally positioned as a ‘second string’ agency for Fortune. But development was not as expected so Adwitiya Alembana repositioning itself in corporate graphic design, exhibition and corporate communications. Iwan Ramelan and his colleagues in Adwitiya Alembana successfully developed exhibition design services and implemented a number of international exhibitions, including the EXPO 92 in Seville, Spain,Expo85inTsukuba,JapanandEXPO86inVancouver,Canada. Iwan then led Adwitiya Alembana and positioned

Fortune as a leading company among the graphic design and exhibition services providers in Indonesia. As a business leader from the Fortune group, Iwan was asked to develop and teach design at the School of Design at Trisakti University. With these two roles, as a professional and as an educator, Iwan Ramelan used his ideas and experience as factors that were enriching and complementary both for himself and his colleagues and future aspiring Indonesian design students. And he later pioneered and became Chairman of Asosiasi Desainer Grafis Indonesia (Association of Indonesian Graphic Designers).

Miranty Abidin entered Adwitiya Alembana in early 1983. Previously, sheworkedon theASEANTrade Journal as theChief Editor Indonesian Section. Miranty was known to have expertise in Corporate Communications and Public Relations, leading the Corporate Communications Division which later became the Public Relations Division. The story of her contribution to Fortune’s development can be seen in the following section.

Djodjo Gozali began working in Adwitiya Alembana as an Account Manager in 1987. At that time Adwitiya Alembana, Fortune’s subsidiary, was still a general advertising company, but then began to introduce graphic design and exhibition services and corporate communications / PR and multi-media. Djodjo was assigned to handling exhibitions. Djodjo Gozali’s first clients were the State Secretariat of Badan Koordinasi Penanaman Modal (Investment CoordinatingBoard)(BKPM)andPameranProduksiIndonesia(IndonesianProducts Exhibition) (PPI). Djodjo was active in the delivery of the first PPI in 1990 and the second in 1995. He also handled various international expos, including the World Expo in Seville, Spain (1992) and then in Hanover, Germany (2000),

Everyone was fighting to the point of exhaustion, working hard, sacrificing their energy and time for the common interest of Fortune

then, now and in the future

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andAichi,Japan(2005)."AdwitiyaAlembanawasexcellentingraphic design and exhibitions," Djodjo said," There was no other design and exhibition company involved in so many World Expos," he continued. Indra Abidin himself admitted that inviting co-workers was previously very difficult because each one had their own ability and skill. They were encouraged to build common goals and ideals and implement Fortune’s institutional development in accordance with collective potential and aspirations. "Each had their own distinct contribution," said Indra, "and everyone was fighting to the point of exhaustion, working hard, sacrificing their energy and time for the common interest of Fortune then, now and in the future," he said further.

The role of the Pillars was felt throughout Fortune staff then and later. “Fortune’s success, I thought, could not be separated from other leaders such as Pak Mulyadi, Bu Lucy, BuMia, PakKasman,Pak IwanandPakDjodjo," saidFriedaSubroto, a Fortune Account Executive who later became General Manager of the holding company, Grha Adhika Fortune. "They were very supportive of Pak Indra and I think the results can be seen now. It was not easy to stay together in business but they were still together, Pak Indra’s leadership had been tested," she added.



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Part 3

Entering the realm

of Public Relations

During this development period, Adwitya Alembana, Fortune’s subsidiary originally established to handle clients that competed with existing clients, developed into a company that handled graphic design, exhibitions and corporate communications. The latter was later to become the Public Relations Division. This repositioning occurred after the entry of Miranty Abidin into Adwitiya Alembana. "I entered Fortune to open a new type of business, i.e. public relations," said Miranty. "I strongly felt the need for a public relations service that had not yet been developed," she said further.

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The Corporate Communications / PR Division played a huge role in strengthening Sampoerna’s corporate communications when introducing it to the public who before had only known it for its brand Dji Sam Soe. "The Corporate communications strategy that was used in the early stages of introducing the company's philosophy was ‘Towards a point of perfection’, similar to employing a three-phased approach over three consecutive years to ascend to the summit of Mount Everest," said Miranty Abidin. The publicity obtained by Sampoerna from the national and international media was very big and extensive raising the name of Indonesia and it became the pride of Indonesia. In the fourth year Miranty, as the Division Head, addressed the corporate communications at the international community including, among others, the success of the Sampoerna marching band’s participation in the Rose Parade in Pasadena, California, USA. "With the

success of its corporate communications, Sampoerna was able to diversify its brands, including, among others, the launch of its cigarette Sampoerna A," said Miranty.

In 1984, the Corporate Communications / PR Division at Adwitiya Alembana was separated out and became an official Public Relations company going by the name Fortune Pramana Rancang or Fortune PR. Either as a division or as a subsidiary, Fortune PR actively supported a number of commercial product marketing programs and social marketing,includingKondom25andKBMandiri/LingkaranBiru. Later, Fortune PR would tackle a program that managed to overcome a major crisis rocking the Indonesian industry, a crisis relating to pork fat.



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Excellence in Social

Marketing

Part 4

ObtainingBKKBNasaclientwasnotonlyamilestoneforFortuneIndonesiabut also to the advertising world in Indonesia, because it was the beginning of the full implementation of a new marketing science beginning to flourish around the world, known as social marketing. Fortune Indonesia became known as the advertising company that was well versed in this unique communication discipline.

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The use of advertising to promote a cause or matter of public interest had long been carried out by the Advertising Council in America formed in 1937 to promote a wide range of causes from building public support for American participation in World War II to forest fire prevention and support for the American Red Cross. But only in the 1970s did the leadingadvertisingpractitioners, includingPhilipKotlerand Gerald Zaltsman, see that the principles of marketing used to sell commercial products could be applied to selling an idea and changing the attitudes and behaviors that could bring benefits, not just for marketers but also for society in general. In other words, "If you could sell toothpaste, why couldn’t you sell good health?" they said. The technique was later used extensively to promote health, family planning and education. Social Marketing demonstrated the ability of advertising to achieve behavioral change and evolved into a separate discipline in the science of communication.

Although not the first to use social marketing techniques, Fortune Indonesia was the first to use a social marketing approach on a wide scale and on a national level in Indonesia, and Fortune was the first in the world to apply social marketing to family planning. Indeed people liked to see public service adverts and saw them as social marketing. This assumption was not entirely wrong, but social marketing was more than just public service adverts, but also the efforts

relating to behavioral change through a series of advocacy activities, mass communications and communication support / face to face and community action. This resulted in behavioral changes based on rational and not irrational decisions resulting in increased knowledge and improved attitudes. Implementing social marketing campaigns to achieve distinct goals became more ambitious, not just to gain a small percentage increase in sales but rather with much higher program goals, reaching out universally or to the general public as with Universal Child Immunization, Health for All and Universal Primary Education.

And in the social marketing field, Fortune was considered superior and was often dubbed as the ‘government agency’ because many of its clients were Government agencies using Fortune for social marketing campaigns.

Fortune was the first in the world to apply social

marketing to family planning



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Part 5

Changing hands

As the new owner, Indra Abidin never positioned himself as the owner but always as a staff member who had obligations and responsibilities just like any other staff member. And every one of the staff thought the same whilst building the institutional enterprise, including work processes, business culture, laying the business foundation, including the social and commercial functionality of the company. And it did so under the Indra Abidin’s leadership, every Fortune staff member had the same opportunities going forward. "If they were able and faithful, then they would receive the same opportunities as other staff; if they succeeded in advancing the company, then they in turn would be promoted in the company," said Indra. Similarly, institutional development efforts required working together with the same set of standards.

Fortune Indonesia, the name of the new company and led by Indra Abidin, was managed with a family concept. This concept was based on universal professionalism and high work ethic together with a shared sense of responsibility towards oneself and one’s family, home, community, nation and state. Fortune Indonesia. Second to none.

In 1986, Mochtar Lubis, the founder of Fortune Indonesia Advertising and Marketing Consultants, proposed to Indra Abidin to carry on and become the Fortune’s new owner. “Accepting the offer to continue with Fortune was received with a sense of responsibility to the community, clients and Fortune’s own people," said Indra. "We responded to the offer in line with the personal hopes of those who founded Fortune in Indonesia as well as those who had contributed to Fortune during the advancement of the nation and the country," he said further.

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Part 6

Continuing to develop

Triawan Munaf joined Fortune in May 1982. Having graduated in America he was not yet working and was immediately offered a job by Iwan Ramelan in Fortune Visuals, an In-House Production House producing television adverts. However, as Fortune Visuals was not growing due to the advertising space on TVRI being abolished, a few months later he became an Account Executive and Account Director at Fortune Indonesia. With his ability in the creative field, he succeeded in dealing with many clients, including Nestle, Sampoerna, BKKBN, Danmotors, Bangun Tjipta Sarana andothers. "In creative terms, the distinction Fortune Indonesia offered was the philosophy behind how to communicate with the audience," said Triawan. "Pak Indra and Pak Iwan Ramelan were nationalist people who always emphasized the importance of exploring ways of communicating with an Indonesian style," he continued. Triawan was not active in Fortune long. As a young 28 year old, he felt the need to see ‘the outside world other than Fortune’. In 1988, Triawan moved to another agency with knowledge and memories gained from Fortune.

RTS Masli joined Fortune in 1983 having previously worked as a producer and broadcaster at the Philippine Radio Information and Education Center in Manila. He began as a Copywriter and worked under the late Mustafa Alatas, the Creative Director. He then became Senior Copywriter and Associate Creative Director. The main client he handled was Nestle for almost all their products. "They were very professional and not a difficult client," said Masli, his nickname. "So the creative team was required to work professionally, work well, work hard, on-time and with full responsibility," he continued. He dealt with many departments internally and occasionally at the client, which then included Nestle, Texmaco, Grundig and Vespa. These were glory days for Fortune. Many clients believed in

During this development period, Fortune continued to grow and was able to offer a fuller service to clients whose numbers grew. To that end, Fortune recruited and brought in people to strengthen Fortune’s excellence in obtaining and retaining clients.

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Fortune and every month there was a new client or a new product campaign. Fortune’s success was determined by its creative abilities. "Clients generally considered Fortune to be a creative agency that worked vigorously to win for the client's product," he said. Masli left Fortune in 1988 to become Account Director at another agency. "I felt that I was accepted into another agency because of the knowledge and accomplishments I had gained at Fortune," he said. Truth well spoken.

In 1985, Roddy McRae received a call from Indra Abidin to come to Indonesia to join Fortune. Roddy at that time was in England, his country of origin, for personal business. He was well known to Indra Abidin from his time while working at Fortune Fareast in Hong Kong. And indeed Roddy hadjoinedFortuneFareast in1974afterworkingwithKetchumAdvertisingJapaninTokyodealingwithJapanAirLines.Healso worked for Fortune Promo Seven in Bahrain and Dubai. In Indonesia, Roddy was the creative whiz that Indra Abidin wanted to help train Fortune’s creative staff. "But I was then engaged in both creative tasks as well as account service, and became versatile," said Roddy. "I handled all Nestle products,Vespa,RJReynolds.Practicallyeveryclient,"hesaidfurther. Two years later, he left Fortune Indonesia to work in Advertising Associates, a Fortune International company in Singapore, but a year later joined Sampoerna in Surabaya where he became the ‘in-house marketing consultant’. In 1991, Roddy returned to Fortune Indonesia to handle Nestle products. At that time, he was instrumental in building a creative concept that was very attractive and has persisted to the present day.

Paula Dewi Abdulkadir was working as a flight attendant for Garuda Airlines in early 1984 when she received a ‘proposal’

from Indra Abidin to join Fortune Indonesia. Paula Dewi was among only a few VVIP stewardesses selected to serve the Presidential Palace. She initially worked as an Account Executive in Fortune under Triawan Munaf and then helped in New Business Development and Promotion. She was well suited to work in Fortune. "What was fun was that we were all like one family and very close. I have never had another job where I felt that atmosphere other than at Fortune Indonesia," she said further. Among the clients she handled were Grundig, Philips, Tripatra Engineering, Griyawisata, BKPM and Sampoerna. Shewas also included in the teamthat handled the development and promotion of a new corporate identity or logo for Garuda that was developed by Lumentar & Landor, a brand consultant from the United States. In 1985, she moved to Adwitiya Alembana and into the Public Relations Division led by Miranty Abidin. "I was very happy finding this new knowledge," she said. In 1990, Paula left Fortune to work in Tripatra Engineering and then Philips. "I was grateful to have worked at Fortune for 6 years," she said. A sentiment that many former Fortune staff hold.

In creative terms, the distinction Fortune Indonesia offered

was the philosophy of how to communicate with the audience

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This development period was characterized by the introduction of a number of personnel who later became faithful companions to Indra Abidin during Fortune Indonesia’s development and advancement. They would be referred to as the Fortune Indonesia’s ‘founding fathers’, including two women who delivered significant added value to Fortune Indonesia’s advancement both then and on into the future. They could be said to be Fortune’s Pillars, because in their hands, together with Indra Abidin, Fortune Indonesia became triumphant.

The period also marked the entry of Fortune into the realm of Public Relations with Fortune Pramana Rancang’s establishment under the leadership of Miranty Abidin a well-known corporate communications expert. Fortune PR later received awards as the best PR firm from two advertising industry publications. Also, in the PR field, Fortune became increasingly recognized as an expert in Social Marketing and later completed many government projects that earned them the nickname ‘government agency’.

Supported and helped by new staff with their diverse expertise and skills and the six Pillars, Indra Abidin steered the company until now, and Fortune developed into what was referred to by Stephan Issenmann, Marketing Manager of Nestle's, as ‘the leading advertising agency in Indonesia‘. So from this development stage, Fortune entered the consolidation stage that led Fortune to a glorious future.

Summary



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Consolidation Period

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East Asian economic miracle

Part 1

During this consolidation period, Indonesia made rapid progress, further strengthening previous results. Prior to 1987, economic growth averaged 5% per year, after which it went ‘full throttle’ to 6% and then 7% until the economic and monetary recession in 1997/1998. These advances were not only the result of high economic growth, but also because of the manufacturing industry’s rapid development, so that Indonesia's economy was amongst the highest performers in East Asia later dubbed the "East Asian Economic Miracle". Indonesia’s industrial growth continued with dynamism and sustainability for a decade, and allowed the country to reduce its dependence on oil and gas and become major players in a number of industries, from palm oil to garments and electronics to pharmaceuticals and food / beverages.

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Indonesia’s rapid industrial growth was supported by favourable economic policies and resulting in major changes in prosperity levels. Income per capita rose from US$ 70 in 1969 to US$ 1100 in 1997, while the poverty rate declined from 20% in 1980 to about 11.3% in 1996. All this was good news for the advertising world as more and more products were in need of marketing, while the purchasing power was also getting stronger. Therefore, the advertising industry, including advertising supporting industries, were growing rapidly.

In those days, you could say there was a flood of advertising firms, both national and multi-national. Membership of the Association of Indonesian Advertising Companies or P3I continued to grow, while advertising supporting industries began to develop in the form of production houses, media houses and creative boutiques. A further trigger was the government's decision to allow TVRI to broadcast adverts again after an absence of 10 years, and the establishment in 1989 of RCTI, the first private TV station, followed by SCTV in 1990 and TPI in 1991. Advertising spending continued to soar reaching Rp 1.66 trillion in 1994.



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Part 2

Advancing Forwards

In the midst of it all, Fortune Indonesia continued to move forward. Switching offices from CempakaPutihtoJl.MampangParapatanRaya/JlBuncitRayain1989, Fortune managed to acquire large clients such as McDonald's, Cahaya Department Store, Hyatt International, VIT, Mercedes Benz, Baygon, Indosat and Telkom. These multi-national clients were acquired despite Fortune’s affiliation in 1991 with DDB Needham, one of the world's largest advertising companies. Fortune also won back BKKBN,maintainedGarudaandwasstill trusted by Nestle, especially when they were facing a crisis.

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Fortune’s ability to acquire new blue chip clients and retain old blue chip clients was due to many reasons. "There were two important factors that were far more powerful than the strategic, media or creative output," said Wimpi Handoko, who joined Fortune in 1989, initially as an Account Executive later rising to Account Director before becoming General Manager at Fortune's parent company. "The first factor was the greatness of Fortune Indonesia’s name and the image it had in the advertising industry," said Wimpy, "and the second and equally important was the human chemistry between agency personnel and client personnel," he said further. At the end of 1993, Fortune moved offices again to Gedung AurumonJl.AmperaRaya.

This period of progress, in the first half of the last decade of the 20th century, was a golden period for Fortune who was offering a full suite of services from advertising to production and media; and from public relations to graphic design and exhibition; as well as travel marketing. Fortune’s excellence was evidenced by Fortune’s success in handling difficult projectssuchas thepork fatcrisis,LingkaranBiruKBandanumber of colossal exhibitions at home and abroad.



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Part 3

Overcoming the crisis,

building a brand

Nestle had been a Fortune client since mid-1975, and Fortune had been entrusted to handle all Nestle products, from Susu Cap Nona, Bear Brand, Lactogen to Cerelac, Dancow and Milo. As one of its blue chip clients, it could be said that Fortune grew with Nestle. Together with Fortune, Nestle made its condensed milk Cap Nona under the brand name Dancow, the first instant powdered milk to enter the Indonesian market. Together with Fortune, Nestle managed to overcome a crisis, and with Fortune again, Nestle launched a jingle that made Dancow a market leader.

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In 1988, Indonesia erupted with the discovery by a Universitas Brawijaya, Malang researcher, who found that some food products circulating in the community were made with elements of gelatin, which in developed countries could be made from pork fat. Therefore, products that had gelatin content in Indonesia were ‘suspected’ of containing pork fat. This discovery quickly spread and caused panic. Suspicions arose regarding an increasing number of products including a number of foodstuffs, soy sauce, instant noodles and milk powder and even cosmetic products. The people’s panic lead to anarchy, with some shops being stoned by mobs and distribution companies that produced suspected products being intercepted and destroyed.

One of the products affected by this pork fat case was Dancow instant milk from Nestle. Fortune was asked to help with crisis management for the pork fat case. "The strategy was executed using a PR approach," said Miranty Abidin, who was a Director of Fortune Pramana Rancang or Fortune PR. "Advertisements and promotions were made on the spot to support and strengthen the public relations program," Miranty said further. Fortune was also garnering support and was intensively lobbying the authorities, including the Ministry of Health, Department of Cooperatives, the House of Representatives and the Indonesian Council of Ulama (MUI). The Government established a Tim Verifikasi Nasional (National Verification Team) who together with the MUI handled cases of pork fat.

