City Analysis Corporate News & Announcements (CNA) March 2008
renew is a product of media metrica ltd. Š 2008. all rights reserved. media metrica ltd / renew your streets ltd studio two, 166 tower bridge road, london se1 3ls t: 020 7407 2933 f: 020 7089 9022 e: media@renewsolution.com renewsolution.com
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Analysis & Valuation
3
Introduction
This study has been prepared on behalf of Renew for Media Metrica Limited by M:Communications. M:Communications is a financial communications consultancy which has grown in less than five years to become a leading UK adviser on corporate reputation, M&A and strategic communications. Its core skills are founded on financial public relations, investor communication, crisis PR and government relations. M:Communications employs over forty professionals, with offices in the City of London, Paris, Moscow and Dubai. Since its formation M: has gained significant recognition within the industry, including PR Week’s “New Consultancy of the Year” and Acquisitions Monthly’s “Media Relations Adviser of the year 2004.” M: has handled €500bn of M&A work and €250bn of IPOs. In the mergermarket review of communications advisers to transactions over the last decade, M:communications’ consultants dominate the league table, ranking numbers one, five and eleven, having advised on €700,000bn of transactions. The study was undertaken by M:Communications consultants:
Ben Simons
Adrian Flook
Ben has advised on the financial communications strategies for London Stock Exchange quoted companies for over seven years. He has been responsible for handling financial PR and investor relations briefs for businesses across a broad range of sectors ranging from leisure and healthcare to engineering and financial services. He has structured and led the IPO communications programmes for numerous companies over the past seven years.
Adrian joined M: Communications in 2005 after serving a full term as the Member of Parliament for Taunton, a seat which he won against the electoral grain in 2001. He served for the whole Parliament on the influential Culture, Media and Sport Select Committee which holds the Government department of the same name to account and was also the Treasurer of the All Party BBC Group. Prior to his four years as an MP, he was a local councillor in Wandsworth where he served on the planning committee before chairing the Environment Committee. Before winning his parliamentary seat, he was an equity partner at Financial Dynamics working closely for a number of years with M: founding partners, Nick Miles and Hugh Morrison on some of Europe’s highest profile bids and mergers. Before moving into financial communications he had a successful 12 year career as an institutional stockbroker concentrating on European equities with a number of leading investment banks including UBS Warburg and Societe Generale.
Working directly with his clients’ senior management, Ben is experienced in ‘bridging the gap’ between companies and the investment communities.
4
Contents
Part 1 Summary analysis Valuation Newspaper comparables Broadcast comparables Information providers Outdoor comparables Second comparable table Projected value
6 8 10 18 20 25 35 36
Part 2 Preface Company news bulletins Corporate messaging Routes to market
38 39 47 50
Part 3 Introduction Phase 1 Phase 2 & 3 Appendices
54 55 56 58
1.85m
Top View 0.55m 1.25m 1.05m 32� High Brightness LCD Screen
Blast Resistant Recycling Modules
0.35m
Front View
Front Side View
5
Summary analysis
The City of London’s moratorium on advertising significantly limits the ability to achieve branded exposure to the City audience. With the exception of two limited and relatively unsophisticated media for branded exposure on the streets of the City of London (phone booths, Evening Standard vendor screens) such an opportunity will be unique and likely command a premium due, not only to the tier of audience that it will reach and impact, but also for its rarity. The objective of this valuation study is to investigate the various existing mechanisms for impacting the City of London working population and the associated costs, and to arrive at an estimated value for reaching of a worker in the City of London, the world’s premier financial centre. There are no direct comparables to Renew’s Revenue Stream 3 – branded corporate messaging (the ability to prioritise and distribute company news across the Renew screens). The media used to build comparative valuation include real prices (rather than rate card pricing) from all known sources of corporation communication in the City which for this report included: Newspaper:
CityAM
Evening Standard
Financial Times
Financial Times Company Announcement Service
Broadcast:
Bloomberg TV
Bloomberg TV data boards
CNBC TV
Information Providers:
Bloomberg Terminal
PIP & Additional Distribution:
RNS
PR Newswire Disclose
RNS Reach
Marketwire UK Timely Disclosure
PR Newswire UK Finance
Outdoor:
Digital Escalator Panels
Six sheets
Landmark sites
LCD screens
Adshel panels
Phone booths
City of London taxis
Evening Standard vendor TV screens
6
As Renew will most likely have airtime commitments during its launch, such as general news, various programming blocks (business, finance, sports, etc.), and public messaging, a preliminary assumption has been made that 1/3rd of airtime of every business hour is dedicated to Revenue Stream 3. Naturally this is purely to help in the valuation process, and in reality will change as the real traction of the corporate communication channel is established. It is likely that during the first months of trial, Renew will have to offer discounts to attract its initial users. There are two conceivable levels of use for this channel: i. high volume/low cost: multiple clients with messages during a day or ii. low volume/higher cost: one corporate client with multiple messages/news in rotation during the day. Renew will have to market and offer both services, directly and through third party financial pr advisers and other news generators in the City, to attract both levels of users. Renew will have to develop the online capability to allow for ease of access, booking, posting, approval and billing of corporate news/messages as part of the corporate messaging service. Renew Revenue Stream 3 will be marketed to both direct potential users of the service and indirectly via financial pr agencies responsible for client communications. Direct users will include in-house communications and marketing directors of the leading London investment banks, Magic Circle law firms, spread betting firms, second tier corporate finance houses, accountancy practices, stock brokers and FTSE 100 companies. Indirect marketing will seek to incentivise top tier financial pr advisers to incorporate Renew’s Revenue Stream 3 in the ongoing communications strategies of their clients. We believe that the Renew Revenue Stream 3 story should be treated in isolation – i.e. separately to the wider Renew story (green, blast technology, public information). Indeed those elements should be perceived, as much as possible, as a by-product of the new corporate messaging channel – a necessary platform to facilitate the existence of Revenue Stream 3. To this end the PR campaign should be subject to a separate treatment to the announcement of contracts with the City of London and an independent press release and PR initiative targeted specifically at the City/financial media. The first phase of this will involve the issue of a separate press release to financial media on the announcement of contracts with the City of London and introductions to a selection of appropriate financial media with the aim of generating news interest in the concept. This strategy will seek to raise awareness of the creation of such a service. The second phase will have greater emphasis on drawing in customers and agencies to utilise the service – to become customers. It should be put into action simultaneously to the first batch of units being installed so that potential users can get a true perspective on the prominence of positioning and the potential impact of their messaging. This project may be achieved through a variety of methods but should certainly include the holding of an event or reception for financial pr practitioners (possibly in conjunction with Gorkana – an online database subscribed to by all leading financial pr practitioners). Additionally, individual contact with the sales team will offer potential financial incentives.
Summary analysis This event, or potentially a separate event, should also include the in-house communications and marketing directors of the aforementioned businesses but, in the case of the larger firms, Renew will seek to entertain the senior communications directors individually. An ongoing series of telephone and email approaches to e.g. FTSE 100 communications companies will be implemented and sales representatives will seek where possible to set up meetings or bring them to the visual space and an active unit.
It may be possible to establish cross-selling or co-promotion agreements with financial news disseminators such as PR Newswire or RNS. By blending valuations from the media investigated, this study is able to apply a guideline to the value of Revenue Stream 3 across a day, week month or year based on its current projected reach of 1.4m pedestrians in the City per day: Average cost per person in pence.
Revenue Stream Comparison Publication
Type
Audience
City Reach
Refresh Rate
Average Cost
City Am
Newspapers
100,000
100%
AM
2.71p
FT
Newspapers
375,000
30%
AM
7.79p
Evening Standard
Newspapers
450,000
25%
PM
2.45p
Bloomberg
Terminals Desktop
270,000
75%
LIVE
2.67p
Bloomberg
TV (& Data Boards) Broadcast
120,000
50%
LIVE
34.50p
CNBC
TV Broadcast
81,000
50%
LIVE
130.50p
E.S. Vendor Screens
D.Outdoor
70,000
100%
DAILY
4.57p
Digital Escalator Panels
D.Outdoor
250,000
100%
BI-WEEKLY
4.00p
LCD Screens
D.Outdoor
125,000
100%
QUARTERLY
0.81p
Six Sheets
Outdoor
700,000
50%
BI-WEEKLY
0.82p
Landmarks
Outdoor
575,000
50%
MONTHLY
0.41p
City Taxis
Outdoor
100,000
33%
QUARTERLY
1.00p
Phone Booths
Outdoor
100,000
100%
BI-WEEKLY
1.08p
FINANCIAL BROADCASTERS FINANCIAL BROADCASTERS
NEWSPAPERS
DIGITAL OUTDOOR
POSTER
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
40.00
50.00
60.00
7
Valuation
The City of London does not permit advertising. With the exception of two limited and relatively unsophisticated media for branded exposure on the streets of the City of London (phone booths, Evening Standard vendor screens) such an opportunity will be unique and likely command a premium due, not only to the tier of audience that it will reach and impact, but also for its rarity.
Of the estimated 358,000 work stations in the City of London, it is estimated that 31.2% are engaged in banking or other financial services, 12.8% insurance, 35.2% business services and just 20.8% in other industries. Consequently the average earnings of a City worker are at least double the average earnings of a Londoner. Five of the world’s top 10 investment banks by turnover have offices in the City of London, whilst all of the UK’s ‘Magic Circle’ law firms are situated within the City:
In assessing the potential value of Revenue Stream 3 it is necessary to understand the unique audience that exists in the world’s premier financial centre. The City of London is a commercial district, with a small residential base in comparison to the number of people who work within it.
Freshfields Bruckhaus Deringer
A
01
02
03
FARRINGDON
04
05
06
07
08
09
10
11
12
BARBICAN
UBS
MOORGATE
Merrill LynchB
LIVERPOOL STREET
Allen & Overy C
Clifford Chance ST. PAUL'S ALDGATE
D
Deutsche Bank
BANK
MANSION HOUSE
E
BLACKFRIARS
Goldman SachsF
MONUMENT TOWER HILL
Slaughter & May
Banks
Linklaters
Law Firms
JP morgan – 20 Moorgate, EC2R 6DA
Allen & Overy – 1 Bishops Square, E1 6AU
Goldman Sachs – 133 Fleet Street, EC4A 2BB
Clifford Chance – 4 Coleman St, EC2R 5JJ
UBS – 1-2 Finsbury Ave, EC2M 2PP Merrill Lynch - 2 King Edward St, EC1A 1HQ Deutche – 1 Great Winchester St, EC2N 2DB
Freshfields Bruckhaus Deringer – 65 Fleet Street, EC2Y 1HS Linklaters - 1 Silk Street, EC2Y 8HQ Slaughter and May – 1 Bunhill Row, EC1Y 8YY
Sources: City of London research; Hemscott
JP Morgan Casenove
Valuation
There is no directly comparable medium for achieving branded exposure of City-relevant news to that of Revenue Stream 3. In order to estimate a chargeable value we have examined other mechanisms that exist currently for achieving exposure, either limited directly to this same City audience, or to a wider financial audience, albeit predominantly relevant to those working in the City of London. In the case of the latter, where the comparable media of newspaper and broadcast had a reach beyond the City of London, it is a fair assumption in each case (although not evidentially supportable in every case) that the overwhelming majority of their impact is upon those same individuals that work in the City of London. As well as traditional advertising media, existing channels for disseminating financial news were analysed. Comparative media researched were financial newspapers, financial broadcast channels, primary information provider agencies, financial news distribution services, trading terminals, and outdoor advertising opportunities (including stations, phone booths, taxis and on-street newspaper vendor terminals).
Due to the diversity of the comparable media for reaching the City of London audience and, in some cases the impossibility of excluding audiences reached outside of the City of London, the comparable valuations are by no means an exact science or a precise like-for-like comparison. Instead we have sought to get a sense of what it costs to get a brand or message visible to the high-end businessman or woman and, wherever possible, limiting this solely to those working within the City of London. How much is a passing glance of 5 seconds duration from a City worker worth? This chapter blends the findings of research into comparable media for communicating with Revenue Stream 3’s target audience to generate value ranges and averages to apply to Revenue Stream 3.
9
Newspaper comparables
City AM
CityAM is a weekday free publication which is typically distributed to businessmen and women as they arrive at stations in the City of London each morning. Due to its content being, on average, 60% focussed purely on City and financial news, it generally appeals only to those individuals directly involved in the business and financial sectors i.e. those actively seeking news concerning the business/financial markets. CityAM has a daily readership of 170,000. Readership profile: • Average age 38yrs • Average personal income for CityAM reader at May 2007 was £87,000 – more than double that of the average Londoner • 98% ABC1 • 60% are awarded an annual bonus, averaging £91,000 for the top third • 68% of readers have a professional qualification • 60% are management • Average reading time per day 21 minutes • 78.5% of City workers directly involved in the financial sector have read CityAM before starting work – it is therefore a key source for igniting interest in the business news stories of the day.
