- 0-100 km/h (62 mph) sprint in just 2.8 seconds
- Braking from 100 km/h to zero takes just 30.2 metres – less than a third of the recognised stopping distance
- The McLaren P1™ reaches 300 km/h (186 mph) in 16.5 seconds – a full 5.5 seconds quicker than the iconic McLaren F1
- Bespoke tyres and braking system, developed in conjunction with technical partners Pirelli and Akebono, ensure optimised performance
- First customer takes delivery of groundbreaking McLaren P1™ from company’s headquarters in Woking, England
Following an extensive testing and development programme, McLaren Automotive has now confirmed the performance figures for the McLaren P1™ in the latest stage in the launch of the groundbreaking model. These figures show that the third model in the range accelerates to 100 km/h (62 mph) in 2.8 seconds, 200 km/h (124 mph) in 6.8 seconds, and 300 km/h (186 mph) in just 16.5 seconds.
Groundbreaking levels of performance
The McLaren P1™ has been designed from the outset with one clear goal: to be the best driver’s car on road and track. The confirmation of the performance figures underline this, and give further insight into the potential of the latest model from the Woking-based firm.
Fitted with a twin powerplant powertrain generating 916 PS (903 bhp) from the highly efficient 3.8-litre twin turbo V8 petrol engine and the lightweight electric motor, the McLaren P1™ storms from a standstill to 100 km/h (62 mph) in just 2.8 seconds, and hits 200 km/h (124 mph) in 6.8 seconds – quicker than many hot hatches reach half that speed.
As of July 15th, 2013, Ad Age has shut down the Power 150 service. While you’ll still be able to view our final rankings, they will not be updated in the future. We will also no longer be accepting new blogs. If your blog was waiting to be accepted, we won’t be reviewing it for inclusion. For the time being, you can still search the list and download an OPML file of all the current blogs.
Why are we shutting it down? Since we took over the list from Todd Andrlik in 2007, conversations on marketing have broadened their reach well beyond personal blogs to Facebook, Twitter, LinkedIn and many other places. If blogging lowered the barrier to entry, social media obliterated it. Because of that, and with more holistic influence measurement tools like Klout, the Power 150 is less relevant and powerful than it was six years ago.
And in practical terms, with social media APIs ever-changing and new sources of data appearing at a regular clip, we’ve decided to put our resources into interactive data projects like our Viral Video Charts or our YouTube Channel Tracker.
For fans of the service over the years, we thank you for joining us and providing so much valuable feedback and enthusiasm. To wrap things up, we thought we’d let Todd Andrlik, original creator of the list, have the last word. His comments — and a plug for his new book — are below.
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Dr Amina Al Rustamani, Group CEO of TECOM Investments and Representative for the Dubai Design District, who will take up a seat on the Council, said:
“Dubai’s design and fashion industry has a great opportunity to put itself on an equal footing with the likes of London, Paris and New York. However, to unlock the industry’s full potential it will need to be carefully and strategically developed by the people and organisations that know the industry best. That is why the Decree to create a Dubai Design and Fashion Council, which will guide and nurture the growth of the industry, is so important.
“The Dubai Design District is delighted to have invited to take up a seat on the Council. We are dedicated to establishing a thriving creative community, and we will endeavour to play our part in fostering the industry’s wider growth and development.”
Ahmad Bin Byat, Director General of the Dubai Technology and Media Free Zone Authority, said:
“Dubai already has a growing creative community and we want to harness its full potential. By carving a detailed roadmap, we would be able to maximise the contribution of this community towards achieving Dubai’s strategic ambitions of diversifying the economy, encouraging enterprise and growing the talent pool.
“Bringing together both the public and private sectors will allow the Dubai Design and Fashion Council to provide focused and dedicated support to the industry. It will guide its future growth, as well as fostering a spirit of creativity, entrepreneurship and innovation. The Council will also help in attracting and developing the local talent needed for the industry’s enduring success, while at the same time ensuring it adheres to global standards of best practice.”
Bin Byat added: “The design and fashion industry has a significant role to play in helping Dubai achieve the ambitious objectives set out in Tourism Vision 2020.”