"I waited for a long time from early morning to meet with theMUIChairman,KHAliYafie,athishouse,"saidAinurRovicwho was a PR Officer at Fortune PR, "regarding the pork fat crisis to convince him to come to PT Nestle’s Dancow factory inPasuruan,EastJava,toproveforhimselfthatDancowmilk

Pork Fat Crisisdid not contain pork fat." Rovic succeeded and joined with theMUIChairmenoftheCentralandEastJavaMUIandwiththe National Verification team to visit Pasuruan which was key in defusing the pork fat crisis. This was followed by a meeting of the National Verification Team with President Soeharto to report its findings. Rovic presented and he also gave a glass of Dancow milk to the President to convince the public that the milk did not contain pork fat.

Coverage of the event, and mass media support in the form of positive media coverage, had successfully resolved the issue. Numerous efforts were used to successfully overcome the pork fat crisis resulting in a positive end for Nestle. This experience showed that a crisis was not necessarily bad for a company. With good crisis management, it could even benefit the corporate image.

The pork fat case was a phenomenal event that became a case study in international relations’ literature, and was held up as an example of how crisis management had been performed properly and had quickly prevented a crisis from becoming unmanageable.



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Aku dan Kau Suka Dancow

In the 1990s, Frisian Flag had become Nestle’s main rival with its advertising jingle ‘Susu saya susu Bendera’, which had made it the market leader for dairy products. Nestle did not have a slogan or jingle for its main brand, Dancow. Dennis Chavenis, Marketing Director of Nestle at the time, asked Fortune to handle the re-launch of Dancow milk. "He wanted a strategy that described what Dancow actually is," said Roddy MacCrae, who had returned to Fortune as Creative Director after several years working for Sampoerna in Surabaya. "He wanted something that said Dancow is for everybody," Roddy further said.

Based on the Dennis Chavenis’ expectations, Fortune undertook brainstorming sessions involving Roddy McCrae, the late Agus Madjadikara who was the Creative Director, and the late Mustafa Alatas, the Account Director. The brainstorming sessions finally resulted in the message ‘Aku dan Kau, Suka Dancow’ (Me and you like Dancow). The message was then made into a jingle in Singapore. Fortune then carried out a promotional campaign with the jingle. The jingle was used as a tagline on a variety of Dancow advertisements. "The message ‘AkudanKau’ (Me and Tou) was very important," said Roddy, "whilst the emphasis was on a creative approach the mental development was just as important as the physical development," he continued.

The message also stressed that drinking Dancow resulted in intelligent children. TV adverts produced by Fortune suggested that intelligence also came along with a little cheekiness. Fortune's message was conveyed through the story of a young child watching his brother going to school and asking his mother why he could not go to school too. His mother replied that he was not old enough and that he would be old enough when his arm could stretch over

top of his head to the other side. But the little boy managed to touch the other side of his head by reaching behind his neck to reach the other side: smart but a little cheeky. "The advertisement showed an intelligent child, smart, resourceful with little bit of naughtiness," said Roddy McRae.

The advertisement ‘AkuDanKauSukaDancow’ was the key to the Dancow’s successful relaunch. With a jingle and a tagline which are still used today, Dancow managed to outperform Frisian Flag as market leader.

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Lingkaran Biru

Part 4

One of the stand-out success stories in social development in Indonesia was in family planning, and Fortune was one of the main actors. Having succeededinthepromotionofKondom25in1987,Fortunewasentrustedto address the Lingkaran Biru (Blue Circle) campaign. The Lingkaran Biru programwasacontinuationoftheKBMandiriprogram. KBMandiriwas the redirection of a Government policy to provide free contraceptives for all fertile couples to providing free contraceptives to only the poor, because it had transpired that 70% of those accepting family planning help were families that could afford it.

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"Carrying out the Lingkaran Biru campaign demanded substantial understanding of the national family planning program,namely thenational KBMandiridrive," saidAinurRovic,theCampaignCoordinatorforLingkaranBiruKB,"withnorms and a culture to be shaped in the perception and behavior of the people, namely Small Happy and Prosperous Family Norms." With that in mind, the Lingkaran Biru team developed a very effective campaign.

"The Lingkaran Biru concept was very clear, namely to promote the place of family planning services," said Freida Subrata, who entered Fortune in 1987 as an Account Executive and later became General Manager at Grha Adhika Fortune, Fortune Indonesia’s holding company. "The name of the service had to be easy to remember, simple so people who had not finished school could understand it and most importantly a name that represented a place for family planning services," she continued. The Blue Circle concept was initiated by Iwan Ramelan and developed by Roddy McRae, the late Mustafa Alatas and Nenny Soemawinata. "WeplacedabluecirclearoundthelogoofKBMandiri,"saidRoddy McRae, who joined Fortune in 1985 as a creative expert

The circle reflected the family and warmth

but was also involved in client services. "The circle reflected family and warmth," said Nenny Somawinata. "And blue is a male color," said Roddy. Blue Circle became a symbol of theentireKBMandiriprogramand strengthenedboth theprogram and the brand image itself.

The success of the family planning program would go down into history as one of the most successful social development programs which not only received international awards, but also resulted in Indonesia becoming a reference and a training ground for many countries who wanted to learn from Indonesia. According to Prof. DR. Haryono Suyono, head of BKKBNatthattime,"TheBlueCirclecampaignandthemanyefforts and activities of family planning in Indonesia helped reduce the population growth of 2.34% in 1980 to the 1.49% in 2000." As a result of this success, Indonesia received an award from the United Nations Population Fund or UNFPA. An amazing achievement and Fortune played a role.



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Part 5

Graphic Design

dan Exhibition

Indonesia’s progress at that time was focused on exports and increasing capital investment and actively organized or participated in a number of export exhibitions, both at home and abroad. In 1985, Indonesia took part in an international exhibition,orWorldExpo,heldinTsukubaJapan.TheWorldEXPO’s theme was science and technology and displayed the technological progress achieved up to that point.

In the same year, Indonesia organized a Pameran Produksi Indonesia (Indonesian Products Exhibition) (PPI), the first in Jakarta.ThePPIwasinitiatedbytheDepartemenKehutanan(Ministry of Forestry) as part of Indonesia’s (failed) effort to make Jakarta the location for the Secretariat of theInternational Tropical Timber Organization, or ITTO. For this first PPI, Garuda Indonesia commissioned Adwitiya Alembana to promote its new logo and corporate identity for them. To achieve this, Adwitiya Alembana made a mock up of a Garuda plane that garnered great attention from the media and an excellent reception from visitors. And that was the start of Adwitya Alembana’s story as a reliable designer and manager of exhibitions.

In 1986, Adwitiya Alembana was commissioned by Badan Koordinasi Penanaman Modal (Investment CoordinatingBoard) (BKPM) to help design and create promotionalmaterials for the World EXPO in Vancouver, Canada with a Communication Technology theme. "We developed multi-media, slide presentations, displays, and almost all the graphics," said Djodjo Gozali, who with Iwan Ramelan handled graphic design and exhibitions. Later, Adwitiya Alembana was entrusted to handle the second Pameran Produksi Indonesia (Indonesian Products Exhibition) in 1990 in Jakarta. For this second PPI, Adwitiya Alembana createddesigns and materials for the Agriculture, Forestry and

Indonesia’s progress at that time was focused on exports and increasing capital investment and actively organized or participated in a number of export exhibitions, both at home and abroad. In 1985, Indonesia took part in an international exhibition, or World Expo,heldinTsukubaJapan.TheWorld EXPO’s theme was science and technology and displayed the technological progress achieved up to that point.

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Mines pavilions. And in 1992, they won the trust of Badan Penelitian dan Pengembangan Teknologi (Research and Technology Development Agency) (BPPT) to design and manage the Indonesia pavilion at the World EXPO in Sevilla, Spain. The theme was Discovery, to commemorate the 500th anniversary of the discovery of America.

Later Adwitiya Alembana (who changed its name to Fortune Adwicipta after Fortune Indonesia became a public company) handled three more EXPOs, in Hanover, Germany in 2000, in Aichi, Japan in2005and inZaragoza,Spain in2008. "Therewas no other graphic design and exhibition company so intensively involved in that many World EXPOs," said Djodjo with pride.



And indeed, Adwitiya Alembana continued to participate in many exhibitions, not only as a design contractor but also providing counseling services, from the Indonesia-Singapore Exhibition in 1994 and the Republic of Indonesia’s 50th Anniversary celebration at the Hanover Messe, the world's largest industrial exhibition in 1995, up to the annual trade showandpromotionalKlondykeDaysinEdmonton,Alberta,Canadain2002andthePPI-3inJakartain2003.Fortunealongwith its subsidiaries continued to fly.2003, dan seterusnya. Fortune beserta anak perusahaannya terus berkibar.

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Part 6

Continuing to develop

This period of development was marked by the introduction of computers as powerful tools that speeded up and helped Fortune staff’s productivity and their work quality. "Since 1984, Fortune had an Electronic Data Processing or EDP department with systems purchased from Australia for Media Administrative and Finance," said Dewi Indrawati, commonly known as Wiwien, who joined Fortune at the end of 1987 as a programmer. Her programming language was Cobol. EDP later developed its own finance application for the PC using OS Cobol. This application program was also used in Fortune Indonesia, Pelita Alembana and Travindo.

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Around 1990, Fortune started using an IBM AS/400 as a Finance Database Server which was very popular and expensive. At the same time, Microsoft published its Windows 3.11 Operating System and users were starting to blossom by making use of PCs. Fortune joined this trend even though the computers were not yet connected to the network, as the Internet connection was still only dial up, and was therefore only being used in Fortune for the positions of Account Director and above (limited). In 1996, the Media Division started using the Network Computer because it housed the centralized Nielsen database application. The following year the Operating System was switched to Windows 95 and in the same year the EDP Division was renamed Management Information System (MIS).

In 1998, Fortune began to use the Computer Networking application and Internet Sharing even though the internet connection was still via dial up. In the early years of the

millennium, the Fortune offices moved to MT Haryono and as a result all Fortune computers were connected to the Network and the Internet. "After that," said Wiwien, "all communication was via e-mail, file sharing between users was via the computer network, the computer network infrastructure was upgraded, an internet firewall was being implemented and Fortune started developing its own website."

Entering the digital era, information technology at Fortune continued to grow. And then, the internet bandwidth was upgraded to increase the speed of information access, creating an infrastructure to allow users to work via mobile, receive faxes stored in the email database and run a paperless distribution system, and there was a portal that stored all Fortune’s work as a data bank. And it kept going forwards. Fortune utilized cutting-edge information technology for smooth operations and to secure its work.



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Part 7

All-round people

During this period, progress was seen in all sectors, including the advertising industry, Fortune gained new professional and versatile people who contributed to the company’s progress.

The late Mustafa Alatas joined Adwitya Alembana in 1984, initially as a Copywriter, but then became Creative Director. Adwitya Alembana was still an advertising company and he handled a number of clients such as Sampoerna and Nestle. In 1987, he moved to Fortune Indonesia. He brought with him a lot of versatile energy and was involved in a number of projects that lived up to the Fortune name, including relaunchingDancow(‘AkuDanKauSukaDancow’),LingkaranBiru and the Pork Fat Crisis. Mustafa left Fortune in 1995 to build his own business.

Freida Subrata began work in Fortune in 1987 as an Account Executive and later became an Account Supervisor. Besides dealing with commercial products such as Vicks and L'Oreal, Freida was also involved in social marketing. She was assigned by Triawan Munaf, who was an Account Manager, tohandleKondom25,thenewlyacquiredFortuneaccount.The handling of Kondom 25 was considered successfulbecause the concept applied by Fortune was simple, clear and straightforward. Freida did not stay long in Fortune and left in 1989. But she returned in 1992 and became General Manager of the parent company, Grha Adhika Fortune. She oversaw commerce / business development, accompanying all of the subsidiaries when seeking new clients. Freida left Fortune in 1994 to build her own business.

Ainur Rovic joined Fortune in 1988 as a PR Officer at Adwitiya Alembana and then moved to Fortune PR. Rovic had skills

in human relations, and therefore was often invited by Indra Abidin to meet with Government Ministers. "I was often asked by Pak Indra if I wanted to meet with a minister," Rovic said. "Having met the Minister, I was told to proceed," he said. Rovic then moved to Fortune Indonesia as an Account Executive and then an Account Manager. In 1990, he was appointed coordinator of the Lingkaran Biru Team which subsequently was converted into a Social Marketing Team. Rovic left Fortune for one year (1995-1996), but returned as an Account Director. The majority of clients handled by Ainur Rovicwere government agencies, such as KLH,Ministry ofHealth, BKKBNand theMinistryof ReligiousAffairs ("And itall worked!" he said). Fortune’s expertise in social marketing became invaluable during the monetary crisis, when Fortune was appointed by a number of government agencies to assist in the rescue and recovery program which addressed the impact of the crisis. Later, Ainur Rovic was involved in many social marketing programs, such as the anti illegal logging campaign, Satu Abad Bung Hatta and the 2004 elections. Rovic left Fortune in late 2005 when the Social Marketing Division was disbanded, and he moved to Departemen Pertanian (Department of Agriculture) as a consultant.

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In 1992, Fortune landed a wonderful assignment to design and publish a book abouttheKujang328Battalionwhile on duty in East Timor. It was requested by Prabowo Subiantyo, who was still a Colonel and the Battalion’s former Commander, and Fortune was given less than a month to complete a book entitled ‘ServicerecordsKujang328’.Thebookwastobepublishedtocelebratethe328thanniversaryoftheKujangBattalion."I was appointed by Pak Indra as the project leader," said IbnuKhurie,whowasthenGeneralManagerofFortuneCompsett. "He said, I'm sure you can finish it," was the message from Indra Abidin, who had become Fortune Indonesia’s President Director.

From the creative concepts, photography and design until print, the work on the book was really stressful. "We felt like hostages, because there were two army jeeps deliberately placed outside our doors and usually when Pak Prabowo came to the office to see his book, he always came at one or twointhemorning,"saidIbnuKhurie."Eventheelectricitysupply was guarded to prevent blackouts," he continued. A senseofcalmforIbnuKhurieandhiscolleagueswasthefullsupport of Indra Abidin, who always assisted and monitored them every day at the Fortune Building. "When Pak Prabowo was angry, I immediately contacted Pak Indra and explained the situation, and he would come right out and clarify the problem with Pak Prabowo," said Ibnu.

The book was finally completed on time and sent to the GreenBerets’Headquarters,Kujang328inCilodongat2:00 in the morning. Prabowo Subianto, who later became Lieutenant General and Commander of the Army Strategic Reserve Command, was satisfied so it was distributed at the Kujang328anniversaryeventtheverysameday.

Service records

Kujang 328

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Moving from a computer assembly company, Dewi Indrawati, or Wiwien, joined Fortune at the end of 1987 as a programmer to then lead the EDP department and later MIS. Information technology was still not very sophisticated. "When I joined, we used incompatible systems," said Wiwien, "because the software applications that were purchased were not fully applicable to Indonesian needs." But development was moving fast year on year so Wiwien had to work hard, initially with only one staff member, to equip Fortune and all of its subsidiaries with the latest information technology tools. And she succeeded.

Lusiana Tanahdjaja had never worked before. With a management education background, Lusiana joined Fortune in 1989 as an administrative staff member, but only for a week. She then moved into media, initially as a Media Planner. She was successful and became Associate Media Director. Lusiana was later appointed Associate Client Service Director and then Group Brand Manager.

Wimpi Handoko was a real estate architect. In 1989, he decided to enter the advertising world and joined Fortune as an Account Executive. He was still a layman and had a lot to learn. "I was fortunate to work in an agency that clearly saw the accomplishments and achievements of every person," he said, "and I was lucky because I learned a lot from employers and colleagues who gave me the inspiration to do better." Thanks to his tenacity and ability, he was later appointed Account Supervisor and was assigned to handle the Nestle account with a number of their products and brands, Mercedes Benz, Dr. Dralle, VIT mineral water and Kansascigarettes. Wimpi then became Account Director and Client Service Director. While still handling Nestle, he was assigned to deal with other blue chip clients, namely McDonald's and

Cahaya Department Store. Wimpi was later promoted to General Manager, and had to be involved in all office issues, particularly with respect to human resources. Wimpi felt that he was most fortunate to work in Fortune, because during his time working there he met his beloved wife.

After an absence of several years, Roddy McRae returned to Fortune in 1991 as Creative Director, but was also involved in client service. He was assigned to help deal with Nestle, who was also handled by Ogilvy and McCann Ericksson for all of its products and brands. "I was the main contact person at Fortune," he said. He was also involved in developing a strategy for relaunching Dancow (with the jingle: ‘Aku dan KauSukaDancow’).Roddywasaskilledcreativeperson,andwhile working at Sampoerna, before returning to Fortune, he developed colossal advertisements for Sampoerna featuring the Sampoerna drumband on the top of Mount Bromo.

In April 1993, Dewi Gajahmada joined Adwitya Alembana as an Exhibition Designer. At that time, Adwitiya Alembana - which in 2002 changed its name to Fortune Adwicipta - was actively helping various institutions and government agencies in carrying out or becoming exhibitors, both at home and abroad. Dewi, who previously worked at an engineering contractor company, found it easy to adjust and became directly involved in making materials, graphic designs and constructions in many exhibitions throughout the world. Dewi’s early work included the Indonesian pavilion at the ‘TELECOM’ in Geneva, Switzerland for the Department of Tourism, Post and Telecommunications and at the exhibition, ‘Partners in Progress’ for the Ministry of Industry in 1995; and the Indonesian pavilion at ‘HABITAT II Trade Fair’ in Istanbul, Turkey for the Office of the Minister of Housing,theCableandSatelliteexhibitioninHongKongand

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the exhibition ‘World Food Summit’ FAO in Rome, Italy. Dewi was involved in various international exhibitions, including the EXPO in Hanover, Germany in 2000 and the Aichi Expo inJapanin2005.