10
Newspaper comparables
City AM - continued
CityAM’s highest volume distribution points are exits of the following stations:
CITY AM 01
02
A
03
04
05
06
07
CITY AM
08
09
10
11
12
BARBICAN
FARRINGDON
MOORGATE
B LIVERPOOL STREET
CITY AM
C
ST. PAUL'S ALDGATE
D
BANK
MANSION HOUSE
E
BLACKFRIARS MONUMENT
F
TOWER HILL
CITY AM
CITY AM (LONDON BRIDGE)
CITY AM
Advertising Options Cost
Description
£5,000 per day
Full page colour – Front of paper within Business news section
£25,000 per day
Cover wrap - 2 outside pages, 2 inside pages
£3,000 per day
Front page banner and earpiece
£1,800 per day
Front page banner and earpiece – minimum length 3 months
Source: Ravject Kang, City AM Sales
11
Newspaper comparables
Evening Standard
The Evening Standard is read by 450,000 people per day, spread over three daily editions. The most popular of which is the West End Final due to its availability to commuters on their return home from work. Approximately 25% of Evening Standards are sold within the City of London. For this reason the Evening Standard has afforded increasing prominence to its Business section within the newspaper, which has moved from the centre of the paper closer to the front, immediately following ‘news.’ The Evening Standard’s key distribution points within the City of London are Bank Liverpool Street Moorgate Readership profile: • The Evening Standard reaches more ABs in London than any other daily newspaper (38%) • Evening Standard has the highest % of business readers and company directors of all UK national press titles • Approximately 25% of Evening Standard readers have acted as their company’s official spokesperson • 12% of readers are company owners • 59% Men / 41% Women • Average age of reader 39yrs
12
Newspaper comparables
Evening Standard - continued
For advertising purposes, each page is divided into column centimetres.
36 cm
7 Columns
Advertising Options Cost
Description
ÂŁ75
Per single colour column cm
Source: Huw Rees, Evening Standard Sales
13
Newspaper comparables
Financial Times
The Financial Times is read by 375,000 people per day in the UK. Readership profile • FT is the leading daily publication amongst UK company Chief Executives • Only broadsheet newspaper to record a rise in circulation in 2007 • Average age of reader is 42 years • Average personal income is £75,538 • 80% of fund managers in the UK read the FT every day
14
Newspaper comparables
Financial Times - continued
For advertising purposes, each page is divided into column centimetres.
56 cm
8 Columns
Advertising Options Cost
Description
£13,900
Front page colour of ‘Companies and Markets’(the space most associated with ‘City’ news 8cm strip
£127.77
Average standard site in ‘Companies and Markets’ per single column cm
Source: Chris Nardi, Ft Sales
15
Newspaper comparables
FT Companies Announcement Service
This service is run in conjunction with the Regulatory News Service from the London Stock Exchange (see news dissemination services) whereby a quoted company may publish, up to a maximum of 1,000 characters, its regulatory news announcement from the prior day in the inside back page of the Financial Times ‘Companies and Markets’ section.
16
Newspaper comparables
FT Companies Announcement Service - continued
For advertising purposes, each page is divided into column centimetres.
Costs Cost
Description
£350 £700 £1,050
300 characters 600 characters 1,000 characters
Source: Regulatory News Service
17
Broadcast comparables
Bloomberg
Bloomberg TV is viewed by 120,000 people per day in the UK. According to a Bloomberg TV sales representative, Bloomberg assumes that the majority of this UK viewing takes place within the offices and trading rooms of the City of London. For this reason, with the exception of specific moments in the financial day (namely London opening, Wall Street opening bell, London market closing) Bloomberg TV is mainly viewed without sound for very brief periods of time. To that extent its impact is predominantly visual-only. Sponsorship of data boards Bloomberg features data boards throughout the day featuring live data for the following: • FTSE100 • FTSE 250 • FTSE All Share • FTSE Techmark • FTSE Aim • Dow Jones • Nasdaq • European or Global Market Update Each data board is broadcast six times per day. A sponsorship of a data board will enable the ten second intro and ten second closing to directly feature the sponsors branding and message, whilst the forty second data board itself will feature very feint branding.
10 seconds
40 seconds
10 seconds
Advertising Options Type
Cost
Description
Advertising
£73.33
per 20 second spot (Based on 5 spots a day on a Mon - Fri schedule for 12 weeks)
Data Boards
£45,000
for three months. Minimum subscription run 3 months.
Source: Mark Durrant, Bloomberg Sales
18
Broadcast comparables
CNBC Europe
CNBC English language is viewed by 81,000 people per day. It shares a similar viewing trend with that of Bloomberg Television’s, in that it is typically viewed on communal television screens in the offices of financial institutions and dealing rooms.
Standard broadcast advertising Cost
Description
£220
per 30 second spot (Based on 6 spots a day on a Monday – Friday schedule for 8 weeks)
£4144.40
per 15 second spot (Based on 6 spots a day on a Monday – Friday schedule for 8 weeks)
Source: Kerry Tarrant, CNBC Sales
19
Information providers
Trading terminals
Investment professionals in the City of London, such as stockbrokers, analysts, fund managers and traders typically have information providers (or trading terminals) in front of them throughout the working day. These screens provide live pricing data of securities, currencies, worldwide indices and so on. The three leading providers of these to the City of London are:
• Bloomberg • Reuters • Thomson
There is an opportunity for advertising or branded corporate messages to appear unobtrusively on these trading terminals on the welcome/log-in screen. This screen must be passed by the user but does not compromise the user-experience once logged into the terminal. Only Bloomberg currently offers this opportunity. Bloomberg provides 45,000 terminals in the UK. A representative for Bloomberg estimates that between 70-80% of these terminals are located within offices in the City of London. There are, on average, 6 opportunities per day, per user to view the welcome screen. This is because when the screen is inactive for a period of time it will automatically revert to the welcome screen or, in many firms, the user is required under their duty of confidentiality to return their screen to the welcome screen whilst absent from the desk. Bloomberg does not, however, sell this service as a standalone. It is currently offered as a ‘value-add’ to one-month’s standard display advertising within Bloomberg Markets magazine, equating to a guaranteed minimum 24hour business day appearance on the Bloomberg terminals. This combination package is sold for both the UK edition of the magazine with UK-only Bloomberg terminals or various international, including worldwide, combinations. The cost for this combination package in the UK alone, appearing on the 45,000 Bloomberg terminals (estimation: 70-80% within the City of London):
Cost Type
Cost
Bloomberg Terminals
Cost £8,000
Source: Scondi Ngubo, Bloomberg Sales
20
Information providers
Primary Information Provider Services and Additional Distribution
UK quoted companies are required by the Financial Services Authority to disseminate price sensitive information in accordance with its guidelines. This is to ensure that the issuing companies meet certain minimum standards of disclosure when disseminating price-sensitive news and information, thereby providing institutional and retail investors, the media and the general public equal access to material news the moment it is announced. In the UK there are various agencies that provide primary information provider (PIP) services in accordance with the FSA standards. These standards include: • A high level of security, including controls to ensure regulatory information is processed securely and is not misused • Being able to receive regulatory information 24 hours a day, 7 days a week and to release it between 07.00 and 18.30 UK time, on any business day • 95% of regulatory information received electronically must be released within five minutes of receipt, unless embargoed • Transparent charges, clearly stated, so that they can be easily compared with competing PIP services • Recovery provisions, which are sufficient to ensure that there is minimum disruption to the continuous operation of a PIP service In accordance with the FSA standards a company is required to disclose its price sensitive news and information to, at least, the following Secondary Information Providers:
An approved PIP agency is able to provide a ‘one-stop-shop’ to perform this function. Some will provide dissemination to extra news vendor wires, such as Dow Jones, to add value to their offering. Until April 2002 Regulatory News Service (“RNS”), owned by the London Stock Exchange, had a monopoly on the provision of regulatory news distribution, at which time the FSA opened up the market to competition.
Market Share (%) Feb 06 1% 10%
1%
10%
10%
The leading PIP agency remains RNS, followed by PR Newswire, who are a leading provider of similar services in the United States but have only a small market share in the UK. Although the latest available market share statistics are taken from 2006, it should be assumed that the market shares of both RNS and PR Newswire have remained broadly consistent.
RNS PR Newswire Business Wire Cision Hugin 75%
Market Wire
Sources: Financil Services Authority; Knowledge Technology Solutions Research
21
Information providers
Primary Information Provider Services and Additional Distribution - continued
Cost For the purposes of this study we have disregarded the costs for issuing standard regulatory filings known as ‘Forms’, such as Total Voting Rights and Declaration of Substantial Interests, as well as the costs for issuing preliminary and half-yearly results statements. The costs for comparison have been restricted to those of company news which is appropriate in the context of Renew Revenue Stream 3. The costs shown are those of the top two PIP agencies with 85% of the market share: Although there are multiple viewing platforms in the City of London for these company news announcements, typically via equity trading terminals such as Bloomberg, Reuters or Thomson, as well as hundreds of internet news vendors (for example Yahoo Finance) the wastage of such information is extremely high. This is because each item will be relevant only to a specific group or individual who has pro-actively sought to be alerted to news concerning a particular stock. The impact of this news upon people working in the City of London is limited to those persons following a particular stock or market sector. It is impossible to know how many people in general, or indeed in the City of London alone, view regulatory company news announcements since they are available on so many platforms, including the internet, and are issued with such high frequency.
Cost Type
Cost
RNS
£150 per news statement
PR Newswire Disclose
£120 per news statement
Sources: Regulatory News Service PR Newswire Disclosure
22
Information providers
Primary Information Provider Services and Additional Distribution - continued
Additional Distribution Certain Primary Information Provider agencies also offer additional distribution services outside of the regulatory channels. Such a service would typically be employed when a company is either seeking visibility to a wider audience beyond that achievable with regulatory distribution, or issuing news that is not considered price sensitive, and thus meriting of regulatory distribution. These additional distribution services vary in the size of their reach. Typically, as a minimum, news will be distributed to the same financial news circuit as regulatory distribution however, some services offer distribution to a broader scope of news vendors and direct emails to national and regional financial journalists across all types of media. The costs for comparison of three rival additional distribution services are as follows: RNS offers an additional distribution circuit called “RNS Reach” which is used primarily for the distribution of non-regulatory news through the same financial circuits as its regulatory service. Marketwire’s “UK Timely Disclosure” circuit is a broader service than RNS Reach, offering the same wire circuit with the additional distribution by email to financial media. The most comprehensive service is PR Newswire’s “UK Finance” circuit offering the widest wire and email distribution of a UK business circuit. Since distribution of these services is available on over 2 million downstream vendor terminals and financial websites it is not possible to gauge the individual impact of a news release. However, like regulatory distribution, wastage is immensely high due o each news statement’s competition with hundreds of others on any given business day and their relevance to a finite audience. The important distinction to be made about news dissemination services as opposed to print or outdoor, is that there is no guaranteed delivery of message to a set audience. Rather the cost has to do with the generation of a certain news feed and its provision to other news aggregators, which may or may not be picked up for general distribution. The great majority of generated news feeds do not achieve distribution and most certainly, rarely gain “City awareness”.
Cost Type
Cost
RNS
Base cost is £150 for up to 400 words
Marketwire
Base cost is £240 for up to 400 words
PR Newswire
Base cost is £275 for up to 400 words
Sources: Regulatory News Service Marketwire PR Newswire
23
Outdoor comparables
The opportunity for outdoor brand visibility in the City of London is scarce due to the City’s moratorium on outdoor advertising. We have identified three media that currently exist for achieving visibility in the City of London. None provide a consistent platform throughout the City, but they can be used from time to time to build some awareness. They are as follows
1.