HE Helal Saeed Almarri, Director-General, DTCM said:
“As we look towards 2020, furthering the development of the creative industries is an important element of the broadening of Dubai’s offer. Retail has always been one of Dubai’s main attractions for tourists and with fashion a critical component of this, the establishment of the Dubai Design and Fashion Council by His Highness Sheikh Mohammed bin Rashid Al Maktoum is an important step in the expansion of this sector. We look forward to working with our partners in the city to create a cohesive approach to the development of the design and fashion industry.”
HE Abdullah Al Shaibani, Secretary-General of Dubai Executive Council said:
“The Dubai Design and Fashion Council will have an important role in promoting Dubai on a global scale. The Council will help create a leading industry position for the Emirate, which in time will enable it to compete with the four fashion capitals of New York, Paris, London and Milan.
“The General Secretariat of the Executive Council is always keen to support all strategic sectors in the Emirate, providing an appropriate environment for creativity and innovation, and this is another example of this provision. The establishment of Dubai Fashion andn Council by His Highness Sheikh Mohammad Bin Rashid Al Maktoum reflects his commitment to achieving global leadership.”
Mon, 29 Jul 2013 | By Angus Montgomery
The ‘merger of equals’ between marketing services behemoths Omnicom and Publicis will create a new network nearly twice the size of WPP and completely reshape the marketing landscape.
Publicis Omnicom Group – to give it its new name – says it had combined 2012 revenues of $22.7 billion (£15 billion), compared to WPP’s reported revenues of £10.4 billion.
The new group’s equity is valued at $35.1 billion (£23 billion) compared to WPP’s market value of £13 billion (calculated at the end of 2012). Market analyst Investec says the newly merged group will be ‘the number one global agency by size’.
In advertising and marketing terms the merger brings together such iconic agency names as BBDO, Saatchi & Saatchi, Leo Burnett and DDB.
And in design terms the headline names brought together in the merger include Omnicom companies Interbrand and Wolff Olins and LBi, which was acquired by Publicis last year in a deal worth £332 million.
The merger is, undoubtedly, huge, and when Omnicom chief executive John Wren describes it as ‘reshaping the industry’ it’s hard to describe it as hyperbole. Likewise media and investment analysts are routinely describing the move as a ‘mega-merger’ that will knock WPP into second place.
But will this carry through to the design sector? WPP has spent the last two decades building up an impressive portfolio of complementary design consultancies – from creative specialist The Partners to retail giant Fitch and interactive supergroup AKQA, with all points in between covered.
Will the Omnicom/Publicis merger knock WPP off its design perch?
A quick overview of the agencies in the newly merged groups suggests a good fit. Omnicom has operated brand specialists Interbrand and Wolff Olins for several years, alongside communications group Fishburn Hedges Boys Williams, which counts design group Further as one of its agencies.
Interbrand is a division of the network, FHBW operates as a group of consultancies, while Wolff Olins is a wholly owned subsidiary company. All operate globally with strong and recognisable brands.
On the Publicis side, the big name is interactive giant LBi, which is currently beingmerged with Digitas to form a new global group which will comprise 5700 employees in 25 countries (the move is unaffected by its parent group’s merger).
So a new group that brings together Wolff Olins, Interbrand and (soon-to-be) DigitasLBi would have coverage across disciplines, clients and sectors and seem to be well equal to WPP’s roster.
And looking at the numbers, it seems that the two groups will be reasonably equal financially as well.
For our recent Top 100 survey, accountant Kingston Smith W1 pulled the most recently filed Companies House accounts from the networked consultancies (the majority of these are from 2011).
An analysis of these shows that the newly merged Publicis and Omnicom design groups report a total turnover of £141 million, while the merged WPP groups weren’t far behind, with a combined turnover of £121 billion.
Interestingly, market analysts suggest that WPP could see a short-term improvement in business as the merged Publicis Omnicom Group is forced to jettison clients due to conflicts of interest.
No individual consultancy within the newly merged group has yet admitted to having to cut clients ties due to the merger however.
New Publicis Omnicom Group joint CEOs Maurice Lévy and John Wren