It’s not common to hear of a reporter entered the world of advertising, but it happened in 1993 when Indah Soepraba,ajournalistattheKompasGroup,joinedFortunePR. Initially working as a Public Relations Officer, she later became a Media Relations Officer and later was appointed as a Senior Consultant. "At first, PR was still seen as a job providing limited services," said Indah, "it was limited to a good relationship with the media, publications, publicity, production and dissemination of press releases," she said further. But all that was changing within the expanding PR world. Indah was involved in various PR assignments such as media relations, crisis communications, Litigation PR, Corporate PR, Social Marketing, and so on. Indah handled a number of clients, including PLN, JasaMarga, BNI, Telkom,PTATKandBukopin.Whenaskedwhatthekeytosuccessfora PR officer was, she referred to five things: responsibility, love of work, professionalism, loyalty and bonding with the client. Beautiful.

Indira Abidin joined Fortune Indonesia in 1996 to strengthen the New Business Development (NBD) team. During the monetary crisis, Fortune Indonesia was entrusted to manage the Aku Anak Sekolah social marketing campaign, and Indira was assigned to lead the campaign team’s hotline service. Indira became personally moved when she heard the cries of people who were no longer able to send their children to school. That experience prompted Indira to pursue further education at the School of Education, Boston University. In Boston, Indira re-evaluated Fortune Indonesia successes in a

number of social marketing campaigns, whilst undertaking her major, namely International Education Development Program. "Just as I graduated (in 2001), I received a callfrom Pak Mulyadi Sulaeman immediately asking me to become Corporate Secretary as Fortune Indonesia was going public,"said Indira. IndirareturnedtoJakartaandtookoveras Corporate Secretary, as the IPO of PT Fortune Indonesia Tbk was underway. Indira built the corporate image, built community recognition of the advertising industry and the company. That success in building the corporate image encouraged Fortune’s leadership to appoint Indira as one of its Brand Team Leaders, and later Managing Director of Fortune PR. The first clients she handled were Djarum, Secure Parking and Telkom Indonesia Tbk. Under her leadership (and of course Miranty Abidin), Fortune PR was recognized as the best in PR by Cakram magazine in 2007 and Mix Magazine in 2008.

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This period of consolidation took place in the middle of the nation's economic progress that saw Indonesia included in the ‘East Asian Economic Miracle’, and was also a golden period for the advertising industry with a sharp increase in advertising spending year on year. Likewise, Fortune won a number of large clients such as Hyatt International, VIT, Mercedes Benz, Baygon, Indosat and Telkom,regainedBKKBN,retainedGarudaandwasstilltrustedbyNestle.

Through this golden period Fortune, through its subsidiary Adwitiya Alembana, showed its superiority in designing and managing international exhibitions and this was demonstrated when Adwitiya Alembana was entrusted with the Pameran Produksi Indonesia (Indonesian Products Exhibition) and helped organize and manage Indonesia’s participation in World EXPO in a number of foreign countries. Meanwhile internally, information technology was starting to be used as a means to improve performance and simplify data storage and information was continually being developed so that it had an enormous impact on improving the quality of product work coming out of Fortune.

Fortune’s expertise in corporate communications received its greatest challenge when they were asked by Nestle to help overcome the pork fat crisis in 1988 which threatened its main brand, Dancow, which allegedly contained pork fat. Through its subsidiary Fortune PR, Fortune managed to not only provide good crisis management but in the process help the client improve its sales of Dancow.

Meanwhile,FortunewonbackthetrustofBKKBNtodesignandimplementthecampaignforitsLingkaran BiruKBprogram,whichwasamostsuccessfulsocialdevelopmentprogramandreceivedan award from the United Nations. Similarly, Fortune was entrusted by (the then) Colonel Prabowo todesignandpublishabookentitled ‘Service recordsKujang328’.Thebookwaspublishedtocelebratethe328thanniversaryoftheKujangBattalion.

Fortune, together with its people, had become a versatile company that held the mindset that nothing was impossible. Except of course things that happened which were beyond its ability such as the economic and monetary crisis that hit the country in the year 1997 / 1998. The next story is how Fortune survived amid this terrible crisis.

Summary



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The Crisis Period

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Indonesian crisis

Part 1

After three decades of rapid and continuous economic growth, from mid 1977 until late 1998, Indonesia's economy stopped growing. The crisis began with the collapse of the Thai Baht currency which then spread to other countries in East Asia, including Indonesia, the Philippines and the Republic ofKorea.TheRupiahexchangeratefellsharplyby500%inmid-1998,whilemany companies, especially large companies which depended on imported goods and components as well as overseas credit, stopped production. As a result, Indonesia's economic growth that year fell to minus 13%. Gross Domestic Product per Capita which in 1996 reached US$ 1,200 fell to only US$ 300 in early 1998. Similarly, government spending declined sharply resulting in a number of government agencies having to drastically reduce their project budgets.

The economic and monetary crisis, which was called ‘Krismon ‘ (monetary crisis), alsohad anegative impact onthe advertising industry. Companies producing consumer products such as food and beverage, electronics and motor vehicles had difficulty in production since most of the raw materials or components were imported from abroad. Only 22ofthe286companieslistedontheJakartaStockExchange

were considered healthy. The price of basic commodities soared, resulting in the number of people living below the poverty line increasing from 13.7% to 24.2%, and consumer spending fell. Many manufacturers of consumer products stopped advertising and advertising spending between 1997 and 1998 decreased by 26.2%.

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Part 2

Surviving the crisis

The reduction in advertising spending would have a negative impact on the advertising industry. As a consequence of declining advertising spending, the number of advertisers reduced with many stopping promotions altogether. Many advertising companies closed with the decline in the number of clients and reduced incomes. Some were forced to lay off employees on a large scale or impose alternate work methods (day on, day off) for the sake of efficiency. They also lost a number of their clients.

Fortune also felt the impact of the monetary crisis. During the crisis Fortune also lost clients and others stopped advertising. For an advertising company, it was like a death knell, and steps had to be taken to save the company. "Fortune performed a number of austerity measures to reduce operational costs", said Mulyadi Sulaeman, Fortune’s Director of Finance and Administration, "and was even forced to lay off nearly half of its staff".

But unlike other agencies, Fortune had one advantage that was very helpful during the crisis. "What happened in Fortune was the opposite of other agencies," said Lusiana Tanahjaja, Group Brand Manager at the time, "because Fortune had advantages and was trusted to address social marketing projects." The same was said by Ainur Rovic who specialized in social marketing, "Fortune neither lost nor added clients for social marketing campaigns during the crisis," he said. "Most of the big clients I worked with were from the government," he said further. And indeed, during the crisis, the Government implemented rescue efforts to reduce the impact of the crisis on the poor, and recovery efforts through a number of programs to revive the nation from misery.

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Fortune neither lost nor added clients for social marketing campaigns during the crisis



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Part 3

Helping to save the Nation

The financial crisis had a negative impact on businesses, including banking, as well as in public life due to the high cost of living. The poor in particular were not only finding it increasingly difficult to buy groceries and provide nutritious food to their children but also they were unable to educate their children. Fortune was entrusted to help design and implement programs to address the impact of the monetary crisis and to revive the nation through a number of social marketing campaigns.

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When the monetary crisis broke out in Indonesia, one of the worst affected business areas was banking. Many banks experienced liquidity difficulties and Bank Indonesia had to liquidate 16 banks because they did not meet ‘healthy’ status. They feared this move could result in a rush to these and other banks in Indonesia so that the banking system could collapse.

Fortune was asked by Bank Indonesia to develop a communication program to help address that possibility. "Bank Indonesia’s requirement was how to restore confidence in the Indonesian banking system," said Miranty Abidin, the Director of Fortune PR that handled the program. Firstly, Fortune PR researched the number of projects that would be impacted and then the number of bank customers who had problems and those who did not have problems.

A campaign was launched through mass media announcements, press conferences and so on that informed and explained the government’s decision to close the 16 banks with the support of endorsers, such as economists, Perbanas, the Bankers' Club, and others. "Fortune PR conducted seminar events as well as published media articles written by experts that illustrated that Indonesia needed to be healthy but banks had to be closed," said Miranty. The Government also asked the banks to pay their customers and anyone remaining unpaid could seek assistance from the government.

The financial crisis was causing major problems for the Indonesian economy and fears of a panic in society could not be lessened.

Bank Indonesia

Bank Indonesia’s requirement was how to restore confidence in the Indonesian banking system



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In early 1998, the impact of the economic and monetary crisis had touched the lives of everyday people. The poor found it difficult to send their children to school. Departemen PendidikandanKebudayaan (Department of Education and Culture) estimated that up to 7.5 million children of school age were feared to be unable to continue their education and dropout or would not even start elementary school in the 1998-1999 school years. The Coordinating Minister for People's Welfare, Prof. Dr. Haryono Suyono, called three advertising companies, namely Fortune Indonesia, Hotline and Matari to help solve this education problem through social marketing campaigns. Fortune was asked to lead the corporate advertising team to develop communication strategies and creative concepts. It was also agreed that Hotline would handle the public service advertising, while Fortune addressed the issue of support and face to face communications, public relations, partnership building and community mobilization. Funding was provided by the United Nations Children’s Fund (UNICEF).

Fortune as the team leader was assigned to develop creative strategies and concepts. The team was led by Indra Abidin. “Fortune developed a strategy that placed the child as the principal with the logo ‘Aku Anak Sekolah’ (I’m a schoolchild)

Aku Anak Sekolahand the slogan ‘Ayo ke Sekolah’ (Let’s go to school),” Ainur Rovic, Fortune Account Director said, "the stress was that every child of compulsory school age should be sent to school by their parents and parents must be willing to make sacrifices for the future of their children." Based on this concept, Hotline produced a series of public service adverts featuring the TV soap opera ‘Si Doel Anak Sekolahan’ (Si Doel’s school children) which were very popular with the audience.

Fortune helped support President BJ Habibie (who hadreplaced President Suharto that year) and a number of nationalfigures,suchasKHAbdurrachmanWahid,MegawatiSoekarnoputri and celebrities such as famous artists Titiek Puspa and Sherina and certainly Rano Karno, the star of‘Si Doel’. Partnerships were built with Persatuan Guru Republik Indonesia (Teachers Association of the Republic of Indonesia) (PGRI) whereby all teachers down to the village level supported the ‘Aku Anak Sekolah’ program. "Fortune developed an ‘Aku Anak Sekolah’ program information packet containing manuals, leaflets, posters, audio-cassettes, and other supporting communication materials distributed by PGRI throughout its ranks," said Rovic. Fortune was also assisting the Ministry of Education and Culture in empowering School Committees at the provincial, municipal and district

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levels down to the school level in organizing a series of seminars and workshops where Fortune helped provide the required information packages.

Through these School Committees, supported by PGRI, all schools throughout Indonesia were included and empowered to succeed in this ‘Aku Anak Sekolah’ program. In the meantime, to mobilize the community, Fortune helped forge partnerships with the implementation team from Pembinaan Kesejahteraan Keluarga (Family Welfare Development) (PKK) and a number of religious NGOs andother civic organizations.

Thanks to the hard work of the. Department of Education and Culture, who supported the ‘Aku Anak Sekolah’ campaign, the number of drop outs and children not entering school was successfully reduced from the initial estimate of 7.5 million to 2.5 million. This was a remarkable achievement in the midst of a very powerful crisis, so much so that it received an award from the World Bank. Extraordinary.



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Ahead of the crisis, the Government had launched the Prosperous Family Savings Program (Takesra) and the Prosperous Family Business Credit (Kukesra) which aimed to grow and develop the spirit and the ability of families, particularly those less able, into entrepreneurship through productive economic family groups known as Prokesra . In the face of the economic crisis, the Takesra Program was upgraded to the family economic security stage.

Fortunewas askedby BKKBN toprepare ainformation, education and communication program (IEC), to promote the idea of saving money to people already in the family planning program. The IEC programs included the development of ATL and BTL materials and outreach materials for field workers and family planning cadres. "The message anyway," said Ainur Rovic, the Fortune Account Director who handled social marketing campaigns at that time, "was that accumulated savings could be used for business development groups and also for the benefit of school children." Fortune helped socialize Kukesra relating to procedures for obtaining loans from banks. "The message," Rovic said, "let us raise the family economy through joint business groups".

Takesra dan

Kukesra

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Supplementary

Feeding For School

Children Street ChildrenThe economic and monetary crisis had a major impact on people's purchasing power which affected the nutrition of children, whether infants, toddlers or school children. According to the World Bank, one third of children in developing countries, including Indonesia, had calorie energy protein deficiency or low nutrition. During the crisis, the Government introduced Pemberian Makanan Tambahan untuk Anak Sekolah (Supplementary Feeding program for school children) (PMT-AS), to improve the attention and learning abilities of school children, to improve the nutrition and health of students and to increase parents’ awareness to pay more attention to the education, health and nutrition of their children. The program intended to utilize local products and increase incomes.

Fortune was commissioned by the Ministry of Education and Culture to help socialize the PMT-AS program. "The assignment included educating the heads of the Department of Education and school teachers to pay attention to the nutrition and hygiene of children," said Ainur Rovic, "and through this program improve the local economy because the PMT-AS utilized local materials." For this, Fortune developed supporting communications materials, such as PMT-AS program guides, posters and leaflets.

A worsening social phenomenon was street children who were a direct result of the crisis in many areas in 1997/1998. The results of a social survey mapping street children, carried out by the Atma Jaya Catholic University of Jakarta in 12major cities in 1999, showed that out of nearly 40,000 street children, 48% were children who had newly arrived on the streets since 1998, or after the monetary crisis. The survey further showed that the majority of children were working on the streets because it helped the elderly and supplemented their school fees. One of the preventative efforts undertaken by both the Government and NGOs was to mainstream them back into society through the provision of education both in schools and in shelters provided.

Fortune helped Departemen Sosial (Department of Social Services)inimplementingtheprogram‘PeduliAnakJalanan’(Care for Street Children) to raise awareness amongst people to pay attention to street children. "Fortune involved Christine Hakim, the film actress, who was famous for her role as Tjut Nyak Dien in the national film of the same name, acting as spokeswoman for the street children," said Ainur Rovic. Christine Hakim appeared on various TV and radio talk shows to champion street children's interests.



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Part 4

During the crisis, Fortune together with InstitutTeknologiKomunikasiPemasaran(TechnologicalInstituteofMarketingCommunications)(ITKP)tookthe initiative to combine a number of campaigns under one major umbrella theme, designed to help people bounce back, The initiative was based on the notion that before 1997, most social marketing programs took place independently without any common thread binding them together due to the fact that there was no overall major umbrella theme. Therefore, the image perception for the campaigns was out of sync and the accumulative effect of cultivating each image / brand or brand building campaign was weak. Major umbrella themes were expected to act as a unifier with a social marketing program building the accumulated impact of the government's images, opinions and perceptions, including the behavioral and attitudinal message views. These major umbrella themes had a common thread between all programs and created integrated messages and impressions. The major umbrella theme was given the name ‘Indonesia Rises’.

Indonesia Rises!

"We took this idea to Prof. DR. Haryono Suyono (Coordinating Minister for People's Welfare of the time)," said Indra Abidin, Fortune Indonesia’s President Director," and he seemed to have similar thoughts and allowed us to develop it." With the theme ‘Indonesia Rises’, all campaign material used the default theme, with the emphasis on building morale and confidence in the nation’s strength itself. ‘Indonesia Rises’ united various government programs and international

agencies, including, among others, Family Welfare (Prokesra) fromBKKBN,SocialSolidarityfromDepartemenSosial,FamilyHealth Nutrition from Departemen Kesehatan and GaramYodium from UNICEF. Fortune itself also took the initiative to campaign under the theme ‘Indonesia Rises’ to promote domestic products which were named Prodina or Indonesian Products.

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The promotion of Indonesian products had long been handled by the Government, and in 1985 an Indonesian Products Exhibition was held in Jakarta. But the purposewas more to boost exports and capital investment. As part of its economic recovery, post-monetary crisis, and under the theme of ‘Indonesia Rises’, Fortune initiated and implemented a campaign to increase the use of domestic products and reduce state expenditure on imported goods as well as strengthen the domestic industry in Indonesia.

Until the crisis, Indonesian consumers prefered to use foreign-made products because they were considered better quality than domestic products. But consumers did not know that there were many products used throughout the world that were made in Indonesia. Fortune developed the Prodina campaign or Indonesian Products with the message ‘Kupilih Karya Bangsaku’ (Choose Your Nation’s Creations). One of the most popular adverts developed by Fortune were adverts for the footballs used by FIFA for the World Cup soccer championship, which highlighted the fact that the footballs were made in Indonesia, something most Indonesian people did not know. The football adverts and other material developed by Fortune helped build an appreciation of products made in Indonesia.

Prodina

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The economic and monetary crisis known as Krismon that hit Indonesia in the years 1997/1998 was a major blow to Indonesia’s economy. The rupiah fell sharply by 500% and of the 286 companies listedontheJakartastockmarket,only22companieswereconsideredhealthy.Manyconsumerproduct manufacturers stopped advertising and advertising spending between 1997 and 1998 decreased by 26.2%.

Reduced advertising spending had a negative impact on the advertising industry. A number of advertising companies saw their revenue drop dramatically, forcing the layoff of employees on a large scale. Likewise, in Fortune, where most of its clients stopped advertising. To save the company, Fortune implemented a number of austerity measures to reduce operational costs, and was also forced to lay off more than half of its staff.

However, the monetary crisis was also a blessing for Fortune, because the government was launching multiple programs to help reduce the impact of the crisis on the poor and heal the economy. Fortune was already known for its social marketing skills and was asked by the government and international agencies to conduct social marketing campaigns to help reduce the high number of children not entering or dropping out from school, introduce the supplementary feeding for school children’s program, promote savings and handle the problem of street children.

And in the midst of the monetary crisis, Fortune took the initiative to syncronize all the various campaigns, to help people bounce back, under one major umbrella theme called ‘Indonesia Rises’, acting as a unifying social marketing program building the accumulated impact of the government's images, opinions and perceptions, including the behavioral and attitudinal message views. This major umbrella theme had a common thread between all programs and created integrated messages and impressions. Included in the major theme ‘Indonesia Rises’, Fortune also initiated the Prodina campaign to encourage people to use products made in Indonesia.

Fortune survived the crisis well and entered the new millennium with a renewed vigor and determination to win. Hajar!!