Train/underground stations and phone boxes
2. City of London taxis 3. Evening Standard vendor screens
24
Outdoor comparables
1. Train/underground stations in the City
Additional Distribution Arguably the current most effective medium for creating visibility to those working in the City of London is to communicate with them at their point of entry into, or exit from, the City of London through a transport terminal. Approximately 87.5% of the City’s estimated working population commutes to and from the City between Monday and Friday through one of eight train stations. The numbers of annual weekday passenger entrance and exit statistics are as follows:
Daily Number of Passenger Arrivals into Key City Underground Stations
Daily Number of Passenger Departures from Key City Underground Stations
Source: All date from Tony Ramirez, CBS Outdoor Sales
25
Outdoor comparables
1. Train/underground stations in the City - continued
New outdoor digital advertising technology, such as the use of LCD screens, is allowing for more regular updating of content enabling these screens to display increasingly relevant messaging. There are four possible media for exposure in the City of London’s core stations – - Escalator panels - Six sheets – static and digital - Landmark sites - LCD screens
Digital Escalator Panels (DEPs) Research and surveys for CBS Outdoor Advertising shows that: • An individual will dwell on the escalator panel screens for approximately 45 seconds per escalator journey – with 73% of them watching for “most or all of their journey” • The escalator panels are considered by consumers to be the most innovative and attention grabbing of the major digital poster sites • They are one of the last messages seen before entering the high street, or in case of the City of London, before entering the workplace • 91% stated that this advertising really stands out • 78% agreed “it’s always good to see new innovations like this” • 92% thought the ad duration was “about right” • 61% thought it made travel through the station “more pleasurable”
26
Outdoor comparables
1. Train/underground stations in the City - continued
Digital Escalator Panels (DEPs) The advertising is on a loop system: Full Loop = 90 second
DEP Ad-loop
Campaigns = 10 seconds each An advertiser can buy up to 80 seconds TFL is allocated 10 seconds on each loop for safety messaging
When compared against other digital media forms in rail stations, shopping malls and bars, the escalator panels’ resistance to ad-avoidance sets them substantially apart measuring a ‘length of glance’ at > 9 seconds.
DEPs Rail Station Shopping Mall Bars 1
2
4
6
8
10
Cost per escalator run for a two week campaign of 10 seconds on a 90 second loop Location
Cost
Bank Station Liverpool Street Station Moorgate London Bridge
£14,000 £14,000 £14,000 £14,000
27
Outdoor comparables
1. Train/underground stations in the City - continued
Six Sheets Six sheets have a higher susceptibility to ad-avoidance than escalator panels. There may be a choice of numerous six sheets in any space competing for attention (e.g. pic 1) and furthermore overcrowding in these areas during peak times can often restrict the view of these six sheets. However, due to new backlighting and framing features on the new generation of six sheets, their appearance is more eye-catching than traditional poster style displays.
Cost per 2 week period
28
Location
Cost
Bank Liverpool Street Moorgate London Bridge Blackfriars Aldgate St Pauls Mansion House
£1,035 £1,035 £1,035 £1,035 £592 £592 £592 £488
Outdoor comparables
1. Train/underground stations in the City - continued
London Bridge
Moorgate
Bank
Landmark Sites These are large format billboards that feature in high traffic locations in the top four City of London stations. They are situated above escalators, visible either at the beginning or end of an escalator journey. Scale and unavoidability make these a high impact site within the City. The following sites are available in this format in the City of London
Prices are per 4 weeks campaign Location
Cost
Bank station Liverpool Street Station London Bridge Station Moorgate Station Blackfriars Thamselink Station
£19,051 £10,638 £9,142 £5,906 £7,083
29
Outdoor comparables
1. Train/underground stations in the City - continued
LCD Screens LCD screens are the newest digital format for the London Underground in the City of London, in the form of 57 inch high definition Panels in high-footfall locations, typically adjacent to station exits. The brightness and quality of image is engaging and eye-catching. The LCD screens, which are programmed remotely, operate on a 20 second loop, with each showing lasting 5 seconds. The pricing for this new generation of LCD screen applies to Bank, Liverpool Street and London Bridge stations.
LCD Screens
30
Cost
Description
ÂŁ18,000
per LCD screen for full ownership for 12 weeks - Liverpool Street
Outdoor comparables
1. Train/underground stations in the City - continued
Adshel panels and phone booths There are a limited number of Adshel sites available for static display advertising in the City of London. Due to the City’s Moratorium on advertising these appear usually in the exit passages of Underground stations or subways. These compare in size and effectiveness with that of traditional six sheets in underground stations in the City of London. A very limited number of on-street phone booths are situated within the City of London and are permitted to display advertising. The locations of these phone booth sites are plotted as follows:
PHONE BOOTH 01
PHONE BOOTH
02
A
03
FARRINGDON
04
05
06
07
08
09
10
11
12
PHONE BOOTH
BARBICAN
MOORGATE
PHONE BOOTH
PHONE BOOTH
B LIVERPOOL STREET
C
PHONE BOOTH
PHONE BOOTH
ST. PAUL'S ALDGATE
D
BANK
PHONE BOOTH
PHONE BOOTH
MANSION HOUSE
E
BLACKFRIARS MONUMENT
PHONE BOOTH
F
TOWER HILL
PHONE BOOTH
PHONE BOOTH
PHONE BOOTH
PHONE BOOTH
Type
Cost
Adshels (City of London)
£500 - 550 per panel per week
Phone booths (City of London)
£65 - £150 per panel per week (3 panels per booth)
Sources: John Finnegan, Clearchannel Outdoor Les Berner, ClearchannelOutdoor
31
Outdoor comparables
2. City of London taxis
It is possible to advertise on taxis situated in close proximity to the City of London, whose drivers work the City of London area during normal business hours between Monday and Friday. Naturally wastage is extremely high, when targeting a purely City audience, due to limited control over where the taxis are required to travel to and the amount of time that each is situated within the City. It is estimated by London Cab Advertising, though not verifiable, that, although these vehicles may spend large parts of the day outside of the City of London, the majority to tend to be visible within the City at both the morning and evening peak traffic times. There are three tiers available for this format (duration 3 months):
Vehicles
Cost
50 taxis
£22,500
100 taxis
£50,000
200 taxis
£100,000
Source: London Cab Advertising
32
Outdoor comparables
3. Evening Standard Vendor TV Screens
The Evening Standard is rolling out new fixed vendor units fitted with large plasma screens above the salesman. These screens are designed to carry both news headlines – in conjunction with the traditional Evening Standard static vendor boards – alongside advertising. There will be 32 units in operation across central London by Q2 2008. 8 of these units will be situated within the City of London in the following locations.
EVENING STANDARD 01
EVENING STANDARD
A
02
03
FARRINGDON
04
05
06
07
08
EVENING STANDARD 09
10
11
12
BARBICAN
MOORGATE
B LIVERPOOL STREET
EVENING STANDARD C
ST. PAUL'S ALDGATE
D
BANK
EVENING STANDARD
MANSION HOUSE
E
EVENING STANDARD
BLACKFRIARS MONUMENT
F
TOWER HILL
EVENING STANDARD
EVENING STANDARD
Source: Huw Rees, Evening Standard Sales
33
Outdoor comparables
3. Evening Standard Vendor TV Screens - Continued
To circumvent the City of London’s moratorium on advertising, according to the Evening Standard advertising sales department, the screens will only carry advertising that is directly relevant to the newspaper. In effect this means that the advertising must refer to a promotion or advertisement carried in the newspaper. For example:
Screen: Cantor Index offers £100 credit to new account openers today – see Evening Standard for details
Newspaper: Cantor Index promotion
Screen: Barclays Savings Account guaranteed highest rate on the market. See today’s Evening Standard
Paper: Advertisement on Barclays Savings Account
There are no current plans to sell advertising packages on the screens alone. Instead this will be offered as a bolt-on package to advertisements or promotions within the paper. The costs for 5 seconds on a 40 second loop active between 12.00hrs and 19.30hrs are:
Costs £5,920 for one week all screens £1,600 per day for full coverage of 32 screens £50 per screen per day, if selecting just the City of London’s 7 screens
34
Cost per City worker comparison table As part of this study we have used some of the comparable data gathered to create a “Cost per city worker” comparison table. This is designed to form a guideline as to what a passing glance, of say 5 seconds, of one unique worker in the City of London is worth on a business day. The table is compiled from a diverse range of media, from broadcast to new digital advertising which, for obvious reasons, cannot accurately be compared with one another. It should also be noted that in some cases, for example the Financial Times newspaper or CNBC Television, their
audiences reach beyond the boundaries of the City of London and therefore we have taken a ‘common sense approach’ in assuming that the type of audience accessed is broadly the same as that of the City of London and that, in any event, a high proportion of their readers or viewers work within the City. Not every medium investigated was suitable for inclusion in the 5 Second Comparable Table. Those for whom an audience statistic was not accurately ascertainable or estimable cannot be valued in this context.
Publication
Type
Audience City Reach Refresh Rate
Min Val
Max Val Av Cost Notes
City Am FT Evening Standard
Newspapers Newspapers Newspapers
100,000 375,000 450,000
100% 30% 25%
AM AM PM
1.25p 3.80p 1.05p
5.00p 15.54p 4.20p
2.71p 7.79p 2.45p
01 02 03
Bloomberg Terminals Desktop BloombergTV (& Data Boards) Broadcast CNBC TV Broadcast
270,000 120,000 81,000
75% 50% 50%
LIVE LIVE LIVE
2.67p 25.00p -
2.67p 44.00p -
2.67p 34.50p 130.50p
04 -
E. S. Vendor Screens Digital Escalator Panels LCD Screens
D.Outdoor D.Outdoor D.Outdoor
70,000 250,000 125,000
100% 100% 100%
DAILY BI-WEEKLY QUARTERLY
4.57p 2.60p 0.56p
4.57p 7.05p 0.76p
4.57p 4.00p 0.81p
05 06 07
Six Sheets Landmarks City Taxis Phone Booths
Outdoor Outdoor Outdoor Outdoor
700,000 575,000 100,000 100,000
50% 50% 33% 100%
BI-WEEKLY MONTHLY QUARTERLY BI-WEEKLY
0.49p 0.25p - -
2.97p 1.14p - -
0.82p 0.41p 1.00p 1.08p
08 09 10 11
Notes 01. Calculated from combination of costs for qtr/hlf/full page colour advertising in business news only section, front page banner and earpiece (and front page banner and ear piece discounted for longer period. The range takes the minimum and maximum costs for achieving an inpact. These costs are then averaged. 02. Calculated from combination of costs for a banner on front page of Companies and Markets section and qtr/hlf/full page colour advertising in business section combined with the FT’s Company Announcements Serviuce. The range is the mimimum and maximum costs for achieving an impact. These costs are then averaged. 03. Calculated from combination of costs for qtr/hlf/full page colour advertising in business section. The range is the mimimum and maximum costs for achieving animpact. These costs are then averaged. 04. Cost of advertising discounted by 10% for Bloomberg Magazine portion of the fee. 05. Calculated on the per screen costs for all 8 screens in the City and applies the same per unit aduience figures estimated for Renew units. This equates to approximately 8% of Renew audience discounted by 40% to disregard morning traffic when these screens are inactive
06. Ranges calculated on different numbers of passenger entries and exits through the applicable stations and disocunted to reflect different number of escalator routes in each applicable station. 07. Ranges calculated on different numbers of passenger entries and exits through applicable stations and disounted by 75% to account for ad avoidance 08. Ranges calculated on different numbers of passenger entries to the City through the applicable stations. 09. Ranges calculated on different numbers of passenger entries to the City through the applicable stations Moorgate. 10. Price taken from average number of units available (116) under three tiered packages for 3 months, discounted by 10% to disregard weekends, assumes units only visible during peak morning and evening times and discounted to assume approximately 10% of that audience are impacted. 11. Calculated asuming maximum number of units covered on all 3 sides and audience estimation based on known St Paul’s and Mansion House station audiences combined with estimated same number of audience who have not travelled by underground.
35
Projected Value
Renew Airtime Valuation Channel
Corporate News & Announcements
Percentage of Airtime
33%
Daily Audience
1,400,000
Ave Price Per Person
3.72p
Number of Working Days
250
Working Days per Calender Week
5
Working weeks per Annum
50
36
Tariff
No discount
10% discount
25% discount
50% discount
Daily Rate
£17,194
£15,475
£12,896
£8,597
Weekly Rate
£85,971
£77,373
£64,478
£42,985
Annual Rate
£4,298,525
£3,868,673
£3,223,894
£2,149,263
part ||
Corporate News & Announcements (CNA)
37
Introduction
Based on our knowledge and experience of client-spend and behaviour towards financial communications, we believe there are two principal formats for revenue Stream 3. The market will likely ultimately determine which the preferred format is, and it is possible that the eventual model will be a hybrid of the two.
Renew’s most valuable airtime is focussed into four time zones:
The models for Revenue Stream 3 are currently based on an estimated usage of approximately one-third of Renew’s daily airtime. These two formats are described as:
• Evening – 4.30pm-7.30pm
•
Company News Bulletins – Multiple Clients, Single Message – “Light Service” – where multiple clients each put up one message and the suite of messages is played in rotation throughout the day. There may be as many as 30 different messages/clients each giving one message about a hiring, quarterly announcement, etc.