Summary



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New Millennium,

New Spirit

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Starting to recover from

the crisis

Part 1

Entering the new millennium, Indonesia was just starting to recover, but was not completely detached, from the economic and monetary crisis. Remediation measures had shown results. Under the leadership of President B.J.Habibie,whohadreplacedPresidentSuhartowhenhesteppeddownin May 1998, the rupiah exchange rate had reached Rp 16,000 per US$ 1 but had gradually improved to Rp 8,250 per US$ 1. The real sector had still not recovered and the country's economy, still dependent on consumer spending, was beginning to recover.

This was accompanied by a recovery in advertising spending which had declined sharply between 1997 and 1998 but had started to rise again starting in 1999. Advertising spending for 1999 was up 40% over the previous year and rose another 20% in 2000, and 27% in 2001. Advertising spending before the monetary crisis was under Rp 500 billion but was already above Rp 25 trillion in 2005.

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Advertising spending before the monetary crisis was

under Rp 500 billion but was already above Rp 25

trillion in 2005.



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"The basic rationale was how the company could survive another hundred years," said Mulyadi Sulaeman. "The majority of private companies without their founders were likely to close", he said. In early 1998, amid the wake of the monetary crisis, Fortune’s request for venture capital was approved and it was the only company approved. Venture capital funds were used, among others, to repay debts from the monetary crisis. "That venture fund rescued Fortune in that time of crisis," said Mulyadi Sulaeman.

In January 2002, Fortune Indonesia officially became apublic company named PT Fortune Indonesia Tbk., the only advertising company listed on the Jakarta Stock Exchangeuntil now. The benefits and consequences of being a public company were certainly widespread. The company from now on had to be responsible to its shareholders and truly be open. "All the corporate data could be evaluated," said

Going Public

Part 2

Fortune had come through the financial crisis pretty well and in 2001 had recorded a considerable rise in operating profit. In the midst of the post-monetary crisis Fortune, who in early 2001 had moved office to Graha Pratama,Jl.MTHaryono,prepareditselftobecomeapubliccompany.Theintention of becoming a public company had been around since 1996 when Fortune requested venture capital from BNI Nomura, a corporate finance joint Indonesia-Japancompany.Venturecapitalwouldprovidetheinitialcapitaltobecome a public company, and it would be repaid from the sale of the shares.

Nurfurqan, Corporate Legal Manager who joined Fortune in early 2002. "But with that openness," he said further, "Fortune had to be trusted and accountable." The consequences of being a public company are described in detail by Indra Abidin as follows:

"Being a public company brought about a number of mechanisms that were internationally accepted standards. As a public company, Fortune automatically was in the international company category. As a public company, Fortune had to became a credible / bona fide company because automatically it had to follow strict international regulations including Good Corporate Governance, Transparency, Accountability and Professionalism. As a public company, Fortune could explore public resources more quickly on a larger scale, including cheap funds, competent professional experts, strategic partners, international and

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global networks. As an international company, Fortune further believed that the leadership and governance of the founders should be relayed to the young experts who could guarantee the development of a select advertising business institution of world-caliber in a continuous and sustainable manner not only in the country and but also abroad."

And that all required change and reinforcement in thinking and work ethics. Change or become extinct.

PT Fortune Indonesia Tbk.



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Part 3

Change or Become Extinct

Those years were challenging times for the world advertising industry, including Fortune. The crisis that started in mid-1997 had not fully ended and the new economic growth was slowly creeping up into positive territory. Although overall advertising spending had risen, advertisers were still cautious. In 2000, the new Campina and Lotte were won by Fortune. "At that time, Fortune did not have any flagship clients," said Alfonso Rahardjo who joined Fortune in late 2001 as Managing Director. "Only in 2002, obtaining Djarum as a client for their corporate campaign", he said further. Also in the early 2000’s, Fortune broke up with DDB Needham, who had been an international partner since 1991. "Most of the large clients were taken by DDB", said Mulyadi Sulaeman,

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With Fortune going public in the midst of the challenges faced at that time, Indra Abidin as the leader of Fortune created a slogan ‘Change Or Become Extinct!’ "Changing from a private company into a public company required a comprehensive change in Fortune," said Indra Abidin at that time. "The company needed to manage the change, improve the infrastructure, rejuvenate the human resources," he said further. The background into how this slogan came about was covered in the E-Book ‘Change or Become Extinct’ which covered Fortune’s first 35 years. Since the beginning, Fortune’s leaders wanted the company to grow and live for a hundred years as a leading world scale communications services company. In an evaluation, performed at the beginning of the millennium, it was concluded that new attitudes were necessary to prepare Fortune as it entered a new era, new responsibilities for a closed limited company becoming a public company that had to be more open

and accountable to the public. And that Fortune’s people needed to change during this era of growth to achieve the set goals and objectives. "If nothing changed," said Indra, "the consequences would make us lag behind and Fortune would become extinct." Obviously it didn’t happen.

The slogan ‘Change or Become Extinct’ was created to coincide with a new chapter in Fortune’s history, which had become the first advertising company to go public, thus enabling the company to grow and at the same time to bring forward new challenges that needed changes in people and the company overall. And that was the people’s struggle.

The slogan ‘Change or Become Extinct’ was created to coincide with a new chapter in Fortune’s

history, which had become the first advertising company to go public



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Part 4

Reaching new momentum

But during these difficult times, Fortune survived and even exploited the opportunities that arose, post-monetary crisis, when the country's economy began its recovery with a return in consumer and advertising spending. Fortune in the early years of the new millennium gained momentum to help build the nation while continuing to build its own business.

2002 saw the 100th anniversary of the birth of Mohammad Hatta or Bung Hatta. The nation’s leader, who died in 1980, was a loyal companion of Bung Karno and together theywere known as ‘Dwi-Tunggal’ (Together as one). In the 2002 bookentitled,’BungHatta,BapakKedaulatanRakyat’,SriEdi-Swasono, the husband of Bung Hatta's first daughter, Meutia Hatta, brought together writings from 60 current and former national leaders about Bung Hatta. Among the authors were Ruslan Abdulgani, Mubiyarto, Emil Salim, Ali Sadikin, Taufik Abdullah, Adi Sasono, Jakob Oetama and Sri Edi-Swasonohimself. "In this book Bung Hatta was expressed as being the ‘Father of the People’s Economy’, ‘Father of the Sovereignty of the People’, ‘Father of the Nation’, ‘Mr. Democracy’, ‘Mr. Rights’, ‘Father of the Founding Fathers’, and so on," said the editor, Sri Edi-Swasono, in the introduction. Bung Hatta was also be remembered in history as the ‘Father of Cooperatives’.

By whatever name people gave Bung Hatta, all agreed that Bung Hatta portrayed loyalty and honesty. According to Ali

Satu Abad Bung HattaSadikin, after retirement and unable to pay his utility bills for piped water, electricity, gas and Ireda, he was assisted with thepaymentsbyJakarta’sRegionalGovernment.BungHattawas also famous for discipline and timeliness when attending events and he also appreciated the opinions of others. While running economic policies, Bung Hatta also had the people’s interests in mind. An icon in the history of the nation.

Adi Sasono, former Minister of Cooperatives and SMEs as Chairman of the Organizing Committee for Satu Abad Bung Hatta (A Century of Bung Hatta) (SABH), asked Fortune to develop and implement a memorial program for Satu Abad Bung Hatta. Fortune welcomed the opportunity - even though there were no funds available to pay for it. In developing the SABH program, the Fortune team, under the direct leadership of Indra Abidin, studied the personal characteristics of Bung Hatta to be highlighted in the

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HAJAR!!Kisah perjuangan anak bangsa

40 TAHUN FORTUNE INDONESIA

program. "From this review, Fortune team positioned Bung Hatta’s personal traits as being polite and courteous, honest and disciplined and thinking economically," said Daradjat Natanagara, then head of the Advocacy Partnership Building and Social Marketing Division, or APSOM. Thus was born the slogan, ‘Courteous, Honest, Efficient’ as the personification of Bung Hatta.

Satu Abad Bung Hatta programs were developed and implemented by Fortune aiming to portray Bung Hatta as an example for state officials and the public in leading the nation. Therefore, the program agendas were very diverse; there were public service adverts, TV fillers, media communications support for seminars and talk shows as well as the issuance and sale of SABH gold coins by commemorative coin company Goldquest – altogether there were 22 kinds of programs. The last was perceived not only as a way to preserve SABH, but was also a way to raise funds.

In the media one of the Fortune team’s most interesting creations was a 60 second filler featuring a number of leaders, including Susilo Bambang Yudhoyono, Megawati Soekarnoputri , Abdurrachman Wahid, Emil Salim, Magnus Suseno, Susi Susanti, Titiek Puspa and Bung Hatta’s own family singing one-by-one the song ‘Indonesia Pusaka’ (Indonesia’s Heritage). "This filler was similar in concept to MichalJackson’s‘HealtheWorld’song,"saidArisBoediharjowhowas Deputy Director of APSOM. After talking to JayaSuprana,Director of JamuCap Jagowho liked to play thepiano and the family of Bung Hatta, it was discovered that Bung Hatta most loved song was Indonesia Pusaka. So with the support of partners, especially the Jatayu productionhouse that provided funding, manpower and time, as well as support from political and religious leaders as well as

participating artists, the filler was created and broadcast on television stations. If he was still here, Bung Hatta would have been delighted.

Also carrying the same weight were seminars and talk shows. Fortune held about 15 seminars (from a total of around 50 which were held throughout Indonesia) covering a wide range of topics and speakers. For TV and radio talk shows, Fortune provided the material for television and radio stations but only administered television. "If we analyzed in depth what was conveyed both by speakers and participants, it was the hope of a decent, honest and efficient political movement," said Adiwidjaja Astrianto, APSOM Division Account Executive at the time.

The peak Satu Abad Bung Hatta event was held in the grounds of the National Library Building in Jalan Gajah Mada. Theevent was attended by President Megawati Soekarnoputri and the Gotong Royong Cabinet Ministers, political leaders,

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the local community and many other guests from various circles. The highlights were a speech by President Megawati and dazzling performances which including piano and songs byJayaSupranaandTitiekPuspa.Agreattributetoanationalcharacter that history will not forget.

Fortune managed to implement almost all of the agenda to commemorate Satu Abad Bung Hatta. Due to the lack of funds, as warned by SABH organizers, Fortune had to seek support from partners such as state-owned and private companies. Fortune managed to gain the support of many parties, but the support, in conjunction with the sale of SABH coins, was not enough to cover the entire cost, and Fortune lost hundreds of millions of rupiah. But for Fortune the commemoration of a century of a national figure that had brought the nation to independence was not about profit. It was a necessity.

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Every year since the Dutch era Jakarta had celebrated itsbirthdayon22ndJunewithExhibitionsorFairsheld in theGambir district which were known as ‘Gambir Night Markets’. ThefirstJakartaFairwasheldbytheRegionalGovernmentofDKIJakartain1968attheNationalMonumentwiththenameDjakarta Fair (old spelling) and was managed by the Yayasan PekanRayaJakarta(JakartaFairFoundation)(PRJ).TheJakartaFair developed over the years, growing with an increase in visitors and participants, and became a modern exhibition. In 1992,theJakartaFairmovedtotheKemayorandistrict.

Jakarta FairInearly2003,FortunewasinvitedbytheJakartaInternationalTrade Fair (JITF), who had taken overmanagement of theJakartaFairfromPRJ,todevelopacommunicationsprogramfortheJakartaFairthatyear.JITFhadreceivedharshcriticismfrom Parliament for failing to hold a Jakarta Fair in 2001including amember of Komisi B DPRDDKI saying, "it wasmore into folk entertainment instead of an international exhibition"(TempoInteractive,12thJuly,2001).

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In developing the communications program, Fortune had toworkhardbecause the JITF teamwas ledbyRalphScheunemann, a German born in Surabaya, who had became theDirectorofOperationsJakartaFair2003andhewasnoteasilyconvincedanddidnotwanttorepeatthepreviousJITFfailure."WewerebackandforthtoJITFalmosteveryday,"saidRinaPriyatna,theAccountExecutiveassignedtotheJakartaFair, "and often come home late and left early morning for a meetinginJITF."Andindeed,JITFsetambitioustargetsforJF2003, including increasing participants from 600 to 900 and visitors from 1.5 million in 2002 to between 2.2 million to 2.5 million.

In an effort to achieve these targets, Fortune suggested positioningJF2003astheeventwheretherewas‘Everythingfor Everybody’. The concept was approved by Ralph Scheunemann and Fortune developed a communications program with that slogan. But, nearing D-day the Director of JITF, Edward Surjadjaja, requested that the sloganbe inthe Betawi Indonesian language and created a new slogan reading: ‘Dari Kite, Untuk Kite, Oleh Kite’. The slogan was

eventuallyusedwith the tagline “JakartaFair forAllofUs”.However, at the official opening ceremony of JF 2003,something interesting happened. "Jakarta’s Governor,Sutiyoso used ‘Everything for Everybody’ in his speech about theJakartaFair’stheme,"saidDaradjatNatanagara,whowasleading the Fortune team. "Edward was still uncomfortable with Fortune’s concept and once said, ‘I'm not convinced’ when Fortune presented the final communication program forJF2003",saidDaradjatfurther.

Nevertheless, in reality, the communication program with its focus on media and outdoor advertising attracted interest from visitors and participants. The number of visitors reached more than 2 million and the number of participants reached morethan700.Andforthefirsttime,theJakartaFairmadeabig profit and truly become an international trade exhibition.

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The 2004 General and Presidential elections may be said to be the culmination of the reform movement that began when President Suharto stepped down in 1998. Different from the 1999 election, the 2004 election brought with it a new paradigm with the electorate directly voting for their representatives (and not the party of the participants as in previous elections), and also for the President through a Presidential election. The 2004 Presidential election saw Fortune enter into the field of political marketing.

Fortune in early 2003 had been approached, through Miranty Abidin,DirectorofFortunePR,byKomisiPemilihanUmum(Electoral Commission) (KPU). Valina Singka Subekti, a KPUmember overseeing the socialization of the elections said about the new electoral system. "We had to be able to

2004 Electionsreach all voters with information about the new election procedures", that's what was conveyed to Miranty Abidin and Daradjat Natanagara, who were put in charge of handling the 2004 elections by Indra Abidin. Fortune already had extensive experience in social marketing with the ability to develop and implement integrated communications programs to answer any challenge.

In mid 2003, the UN Development Program, UNDP, which became a major funder for the elections’ socialization program put out a tender for a ‘Voter and Electoral Information Program’, consisting of three subprograms, namely Voter and Electoral Information Campaign, Media Center and Media Monitoring. Thirty-six advertising companies, including multi-national companies, took part in the tender. "Fortune

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had an advantage over the others because I used to work in UNICEF and knew exactly what information was desired in the technical proposal and also the UN style of language to be used," said Daradjat who led the Fortune team with Ainur Rovic and Ati Mochtar, both Account Directors in the APSOM division. And it turned out, Fortune managed to come out as winners for the three sub-programs. "Because it did not feel comfortable that it all fell into the hands of one agency,KPUrequestedthattheMediaCenterbesubmittedto Bamboedoea, an agency that was experienced in dealing with media centers," said Daradjat further.

The work given to Fortune was divided into three parts: Commission image-building, new election system and voter registration; which would take place in the final quarter of 2003; Election Day itself (April 5) about the election process andprocedures,howtochoose,JanuarytoMarch;TheperiodleadinguptothePresidentialelectionday(round1:July5th,round 2: September 20th), voter registration and know-how to choose for the first round and advice on using their voting rights in the second round.

In developing KPU’s integrated communications program,Fortune realized that socialization of the elections needed to be thorough, both at national and regional levels to reach the villages if you wanted to reach about 140 million voters across the country. Also the messages had to be clear and easy to remember. So the main message and tagline developed was ‘Milih Langsung’ (Directly Choose). "The message was the conceptual essence of the 2004 election and discriminated the election from previous elections," said Aris Boediharjo, who had suggested the tagline.

For the image-building and voter registration, Fortune emphasized action through public service announcements using famous TV artists (Gogon and Nunung). While for the election D-day, Fortune not only developed a range of public service announcements and media support, but also a information packet for the regional commissions and the region heads to help them conduct the election information campaign in their respective regions.

The successful effort to invite the participation of the regional commissions and the region heads to socialize the General Election was witnessed by Kendra Collins, UNDP ProjectOfficer, who recalled: "I had just returned from West Timor and was amazed to see posters and billboards on the General Election which used the design information provided in the package," he said happily. The election campaign’s success was clearly shown in a survey conducted by UNDP and IFES (International Foundation for Elections Systems) which showed that 90% of voters use their voting rights. Similar results were also obtained in the Presidential election.

Fortune did not stop with activities funded by UNDP and the KPU, but on Indra Abidin’s initiative carried out a peacefulelection campaign with the creation of an advertisement that was published free of charge by the newspapers, including Kompas. Fortune was also working with Kompasand organized for the first time a cartoon competition and an election caricature contest which managed to attract many participants and the public's attention.

Fortune successful design and implementation of the information campaigns for the General and Presidential elections were recognized in an evaluation in the

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‘Consolidating Democracy: Report of the UNDP Technical Assistance Programme for the 2004 General Elections’, published in 2005. In the report, it said:

"The professionalism of Fortune Indonesia together with their flexibility in meeting the changing priorities of the election environment proved to be invaluable."

Jobwelldone!

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Part 5

Rising with new

clients

The new millennium also saw Fortune bounce back by winning a number of large commercial clients necessitating the recruitment of new qualified staff, thus raising Fortune’s prestige as a top agency.

CampinaIce cream (the liquid or ice variety with ice-topping) was not an authentic Indonesian dish but had a long history. We do not know who first introduced ice cream to Indonesia but the first ice cream restaurant was the Ragusa Ice Cream Parlor,whichwas founded75 years ago in JalanVeteran I,Jakarta.IcecreamwasalsoonsaleinYogyakartaaround73years ago, with the name EsKrim Tip Top. Both of these still exist today. Since it had already entered Indonesian cuisine, multi-national ice cream companies dived into the ice cream business in Indonesia.

In mid-2000, Fortune was appointed by Campina to help promote their ice cream products. In the ice cream industry in Indonesia, the market leader at that time (until now) was Walls. "Campina was the second player in the ice cream industry," said Dwi Bustomi, who joined Fortune in 2000 as Senior Account Director. "They did not expect to become the market leader," Dwi said further, "and wanted to settle for a strong second player".

To that end, Fortune developed and implemented various activities including, among others, the Campina Kids Club,a quarterly bulletin for primary school age children and a football tournament Liga Campina <12 in several Indonesian cities. Fortune also created a number of TV adverts using a jingle previously used by Campina, the ‘Add Something Nice to Your Life’ jingle was used as a creative idea for the TV advert. "The advert described how family togetherness could be made sweeter with the presence of Campina," said JackiePriyambodo,CreativeDirector inchargeofCampina.Although in its market share, Campina was still far behind Walls, the level of awareness rose. Thanks to the campaign waged by Fortune.

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JiwasrayaPTAsuransiJiwasraya was the oldest insurance company in Indonesia, established in 1859 as a Dutch-owned insurance company, with the name Nederlansche Levenverrente Maatsekering Indische Maatschappij en Lijverente. Along the way, the company experienced mergers and nationalization in 1973, becoming a state-owned company. In 2003, Jiwasraya’s new leadership was marked with a new logo. The new spirit was also manifested in its 3-P motto, namely ‘Product, Process and People’.

"The new Jiwasraya leadership at that time," said Aris Boediharjo, Chief Operations Officer, "wanted to build their corporate image as a professional company." Fortune won the contract to carry out campaigns for brand building and marketing their products. "For that, we focused on ATL activities, namely advertising on TV, radio and in print". In the midst of the proliferation of multinational insurance companies, Jiwasraya was an underappreciated government enterprise. After a Fortune-run campaign, that perception was changed and Jiwasraya became known as a modern and professional insurance company, no less so than multi-national companies. Apple to apple.



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Bank MuamalatEntering the new millennium, there was a desire among Indonesian Muslim leaders for Islamic banks, because interest rates given by conventional banks were considered unlawful. To this end, Majelis Ulama Indonesia (Indonesian Ulema Council) and the Government of Indonesia with the support of Ikatan Cendekiawan Muslim Indonesia (Association of Indonesian Muslim Intellectuals) (ICMI) initiated the reestablishment of Bank Mualamat in 2001. Bank Muamalat, which began operating in mid-2002, received rave reviews from the public, both Muslim and non-Muslims, and rapidly evolved. In fact in 1994 it had been a foreign exchange bank, and held a strong position as the first and leading Islamic bank in Indonesia. However, the economic and monetary crisis in 1997/98 hit Indonesia and the impact was very bad for national banks. Bank Muamalat itself had a high payout ratio and lost up to Rp 105 billion. But because of its appeal, the Islamic Development Bank (IDB) was attracted as a shareholder, and Bank Muamalat rose from adversity and entered the new millennium able to grow back.

In 2002, to spur growth again, Bank Muamalat appointed Fortune to help develop a communications program to promote the bank as the first purely Islamic bank. Fortune initiated a communication program for Bank Muamalat with the emphasis on brand development. To that end, a new logo was developed by using the Arabic letter for ‘ain’ under Shar an Islamic expression which read like shar-E (which in English means to divide, in accordance with the concept for the Sharia). "The team and I worked until 4 am to finally produce that logo concept," said Adiwidjaja Astrianto, Account Manager at that time. With this new logo, Fortune developed a variety of media materials, including TV advertisements and media support in the form of signboards, posters and leaflets.

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Djarum The cigarette industry in Indonesia, especially kretek cigarettes, was facing very complex business challenges, both domestically and internationally. WHO continued to conduct anti-smoking campaigns building up anti-smoking opinion around the world and this had a negative impact on the tobacco industry. Likewise, pressure was being experienced in the country with provisions limiting the tar and nicotine content per cigarette and time restrictions for broadcasting cigarette advertising in the electronic media. Cigarette taxes in 2002 reached Rp 22.3 trillion, and were the second largest source of revenue to the state budget. The tobacco companies felt the need to improve their image and reduce the impact of these measures. Among the most vigorous was PT Djarum, the third largest cigarette producer in Indonesia, after Gudang Garam and Bentoel.

In early 2000, Fortune was asked by PT Djarum Indonesia to conduct marketing PR, which included activities such as organizing press conferences and creating print advertisements to coincide with National Day. "They also asked Fortune to promote their social service programs in the fields of sport and education, under the ‘Spirit of Progress’ theme," said Dwi Bustomi, who served as Senior Account Manager at that time. Then in 2004, Djarum asked Fortune Indonesia to assist with its corporate communications to enhance the image of cigarette companies. Fortune developed a program that included TV advertisements and PR activities. "The TV advertisements developed by Fortune contained key forgiveness messages broadcast during Ramadan and Eid al-Fitr," said Dwi. The advertisement dubbed ‘Iklan Kurma’ told the story of the date fruit, and was among their best corporate communications advertisements. Fortune made similar advertisements for Djarum in subsequent years.

T h e p u b l i c relations services w e r e

conducted by Fortune PR, who provided consultations and recommendations based on media monitoring analysis conducted by Fortune daily. "Based on the media monitoring analysis, we proposed a number of corporate communication activities," said Indira Abidin, PR Officer at Fortune PR, "and supported Djarum’s publicity marketing activities," she said further. Fortune PR was also developing a crisis and non-crisis communications manual which was used later for training throughout the Djarum offices in a number of cities. "From this training, all Djarum staff understood what their role was as part of Djarum’s corporate communication ", said Indira further.

Djarum has been a Fortune client since then and it reinforced the image of Fortune as a company with excellence in corporate communications and public relations. This was demonstrated by Fortune PR later winning two advertising magazine awards.

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CarrefourWhen Indonesia experienced the economic and monetary crisis in 1997/98, one of the policies undertaken by the Government, under pressure from the International Monetary Fund (IMF), was to open up the Indonesia market to multi-national businesses, including the retail market. In 1998, Carrefour, the world's second largest hypermart after Wal-Mart, opened up in Indonesia, followed by other hypermarts like Giant. At the same time, there was a rapid growth of factory outlets and discount stores offering prices 15-30% cheaper than retail outlets. This created very tight competition among the various forms of retail outlets.

At the end of 2004, Fortune gained Carrefour as a client, their first time with a hypermart client. "Fortune was successful because it offered communication strategies that supported Carrefour’s marketing plan, delivered innovative retail marketing ideas and proposed an activation campaign plan based on consumer experience," said David Honadi who had been newly appointed as an Account Director after previously being an e-Services manager. Carrefour, like all hypermart firms wanting to beat the competition, attached importance to efficiency and speed in exploiting the opportunities that existed. "To deliver, in line with Carrefour’s expectations, Fortune formed a special team that dealt solely with Carrefour Indonesia 24 hours a day, 7 days a week," said David. The special team was led by David Honadi and started with a combination of creative and account management people, so that all of Carrefour Indonesia’s needs could be met efficiently at any time in the fastest time.

Among the integrated communications program activities developed by Fortune were two that were most prominent. The first was Carrefour’s 7th anniversary program with the theme ‘Tujuh Keajabaian Carrefour’ (Seven Wonders

of Carrefour), in which Fortune developed an integrated program using mass media and media support that actually proved the effectiveness of theory-based activation ‘the consumer experience’, so that at the end of the campaign, Carrefour closed the year successfully achieving far in excess of their target. The second was a promotional program for the 2006 World Cup for Carrefour Asia Pacific. Fortune won the pitching, beating multi-national agencies.

Carrefour would stay a Fortune client until early 2009. The termination was not down to dissatisfaction but more to the global crisis, Carrefour had been instructed to use the Carrefour Group agency, Publicis. "It was unfortunate both for us and the client," said Charlie Aziz, iBD Director of Fortune Indonesia, "because it was a top business performer." And the relationship between Fortune and Carrefour had evolved to become a partnership. "We were finally doing business in the region by winning the ‘pitching store activation’ for the 2008 World Cup for East Asia and Southeast Asia", said Charlie.

The key to Fortune’s success in handling Carrefour was best illustrated by its Team Leader. "The ability to provide high output efficiently and quickly was the key to Fortune maintaining Carrefour as a client for 4 years," said David Honadi. Par excellence!

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The challenge for Indra Abidin as corporate leader was to ‘change or become extinct’ which required all staff to think how Fortune had to change, both organizationally and operationally. Fortune then had an organization that was streamlined and consisted of its parent company, Fortune Indonesia, and four subsidiaries, namely Fortune PR, Fortune Adwicipta, Pelita Alembana and Travindo. Each of the five companies had their own management but they were not yet fully working synergistically with each other.

Aris Boediharjo, who by then had become Operations Officer, suggested the concept of ‘Galaxy of Communications’, which he said, "was created from Fortune’s roots, meaning integrated yet separate." The ‘Galaxy of Communications’ was a service concept and a philosophy. As a service, it created the current integration of a number of dynamic communication services which adjusted to the demands made by the continual development of PT Fortune Indonesia, Tbk. and

Galaxy of Communicatio

ns

its subsidiaries with all their uniqueness. And as a philosophy, the ‘Galaxy of Communications’ was a dynamic integration in attitude, commitment and integrity in providing only the best and creating the greatest impact. "It was a manifestation of the wisdom to continue to change, rejuvenate, improve services, refresh and move forward to the front," said Indra Abidin, "a concept of the infinity of space and time to continue to develop in harmony, inside and out."

With this service and philosophy concept, Fortune's subsidiaries established their own success stories. Influential PR firms, inspirational graphic design services and travel management services appreciating human mobility. This phenomenon was the only one in Indonesia. Only Fortune Indonesia had a ‘Galaxy of Communications’.

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Part 6

Daring to accept

the challenge

Entering the new millennium was a period full of challenges for Fortune. Although it came through the monetary crisis well, Fortune still needed to reach new clients as the 20th century came to a close, Fortune did not have blue chip commercial clients. Early in 2000, Fortune managed to acquire large clients such as Campina and Djarum and then Fortune gained other large clients and rose again to become the top agency in Indonesia. This was possible thanks to wise leadership and strategic thinking and the support of brave people who accepted the challenges they faced during this crucial period.

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Yanti Priyambodo had previously worked in three well-known agencies, AIM Communications, Inter-Admark/Dentsu and Matari. During her time at Matari in 1989, her creative team won the Citra Pariwira prize for TEMPO magazine adverts. Yanti joined Fortune in late 1999 as Creative Director, and was immediately assigned to two major clients, namely Campina and Djarum. Later she would help develop creative concepts and materials for the communication program Satu Abad Bung Hatta, JakartaFairandTropicalCookingOil.Amongtheprograms that most impressed her was Satu Abad Bung Hatta. "When I was assigned to create the Satu Abad Bung Hatta campaign, I was honored," she said. Yanti felt that Fortune’s excellence in the creative field was being able to come up with original creative concepts, so it could not be claimed by another agency. "But to maintain that advantage, Fortune needed a powerful rolling creative system in place to handle the clients – not say, well that's it," she said further. Yanti left Fortune in late 2003 and later founded her own business.

Rina Priyatna joined as a trainee at Fortune in 1999, and then became Account Executive, Senior Account Executive and served as an Account Manager. Rina started her career at the bottom but as a result, she gained a lot of experience dealing with a number of clients, including the Ministry of Education for Bantuan Operasional Sekolah (School Operational Assistance) (BOS) where shebecamethecontactperson.OtherclientswereJITFfor the Jakarta Fair, Jakarta’s local government for theBusway, UNDP / KPU for the 2004 elections and BankBRI for their ‘Hebring’ program. Rina was included in Fortune’s special team to handle Bank Mandiri. "Amongst all the clients, the most pleasing was Bank Mandiri," she

said, "and their evaluations were always positive". Since 2009, Rina and the special team have handled all Bank Mandiri programs.

Amelia Setiawan joined Fortune in mid-2000. Previously she was a lecturer and assistant professor at a Surabaya college. She worked in the media division starting at the bottom and later served in the Buying, Planning department becoming Assistant Media Director. When she entered, the media situation was not as busy as it is now. There was TVRI and 5 private TV stations and only one prominent newspaper Kompas. "But media conditions had already changed drastically," said Amel, her nickname. "Almost every year there was additional new media and the internet had begun to be an option for advertisers." The presence of media specialists did not worry Amel, because they were seen as partners. "We needed to see opportunity at every chance," she said.

Fortune was also enriched when Dwi Bustomi joined in mid-2000. Dwi joined Fortune with a wealth of experience having previously worked at L'Arome International (Tiga Raksa Group), Matari Advertising, Majalah Liga Italia and JetAdvertising.DwiinitiallyworkedasaSeniorAccountManager, then became an Account Director before being appointed as a Brand Team Leader. In the course of her career at Fortune, she dealt with many clients, including Campina Ice Cream, Djarum, Tropical Cooking Oil, Morreta Margarine and lastly Honda motor. For Dwi, brand building needed time and adequate budgets, and she sees the Honda examples, with Honda Vario matic first launched in 2006 and followed up with Honda Beat, as successes in the marketplace.

Rina Priyatna



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She was also appointed to Campina. "We were part of the Campina ice cream’s growth that rose year-on-year", she said. What was the secret to keeping the client? "We always strived to maintain good relations and constant communication with our clients," said Dwi. The secret to grabbing clients? "Team Work!" Spoken like a leader.

He often said that he had “jumped the fence” because he was a former Fortune client as a UNICEF Program Coordinator in Indonesia. In early 2002, Daradjat Natanagara joined Fortune as a Director of Advocacy, Partnership Building and Social Marketing or APSOM. With Fortune going public, his position changed to Vice President. As a Director / VP APSOM, Daradjat’s team handled a number of social marketing campaigns, including the anti-logging campaign for Greencom / USAID, and the Satu Abad Bung Hatta memorial. "The Satu Abad Bung Hatta memorial to me was the most challenging," said Daradjat, "not only because it had to find its own funds, but also because of the many activities that PakIndraaskedustodo".DaradjatthenhandledtheJakartaFair and voter information campaigns for the 2004 elections for theUNDP and KPU. The latterwas very successful andreceived praise from UNDP. Daradjat left Fortune in late 2005 with his last position as Vice President, Strategic Development and Corporate Development. He returned to work at Fortune in mid-2007 as a special advisor, and helped Fortune gain strategic clients such as the World Bank for the development oftheanti-corruptioncampaignstrategyfortheKPK.

StartingworkasaTechnicalAdvisor inAtma JayaBusinessIncubator, David Honadi joined Fortune in early 2002 as an e-Services Manager. In those days, he handled a number of clients, including Satu Abad Bung Hatta, Electrolux, Procold and Lotte. In 2004, he was appointed as an Account Director

assigned to lead a special team to deal with a hypermart client that was the second largest in the world. Working 24 hours a day, 7 days a week, David's team successfully retained Carrefour as a client for four years. Because of his success, when Fortune won Bank Mandiri as a client, he was assigned to lead a special team for that. That was an arduous task having to deal with three major groups which included more than 30 banking products. With David, Fortune managed to acquire large clients such as Carrefour and Mandiri and lasted for 40 years because of the way Fortune leaders managed its people, kept track of and showed a willingness to change in line with the advertising industry’s development and exploited the opportunities that existed.

Also in 2002, Firzi Abidin, who previously had worked in PR and was a Market Analyst at Astra Group, joined. Firzi was initially assigned to lead the implementation of change management programs for Fortune, who had recently launched a program to go public, necessitating a performance improvement program. He also participated in the preparing a 5-year corporate plan, especially for Fortune Advertising. In 2004, Firzi entered Pelita Alembana’s operational area and handled a large number of clients, including Asuransi Jiwasraya,Pertamina Corporate and Standard Chartered Bank. He then took part in New Business Development before in 2006 being appointed Associate Media Director in the media division for the Touchpoint Brand Team. "My position was as a media specalist," said Firzi. In addition to clients of other Brand Teams, Touchpoint had its own clients, including Osim, ConocoPhillips, Agung Podomoro, and others. "In addition to advertisers, Touchpoint also had its own clients like an agency," said Firzi. According to Firzi, Fortune succeeded and survived because it had a good corporate image, a corporate culture based on optimism, and a strong business portfolio

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and strong business leadership. Can!

Adiwidjaja Astrianto was a scholarship recipient at Nusantara Aircraft Industry or IPTN which later went bankrupt. Adi had recently returned from Germany when he joined Fortune in early 2002 as an Account Executive APSOM. Adi handled the weight of three clients, namely Greencom / USAID for the anti-logging campaign, Satu Abad Bung Hatta and Bank Muamalat. Especially for SABH, he was assigned to organize seminars and talk shows, not an easy task. "I felt a calling to the task because I was the grandson of Mr. Soenario, the originator of the Asia-Africa Summit, when he was best friends with Bung Hatta," he said. Adi was also proud of Bank Muamalat. “The Logo design Shar-E came from me and the team," he said. Adi was later promoted to Account Manager and assisted in the development and production of materials for the 2004 General and Presidential elections, including information packets designed for the district election commissions and local governments throughout Indonesia. Adi left Fortune in late 2005 and joined another agency.

Aris Boediharjo was not new to advertising. He had worked in Avicom and Hotline, and also acted as UNICEF's Communication Officer. Aris joined Fortune in mid-2002 as Deputy Director, APSOM, and was immediately assigned to help the team deal with the Satu Abad Bung Hatta memorial. He succeeded in producing a TV filler that was historic because it brought together a number of national figures who alternately sang Indonesia Pusaka. Aris also succeeded in organizing the SABH peak event. Aris was also involved in thehandlingof Jakarta Fair and the 2004 elections. Ariswas later promoted to Operations Director and helped Indra Abidin make crucial changes in Fortune’s operations and organization, including spawning the concept of ‘Galaxy of

Communications’ as a philosophy of work and organization in Fortune Indonesia. Aris was then promoted again to Chief Operations Officer, initially for Fortune Indonesia and then for the entire Fortune Group. Aris initiated the slogan ‘Good to Great’ in 2005 to boost staff performance and the ‘Walk the Talk’ to strengthen the work implementation. "At that time planning and strategy was far too intricate, so at the end of the day it was less optimal and not even implementable," he said further. In addition to these tasks, Aris still helped in pitching to win new clients, including many major clients such as Honda and Bank Mandiri. To reach clients, he had a simple strategy. "Keep dreaming and do not despair", saidAris. Absolutely!