•
Corporate Messaging – Single Client, Multiple Messages - “Premium Service” – where one client books the entire Corporate News & Announcements airtime and runs solely a suite of corporate news about its finances, performance, management, or other announcements. This will be played through the day between regularly programming and form part of the main content loop for the day.
Naturally most businesses would choose, where possible, a lower volume – higher cost route for a number of reasons. Notably the reduced administration and support function required and a more focussed approach to marketing. However, the sheer volume of companies of varying sizes traded on, or active in, the London markets competing for the attention of the investment community may open up a significant opportunity in the Company News Bulletin service. The investment community referred to in this chapter is defined as the community of companies and individuals involved in creating and maintaining the financial markets. This most commonly refers to those responsible for the management or investment of funds, advisers to investors (such as private client stock brokers), analysts who evaluate investments and make recommendations, market makers who facilitate the trading of shares and media who report on financial market activity.
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• Morning – 7am -10am • Lunchtime – 12-2pm
• Offpeak – travel to and from meeting traffic. Lower volume of people but good quality due to predominantly senior executives and decisionmakers travelling around the City to or from meetings. Company News Bulletins (“Light Service”)
1500
Peak Morning
Peak Evening
Peak Lunch 1000
500 Offpeak Offpeak 0 08:00
09:00
10:00
11:00
12:00
16:00
14:00
15:00
16:00
Average hourly flows shown in people per hour (pph) in the City of London Source: Renew
17:00
18:00
Company news bulletins - Light service
This provides a unique platform for the 3511 companies listed across all the London markets, together with their associated advisers, to disseminate breaking company news directly onto the streets of the City of London, thereby gaining the attention of a predominantly investment-appropriate audience. Such a service would be incorporated by companies and their advisers into their communications strategies to gain branded exposure (screens would carry company logos) to a high value audience and trigger a reaction in the passer-by. There are 4 likely tiers of reaction to Company News Bulletins No interest – This is the likely reaction from a City worker who is not involved in the financial markets, such as restaurant worker, courier or shop keeper. Acknowledgment – There are 3511 companies traded on the London markets, from the largest at £104bn market cap down to many smaller companies of around £1m value, together with their advisers ranging from large investment banks to boutique corporate finance houses - all vying for interest from the investment community. Many of the companies are unknown to the majority. The Company News Bulletin service would trigger an acknowledgement of the existence of that company which may lead in the future to a greater level of interest such as an investment or identification of a synergy between businesses. Fishing Trip – A Company News Bulletin that catches the attention of a member of the investment community may act as a catalyst for the individual to seek out more information concerning the news or the company it concerns. For example the announcement of a merger, viewed by a broker or an analyst on their way into the office or at lunchtime may trigger them to look up the stock symbol, investigate the website or evaluate the investment prospect. Action – This is the strongest potential reaction of a City worker when viewing a Company News Bulletin. This is defined as such a situation where the individual will act on the information viewed on the Renew unit. This may result in the contacting of the company to offer services, request a meeting, seek their appointment, address M&A opportunities, seek employment or even make an investment.
Market Opportunity With so many public companies listed across the Main List, AIM and PLUS markets, coupled with advisers, the market opportunity for such a Company News Bulletin service is sizeable and we estimate a pool of between 3,750-4,000 potential users, growing year on year from new admissions as the London markets continue to assert superiority over the other international financial markets. Pricing We refer to this model as a high volume – lower cost opportunity whereby it becomes regularly affordable to clients with varying budgets from the largest £100bn FTSE 100 to the smallest £1m PLUS Markets company. Such a service would need to be priced at a sufficiently attractive level so as to be integrated permanently into a company’s ongoing financial communications strategy and not for sporadic use. It is reliant on this regularity to achieve the necessary volume of bulletins, which in turn provide fresh, valuable content to City workers. We believe the market will determine a suitable per-bulletin price which would initially sit between £300 and £500. This is broadly comparable with the cost of regulatory announcements or additional distribution services that these companies are familiar and comfortable with. Furthermore it will not prove an uncomfortable recommendation from financial PR advisers to their clients if priced within this range. Routes to market We envisage three primary routes to obtaining customers: Direct – via telephone, email and written sales techniques to sign clients onto the service. It will likely be initially necessary to offer discounted bulletins or potentially the opportunity to place a bulletin on the service for free and invite them to view this occurrence live with a Renew sales representative in the City of London in order to visualise and gauge the impact that such a service might have. Through financial PR agencies Around half of the companies on the London markets and 84% of the FTSE100 employ the services of financial PR agencies to advise on and handle their communications with the investment communities. Renew’s Company News Bulletin service will almost certainly come under the remit of these advisers to whom the client looks to for advice on worthy avenues of financial communications. Most of these agencies are based within the City of London.
39
Company news bulletins - Light Service
Many of the financial PRs will view such a service as a type of advertising – or at very least advertorial. Since this goes against the grain of what financial PR is designed to achieve this will likely be a perception hurdle that must be overcome. Financial PR agencies are usually employed for their influence over the people that in turn have influence over the financial communities and thereby promote the prospects of their clients’ offering. Such people are fund managers, analysts, private client brokers and financial journalists. There are few, if any, circumstances where a financial PR will endorse the payment for advertising or advertorial features – the unpaid-for editorial of a financial journalist, as a result of their relationship with the PR, is deemed far more valuable. However, the Company News Bulletin service is so unique in its format and ability to reach its target market that there will undoubtedly be a benefit both to the agent and the client in gaining such exposure. We believe it will be necessary to incentivise the financial PR agencies with commissions on a per-bulletin basis for bulletins submitted by them on behalf of their clients. The level of commission depends on the eventual pricing of the bulletins, however, an incentive commission from PR Newswire, for example, to win financial PRs over to their regulatory service in 2005 was 20% of the announcement value. This is still maintained to those customers.
Weber Shandwick Financial 3%
Bishopsgate Communications 3% Hudson Sandler 3%
FD 12%
Tavistock Communications Ltd 3%
Smithfield Consultants 3%
Buchanan Communications 11%
Maitland 3% Hogarth Partnership 3% Redleaf Communications 3%
Brunswick 7%
Finsbury 4%
Lansons Communications 4%
Citigate Dewe Rogerson 7%
Conduit PR 4% College Hill Associates 6%
Parkgreen Communications 4% Pelham Public Relations 5% Bankside Consultants Ltd 5%
Abchurch Communications 5%
By attracting the Financial PRs in this way Renew will have indirectly expanded its sales force.
PR Firm Data Financial PR Firm
No. Of Quoted Clients
Mkt Cap of Clients
Total Profit of Clients
FD 156 95,026 Buchanan Communications 140 22,866 Brunswick 94 348,232 Citigate Dewe Rogerson 86 58,917 College Hill Associates 79 21,073 Abchurch Communications 71 Pelham Public Relations 65 13,208 Bankside Consultants Ltd 61 Parkgreen Communications 57 Conduit PR 56 Lansons Communications 56 15,288 Finsbury 50 325,343 Redleaf Communications 46 Hogarth Partnership 45 Maitland 45 273,537 Smithfield Consultants 45 50,370 Tavistock Communications Ltd 45 95,026 Weber Shandwick Financial 45 11,978 Bishopsgate Communications 42 Hudson Sandler 36 14,027 Aura Financial LLP 37,213 Bell Pottinger Corporate & Financial 38,571 Cardew Group 12,806 Drury Communications 20,973 Haggie Financial LLP M:Communications 21,692 Merlin Murray Consultants 15,908 Tulchan Communications 43,548
7,970 1,299 40,073 5,844 2,543
Source: Hemscott
40
1,550
23,764
29,021 9,665 1,463 1,809 1,993 2,488 1,074 2,579 835 1,495 763 1,354 5,953
Summary Valuation
Cross-selling there are limited but potentially valuable platforms for Renew to cross-sell its Company News Bulletin service through other providers of financial communications services. Initially, however, there is little value that Renew can reciprocate with to established platforms in a cross-selling agreement, and therefore it may need to financially incentivise them similarly to the financial PR agencies in order to promote the service.
Renew would require a small staff to receive the electronically submitted bulletins, check for spelling and language and process onto the Renew terminals. An automated system would be incorporated that places the bulletin onto a bespoke client template, created at the time of client acquisition, with their desired logo and colour scheme.
The primary targets for establishing such an arrangement would be RNS and PR Newswire since they handle the overwhelming majority of the regulatory announcement traffic on an annual basis and are both accessed through their online platforms. RNS already promotes the FT Company Announcement Service. Functionality Renew would need to establish an online submission template familiar to users of RNS or PR Newswire regulatory announcement services. Once a client is set up on the service and has signed the necessary legal forms associated with responsibility for content and billing they, or their approved agents, may remotely submit bulletins with various time-delay options. Renew may not view the content of a price sensitive announcement unless it has already been disclosed through an official Primary Information Provider since Renew will not be regulated and authorized to view privileged content.
RNS
PRN
Screen shots from RNS and PR Newswire Disclose sites
41
Examples of company news bulletins
The following are extracts from actual company regulatory announcements and examples of how they might have been transformed into Renew Company News Bulletins.
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
Cairn Energy PLC
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
Operational Update
Cairn Energy (CNE) daily production of 87,031 barrels in 2007. Average price of $40 per barrel
Cairn is providing information on recent operations and guidance in respect of the Group’s trading performance in 2007. This information is unaudited and is subject to further review. Highlights Operational • Gross operated production for 2007 87,031 boepd (2006: 105,028 boepd) • Average net entitlement production 19,809 boepd (2006: 24,523 boepd) • Average price realised per boe US$40 (2006: US$32)
OUTDOOR
Single Announcement
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
National Grid PLC
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
Interim Management Statement for the period 1 October 2007 to 30 January 2008
nationalgrid National Grid (NG) to return £1.3bn through buy-back
OUTDOOR
Single Announcement
42
HIGHLIGHTS • 15% recommended dividend increase for 2007/08 and 8% annual increases targeted through to 31 March 2012 • £1,326m of value returned to shareholders through the share buy-back programme • Financial performance in line with our expectations
Examples of company news bulletins
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
Ryan Air
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
RYANAIR’S JANUARY TRAFFIC GROWS 17%
RYANAIR (RYA) January traffic up 17%
The following are Ryanair’s passenger and load factor statistics for January 2008. Passengers (m) 1 Load Factor 2
Jan 07 3.14m
Jan 08 3.68m
Increase + 17 %
12 mth to 31 Jan 08 49.58m
71%
69%
- 2%
82%
1. Represents the number of earned seats flown by Ryanair. Earned seats include seats that are flown whether or not the passenger turns up because once a flight has departed a no-show customer is not entitled to change flights or seek a refund. 2. Represents the number of passengers as a proportion of the number of seats available for passengers.
OUTDOOR
Single Announcement
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
TT Electronics Plc
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
Appointment of Finance Director
TT Electronics (TTG) names Shatish D. Dasani as FD
TT electronics plc is pleased to announce the appointment of Shatish D. Dasani, MA (Oxon), MBA, ACA as Finance Director with effect from 1 August 2008. He will succeed Roderick W. Weaver, who retires on 1 August 2008 after 23 years with the group, 12 of which were as Finance Director of TT electronics. Shatish Dasani (aged 45) will join TT electronics from De La Rue where he is currently Group Financial Controller. He has been with De La Rue for four years and prior to this was with Blue Circle Group, subsequently the Lafarge Group, for 12 years. TT electronics confirms that there is no other information to be disclosed under the requirements of Listing Rule 9.6.13 in relation to this appointment.
OUTDOOR
Commenting on the appointment, John Newman, Executive Chairman of TT electronics said:
Single Announcement “We are delighted to be able to announce the appointment of Shatish Dasani, who has extensive financial experience in leading international businesses. I would like to record both my own and the Board’s appreciation of Rod Weaver’s valuable contribution to the group over many years.”
43
Examples of company news bulletins
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
First Group Plc
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
Appointment of Joint Corporate Broker
FirstGroup (FGP) appoints DKW as joint corporate broker with JP Morgan Cazanove
FirstGroup plc announces that, with immediate effect, it has appointed Dresdner Kleinwort as joint corporate broker, alongside existing corporate broker JP Morgan Cazenove.