Nur Rochim Achmad joined Fortune in the third quarter of 2002 as the Human Capital Development and General Affairs Manager and was assigned to support the Management System and Corporate program. He had previously worked at Bank Universal and Pricewaterhouse Consulting and had extensive experience in human capital development. "Some of the systems and policies in Fortune HCD needed to be addressed and completed", he said, "such as the standardization of job classifications, career tracking and performance management." And some of the best HR practices from leading companies, such as the Astra Group, were gradually applied in the Fortune Group. Rochim was optimistic about the ability of Fortune’s staff. "We believed that with the human resources we had at that time, Fortune could handle major clients, both national and multi-national", he said. Rochim is now engaged in preparing future leaders through the Fortune nursery program.

Vonny Brahmana joined Fortune in mid-2004 after several monthsasaSalesExecutiveatTeaAddict.ShebeganasaJr.

firji

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Account Executive and in the course of her career became Account Executive and Sr. Account Executive. Working in the Pegasus Brand Team, Vonny handled many clients such as Campina, Honda and Nici who had already been a client for more than five years. "It was because of the excellent relationship that existed between the agency and the client that we supported and trusted each other and wanted to grow together," said Vonny. In presenting good concepts to either current or potential clients, the team she had joined proposed concepts based on the client’s brief, with a very clear target market with an interesting storyline where the target market was moved to try or buy the promoted product. "Thank God, almost 95% of the time we received satisfactory feedback from our clients," said Vonny. Bravo!

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The first years of the new millennium was a period full of challenges but also full of opportunities for Fortune. With the onset of Indonesia’s recovery from the crisis and an increase again in consumer spending, advertising spending was growing faster year to year. Opportunities were exploited so that Fortune at that time managed to reach a large number of clients, both in the field of social marketing and commercial marketing, including prestigious projects such as Satu Abad Bung Hatta,JakartaFairandthe2004GeneralandPresidentialelections,andcommercialproductssuchas Campina, Djarum corporate, Bank Muamalat and Carrefour. And Fortune not only succeeded in implementing communications programs for each client, but managed to earn praise and maintained its commercial clients.

But this was also a time for change – ‘Change or Become Extinct’ in both the philosophy and operational work and in the organization of the company. Thus was born the concept of ‘Galaxy of Communications’ where all subsidiaries were treated as integrated but separate business units working to increase the synergy and the performance of Fortune. Also in the organization, particularly in Fortune Indonesia, account management was divided into Brand Teams whereby each team would be more focused on developing their business.

And, after downsizing during the monetary crisis, with the gaining of major clients, Fortune also recruited new staff and gained qualified personnel that played a role in the revival and prepared Fortune for take-off with a vision of the next 100 years.

Summary

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Acceleration Towards

Take-Off

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SBY

Part 1

The 2004 General and Presidential Elections had passed and Indonesia had a new President and Head of State, General (Ret) Susilo Bambang Yudhoyono, better known as SBY, replacing the defeated Megawati Soekarnoputri in the second round of the presidential election. SBY won with a campaign theme of law enforcement and national unity, even though his opponent in the second round had the support of the major parties. This period was marked by the new government’s focus on anti-corruption, the continuation of economic progress and the creation of a positive business climate.

Entering 2005, Indonesia's economic prospects for the year and in the medium term were promising, supported by the Government's commitment to continue with fiscal consolidation. Economic growth in the previous three years had been stagnant at about 4 percent, but rose to 5% in 2005 and 6% in 2007 until the global economic crisis in 2008. The global crisis resulted in the growth rate declining to 4.3% in 2009. The rate of inflation was controlled at a level between 4 and 5% despite an increase over the previous year. Business confidence or confidence in the economy continued to improve while the ‘country risk’ or risk rating improved giving room for efforts to reduce domestic interest rates further, which encouraged further development in the corporate sector and encouraged an increase in consumption in the household sector.

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Entering 2005, Indonesia's economic prospects for the year and in the medium term were promising, supported by the

Government's commitment to continue with fiscal consolidation



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From 4 billion to 48 trillion

Part 2

In the advertising industry, economic growth continued to increase, more exciting investments and strong consumer demand were the drivers of business growth. This was reflected in an increase in advertising spending. According to the AC Nielsen, advertising spending in 2006 reached Rp 30 trillion, or an increase of 17% over the previous year, and looked likely to continue increasing rapidly from year to year in line with economic growth and consumer spending. For 2009, AC Nielsen reported advertising spending hadreachedRp48.5trillion,up16%overthepreviousyear(Kompas.com,January19,2010).WhenyoulookbackovertheFortune’shistory,advertisingspending in nominal terms had increased more than 10,000 times from the Rp 4 billion spent in 1970. Fantastic!

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Increased advertising spending took place across all media types, with television still the most dominant (70% in 2005 and 63% in 2009) of all advertising spending. The next ranked were newspapers (36% in 2009), and far below were magazines and tabloids and lastly with a share of only 1% (2009) was radio. Mounting advertising spending was inseparable from the proliferation of mass media. In 2009, there were already 10 private TV stations as well as TVRI and 27 local stations. The number of radio stations - excluding RRI’s local broadcast radio - also increased and reached 1,600 stations throughout the country. Similarly print media, outside newspapers, magazines and tabloids, saw the emergence of local newspapers and the publication of magazines and tabloids with new names or titles covering various segments of society and catering to the tastes and lifestyle of everyone.

Meanwhile, new media, the internet and cell phones or HP, became more intense. In 2009, there were already 23 million Internet users. The increase in the use of HP also increased very rapidly due to their cheap price. There were 150 million subscribers, including in the neediest communities. With the strengthening of the Internet as the information medium of choice, there also emerged social media - Friendster, Twitter, Facebook, YouTube and others - that opened up a new advertising field for marketing communicators. An explosion of options had happened.



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Part 3

From Good to Great

In 2005 Fortune launched a new slogan ‘Good to Great’. The slogan to recognize phenomenal achievements was taken up by bigclientssuchasCampina,Djarum,Jiwasraya,CarrefourandUNDP/KPU,butitwasalsorelevantforfutureyears,wherebyachievements had to be increased again. "It meant that even though we had good business in 2004, we wanted to be better in 2005 and beyond," said Aris Boediharjo who co-initiated the slogan. And the expected results with this slogan were that the staff’s mindset would be a readiness to work better and harder to achieve the dream together in the future. "It was a matter of mindset set up, it was a matter of spirit building," said Aris further. Great!

For Fortune, this period saw rapid growth or acceleration to ‘take off’ to become the best company in the advertising industry in Indonesia. Its success was due to winning several large clients, both for commercial and social marketing, in these early years of the new millennium staff morale had risen and therefore staff needed to be encouraged in order to further enhance their performance.

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Part 4

Media Solutions

The explosion of media choices and the rise of social media also changed the way advertisers or agencies dealt with clients who were no longer seen as mere marketers targeting consumers, but also as clients who should be involved in product and brand development, or so-called ‘consumer engagement’. Social media was opening up new horizons in reaching consumers, but it was still not fully reliable. "(Social media) could not be the mainstream media, and there must be a link with the old media," said Hasina Hakim, who had been a Fortune partner since 2005 and worked in the subsidiary Pelita Alembana. Hasina described consumers as people who read newspapers in the morning, listened to the radio in the car on the way to the office, opened Facebook or Twitter while at work and watched TV at night. "So social media could not stand alone, there needed to be a link between the different media," she said.

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With this evolution, in terms of business opportunity, media solutions and not media placements were the services that were more important to clients than before, with more clients looking for an agency that could offer good creativity and complementary media services. "Many clients were already divided between creative and media agencies," said Firzi Abidin, Associate Media Director at Fortune Indonesia. And of course, when opportunities increased, competition increased, and compared to before, the media competition was getting tougher with the presence of specialist media, both national and multi-national. The latter had financial strength which was very important in the media, technology and networking business. "This required us to continually raise the quality standards," said Firzi.



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Part 5

Reaching Blue Chip Clients

The challenge of ‘Good to Great’ received positive feedback from the staff who worked hard to grab new clients against top national and multi-national agencies. The results of their efforts were seen by Fortune’s success in winning many new clients, including blue-chip clients such as Honda, Bank Mandiri, Indofood and Telcom, Tupperware and the World Expo 2005.

HondaIn 2005, sales of motorcycles in Indonesia broke through the 5 million barrier and were up 30% compared to the previous year. Sales of Honda motorcycles again ranked first with sales of 2.6 million, or 52% of the total, far above its nearest competitors,YamahaandSuzuki.(NewsAggregator,January18, 2006; otomotif.kompas.com, February 4, 2009). Purchasing interest for motorcycles in Indonesia remained high and was not affected much by the economic downturn, driven by local needs for affordable vehicles to save on transportation costs.

To maintain its position as market leader in Indonesian motorcycle sales and to maintain interest, in 2006 Honda introduced the Honda Vario, which was the first motormatic Honda. Fortune won the pitching for its promotion. "Brand building takes time and certainly a big enough budget," said Dwi Bustomi, Pegasus Brand Team Leader, "and Honda was just such an example. The new Honda Vario achieved success in the market in its second year." The later launch of Honda BeAT was more successful. In year three, the two motormatics accounted for 30% of Honda motorcycles sales.

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Bank MandiriEntering the new millennium, the banking sector in Indonesia, including national banks and state-owned enterprises, experienced rapid development. Bank Mandiri was one of Indonesia’s leading banks providing services to customers in the areas of Corporate, Commercial, Micro and Retail, Consumer Finance and Treasury and International Banking. The bank also had subsidiaries to support its core business, such as Mandiri Securities, Bank Syariah Mandiri, AXA Mandiri (LifeInsurance)andBankSinarHarapanBali(UMKM).In2008,the Bank recorded a profit of Rp 1.39 trillion, up 35.5% from the same period the previous year. (www.bankmandiri. co.id). But the success of that effort came amid fierce competition among banks, including multinational banks who were increasingly establishing themselves on Indonesian soil.

In 2009, Fortune won the pitching to promote Bank Mandiri’s three major groups, the Mass and the Electronic Banking Group, the Consumer Loan Group and the Micro Banking Group. Within these groups, Fortune handled more than 30 banking products, and each product required special handling. "Fortune had dealt with Bank Mandiri in 2006-2008 for its Consumer Loans," said Priyatna Rina, who was a Sr. Account Executive in charge of Bank Mandiri, "so we knew a lot about Bank Mandiri." For the 2009 pitching, the Mars Brand Team was supported by NBD and the Media division, who then spawned the 5 R strategy, namely to Reenergize visuals, Re-construct copy and headline, Re-engage consumer, Re-enlight Programs and Re-discover the meaning of brands.

"Fortune tried to personalize Mandiri as a brand with derivative sub-brands, more orderly, structured and having a common thread in each product and sub-brand," said Ami Amalia, Mars

Brand Team Leader, "and we made a very comprehensive presentation with quality drawings and material very close to the final result." And indeed, as had previously been said by David Honadi, former Carrefour team head, Fortune won the Bank project thanks to conducting research that resulted in an understanding of the products, performed accurate analysis about market conditions and provided an innovative proposal that would stand up in the banking world.

As with Carrefour, a special team was formed to handle Bank Mandiri under the leadership of David Honadi.

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World Expo Aichi, Japan

World Expo was a grand large-scale exhibition, global and not commercial. With a history of 150 years, the Expo aimed to promote the exchange of ideas and development of the economic, cultural and technological world, and enabled participants to promote and show the results of achievements and build international relationships.

Fortune Adwicipta was not a new player in international exhibition management, after helping with the World Expo in Seville, Spain in 1992 and the Expo in Hanover, Germany in 2000. The Office of the Coordinating Minister for the Economy appointed Fortune Adwicipta to design and manage the Indonesian Pavilion at the World Expo in Aichi, Japan in2005. The World Expo in Aichi had its main theme, ‘Nature's Wisdom’. In its Expo administration book, issued by the Coordinating Office for Economic Affairs, it was stated that the Expo in Aichi was trying to find solutions to the problems facing humanity in the areas of environment, resources and energy. The Expo Forum would provide an opportunity for all the people of the world to interact and learn from each other about natural mechanisms and the power of life in order to understand the cultures and civilizations that had to be developed for the world’s community.

In designing the Indonesian pavilion, Fortune Adwicipta developed a logo that comprised a stylized tree of life, a symbol that had been known across the many islands in the archipelago from the beginning. "That symbol described the life of balance and harmony between man and nature and the Creator," said Dewi Gajahmada, Managing Director of FAC. This was reflected in the Indonesian pavilion’s theme, ‘People and Nature in Harmony’. This theme was translated into the design of the pavilion which displayed biodiversity, cultural diversity and tourism products and potential national exports and investment opportunities in Indonesia.

The Indonesian Pavilion was one of 121 countries participating in theWorldExpo inAichi, Japan, andwonaprestigious award coming third with a Bronze Trophy for the ‘Nature's Wisdom Award’. The award the Indonesian pavilion won illustrated international recognition for Indonesia’s accomplishments, and that included Fortune Adwicipta who designed and managed it, as a representation of harmony between the universe and humans.

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Jasa MargaPTJasaMargawasestablishedonMarch1,1978toimplementtoll roads in Indonesiaand the first, the Jagorawihighway,was completed that year. Since then, JasaMarga togetherwith the Government has built new toll roads in Greater Jakarta,Bandung,Cirebon,Semarang,SurabayaandMedan.Until the late 1980s, JasaMarga was the only operator oftoll roads in Indonesia until the Government invited private investors.

JasaMargahadbeenanAdwitiyaAlembanaclientsince1995.Fortune's subsidiary had helped to organize an exhibition and produced their company profile, annual report, work agendaandcalendar. In2007,JasaMargabecameapubliccompany.JasaMargahadneverneededpublicity,butafterbecoming a public company, felt the need to promote its image and strengthen its corporate communications, including media relations and relationships with highway users.FortunePramanaRancangwasselectedbyJasaMargato help in 2008. "For this work," said Indira Abidin, Managing Director of Fortune PR, "we conducted our research and we knew their target audience and were familiar with investor relations".

At that time, JasaMargahadplannedto raise toll rates.Soin addition to promoting an image as a public company, Fortune PR was also asked to build an understanding of the need for increased toll rates to the public and to explain their impactandwhatitmeantforJasaMarga.Thisproblemwasquite complicated because of the many criticisms leveled in the media, and Fortune PR needed to be responsive. "We built public support for toll rate increases through a variety of activities, including building media relations and media monitoring," said Indira. But it was not easy. "24 / 7 we had to stay connected with the client, journalists and

other stakeholders," said Indira further. Fortune PR also did not forget to approach all stakeholders, including NGOs. "Thank God," said Indira, "the toll rate increases were socially accepted and there were no demonstrations or protests, unlike in previous times."

TheresultsoftheJasaMargaimagedevelopmentactivitieswere very helpful in boosting the value of its stock. In 2009, JasaMargawasrecordedintheIndonesiaStockExchange’sLQ4 list, as the most outstanding share in the capital market. And Fortune PR played a role.

JasaMargahasbeenaFortunePRclientuntilnow."Hopefullyto be extended," said Indira.

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TupperwareTupperware was the name of household products that included preparation, storage and presentation products for the kitchen and home. The products were first introduced in 1946 in the United States. Tupperware pioneered a direct marketing strategy known today as a ‘Tupperware Party’ with the main target women and housewives. Since then, Tupperware has sold in 100 countries, including Indonesia.

In 2008, Fortune Indonesia’s Activator Brand Team won the pitching to promote Tupperware in Indonesia. "Activator offered strategies for integrated communication and activation for Tupperware via consumer participation in the ‘Tupperware She Can’ program," said Debbie Damajanti, Activator Brand Team Leader, who had joined Fortune in 2008. Internationally, Tupperware only conducted direct marketing and were not allowed to advertise their products, so it could only be achieved via soft branding. "Activator’s role in raising awareness in Tupperware was a ‘breakthrough’

strategy whereby for the first time Tupperware appeared on TV," said Debbie. "Indonesia was the first country that had a TV program (Tupperware) in the world," she said.

For the Activator team, Tupperware was an anomaly. "In dealing with Tupperware, the interesting thing was that Activator was not handling a brand but rather addressing corporate philosophy," said Debbie. To explore Tupperware’s corporate philosophy, the Activator team had to do more than usual. "Learning was undertaken by the whole team, including media and iBD not only just learning the philosophy," said Debbie, "but also jumping into the sales force to understand the process." And thanks to the tenacity of the Activator team, Tupperware became bigger and was ranked second in Asia. Ruuuaaaar biasa!

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Political marketing was a mix between commercial and social marketing as well as carrying out brand building where the brand was a candidate for Parliament / President / Region Head. Political marketing included social marketing aspects in building partnerships and coalitions and mobilization of the masses with the goal to win and not just to be number two, especially for the presidential and local elections. People say, in politics, "The second winner is the first loser!"

Fortune Indonesia had already entered the area of political marketing with Fortune’s strong participation in the voter information campaign during the 2004 General and Presidential elections. But it was only in 2007 that Fortune plunged fully into this new fieldwhenFortunewasappointedtohandlethepoliticalcampaignofFauziWibowoandPrijantofortheDKIJakartaRegionalHead elections, followed by a much wider campaign for Partai Amanat Nasional (National Mandate Party) (PAN) in the 2009 elections.

Part 6

Diving into Political

Marketing

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Foke-PrijantoElections of Regional Heads and Deputy Heads were held for the first time at the endof June 2005 and, amongothers,included North Sulawesi (for the post of Governor) and Depok (for the post of the Mayor). A total of 226 elections for regional heads, known as Pilkada, were held throughout Indonesia during 2005. But it was not until August 2007 that the elections for Governor and Vice Governor were held inDKI Jakarta. The Indonesian capital’s elections sawFauziWibowo, the Deputy Governor teamed with Prijanto, retired Indonesian Army, up against Adang Daradjatun, a former Deputy Police Chief who paired with Dani Anwar, a politician fromtheProsperousJusticePartyorPKS.

Fauzi Wibowo, also called Bang Foke by the Betawi people, asked Fortune (along with Hotline) to handled his campaign. WhatwasinterestingabouttheJakartaelectionswasthattheFoke-Prijanto pairing was supported by 10 political parties, includingGolkar,PDIP,PPPandPKBwhileDaradjatun-DaniAnwarwereonlysupportedbyoneparty,thePKS.Althoughitseemedweak,itwaswellknownthatinJakarta,PKShadastrong following, intact and disciplined, while the following of the 10 party supporters of Bang Foke, although large, were less intact and less disciplined. Fortune saw it was not enough to simply rely on the support of the 10 parties.

Therefore, Fortune launched a campaign directed at the electorate as awhole taking into account Jakarta’s diversepopulation demographics - a ‘melting pot’ with many ethnic groups, religions and socio-economic backgrounds. "In the campaign, Fortune implemented positioning and key messages of diversity, namely that Foke-Prijanto were for all groups and all religions," said Ami Amalia, Mars Brand Team Leader, who led the Fortune team. This approach was successful, though not without hard work. "We had to

work extra fast," said Ami, "now de-brief, tomorrow already finished." Even though Daradjatun-Dani Anwar, with the support of one party, garnered 42% of the votes, Foke-Prijanto won with nearly 58%. A remarkable achievement in thecomplexpoliticalsituationinJakarta.



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Partai Amanat Nasional (PAN)

In the 1999 elections, the Indonesian Democratic Party of Struggle or PDIP came out as winners while PAN was ranked sixth. While in the 2004 elections, with the same number of parties, Golkar took over the leadership and the PAN party slipped to No. 7, below newcomers, the Democrat party who came in at number 5.

Ahead of the 2009 elections new parties were emerging, led by strong national figures, the People's Conscience Party or Hanura Party was led by General Wiranto and Indonesia Raya or Gerindra was led by Lieutenant-General Prabowo Subianto. While the Democratic Party and the Prosperous Justice Party had already demonstrated their ability to beparties to be reckoned with.

To face the increasing competition, PAN, led by Soetrisno Bachir, asked Fortune to carry out campaigns for the 2009 elections as their previous campaign slogan ‘Life is Action’ had been unsuccessful. Fortune developed a strategy concept to popularize PAN using its voting number (number nine) because, at the end, in the voting booth people were left with little time to choose. "Introducing consciously or subconsciously the party number at the top of the mind in the

people’s minds," said Ami Amalia, Mars Brand Team Leader in charge of the PAN campaign, "was a major strategy." The slogan used was simple: ‘Select PAN Number Nine’.

Soetrisno Bachir, as party leader, was asked to be involved with a special advert created about him, away from the promises of heaven but rather rooted in daily life, character, clearly and unequivocally conveying his spirit and his vision and mission to the nation and the country. "The concept was Entrepreneur - Change," said Ami, "with the ‘Building a New Indonesia that’s more advanced we are able! slogan."

Amidst heavy competition, as predicted in the public opinion polls, the Democratic Party won the 2009 elections followed by Golkar and PDIP. For PAN, the election results were satisfactory with an increase in their number of votes and a 5th place ranking.

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Attheendof2007,FortunemovedfromGrahaPratamaIndonesiainJalanMTHaryonointoanewofficeinJalanHarsonoRM,Ragunan.Thebuildingwasnamed Gedung Galaktika at the center of the ‘Galaxy of Communications’. At the end of the new millennium’s first decade, all the subsidiaries, except Travindo, were located and working together under one roof. This is where the ‘Galaxy of Communications’ fighters will be together, creating and innovating, living the Fortune name for the next 100 years.

In Gedung Galaktika, or wherever they are, you will find the ‘Galaktikan’ who are always ready to face all challenges, with the ‘Kendu’mentality,continuingthepeople’sstruggle.Andalongtheway,theywillcomeandplayapartinFortuneIndonesia.

For the staff of Fortune’s subsidiaries who up until to now had been occupying their own buildings, a move to Ragunan was a blessing. "Besides becoming more familiar with others that they had rarely met," said Dewi Gajahmada, Managing Director of Fortune Adwicipta, "working together with other Fortune units became easier and synergies were gained in carrying out tasks together."

Part 7

One roof in Ragunan

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Part 8

Resilience

Charlie Aziz joined Fortune in early 2006 from Avicom. He initially became iBD Director and subsequently was appointed Operations Director and finally Corporate iBD Director. He joined at a transition period when Fortune was getting ready for take-off and therefore needed new business, and Charlie was assigned to promote new business for advertising. At that time there was a change in the client portfolio with increased business from the private sector, whereas previously the government sector had provided a significant portion of the business. And the effort was successful. Several new clients were acquired by Fortune in 2006 including Honda Motor, Bank Mandiri, Axis, Tiga Roda andKalbeNutritional.Inrecountinghiscontribution,Charliewas modest. "My role was only to provide direction and monitor the process and make sure everything was on track," he said. "There was no special trick in achieving new business success," he said. "Our main asset was we had the same spirit and gave our best to the organization."

Having long been engaged in marketing at several companies, Debbie Damajanti then switched to the advertising field by working at Proximity / BBDO Indonesia and in early 2008 in Fortune Indonesia was the Brand Team Leader for the Activator Team. Debbie was very active and handled many clients, including Abbott Indonesia, Agung Podomoro Group, Ministry of Health, Ministry of Education, Seasons City and Sari Ayu Martha Tilaar and Tupperware Indonesia, the majority she acquired on her own. "The distinction the

Tupperware team had at the time," Debbie said, "was that the key persons we had were senior and had proved themselves in several programs in different companies.” Debbie was not long at Fortune and left in the third quarter of 2009 to help with her parents’ business. "Fortune was a strong company and has survived for 40 years in the industry and not many other companies have done that," said Debbie.

Ami Amalia joined Fortune in early 2005 as a Mars Brand Team Leader having worked in a number of advertising companies since 1994. In Fortune, as a Brand Team Leader, Ami handled both commercial and social clients and was the first to jump directly into political marketing, with the Fauzi Bowo-Prijanto DKI Jakarta election campaign in 2007 andPartai Amanat Nasional for the 2009 elections. Other clients shehandledincludedPertamina,BankMandiri,KacangDuaKelinci,BankRakyatIndonesia,theMinistryofHealthandIFES(for the 2009 elections). "In dealing with different clients," said Ami, "the products that were less interesting were made up in such a way in the advertising campaign to look attractive and communicative which met and even exceeded the clients' expectations." Ami left Fortune in mid-2009.

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The period between 2005 and 2009 was an acceleration period leading up to Fortune’s take-off. The economic situation was more conducive with annual economic growth rising between 5% and 6%, although in 2009 it did dip due to the global economic crisis. Advertising spending rose steadily with an average two digits growth each year reaching Rp 48.5 trillion, which was more than ten thousand times greater than the advertising spending when Fortune was formed in 1970.

The period was also marked by an explosion of media with an increasing number of private local TV and radio stations across the country, and saw the rise of digital communications media with the rapid development of new media such as the internet and mobile phones increasing accessibility for all levels of society. New media also spawned social media, creating a new revolution in knowledge communication between humans. And that brought new challenges to the advertising world that had to be able to provide media solutions outside of the usual advertising placements in the media.

However, in the midst of these spectacular developments, Fortune kept flying. With the slogan ‘Good to Great’, Fortune’s staff were encouraged to perform better, to pitch for victory, to strengthen their creativity and innovation. Fortune also strengthened its ranks with young, professional and resilient staff. And all these efforts yielded very promising results for Fortune’s future glory. Fortune won major clients such as Honda, Bank Mandiri, Tupperware, although it lost Carrefour in early 2009, and Fortune entered the area of political marketing campaigns by addressing the election campaigns of FauziWibowo-Prijanto in Jakarta and theNationalMandate Party (PAN) in 2009.Foke-Prijanto won and PAN rose back to become one of the top 5 parties. It was spectacular!

Summary

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Vision For the Next

100 Years

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Carry on!

Part 1

The 2009 election produced a new political map with the Democratic Party winning as the number one political party with the Indonesian Democratic Party of Struggle (PDIP) slumping to third behind the Golkar Party. The election results were a strong signal for the presidential election that was won by the incumbent President, Susilo Bambang Yudhoyono. With the slogan ‘Carry on!’ Yudhoyono won in the first-round defeating MegawatiSoekarnoputriandJusufKalla.SBY’swin was largely thanks to his success in the fight against corruption.

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The economic crisis had hit the world starting in 2007 and most countries recorded negative or very little economic growth in 2009. But Indonesia managed to ride the storm and recorded good growth of 4.3%, the second-best economic performer in Asia after China. Economic growth was expected to rise to 5.6% for 2010.

Due to the high economic growth and the ability to survive, the first decade of the new millennium was a period of growth in the advertising industry after falling during the monetary crisis. Advertising spending since 2000 was up significantly, 32% in 2002 and 12% in 2008, while in 2009, advertising spending rose 16% over the previous year. In 2010, advertising spending was expected to rise again with large upcoming events such as the World Cup and 244 local elections throughout Indonesia.



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At the age of 40

Part 2

Fortune’s success for 40 years was down to one important thing that was the key to success. "We instilled the attitude that every situation was an opportunity for Fortune," said Indra Abidin. "Every environmental condition creating obstacles or difficulties we saw as a chance," said Indra further. This was evident in Fortune’s journey over time:

• In1978,anopportunitytoprovethatthecompanycouldovercome its heavy debt burden and low ranking;

• In1981,thelossofTVcommercialscreatedtheopportunityto build Outdoor Media and Public Relations as a solution to reach consumers throughout Indonesia, including the public segment due to the loss of TV commercials;

• In1985,acquiringBKKBNasaclientbecameanopportunityto use Integrated Marketing Communications, creating the first Family Planning Social Marketing program in the world;

In 2010, Fortune completed 40 years. Reaching the age of 40 years is not easy for any company. Since its establishment in 1970 until now, Fortune has experienced problems and a few failures were experienced in reaching new customers or retaining old clients. But as the historian said: ‘History is written by the winners and not the losers.’ And so to the history of Fortune.

• In 1988 the pork fat crisis, that could have lead to unrest, riotingand destruction of industries especially Nestle, was used as an opportunity to manage the crisis;

•1997/1988,theMonetaryandEconomicCrisisraisedtheopportunityfor creating a variety of Fortune communication services:: Lobbying, Litigation, Crisis Management, Reconstruction and others, including Event Marketing Indonesian Exhibitions fully initiated by Fortune and financed independently;

• 2004, managing election communications that were the firstsuccessfully held without violence.

Notwithstanding all the constraints from a number of conditions and situations that arose as obstacles, Fortune actually offered a solution. That solution was Fortune.

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The Winning Formula

Fortune’s founding fathers had long aspired for Fortune to become a world standard company that would last 100 years into the future. To achieve that, at a meeting in a villa complex on Gunung Geulis, Puncak, Fortune’s management formulated a strategy to achieve that goal as well as provide the basis for the creation of the next five-year plan. A later development was a strategy called ‘The Winning Formula’ or TWF.

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TWF consisted of five basic elements. The first was an external element, namely the customers or clients, suppliers, partners / associates, communities and the government. The second was the internal elements, the policies, rules / regulations, systems and business processes. The third was people, how to attract, motivate and retain the best people. "Fortune understood that people were the most important asset in the company's business," said Nur Rochim Achmad, Human Capital Manager. "(Therefore) Fortune’s management paid more attention to the development and optimization of its HR." The fourth was the element of well-managed financials to ensure good growth and a healthy, ongoing and continuous business. The fifth element was creativity and innovation as a support so that the business could continue to experience renewal, change and follow the developments and demands of the times. For Fortune, the application of TWF was very important to make Fortune an Indonesian communication business group maintaining world standards and achieving business excellence.

The Winning Formula (TWF) was the key for Fortune to move forward and fulfill its vision of becoming an Indonesian communications business group which had innovative standards that would take it beyond the next 100 years.

Fortune’s TWF-based vision, namely: Being a world-scale Indonesian communication group, driven by sustainable innovative work. With the mission: To become the preferred company to invest in, do business with and pursue a career at, supported by professionalism, which would result in business growth that enhanced the quality of human life. And from these well-defined vision and mission values, the emphasis was on integrity as the working foundation with a paradigm basedon theKENDUspirit tograspeveryopportunityandchallenge.

In line with the vision and mission, TWF adopted the theme: ‘One Team, One Dream’ which implied that as a business group, Fortune could only achieve excellence and business objectives with the unity of thought and action and teamwork. "We grew and developed similar dreams," said Indra Abidin, "moving together harmoniously united, the harmony and balance were ongoing and continuous." With the Winning Formula, Fortune became stronger, growing to become a world standard group of companies.

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Part 4

Group of companies with

world-standards

At 40 years old, PT Fortune Indonesia Tbk. is a holding company consisting of five companies that work together and support each other. The five Fortune companies have a unique blend of local knowledge and global perspective, this combination provides clients with a series of ever-expanding services including public relations and corporate communications, social marketing and political marketing, public relations and media, design, travel services, and of course advertising services itself.

FORTUNE INDONESIA

Fortune Indonesia is one of the pioneers in the advertising world, and has developed into an integrated marketing communications firm, with advertising services covering all aspects of brand management including strategic planning, brand audits and brand development. Fortune Indonesia is also a pioneer in both social marketing and political marketing among national advertising companies.

Fortune Indonesia as a major advertising company is a full service agency that provides all advertising services and synergizes with other subsidiaries to provide PR services, graphic design and exhibition and travel marketing - in short, all the marketing communications services a diverse client needs it. Fortune Indonesia has been the largest producer of profits in the Fortune Group. In providing a

range of advertising services, Fortune Indonesia consists of Brand Teams or work units, namely: Pegasus spearheading the provision of comprehensive advertising services from concept development and strategy until the implementation of the integrated communications program; Touchpoint, a media specialist providing all aspects of media solutions, media planning, media buying and analysis; and Activator, a unit in charge of brand activation that handles TV programs and special events. Also for clients with large portfolios, special teams are formed to serve clients 24 hours a day, 7 days a week.

In the first decade of the new millennium, Fortune Indonesia has managed to bounce back after suffering some setbacks during the monetary crisis, by winning many large and prestigious clients such as Campina, Djarum, Satu Abad

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Bung Hatta, UNDP / KPU, Honda and Carrefour. In 2009,Fortune again won major clients, namely Tupperware and Bank Mandiri. The acquisition of the portfolio of one of the leading Indonesian banks was an important motivation for continuing efforts to become a leading advertising company in Indonesia.



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FORTUNE PR Fortune Pramana Rancang (Fortune PR) is a leading public relations consulting firm and a leader in Indonesia. The company specializes in marketing communications and corporate strategy through a comprehensive service that includes Media Relations, Public Affairs, Investor and Financial Relations, Information Services, Marketing services, Corporate Services, NGO Relations, Social Marketing Services, Internal PR, Military & Defense Communications and Litigation Communications. Major clients include: PT Jasa Marga(Persero),theWorldBank,KPK,PTRocheIndonesiaandtheMinistry of Energy and Mineral Resources.

With many clients it is continuing to grow, Fortune PR has undertaken human resource development, which has given it motivation. The Fortune PR team has expanded with close to 30 team members, with new positions of Client Service Director, Business Support Director, and New Business Development Director. Fortune PR achieves a high level of synergy with the creation of whole teams of specialists. Working groups operate within matrix systems which include: Health Care and Consumers, Energy, Technology, Financial and Corporate. Several new knowledge-based case studies helped the dissemination of knowledge. Fortune PR conducts intensive training programs and has revitalized its entire organization.

Fortune PR enjoys international references and global opportunities through its affiliation with Worldcom, a global group that consists of several independent PR firms, and Ketchum, a global public relations conglomeratewithstrong presence in Europe and America. In partnership with Citigate Dewe Rogerson, Fortune PR successfully provided client contributions such as Telkom, Indosat, Bank BNI and BRI. In 2009, Fortune PR was flying after the successful IPO

and communication services at Petro Energy Services, and preparation for the IPO launch of PT Benakat Petroleum. Fortune PR worked locally with Panadol and internationally with the International Federation of Red Cross and Red Crescent Societies (IFRC). Strong discipline in the field of technology, along with the arrival of Nimbuzz brought back D-Link, Trend-Micro and Sea Gate.

In 2007, Fortune PR was chosen by Cakram magazine as the best PR firm in Indonesia. In 2008, a similar award was given by MIX magazine. In April 2010, MIX magazine once again rewarded Fortune PR as the ‘Best of the Best PR Agency’, and ‘The Most Recommended PR Agency’.

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PELITA ALEMBANA

Pelita Alembana offers a wide range of integrated marketing and advertising services to corporate and commercial clients and can reach much further than the traditional contact points existing between the client and its customers. Additionally, Pelita Alembana provides one-off help on a case by case basis for many Indonesian clients who do not require the services of a full-service advertising agency. As a Creative Agency and Media Specialist, Pelita Alembana gives the group a stable revenue stream, especially in the areas of planning, media buying and placement.

Although it is an integral part of the Fortune Group, Pelita operates as a separate entity from Fortune Indonesia. The strongest competitive advantage of the business unit is in the speed and agility with which it can approach dynamic market opportunities. The company has built a reputation with companies where their share of the consumer market requires a campaign-by-campaign approach: a rapid succession of

short term exposure with great flexibility and use of media simultaneously. Pelita Alembana commitment to embrace new technologies and media ambience combined with strong relationships to conventional media places it in a class of its own.

During 2009, Pelita Alembana obtained service contracts with blue chip client Ultra Jaya, while integrated serviceclients included the Directorate General of Taxation and the Ministry of Religious Affairs. The company later used media guerrilla tactics on some ad-hoc campaigns. Going forward, Pelita Alembana keeps exploring new opportunities to create a platform to develop and carry out the distribution of digital content.

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FORTUNE ADWICIPTA

Fortune Adwicipta is a company that has long enjoyed a reputation as a leading provider of graphic design services and exhibition work, with its expertise in designing and managing exhibitions, both at home and abroad, including five World Expos in different parts of the world starting in 1985.

In 2009, Fortune Adwicipta known by the acronym FAC, restructured its organization by optimizing resources, downsizing where possible, while still conducting successful event management. During the current year, the company successfully executed International Road Shows for the Investment Coordinating Board (BKPM) of Indonesia inMilan, Amsterdam, and Washington DC and, together with theJakarta’s InvestmentCoordinatingBoard,organizedthe‘Jakarta:AGoldenGatetoInvestmentOpportunities’togetherwith among others, Abu Dhabi, Budapest and Frankfurt. Meanwhile domestically the company held a successful double event at SMESCO Building, Jakarta and AdiwastraNusantara 2009 at JCC Senayan Jakarta. The event wascombined with a trade fair ‘Works Rally’, promoting typical Indonesian handicrafts, with the exhibition of ‘Urban Muslim Fashion’ clothing and accessories featuring product demos, talk shows, fashion shows, as well as a series of collections of traditional Indonesian food for breaking fast. Once again FAC managed to display its unique strength in creating a powerful concept event for the food and clothing industry.