OUTDOOR
Single Announcement
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
BT
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
BT ACQUIRES FRESCA LIMITED
BT (BT) Acquires Fesca Ltd to strengthen retail offering
OUTDOOR
Single Announcement
BT today announced the acquisition of Fresca Limited, the specialist retail e-commerce service provider. The acquisition will significantly strengthen the e-commerce and IT integration capabilities of BT Expedite, the retail solutions division of BT, enabling it to provide a seamless multichannel shopping experience for retail customers. Established in 2000 and headquartered in High Wycombe, Fresca provides fully managed and hosted e-commerce services to over 20 retailers and e-tailers such as Mosaic Fashions (whose brands include Oasis, Karen Millen, Warehouse, Shoe Studio, Principles and Coast), Thomas Pink, Great Little Trading Co., Habitat, Moss, Phase Eight, Whistles and Harvey Nichols. The acquisition of Fresca will allow BT Expedite to offer a comprehensive e-commerce platform, highly customisable web store front and the flexible integration capabilities of its e-commerce engine. Fresca’s domain expertise and complementary technologies will provide BT Expedite with the platform to deliver an integrated multichannel shopping experience to retailers and customers. Helen Slaven, CEO of BT Expedite, said: “We are delighted with the acquisition of Fresca. Through its existing products Fresca gives BT Expedite a full suite of solutions to support multichannel retailing. Fresca brings to us a strong product set and one of the sector’s leading experts in online retailing. We look forward to working with retailers as their multichannel strategies develop.”
44
Examples of company news bulletins
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
Sports Direct International Plc
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
Strategic Alliance Agreement in China
Sports Direct International plc (SPD) forms strategic alliance in China with ITAT Group
OUTDOOR
Single Announcement
Wednesday 20 Jul 2008 11.30 13˚c
Sports Direct International plc (“Sports Direct”) today announces that it has signed a strategic alliance agreement in China with ITAT Group Limited (“ITAT”), a multi-brand apparel retailer, with operations based in Shenzhen, China, to supply merchandise under some of Sports Direct’s portfolio of brands to the larger ITAT’s stores. ITAT is the largest network of multi-brand apparel retail chain stores in China. It operates a network of over 700 stores in 275 cities in China. Sports Direct and ITAT intend to offer Sports Direct brands in ITAT’s Super Club stores, utilising a store-in-store concept with an initial selling area of around 250 sqm per store. There are around 120 Super Club stores The sales areas will be staffed by ITAT employees. Sports Direct will supply goods to ITAT on a consignment basis and will receive a proportion of the revenues generated. Sports Direct expects to make a total investment of up to £20m between now and April 2009, to fund store fit-out, working capital and related costs. The investment will be funded from existing facilities. It is expected that there will be minimal earnings impact in the first full year of operation. Developing international distribution channels for the Sports Direct brands is a key part of the company’s growth strategy. China is one of the world’s largest consumer markets, with a population of approximately 1.3 billion. Its population continues to urbanize rapidly, and to enjoy fast growing average household disposal income. Commenting on the alliance, Dave Forsey, Chief Executive Officer of Sports Direct, said: “We are delighted to be announcing our agreement to work with ITAT in China. This alliance offers us an ideal opportunity to access ITAT’s fast growing store network, and through it, to be able to offer our brands to the Chinese consumer.”
45
Examples of company news bulletins
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
Kentz Corporation Limited
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
First Day of Dealings
Kentz Corporation Ltd (KENZ) begins trading on AIM today
The placing raised £66.7 million (c. $131.8 million) before expenses, of which £18.8 million (c. $37.1 million) was raised by the Company, before expenses, with the remainder going to selling shareholders. The placing price was 115p (c. $2.27) per share. At the placing price, the company was valued at £133.8 million (c. $264.4 million). The number of ordinary shares in issue immediately following admission is 116,371,470. (Based on an exchange rate of £1.0 = $1.976) Evolution Securities Limited acted as Kentz’s broker and nominated adviser on the fundraising and the admission.
OUTDOOR
Single Announcement
Wednesday 20 Jul 2008 11.30 13˚c
46
London, 5 February 2008: Kentz Corporation Limited (the “Company”), the holding company of the Kentz engineering and construction group, is pleased to announce the admission of its ordinary shares to trading on the AIM market of the London Stock Exchange.
Commenting on the fundraising and admission, Hugh O’Donnell, CEO of Kentz said: “We are delighted to announce our admission to AIM, which is an important milestone in the Company’s history. We believe that Kentz’s proven track record with blue-chip clients and potential growth opportunities, particularly in the oil, gas and mining sectors, has generated strong support from a broad range of investors. “The management team has a clear strategy to capitalise on growth opportunities and in doing so, aims to create value for our shareholders. We believe that being a publicly traded company will allow us to consolidate the hard work and investment in the business over the recent years and enable us to further our position in the engineering and construction marketplace. We welcome our new investors to the Company and would like to thank our existing investors for their continuing support.”
Corporate messaging - Premium service
This format is closer to existing advertising models whereby clients will plan to acquire space on the platform to build awareness amongst their target audience. Renew will target larger financial corporations such as FTSE100 companies, investment banks, law firms and spread betting providers to offer chunks of Revenue Stream 3’s airtime. This may result, for example, in a single firm taking a whole day at a time of Revenue Stream 3 or even longer periods such as a week or month (or regular days within that time).
Investors
It may be that the same company rotates a number of corporate messages or themes throughout the period of time it has purchased so as to keep the content fresh and interesting. The content would likely be less ‘breaking news’ driven than Company News Bulletins and more planned, strategic messaging to raise awareness over a sustained period of time. There will also be strategic opportunities for messaging around key events in the financial calendar. For example during the transition of the tax year, fund management firms may choose to employ the service to raise awareness of their funds.
Competitors
This premium service is designed to reach and impact:
FTSE100 companies, investment banks, mid-tier corporate finance houses, corporate law firms, auditors, private client stock brokers, spread betting firms, financial PR firms and fund management companies are among the potential users of the Corporate Messaging services as a means of impacting the City of London audiences.
Potential clients Example: where a public company Finance Director, when visiting the City for a regular monthly meeting with analysts may note the apparent success of the investment bank employing Renew’s Corporate Messaging service. Example 2: where a high net worth individual in the City of London, when impacted by the campaign of a provider of margin trading services such as Contracts for Differences, may open an account with the firm.
Potential Employees
Example: Where the firm employing Renew’s Corporate Messaging service is a public company, the heightened awareness may prompt an investment opportunity. Example: a FTSE100 company employing the Renew Corporate Messaging space may catch the attention of investors, fund managers, potential analysts or private investors.
Example: Bold, sustained messaging, particularly surrounding the offices of rival firms (such as investment banks) may serve to demoralise the competition. It may also prompt rivals to employ such a scheme themselves to combat the heightened awareness being gained for their competitor.
Market Opportunity
Pricing These organisations typically have high marketing budgets and few direct avenues to reach their target audience. Pricing would likely be based upon the hybrid per-impact valuation model of digital outdoor advertising and financial newspapers established in the first chapter of this study and reflect a starting tariff in the range of £12,000-15,000 Revenue Stream 3 portion of each day (which is currently set at 1/3rd the airtime).
Example: Impacted by the apparent success and high activity of the firm employing Renew’s Corporate Messaging service, individuals or teams may be prompted to defect from their current rival employers and seek employment with the firm.
47
Examples of corporate messaging
The following are extracts from actual company regulatory announcements and examples of how they might have been transformed into Renew Corporate Messaging.
Thomas Cook Group plc Audited results for the year ended 31 October 2007
Highlights: Financial • Group pro forma profit from operations was EUR375.3m (up 26%). • Group audited statutory profit before tax was EUR284.3m (up 30%). • Final dividend of 5p per share recommended for 2007. The Board intends to seek shareholder approval at an EGM to be held in March for a share buy-back programme of around EUR375m.
Current trading and Outlook • Trading for the winter 07/08 season is in line with expectations, with demand ahead of capacity. • Trading for summer 08 is encouraging in all markets and we are in a strong position for the rest of the year. • The Board is encouraged by the performance of the business since the year end and ongoing current trading.
Manny Fontenla-Novoa, Chief Executive, Thomas Cook Group plc said: “The integration of Thomas Cook AG and MyTravel Group plc to form Thomas Cook Group plc has been very successful and is now largely complete. I am delighted with our first set of results, which show a healthy increase in profit from operations. Our company has a great brand and heritage and we have laid a firm foundation for the future by integrating the two businesses quickly and effectively. We now have a clear strategy for growing the business and I look to the future with confidence.”
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
FTSE 100 +0.57% DAX 30 +0.56% DOW -
FTSE 100 +0.57% DAX 30 +0.56% DOW -
FTSE 100 +0.57% DAX 30 +0.56% DOW -
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
Audited PBT up 30% Recommended 5p dividend Share buy-back of EUR375m OUTDOOR
Headlines
48
Group audited statutory profit before tax was EUR284.3m (up 30%)
Final dividend of 5p per share recommended for 2007
Board seeks approval at EGM for a share buy-back of EUR375m
OUTDOOR
OUTDOOR
OUTDOOR
News Story 01
News Story 02
News Story 03
Examples of corporate messaging
PartyGaming Plc (“PartyGaming” or the “Company” and, together with its subsidiaries, the “Group”) Fourth Quarter Key Performance Indicators and Trading update Fourth quarter highlights- Continuing operations • Group revenue* up 52% to $120.0m (2006: $78.8m) making $448.2m for the full year (2006: $324.7m) • Poker revenue* up 23% to $72.6m (2006: $58.8m) making $288.8m for the full year (2006: $268.1m) • Casino revenue up 156% to $42.3m (2006: $16.5m) making $143.6m for the full year (2006: $51.0m) • Sports Betting revenue up 50% to $5.1m (2006: $3.4m) making $15.8m for the full year (2006: $5.6m) • Clean EBITDA for the full year in 2007 expected to be slightly ahead of current consensus market expectations • Board remains confident about prospects for 2008
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
Wed 20 Jul 2008
11.30 13˚c Sunny with Showers
FTSE 100 +0.57% DAX 30 +0.56% DOW -
FTSE 100 +0.57% DAX 30 +0.56% DOW -
FTSE 100 +0.57% DAX 30 +0.56% DOW -
FTSE 100 +0.57% DAX 30 +0.56% DOW -
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
NYPD -0.88% DJIA -0.88% ABC +0.88% DEF +1.25
Group Revenue up 52% • Poker Revenue up 23% • Casino Revenue up 156%
Group revenue for Q4 up 52% to $120m and $448m for the full year (2006: $325m)
EBITDA for the full year in 2007 expected to be slightly ahead of current consensus
Board remains confident of prospects in 2008
OUTDOOR
OUTDOOR
OUTDOOR
• Sports Betting Revenue up 50% OUTDOOR
Headlines
News Story 01
News Story 02
News Story 03
49
Routes to market & potential clients
Routes to market
Potential clients
The primary route to client acquisition in the format of Corporate Messaging is a direct sales initiative to target each organisation’s Head of Marketing or Head of Corporate Communications. As this is a higher per-client value model, the Renew sales approach may involve hospitality such as lunching of the key individuals. Where Renew is well connected to certain firms at a senior level, it may be beneficial to make initial contact through these avenues. It is envisaged that Renew would have to demonstrate the service with a core group of clients (3-5 companies in different sectors) at a discounted price in order to create the visibility and awareness to attract clients in larger volumes. Pre-established connections will be important during this initial phase.
Among the potential users of the Corporate Messaging service are the following leading firms. Their contact details and those of the individuals responsible for Corporate Communications appear as an appendix to this chapter.
Leading 20 Investment Banks/Brokers by Value of UK Stock Market Clients
Leading 20 Corporate Lawyers by Value of UK Stock Market Clients
Leading 20 Auditors by Value of UK Stock Market Clients
Leading Twenty Financial PR by Value of UK Stock Market Clients
JPMorgan Cazenove
Linklaters
PricewaterhouseCoopers LLP
Brunswick
UBS Investment Bank
Slaughter and May
KPMG
Finsbury
Merrill Lynch International
Herbert Smith
Deloitte
Maitland
Goldman Sachs Equity Securities (UK)
Allen & Overy
Ernst & Young LLP
Tavistock
Credit Suisse
Freshfields Bruckhaus Deringer
Grant Thornton UK LLP
FD
Deutsche Bank AG London
Clifford Chance LLP
BDO Stoy Hayward LLP
Citigate Dewe Rogerson
Morgan Stanley & Co International
Norton Rose LLP Lovells
Baker Tilly
Smithfield Consultants
PricewaterhouseCoopers
Tulchan Communications
Hoare Govett Ltd
Ashurst
PKF (UK) LLP
Citi
Osborne Clarke
Bell Pottinger Corporate & Financial
HSBC Bank
Lewis Silkin
Lehman Brothers International (Europe)
Berwin Leighton Paisner Eversheds LLP
Dresdner Kleinwort Davy
Dundas & Wilson CS
UHY Hacker Young
Pinsent Masons
BDO Dunwoody
Addleshaw Goddard LLP
Horwath Clark Whitehill LLP
Shearman & Sterling LLP
Chantrey Vellacott DFK
CMS Cameron McKenna
Kingston Smith
Arthur Cox
HLB Mann Judd
Burges Salmon
UHY Mann Frankfort Stein & Lipp
Panmure Gordon & Co. Limited Goodbody Stockbrokers Investec Securities Landsbanki Securities (UK) Numis Securities Canaccord Adams Brewin Dolphin Investment Banking
50
Moore Stephens Mazars BDO Novus Nexia Smith & Williamson
Aura Financial LLP Buchanan Communications M:Communications College Hill Associates Drury Communications Murray Consultants Lansons Communication Hudson Sandler Pelham Public Relations Cardew Group Weber Shandwick Financial
Routes to market and potential clients
Popular Fund Managers (unranked)
Spread betting services
Functionality
InvescoPerpetual
M:Communications believes that there is a significant opportunity and spend-potential from the providers of spread betting services mentioned below. IG Index has advertised on the front page of CityAM since its launch and continues to monopolise this space. Renew will open an opportunity for rival firms to employ a more innovative and wider reaching method of exposure than the IG Index/CityAM partnership.
Due to the premium nature of this service, although a similar online template to that of Company News Bulletins will need to be established and thus empower the client to remotely submit messaging to the Renew office, it is very likely that the Renew-Client interaction will have greater emphasis on human contact. Renew representatives may wish to advise clients creatively on types of messaging and content as well as steering them appropriately within the boundaries of the City’s tolerance for messaging versus advertising.
New Star International Rathbone Artemis Jupiter Neptune Standard Life
MF Global IG Index CityIndex CMC Markets Cantor Index
Source: Hemscott
51
52
part |||
PR Strategy
53
Introduction
Core objectives to:
But Revenue Stream 3 IS NOT:
• raise awareness of the Revenue Stream 3 platform within the financial media
• an opportunity to advertise on a recycling bin.
• engage indirect users of the service (i.e. financial PRs) engage direct users / potential clients of the service (FTSE100, banks, law firms, accountancies, funds, etc.)
Key messages – perception Revenue Stream 3 IS: •
a captivating and unique mechanism for achieving branded exposure, through high impact, relevant, corporate news and announcements, in the heart of the financial district;
• a sophisticated digital vehicle to attract the attention of businesses relevant City workers; • •
unavoidable exposure for companies competing for the valuable attention of the investment community; a platform to raise awareness of new or growth stocks, investments and other opportunities;
• a tactic to draw focus away from competitors.
54
For the purposes of PR and potential client engagement we believe that Revenue Stream 3 must be subject to a treatment that is independent of the other aspects of the Renew project. This specifically refers to the green angle relating to recycling or the terrorist prevention blast technology housed within the units. To a large extent these must be positioned as by-products that facilitate the existence of a unique platform for achieving City of London on-street, branded corporate news and announcements. Renew must be equipped to deal with skeptics who, at least initially, decline to be associated with a ‘bin.’ “…it sounds like a good idea, but do I really want our company logo on a bin?” This is an opinion that must be mitigated if Revenue Stream 3 is to succeed in winning the business of such firms as FTSE 100 companies, corporate lawyers and investment banks. We believe that success in achieving this will be heightened by the presenc e of one or more functional pilot units in operation. The PR strategy should therefore be viewed in three phases. The initial phase is to ‘wet the appetite’ and arouse the interest of the City of London. The second and third phases, which may be run concurrently, would be designed to acquire users of the service. As described these users typically fit into two categories: the direct and indirect, hence phases 2 and 3.
Phase 1 Raising the profile
Activity stages
Ultimately this is designed to achieve a degree of familiarity with the concept when later targeting potential clients. They may not remember how or why, but may recall having “heard” or “seen” something about this new City platform. A financial PR campaign will ideally smooth the way for the later phases 2 and 3.
1. Preparation – to establish a bespoke list of target media appropriate to the Revenue Stream 3 story. This will largely be influenced by the financial PR adviser’s knowledge of the personalities concerned.
In order to maximise the potential for raising the profile of Revenue Stream during this phase Renew would likely seek to appoint financial PR representatives who are well connected with the financial media. They should also have the ability to advise on and create the appropriate PR literature that will impact the target media audience.
2. Press release - Renew will prepare and issue a press release announcing the soon-to-be-established new City communications platform for “Corporate News & Announcements (CNA)”. This will be disseminated to the bespoke target list where it will be followed up verbally. The additional use of high quality images will be crucial to this phase. Target lists should include the core financial publications, London-specific newspapers, business television programmes and financial news websites. 3. Meetings – those individuals to whom the story has particularly appealed will be invited on an individual basis to view an actual functioning model in the Renew Visual Space and meet the senior executives. The support of one or more of the high profile City individuals who have personally backed the business will be of use in this phase to add credibility to the concept. They may be requested to join the journalist meetings. Further one-on-one media meetings, to be determined by demand, should take the format of i. collection of the journalist ii. a visit to the Visual Space and iii. luncheon by a senior executive or shareholder.
55
Phases 2 & 3 - Engagement
Engage indirect users of the service
Engage direct users of the service
These users are defined as indirect because they are the appointed agents of companies who may be categorised as potential clients of Revenue Stream 3. Around half of the companies listed on the London markets are represented by financial PR agencies. These agencies are typically appointed to provide strategic advice on financial / shareholder communications and to manage perception of their clients within the investment community – including the media. Although phases 2 and 3 may be run concurrently, it is logical that Phase 2 is commenced before, or simultaneously to Phase 3 as the financial PR agencies may become an extension of Renew’s own sales force. They are also regular networkers in City circles.
Phase 3 will require a more individualised sales approach on a client-by-client basis. It will be the most time-consuming phase for the Revenue Stream 3’s dedicated sales team as each potential client, of which there are hundreds of large corporations, must be approached individually. The sales model for direct users is not dissimilar from existing advertising sales processes however, the nature of the Revenue Stream 3 offering sits in between the remit of company marketing departments (due to its advertorial qualities) and the corporate communications departments (due to the nature of its content and audience). Renew sales representatives must be prepared to approach these large corporations through both of these avenues. Although client spend on Revenue Stream 3 will likely come from their marketing budget, it is likely that the corporate communications representatives will be first to appreciate the scale and rarity of the opportunity due to their familiarity with the role that individuals who work in the City of London play in the success of their organisation.
As paid-for advertising or advertorial is not typically in tune with financial PR processes, Phase 2 will seek to portray Revenue Stream 3 as a potential integral and valuable part of their client company’s financial communications strategy which is complementary to financial PR. This is because it is unique in its ability to reach its target audience in their most receptive state of mind: during the working day. Key to this Phase will be the establishment of a financial incentive model to reward the financial PR agencies for (a) drawing in their clients and (b) the additional work in creating and disseminating the content through the Renew systems.
Revenue Stream 3 Project
It is suggested that this financial incentive will take the form of a rebate / commission on each unit submitted through the Renew systems in a range between 15-25% of the value of each unit. Whilst Renew will invoice the client (who is the subject of the Renew message) 100% of the unit cost, upon receipt of payment Renew will credit the agency with a percentage of that value.
In situations where Renew executives or investors have relationships with senior executives of the target corporations, this will certainly be the preferred route into the marketing/communications departments. However, in most cases the sales representatives will be required to establish contact with the relevant individual/(s), through conventional sales techniques, in order to arrange meetings.
PHASE 2 & 3: ENGAGEMENT STRATEGY To acquire direct and indirect users of the service
PHASE 1: PR STRATEGY Raise awareness of Revenue Stream 3
Issue of press release concerning the City of London approved concept of Revenue Stream 3 Appointment of Financial PR advisers to Revenue Stream 3
Seek to generate Financial media commentary (online, broadcast, newspaper)
Appoint sales rep/(s)
Launch party for direct users Launch party for indirect users
Content-led demos to potential clients
Create/ Programme of distribute one-on-one marketing lunches/ material & meetings with invitations to corporate launch comms directors receptions of direct users
Financial journalist entertainment programme Lunches, visits to Visual Space
Renew general project concurrent
Line of separation
Renew announces contracts focus on public information, green and blast technology aspects
Renew general project continues independently raising profile of general concept and seeking to acquire clients to Revenue Streams 1 & 2
Timeline
‹‹ approximately 3 months›› Announcement of contracts with City of London
56
Installation of first functional demo unit
Installation of further units
Phases 2 & 3 - Strategy
Strategy for Phases 2 & 3 1. Establishment of sales team – Renew will appoint one or more dedicated sales representatives to Revenue Stream 3. If more than one is hired, a logical initial strategy will be for one to direct focus on indirect users (financial PRs) and the other on the large corporate direct users. 2. Marketing material – the next phase will be to create two sets of marketing material designed specifically to appeal to financial PR practitioners and the larger corporations. These should be prepared for email and physical distribution. In the case of the material directed at the financial PR industry, this should be established in consultation with Revenue Stream 3’s financial PR advisers who will be well placed to advise on content. 3. Possible promotional arrangement – This is uniquely suited to Phase 2 where Revenue Stream 3 may seek to partner with an online provider of databases, news and information to the financial PR industry, such as Gorkana PR. Since such services are accessed directly by most financial PR practitioners, their endorsement of Revenue Stream 3 will add credibility and enhance penetration. Revenue Stream 3 may seek to hold a breakfast event hosted by the third party with whom it has established such a relationship. 4. Launch event – this event (for which Phases 2 and 3 may be combined or separated) will seek to invite (a) mid to senior level PR consultants and (b) heads of marketing and corporate communications departments of target corporations. The event should take place in the City of London during a weekday evening outside of ‘results season’ which runs from February through April. The event should take place in an indoor, creatively appealing space reflecting the City/financial environment in which Revenue Stream 3 exists, and importantly should be equipped with one, or preferably more, active Renew units carrying mock messages. These messages may display content relevant to, or about, the attending companies. The format should consist of a champagne reception followed by a brief introduction to Revenue Stream 3 by a senior executive, an endorsement from a member of the City of London and finally a brief closing by an established City personality and investor in the Renew platform.
Renew executives and sales representatives will seek to arrange follow up meetings with the attendees. Engagement Phase 2 - sales representatives will seek to establish meetings with mid to senior level PR consultants within financial PR agencies and discuss with them a financial reward incentive for their firm. Naturally this should be conducted under the impression that the arrangement is unique to that agency. This may be conducted through meetings at the office of the agency, subsequent visits to the Visual Space and, in the case of senior level individuals, lunches or other hospitality. Engagement Phase 3 – as in Phase 2, sales representatives will set up meetings with the heads of marketing and corporate communications departments in order to further educate them on the platform, the audience statistics and demographics as well as the potential value added to their business through the use of this channel. Revenue Stream 3 sales representatives should be familiar with the advertising patterns of the clients of such media as CityAM, Evening Standard business pages and financial broadcast channels. These will logically be receptive initial target clients. 5. Assistance – Revenue Stream 3 sales representatives must be equipped to assist the financial PR representatives in communicating the format to their client. They should be furnished with the appropriate digital material and audience statistics. Similarly they should be able to provide support to the potential direct users of Revenue Stream 3 in extracting the budget from their senior executives or marketing departments in order to engage the service.
57
Appendices
FTSE 100 companies
58
Company
Address 1
Address 5
Phone Number
Compass Group
The Registry
BR3 4TU
0870 162 3100
Sainsbury (J)
33 Holborn
EC1N 2HT
020 7695 6000
British Land
York House
W1H 7LX
020 7486 4466
Royal Sun Alliance
9th Floor, One Plantation Place
EC3M 3BD
020 7111 7000
Experian Group Ltd.