With a slimmer and sharper shape, Fortune Adwicipta appears stronger than ever, enhancing synergy with Fortune PR and Travindo. The coming years have a clear direction to beat the competition on large-scale tenders. For graphic design, which includes building signage and developing promotional material, Adwicipta is widely recognized for its strength in

Corporate Identity, Brand Identity, Corporate Identity, Brand Identity, Brand Packaging, Corporate Communications, Brand Communication, Public Service Announcement, and multimedia. Businesses that continued to use its services in 2009 included: PT Perusahaan Gas Negara (Persero) Tbk., BKPMandtheMinistryofIndustryandTrade,PTBukitAsam(Persero), while new client Taman Bunga Nusantara was welcomed. Although graphic design continues to represent the company's core strength, exhibition services still provide the largest contribution to revenue. FAC continues to grow more and more as an event organizer than a mere exhibition designer, with ongoing work for the public and private sectors both domestically and abroad. In 2009, FAC provided integrated image development, visual communications, event design, and construction management services for the JakartaBusinessForum.

The emerging reputation of Fortune Adwicipta as an event organizer and quality international-scale exhibition implementer reinforces our optimistic stance for the future. We will continue to enrich our experience in the area of exhibition design and construction. Paired with a dynamic New Business Development, as well as a strong network of Fortune family members, both active and non-active, FAC can develop and organize more events independently to provide benefit and happiness to the general public.

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FORTUNE TRAVINDO

Fortune Travindo provides a complete service for travel as well as services relating to MICE and a variety of group travel services for associations and large companies. It is a member of ASITA, IATA and PATA, and holds a license as a Professional Conference Organizers (PCO) from the Ministry of Culture and Tourism. Travindo, as it is known, is the youngest subsidiary of the Fortune Group.

Travindo is a leading travel agency that provides services in the field of travel activities using the highest standards. These include overall event management, promotion and publicity activities. With activities such as concept change to realization, Travindo manages all the needs, including transportation, accommodation, and facilities, for the participating delegates of conferences and exhibitions. Meeting Incentive Convention Exhibition (MICE) once again played a major role in Travindo’s success over the past few years.

In the year 2009, these activities were promoted and organized as a package, some of which were performed in conjunction with other Fortune Group companies as well as independently. Travindo clients during the year included: BKPM, AstraInternational, Warner Music Indonesia, BAPPENAS, United

Diesel, and Harapan Kita Heart Hospital. In 2009, Travindowas once again asked to work with Fortune Adwicipta for the Capital Investment Coordinating Board (BKPM). The JakartaBusiness Forum in 2009 visited several cities in Europe, the Middle East and Asia, including Milan, Amsterdam, Frankfurt, Budapest, Singapore and Abu Dhabi. Furthermore, Travindo helped local governments throughout Indonesia participating in regional trade and investment forums.

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Part 5

Surviving 100 years

into the future

Some people may say that it is too much for a company to be able to survive another 100 years, which was the aspiration of Fortune’s founding fathers. But in actual fact, many companies are aged 100 or more like Unilever, HSBC, GoodyearandAjinomoto.AndinJapanthereare20,000companiesover100years old. In this country Sampoerna is recorded as being nearly 100 years old (three years short), and there may be more. So it is not impossible that Fortune can last another 100 years.

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But it is certainly not just surviving but also excelling with performances beyond original estimates. "If people generally set 100% as the highest," said Indra Abidin, "then we must set our goal at 200%, so that if we only reach 100%, we have reached the highest average." Similarly, in the spirit of the work. "If the average person works 8 hours a day," Indra said further, "then we should be able to work 16 hours." And indeed, if you want to live, do not do it half-heartedly.

Surely to last another 100 years requires a tremendous struggle. Besides excellent human resources, it takes strategy, innovation and dynamic creativity. But can Fortune become the best communications company in Indonesia, who survived 100 years? And what are the problems and the effort needed to achieve Fortune’s dream? All Fortune’s people are optimistic and even very optimistic that Fortune can survive and remain victorious for another 100 years.

But with a few issues that Fortune still needs to address next: "Strong Management with the right regeneration," said Dwi Bustomi, Pegasus Brand Team Leader. "In this century there is one more potentially fatal asset, namely technology. Technology not only in hardware but also software and brainware," said Charlie Aziz, iBD Director. “The Fortune Group should seriously build its own brand, not just the client's brand,” said Indira Abidin, Managing Director of Fortune PR.

"Control over resources: qualified people, knowledge of the latest technology, the most efficient systems and organization and the most effective products and services," said David Honadi, Account Director and Chairman of the Bank Mandiri Special Team. "Increasing the number of blue chip clients, strengthening and improving the team’s competencies," said Firzi Abidin, Associate Media Director. And last but not least: "Fortune must have more prosperous people. That way, everyone will work more diligently, increasingly loyal to the company and be motivated to develop and raise the name of Fortune Indonesia as the number 1 agency in Indonesia, "said Vonny Brahmin, Senior Account Executive.

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The leaders of the future

The success of Fortune for 40 years cannot be separated from the leadership of Indra Abidin and his loyal companion. But they certainly will not be around forever. Renewal of leadership is absolutely essential and as in a relay, must take place on a continuous basis. International magazine Fortune in the article titled ‘How to Build Great Leaders’ published December 7, 2009, recorded 25 leading companies in the world who run future leader development programs. All of the companies, the business magazine said, had one thing in common: "They knew that investing in the development of its employees is not anything fancy, but something that is essential."

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Not many companies in Indonesia prepare future leaders and therefore it is not surprising that there are companies whose performance falls after the departure of its CEO, who often is the founder of the company, or they have had to use head hunters to find replacement company executives who resign or move to other jobs. Fortune Indonesia with the vision to build a winning communications group for 100 years hopes to avoid a leadership vacuum and has started taking steps to prepare a number of select staff to become future leaders through the ‘Fortune nursery’. "Through the Fortune nursery," said Achmad Nur Rochim, HCD Manager, "we hope to gain future Fortune leaders with deeply rooted Fortune cultural competencies required by the industry and by the company in the future." The program was launched in Fortune on 1st April 2010.

This program has been identifying and selecting potential leaders based on performance assessment and predictions of potential. Those who are chosen undergo a regime of training and mentoring that produces a number of people with business and people acumen and high competence that are ready to be placed at the leadership level where and when necessary. As a Corporate Development Program, Fortune nursery fosters transformational leadership by optimizing the

talent, knowledge and competency of people to become future leaders who will maintain and continue Fortune’s philosophy, values and culture that has characterized Fortune since its establishment 40 years ago. "Fortune in the future," said Indra Abidin "will run another 60 years by staying true to the vision and cultural values of the business that are continually enriched and adjusted with the changing times in order to achieve the goals and expectations of its people."

Welcome, future leaders of Fortune!

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In 2009. Indonesia managed to implement the General and Presidential elections. The state and the nation re-elected President Susilo Bambang Yudhoyono in the midst of the economic crisis that hit the global world resulting in many developed countries experienced a reduction in economic growth to minus level. But Indonesia was able to survive the crisis well with economic growth remaining positive at adequate levels. And while advertising spending in developed countries decreased quite dramatically, in Indonesia advertising spending continued to increase by double digits.

So entering the final period of the first decade of the new millennium was a period which was very promising for Fortune. It was not without steps taken by Fortune in previous years to ensure its survival. Fortune outlined strategies to be able to stay ahead called ‘The Winning Formula’ which consisted of five basic elements, namely external regarding clients, partners and suppliers and the government and society; internal which included aspects of the system and the policies, rules and regulations, and business processes; human elements, namely how to attract, motivate and retain the best people. It supported all innovation and growth so the business could move forward continuously.

The key to Fortune’s success in lasting 40 years was its ability to take advantage of situations, crises or incidents that became breakthrough opportunities, from the loss of advertising from TVRI up to the pork fat crisis and the monetary crisis and Fortune acquired a number of strategic clients. For Fortune, there were no problems or obstacles, only challenges and opportunities.

Entering the age of 40, Fortune business groups grew stronger while improving their efficiency and performance. Recognition of the business group’s excellence was characterized by obtaining numerous awards while a growing number of large clients had made Fortune a trusted partner.

And to sustain the excellence and performance of the business Fortune, through its nursery program, prepared future leaders with a deeply rooted culture of Fortune and with the competencies required by the industry and by the company for the future.

Summary

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Better and Younger

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Better and Younger

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Better and Younger

In 2010, Fortune will have completed 40 years. Starting as an advertising and management consulting firm, founded by Fortune International based in Australia and Indo-Consult owned by Mochtar Lubis, Fortune developed into a national advertising company overcoming a number of trials and challenges, from having to pay back a large debt during the transition into local ownership to the economic crisis that reduced space for its business, with the scarcity of major clients in the hard times to the heyday of acquiring colossal clients. Fortune’s founding fathers since the beginning had dreamed or more precisely were determined to build the best advertising company capable of surviving the next 100 years. Perhaps when the idea was raised the first time, it was considered by many to be a dream. "You could say it was a crazy dream to a normal person," recalled Indra Abidin. But now, the dream is ‘within reach’, it can be achieved.

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At the age of 40, Fortune is mature, adult, and professional. "With the capital from 40 years ago, Fortune has achieved results they we can be very proud of," said Indra. "We've made history with many creations that have had a major impact on the people of Indonesia and the World," he added. And for the next 100 years, Fortune will continue to work, creatively and innovatively. Therefore, Fortune continues to refresh, both in its human resources and its creative ideas and innovations. Rejuvenation in all sectors must continue to take place if you want to last another 100 years.

Fortune Indonesia: Better and Younger!!

People say ‘“Life begins at forty’, or a new life begins when people reach the age of 40, and likewise Fortune, at that ripe age in 2010, will not stop growing and will even get younger. Now about 60% of Fortune staff is under the age of 30. Among them are those who have freshly graduated, but the majority are young professionals who already have expertise and experience in their respective fields. Fortune has also gained skills with continually updated creations and innovations which makes the company the one to choose for investment, business and demanding careers.

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Daftar Pustaka Buku 40th Fortune Indonesia(In chronological order of the historical development of Fortune Indonesia)

1. Persatuan Perusahaan Periklanan Indonesia, “Reka Reklame, Sejarah Periklanan Indonesis 1744-1984,” Desember 19932. PersatuanPerusahaanPeriklananIndonesia,”CakapKercap(1972-2003)”,20043. KarinaAdistiana,www.halamansatu.net,“SejarahPeriklanan”,20074. Endah Murwani, Universitas Terbuka, “Perkembangan Periklanan Modern Indonesia”, 20045. Adhy Trisnanto, ”Cerdas Beriklan”, Galangpress, 20076. SitiDewiSeriRatnaSari,S.S.,M.Si.,FakultasIlmuKomunikasi,UniversitasMercuBuana,”ManajemenKrisisPR”,20037. Batalyon 328, Sebuah Catatan Pengabdian, 1958-1991, Fortune Indonesia, 1991 8. LepiTarmidi,WakilKetuaPusatKajianAPEC,“KrisisMoneterIndonesia:SebabDampak,PeranIMFdanSaran”,19989. TulusTambuan,KadinIndonesia&CenterforIndustryandSMEStudies,UniversityofTrisakti,”LongTermTrendsintheIndustrialand EconomicGrowthinIndonesia”,internalseminarpaper,IPS-FE-USAKTI,28September200610.HarianPelita,19Juni2009,”MenyebutNamaHaryonoIngatTakesra,www.haryono.com11.BungHatta,BapakKedaultanRakyat,MemperingatiSatuAbadBungHatta,Editor:SriEdiSwasono,200212.www.tempointeraktif.com,“JakartaFairDinilaiGagal,DewanakanpanggilJITF”,12Juli200113. UNDP, ”Consolidating Democracy: Report of the UNDP Technical Assistance Programme for the 2004 general Elections (Laporan Evaluasi program bantuan UNDP untuk Pemilu dan PilPres 2004) 2005. 14. Iklan dan Politik, RTS Masli dan Budi Setyono, AdGoal.com, 200815. www.jasamarga.com, Profil Perusahaan 16. Advertising Self-Regulation in Asia, Sankaran Ramanathan, Asia Federation of Advertising Agencies; International Advertising Association – Asia Pacific, 201017. Wikipedia.com, Tupperware, Company History 18.Gatra.com,“Foke-PrijantoJawaraPilkadaDKIJakarta2007”,17Agustus200719.DetikForum,”PengumumanKPUHasilAkhirPerhitunganPemilu2009”,10Mei200920. www.muamalatbank.com, “Tentang Muamalat – profil Muamalat”21.www.ekon.go.id,KementrianKoordinatorBidangPerekonomian,“KinerjaPerekonomian2004-2009”,14Oktober200922. www.gudangupil.com, “Evolusi Bisnis Retil di Indonesia”, 200123. Wikipedia.com, Sejarah McDonald’s di Indonesia24. Wikipedia.com, Sejarah Pizza Hut di Indonesia25.Wikipedia.com,SejarahBurgerKingdiIndonesia,Wikipedia.com26.www.fauziwibowo.com,“SepintasLintasanSejarahJakartaFair”.27.www.tembi.org,“EsKrimTopYogyakarta:SudahEksisSejakSebelumProklamasiKemerdekaanRI”.28.RahmanSalilulHadi,“StrategiProgramKomunikasiKorporasiPRDjarum”,PerpustakaanUniversitasIndonesia29. teknologi.vivanews.com, “Prediksi Pasar Telekomunikasi Indonesia”, 2 September 2009.30. tekno.kompas.com, “Pengguna Internet Indonesia Tumbuh 1.000 Persen”, 31 Maret 2009.31. www.tempointerakif.com, “Belanja Iklan 2005 Meningkat Lima Persen”, 28 Desember 200532. Harris Thayeb, PPt. “Advertising Industry Outlook for 2010: AdEx Growth Increased from 12% Last Year”, 200933.bisniskeuangan.kompas.com,“Nielsen:BelanjaIklanIndonesia2009TembusRp.48,5Triliun”,19Januari201034.www.samarinda.go.id,“PenjualanSepedaMotor2005Tembus5Juta”,18Januari200635. otomotif.kompas.com, “Rekor Baru Penjualan Sepeda Motor di Indonesia 6,2 juta unit”, 4 Februari 200936. en.wikipedia.org, Tupperware: Company History37.www.jiwasraya.co.id,“ProfilJiwasrayadanSejarahnya”,201038.www.bankmandiri.co.id,“BankMandiriakanLakukanAkuisisiMayoritasSahamPTTunasFinancindoSarana”,30Juni200839. Annual Reports/Laporan Tahunan, PT Fortune Indonesia, Tbk., 2001-2010

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Nara Sumber yang diwawancara langsung atau melalui E-Mail(In chronological order with their last position during his / her employment at Fortune previously / current)

1. Glenn Bruce, Creative Advisor 2. Otto Munaf, Assistant General Manager dan Account Executive3. Nolly Sadely, Traffic dan Production4. Odih Saidi, Media Buyer/Manager5. Tientje Murtiningsih, Receptionis6. Herman Mulyadi Sulaeman, Direktur7. Asri Usuluddin, Account Executive8. UmiKaryono,SekretarisIndraAbidin9. JosArasroesto,ArtDirector10. Widodo Surosdo, Art Director11. Anyool Subroto, Senior Art Director merangkap Creative Director12. Lily Soemardjito, Art Director13. Riswanto Ramelan, Direktur, Aditya Alembana14. Yuliana Leonarda, Finance Director 15.JohnnyPranatyo,CreativeDirectordanAccountSupervisor.16.JohnnySunarya,StafBagianTrafficdanProduksi17. Harry Darmawan, Account Supervisor 18. Lily Limans, Account Executive 19. Madnur, staf bagian Accounting 20.IbnuKhurie,GeneralManagerFortuneCompsett21. Lily Soemardjito, Art Director22.KasmanArdan,KomisarisFortuneIndonesia,AdwitiyaAlembanadanFortunePR23. Lucia Budiono, Direktur Fortune Travindo, Media Director24.MirantyAbidin,DirekturUtamaFortunePramanaRancang,KomisarisFortuneIndonesia25. Djodjo Gozali, Direktur Adwitiya Alembana/Fortune Adwicipta26. Triawan Munaf, Account Director Fortune Indonesia 27. RTS Masli, Senior Copywriter dan Associate Creative Director 28. Roddy McRae, Creative Director 29. Paula Dewi Abdulkadir, PR Officer, Adwitiya Alembana 30. Freida Subrata, General Manager, Grha Adhika Fortune31.AinurRovic,AccountDirector/KetuaTimSocialMarketing,APSOM32. Dewi Indrawati (Wiwien), IT Manager33. Lusiana Tanahdjaja, Group Brand Team Leader34. Wimpi Handoko, Account Director dan Client Service Director35. Dewi Gajahmada, Managing Director, Fortune Adwicipta 36. Indah Soepraba, Senior Consultant, Fortune Pramana Rancang 37. Indira Abidin, Managing Director,Fortune Pramana Rancang 38. Yanti Priyambodo, Creative Director39. Rina Priyatna, Account Manager40. Amelia Setiawan, Associate Media Director, Touchpoint 41. Dwi Bustomi, Brand Team Leader, Pegasus42. Daradjat Natanagara, Special Advisor43. David Honadi, Account Director dan Team Leader, Barcode44. Firzi Abidin, Associate Media Director, Touchpoint45. Adiwidjaja Astrianto, Account Manager, APSOM46. Aris Boediharjo, Group Chief Operations Officer47. Nur Rochim Achmad, Human Capital Development and General Affairs Manager48. Vonny Brahmana, Senior Account Executive49. Charlie Azis, iBD Director50. Debbie Damajanti, Brand Team Leader, Activator51. Ami Amalia, Brand Team Leader, Mars52. Indra Abidin, President Director

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40 YEARS FORTUNE INDONESIA - foru.co.idforu.co.id/forubooks/hajar/hajar_english.pdf• The house at Jalan Haji Agus Salim 19 Part 2 Richard Pollard 20 Part 3 Mochtar Lubis 22 Part

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