Newenham House, Norgthern Cross
Dublin 17
353 1 846 9100
Cable & Wireless
7th Floor, The Point
W2 1LA
020 7315 4000
London Stock Exchange
10 Paternoster Square
EC4M 7LS
020 7797 1000
Friends Provident
Pixham End
RH4 1QA
0870 608 3678
Home Retail Group Plc
Avebury
MK9 2NW
0845 603 6677
Taylor Wimpey Plc
80 New Bond Street
W1S 1SB
020 7355 8100
Enterprise Inns Plc
3 Monkspath Hall Road
B90 4SJ
0121 733 7700
Tesco
Tesco House EN8 9SL
01992 632222
Johnson Matthey
40-42 Hatton Garden
EC1N 8EE
020 7269 8400
Tui Travel Plc
First Choice House
RH10 9GX
01293 560 777
Next
Desford Road
LE19 4AT
0116 286 6411
Persimmon
Persimmon House
YO19 4FE
01904 642 199
GlaxoSmithKline Plc
Glaxo Wellcome UK Ltd.,
UB11 1BT
020 8990 9000
Bg Group Plc
Thames Valley Park
RG6 1PT
0118 935 3222
Cadbury Schweppes
25 Berkeley Square
W1J 6HB
020 7890 5040
Standard Life Plc
Standard Life House
EH1 2DH
0131 225 2552
3i Group
16 Palace Street
SW1E 5JD
020 7928 3131
Icap
2 Broadgate
EC2M 7UR
020 7000 5000
Schroders
31 Gresham Street
EC2V 7QA
020 7658 6000
Man Group
Sugar Quay
EC3R 6DU
020 7144 1000
Tullow Oil
3rd floor, Building 11, Chiswick Park
W4 5YS
020 8996 1000
Royal Dutch Shell Group Plc
Shell Centre
SE1 7NA
020 7934 1234
BP
International Headquarters
SW1Y 4PD
020 7496 4000
Hsbc Holdings
8 Canada Square
E14 5HQ
020 7991 8888
British American Tobacco Plc
Globe House
WC2R 2PG
0207 845 1000
Royal Bank Of Scotland
36 St Andrews Square
0131 556 8555
Hbos Plc
The Mound
EH1 1YZ
0131 243 5509
Rolls Royce Group
65 Buckingham Gate
SW1E 6AT
020 7222 9020
International Power
Senator House London,
EC4V 4DP
020 7320 8706
BHP Billiton Plc
Neathouse Place
SW1V 1BH
0207 802 4000
Scottish & Newcastle
28 St Andrew Square
EH2 1AF
0131 203 2000
Vodafone Group
Vodafone House
RG14 2FN
01635 33251
Land Securities Group Plc
5 Strand
WC2N 5AF
020 7413 9000
United Utilities
Haweswater House, Lingley Mere Bus Park
WA5 3LP
01925 237000
Marks & Spencer Group Plc
Waterside House
W2 1NW
020 7935 4422
Severn Trent
2297 Coventry Road
B26 3PU
0121 722 4000
Sage Group
North Park
NE13 9AA
0191 294 3000
Itv Plc
200 Gray’s Inn Road
WC1X 8HF
0844 881 8000
Whitbread
Whitbread Court
LU5 5XE
01582 424200
Sabmiller Plc
One Stanhope Gate
W1K 1AF
020 7659 0100
Pearson
80 Strand
WC2R 0RL
020 7010 2000
Lonmin
4 Grosvenor Place
SW1X 7YL
020 7201 6000
Resolution Plc
Juxon House
EC4M 8BU
020 7489 4880
Kingfisher
3 Sheldon Square
W2 6PX
020 7372 8008
Alliance Trust
Meadow House
DD1 1TJ
01382 201 700
Head of Corporate Communications
PR Agency
Agency Contact Number Agency Address 1
Mark White (Company secretary)
Finsbury
020 7251 3801
Tenter House
Pip Wood (Director of Communications)
Finsbury
020 7251 3801
Tenter House
Laura De Vere (Director Corporate Communications)
Finsbury
020 7251 3801
Tenter House
Jon Sellors (UK Head of External Communications)
Finsbury
020 7251 3801
Tenter House
Finsbury
020 7251 3801
Tenter House
Finsbury
020 7251 3801
Tenter House
Finsbury
Tenter House
Finsbury
020 7251 3801
Tenter House
Finsbury
020 7251 3801
Tenter House
Finsbury
020 7251 3801
Tenter House
Gavin Anderson & Co (UK) Ltd
020 7554 1400
85 Strand
Nick Boakes (Media Contact)
Jonathan Church (Press Office)
Greenhill & Co
Ian Godwin
Headland
020 7367 5222
Basildon House
Uwe Kattwinkel (Head of Group Communications)
Hudson Sandler
020 7796 4133
29 Cloth Fair
Hudson Sandler
020 7796 4133
29 Cloth Fair
M:Communications Ltd
0207 153 1530
1 Ropemaker Street
Philip Thomson (spokesperson)
Maitland
020 7379 5151
Orion House
Paula Burton (Media Contact)
Maitland
020 7379 5151
Orion House
Maitland
020 7379 5151
Orion House
Maitland
020 7379 5151
Orion House
Maitland
020 7379 5151
Orion House
Candice Adam (Media Contact)
Maitland
020 7379 5151
Orion House
Nik Ekholm (Global Head of PR)
Maitland
020 7379 5151
Orion House
Paul Downes (Media Contact)
Merlin
020 7653 6620
Old Change House
Barry Cameron (Head of Media Relations)
Murray Consultants and Citigate
Stuart Bruseth (Head of Global Media Relations)
N/A
David Nicholas (Media Contact)
N/A
Richard Beck (Group communications Director)
N/A
David Betteridge (Head of Press Office)
N/A
Carolyn McAdam (Head of Group Communications)
N/A
Mark Elliott (Head of Media Relations)
N/A
Nicky Louth-Davies (Director of Corporate Communications)
N/A
N/A
Smithfield Consultants
0297 360 4900
10 Aldersgate Street
Robert Ballantyne (Media Contact)
Smithfield Consultants
0297 360 4900
10 Aldersgate Street
Media Relations
Tavistock Communications Ltd
020 7920 3150
131 Finsbury Pavement
Donal McCabe (Director of Corporate Communications)
Tulchan Communications
020 7353 4200
Kildare House
Tulchan Communications
020 7353 4200
Kildare House
Tulchan Communications
020 7353 4200
Kildare House
Peter Gavan (External affairs)
Tulchan Communications
020 7353 4200
Kildare House
Joanne Howell (PA to head of comms)
Tulchan Communications
020 7353 4200
Kildare House
Tulchan Communications
020 7353 4200
Kildare House
Sharon Glass (Media Contact)
Tulchan Communications
020 7353 4200
Kildare House
Nigel Fairbrass (Head of Media Relations)
N/A
Charles Goldsmith
N/A
Alex Shorland-Ball
N/A
Steve Riley (Group corporate affairs director)
N/A
Ian Harding (Group Communications Director)
N/A
Jane Holligan (Media Relations Manager)
N/A
59
Appendices
dsdadsdadsda
dsdsdsdsds
FTSE 100 companies - continued
60
Company
Address 1
Address 5
Phone Number
Xstrata Plc Antofagasta
4th Floor, Panton House
SW1Y 4EN
020 7968 2800
5 Princes Gate
SW7 1QJ
020 7808 0988
Liberty Intl Plc
179 Great Portland Street
W1W 5LS
020 7323 4000
Bae Systems Plc
6 Carlton gardens
SW1Y 5AD
01252 373 232
Imperial Tobacco Group
PO Box 244
BS99 7UJ
0117 963 6636
Smith & Nephew
15 Adam Street
WC2N 6LA
020 7401 7646
Cairn Energy
50 Lothian Road
EH3 9BY
0131 475 3000
Wolseley
Parkview 1220, Arlington Business Park
RG7 4GA
0118 929 8700
Hammerson Property
10 Grosvenor Street
W1K 4BJ
020 7887 1000
Anglo American Plc
20 Carlton House Terrace
SW1Y 5AN
020 7968 8888
Barclays
1 Churchill Place E14 5HP
020 7116 1000
AstraZeneca
15 Stanhope Gate
W1K 1LN
020 7304 5000
Diageo
8 Henrietta Place
W1G 0NB
020 7927 5200
Unilever Plc
Unilever House, PO Box 68
EC4P 4BQ
020 7822 5252
Reckitt Benckiser Group
103-105 Bath Road
SL1 3UH
01753 217 800
National Grid Plc
1-3 Strand
WC2N 5EH
020 7004 3226
BT Group Plc
BT Centre
EC1A 7AJ
020 7356 5000
Prudential
Laurence Pountney Hill
EC4R 0HH
020 7220 7588
Carnival Corp.
Carnival House
SE1 2NE
020 7940 5381
Reuters Holding
The Reuters Building
E14 5EP
020 7250 1122
Reed Elsevier Plc
1-3 Strand
WC2N 5JR
020 7930 7077
Thomas Cook Group Plc
The Thomas Cook Business Park
PE3 8SB
01733 417 100
British Airways
Waterside
UB7 0GB
020 8738 5050
Amec
65 Carter Lane
EC4V 5HF
020 7634 0000
Firstgroup
395 King Street
AB24 5RP
01224 650 100
Intercontinental Hotels Group
67 Alma Road
SL4 3HD
01753 410 100
Alliance & Leicester
Carlton Park
LE19 0AL
0116 201 1000
Rentokil Initial
Belgrave House
SW1W 9RF
020 7866 3000
Wpp Group
27 Farm Street
W1J 5RJ
020 7408 2204
Smiths Group Plc
765 Finchley Road
NW11 8DS
020 8458 3232
Morrison Wm Supermk
Hilmore House
BD3 7DL
0845 611 5000
Legal & General
One Coleman Street
EC2R 5AA
020 7528 6200
Associated British Foods
Weston Centre
W1K 4QY
020 7399 6500
G4S Plc
The Manor
RH10 9UN
01293 554 400
Carphone Warehouse
1 Portal Way
W3 6RS
020 8896 5000
Yell Group Plc
Queens Walk
RG1 7PT
0118 959 2111
Old Mutual Plc
5th Floor
EC4V 4GG
020 7002 7000
Scottish & Southern Energ
Inveralmond House
PH1 3AQ
01738 456 000
British Energy Group Plc
Systems House
EH54 7EG
01506 408 700
Shire PLC
Hampshire Intl Business Park
RG24 8EP
01256 894 000
Capita Group
71 Victoria Street
SW1H OXA
020 7799 1525
Rexam Plc
3rd Floor
SW1P 3XR
020 7227 4100
Admiral Group Plc
Capital Tower
CF10 3AZ
0870 243 2431
Rio Tinto Plc
5 Aldermanbury Square
EC2V 7HR
0020 7781 2000
Lloyds Tsb Group
25 Gresham Street
EC2V 7HN
020 7626 1500
Standard Chartered
1 Aldermanbury Square
EC2V 7SB
020 7280 7500
Aviva Plc
St Helen’s
EC3P 3DQ
020 7283 2000
Centrica
Millstream
SL4 5GD
01753 494 000
British Sky Broadcasting
Grant Way
TW7 5QD
0870 240 3000
Kazakhmys Plc
6th Floor, Cardinal Place
SW1E 5JL
020 7901 7800
Vedanta Resources Plc
5th Floor
W1J 8DZ
020 7499 5900
ddsdsdsd
dsdsdsd
Head of Corporate Communications
PR Agency
Agency Contact Number
Claire Divver (Corporate Communications)
Agency Address 1
Aura Financial LLP
020 7321 0000
Babmaes House
Bankside Consultants Ltd
020 7367 8888
1 Frederick’s Place
Baron Phillips
0)0 7224 1302
77 Harley House
John Neilson (Director of Group Media Relations)
Bell Pottinger Corporate & Financial
020 7861 3800
6th Floor, Holborn Gate
Alex Parsons (Head of Corporate Communications)
Bell Pottinger Corporate & Financial
020 7861 3800
6th Floor, Holborn Gate
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
David Nisbet (Director Corporate Communications)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Mark Fearon (Director of Corporate Communications)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Chris Smith (Director of Corporate Affairs)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
James Wyatt-Tilby (Media contact)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Steve Brown (Media contact)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Isabelle Thomas (Head of corporate media relations)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Fiona Fong (Head of Corporate Communications)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Clive Hawkins, Group Head of Media Relations
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Sue Scholes (Director of Communications)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Rachael Borthwick (Head of Corporate Communications)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Claire Williams (Director, External Communications)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Malcolm Padley (Head of Corporate Communications)
Brunswick Group LLP
020 7404 5959
16 Lincoln’s Inn Fields
Feona McEwan (Group Communications Director)
Buchanan Communications
020 7466 5000
45 Moorfields
Cardew
020 7930 0777
12 Suffolk Street
Citigate Dewe Rogerson
0207 638 9571
3 London Wall Buildings
Richard King (Head of Media Relations)
Citigate Dewe Rogerson
0207 638 9571
3 London Wall Buildings
Geoff Lancaster (Head of External Affairs)
Citigate Dewe Rogerson
0207 638 9571
3 London Wall Buildings
Citigate Dewe Rogerson
0207 638 9571
3 London Wall Buildings
Citigate Dewe Rogerson
0207 638 9571
3 London Wall Buildings
Jon Salmon (Media Contact)
Citigate Dewe Rogerson
0207 638 9571
3 London Wall Buildings
Charlene Clayton
College Hill Associates
020 7457 2020
The Registry
FD
0207 831 3113
Holborn Gate
James Garthwaite (Head of Communications)
FD
0207 831 3113
Holborn Gate
Jessica Mann (SVP of Global Corporate Communications)
FD
0207 831 3113
Holborn Gate
FD
0207 831 3113
Holborn Gate
Jonathan Thornton (Head of Communications)
FD
0207 831 3113
Holborn Gate
Louisa Scadden (Head of IR and Communications)
FD
0207 831 3113
Holborn Gate
Christina Mills (Media Contact)
Finsbury
020 7251 3801
Tenter House
Mary Walsh (Director of corporate relations)
Finsbury
020 7251 3801
Tenter House
Arijit De (Head of media relations)
Finsbury
020 7251 3801
Tenter House
Hayley Stimpson (Director of Group Media Relations)
Finsbury
020 7251 3801
Tenter House
Alan McLaughlin (Head of Media Relations)
Finsbury
020 7251 3801
Tenter House
Finsbury
020 7251 3801
Tenter House
Finsbury
020 7251 3801
Tenter House
Finsbury
020 7251 3801
Tenter House
Steve Colton (Director of Public Relations)
Patrick Kerr (Media Contact)
61
Appendices
dsdadsdadsda
dsdsdsdsds
Top 20 Investment banks by value of UK stock market clients Company
Address 1
Address 2
JPMorgan Cazenove
20 Moorgate
UBS Investment Bank
1 Finsbury Avenue
Merrill Lynch International
2 King Edward Street
Goldman Sachs Equity Securities (UK)
Peterborough Court
Credit Suisse
1 Cabot Square
133 Fleet Street
Deutsche Bank AG London
1 Great Winchester Street
Winchester House
Morgan Stanley & Co International
25 Cabot Square
Canary Wharf
Hoare Govett Ltd
250 Bishopsgate
Citi
33 Canada Square
Canary Wharf
HSBC Bank
8 Canada Square
Canary Wharf
Lehman Brothers International (Europe)
25 Bank Street
30th Floor
Dresdner Kleinwort
30 Gresham Street
Davy
Davy House
Panmure Gordon & Co. Limited
155 Moorgate
Goodbody Stockbrokers
Ballsbridge Park
Investec Securities
2 Gresham Street
Landsbanki Securities (UK)
Beaufort House
15 St Botolph Street
Numis Securities
The London Stock Exchange Building
10 Paternoster Square
Canaccord Adams
7th Floor, Cardinal Place
80 Victoria Street
Brewin Dolphin Investment Banking
12 Smithfield Street
49 Dawson Street Ballsbridge
Top 20 Auditors by value of UK stock market clients
62
Company
Address 1
Address 2
PricewaterhouseCoopers LLP
Plumtree Court
KPMG
1 Canada Square
Deloitte
Stonecutter Court
1 Stonecutter Street
Ernst & Young LLP
Becket House
1 Lambeth Palace Road
Grant Thornton UK LLP
235 Blackfriars Road
BDO Stoy Hayward LLP
55 Baker Street
Baker Tilly
1st Floor
PricewaterhouseCoopers
Plumtree Court
PKF (UK) LLP
Farringdon Place
20 Farringdon Road
Moore Stephens
St. Paul’s House
Warwick Lane
Mazars
Tower Bridge House
St Katharine’s Way
BDO Novus
PO Box 180, Elizabeth House
St Peter Port
Nexia Smith & Williamson
25 Moorgate
UHY Hacker Young
Quadrant House, 17 Thomas More Street
BDO Dunwoody
55 Baker Street
Horwath Clark Whitehill LLP
St. Bride’s House
10 Salisbury Square
Chantrey Vellacott DFK
Russell Square House
10/12 Russell Square
Kingston Smith
Devonshire House
60 Goswell Road
HLB Mann Judd
ONLY IN AUSTRALIA
5 Old Bailey
Thomas More Square
ddsdsdsd
dsdsdsd
Address 3
Address 4
Tel number
Contact
London
EC2R 6DA
0207 588 2828
Tessa Murray (Head of Communications)
London
EC2M 2PP
020 7567 8000
London
EC1A 1HQ
0207 628 1000
London
EC4A 2BB
020 7774 1000
London
E14 4QJ
020 7888 8888
London
EC2N 2DB
020 7545 8000
London
E14 4QA
020 7425 8000
London
EC2M 4AA
020 7678 8000
London
E14 5LB
0207 986 6000
London
E14 5HQ
020 7991 8888
London
E14 5LE
020 7102 1000
London
EC2V 7PG
020 7623 8000
Dublin 2
Ireland
+353-(0)1-679-7788
London
EC2M 6XB
020 7459 3600
Dublin 4
Ireland
+353-1-614-0600
London
EC2V 7QP
0207 597 4000
London
EC3A 7QR
0207 866 5000
London
EC4M 7LT
020 7260 1000
London
SW1E 5JL
0207 050 6500
London
EC1A 9BD
0207 248 4400
Address 3
Address 4
Tel number
Contact
London
EC4A 4HT
020 7583 5000
Oriana D. Pound (Head of Media Relations)
London
E14 5AG
020 7311 1000
London
EC4A 4TR
020 7936 3000
Jamie Harley / Jo Ouvry (Heads of PR)
London
SE1 7EU
020 7951 2000
Will White (Director of Media Relations)
London
SE1 8NW
020 7311 1000
Michael Burgess (Senior Press Officer)
London
W1U 7EU
020 7486 5888
London
EC4M 7AF
020 7413 5152
Tony Hannon (Head of National PR)
London
EC4A 4HT
020 7583 5000
Oriana D. Pound (Head of Media Relations)
London
EC1M 3AP
020 7065 0000
Jason Gowar (PR Manager)
London
EC4M 7BP
020 7334 9191
London
E1W 1DD
020 7063 4000
Guernsey
GY1 3LL
01481 724561
London
EC2R 6AY
020 7131 4000
London
E1W 1YW
020 7216 4600
London
W1U 7EU
020 7486 5888
London
EC4Y 8EH
020 7842 7100
London
WC1B 5LF
020 7509 9000
London
EC1M 7AD
020 7566 4000
63
Appendices
dsdadsdadsda
dsdsdsdsds
Top 20 Law firms by value of UK stock market clients Company
Address 1
Address 2
Linklaters
One Silk Street
Slaughter and May
One Bunhill Row
Herbert Smith
Exchange House
Allen & Overy
One Bishops Square
Freshfields Bruckhaus Deringer
65 Fleet Street
Clifford Chance LLP
10 Upper Bank Street
Norton Rose LLP
3 More London Riverside
Lovells
Atlantic House
Holborn Viaduct
Ashurst
Broadwalk House
5 Appold Street
Osborne Clarke
One London Wall
Lewis Silkin
5 Chancery Lane
Clifford’s Inn
Berwin Leighton Paisner
Adelaide House
London Bridge
Eversheds LLP
Senator House
85 Queen Victoria Street
Dundas & Wilson CS
Northwest Wing
Bush House
Pinsent Masons
One Ropemaker Street
Addleshaw Goddard LLP
150 Aldersgate Street
Shearman & Sterling LLP
Broadgate West
9 Appold Street
CMS Cameron McKenna
Mitre House
160 Aldersgate Street
Primrose Street
Manager) Arthur Cox
29 Ludgate Hill
Burges Salmon
Chancery Exchange
10 Furnival Street
Top 20 Financial PR by value of UK stock market clients
64
Company
Address 1
Address 2
Brunswick
16 Lincoln’s Inn Fields
Finsbury
Tenter House
45 Moorfields
Maitland
Orion House
5 Upper St.Martin’s Lane
Tavistock
131 Finsbury Pavement
FD
Holborn Gate
26 Southamton Buildings
Citigate Dewe Rogerson
3 London Wall Buildings
London Wall
Smithfield Consultants
10 Aldersgate Street
Tulchan Communications
Kildare House
3 Dorset Street
Bell Pottinger Corporate & Financial
6th Floor, Holborn Gate
330 High Holborn
Aura Financial LLP
Babmaes House
2 Babmaes Street
Buchanan Communications
45 Moorfields
M:Communications
1 Ropemaker Street
College Hill Associates
The Registry
Royal Mint Court
Drury Communications
1 Richview Office Park
Clonskeagh
Murray Consultants
Latin Hall
Golden Lane
Lansons Communication
24a St John Street
Hudson Sandler
29 Cloth Fair
Pelham Public Relations
No.1 Cornhill
Cardew Group
12 Suffolk Street
Weber Shandwick Financial
Fox Court
14 Gray’s Inn Road
ddsdsdsd
dsdsdsd
Address 3
Address 4
Tel number
Contact
London
EC2Y 8HQ
020 7456 2000
Sarah Peters (Global Head of PR)
London
EC1Y 8YY
020 7600 1200
London
EC2A 2HS
02073748000
Tom Rose (Head of Communications)
London
E1 6AO
020 3088 0000
Jane Sandilands (Corporate Comms Manager)
London
EC4Y 1HS
020 7936 4000
Anna Mitchell (Head of Communications)
London
E14 5JJ
020 7006 1000
Anne Groves (Global Head of PR)
London
SE1 2AQ
020 7283 6000
London
EC1A 2FG
020 7296 2745
Chris Hinze (Head of Corporate Communications)
London
EC2A 2HA
020 7638 1111
Jo Shepherd (Head of PR)
London
EC2Y 5EB
020 7105 7000
Sam Gregg (PR contact)
London
EC4A 1BL
020 7074 8000
London
EC4R 9HA
020 7760 1000
London
EC4V 4JL
020 7919 4500
London
WC2B 4EZ
0207 240 2401
London
EC2Y 9AH
020 7418 7000
Katie Stokoe (National PR Manager)
London
EC1A 4EJ
020 7606 8855
Christian Collinson (Corporate Affairs Manager)
London
EC2A 2AP
020 7655 5000
Mia Robins (PR contact)
London
EC1A 4DD
020 7367 3000
Charles Dalton-Holmes (External Communications
London
EC4M 7JE
020 7213 0450
London
EC4A 1AB
0117 939 2000
Janey Abbott (Head of Press and Marketing)
Address 3
Address 4
Tel number
Contact
London
WC2A 3ED
020 7404 5959
London
EC2Y 9AE
020 7251 3801
London
WC2H 9EA
020 7379 5151
London
EC2A 1NT
020 7920 3150
London
WC2A 1PB
0207 831 3113
London
EC2M 5SY
0207 638 9571
London
EC1A 4HJ
0297 360 4900
London
EC4Y 8EN
020 7353 4200
London
WC1V 7QD
020 7861 3800
London
SW1Y 6HD
020 7321 0000
London
EC2Y 9AE
020 7466 5000
London
EC2Y 9HT
0207 153 1530
London
EC3N 4QN
020 7457 2020
Dubin 14.
+353 1 2605000
Dublin 8
+353 1 498 0300
London
EC1M 4AY
020 7490 8828
London
EC1A 7NN
020 7796 4133
London
EC3V 3ND
020 7743 6670
London
SW1Y 4HG
020 7930 0777
London
WC1X 8WS
020 7067 0000
65
Appendices
dsdadsdadsda
dsdsdsdsds
Leading Spread betting service providers (unranked) Company
Address 1
Address 2
MF Global
Sugar Quay
Lower Thames Street
IG Index
Friars House
157-168 Blackfriars Road
CityIndex
FREEPOST LON21292
CMC Markets
66 Prescot Street
Leading Fund Managers (unranked)
66
Company
Address 1
Address 2
InvescoPerpetual
Perpetual Park, Perpetual Park Drive
Henley-on-Thames
New Star International
1 Knightsbridge Green
Rathbone
4th Floor, Churchgate House
56 Oxford Street
Artemis
Cassini House
57 St James’s Street
Jupiter
1 Grosvenor Place
Neptune
PO Box 9004
Standard Life
1 George Street
Chelmsford
ddsdsdsd
dsdsdsd
Address 3
Address 4
Tel number
London
EC3R 6DU
020 7144 4000
London
SE1 8EZ
020 7896 0011
London
EC2B 2BBÂ
07740 068 580 (PR team)
London
E1 8HG
020 7170 8201
Address 3
Address 4
Tel number
Oxfordshire
RG9 1HH
01491 417000
London
SW1X 7NE
020 7225 9200
Manchester
M1 6EU
0161 236 5358
London
SW1A 1LD
0800 092 2051
London
SW1X 7JJ
020 7314 7600
Essex
CM99 2WR
0800 587 5051
Edinburgh
EH2 2LL
Contact
Contact
Barry Cameron (Head of Media Relations)
Sources: M:Communications Independent research; Hemscott
67
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