PR LEAGUE TABLES: Consumer enjoys continued growth - Despite continued debate about the role of evaluation, the value and influence of consumer PR is increasingly widely recognised

Today’s marketing directors are more streetwise about public

relations, declares Alison Miles, a director of The Grayling Group. They

have a better understanding of what it can do, and its value in the

marketing mix.

’The smarter ones use PR as part of an integrated approach to marketing

communications,’ she adds. ’Airy-fairy won’t do. They expect PR to make

a solid contribution to the bottom line, whether through sales or

through raising awareness. We have to be very commercially aware.’

Naturally, such changes in attitude evolve over time. Nevertheless, a

greater appreciation of PR’s role may help explain why consumer PR

enjoyed another good year in 1998.

An analysis of the returns for this year’s league table indicates that

PR companies derived pounds 129m of income from targeting consumers.

That figure compares with pounds 95m in last year’s table, which

admittedly included fewer medium and small agencies. The comparable

figures for business-to-business, while still encouraging, show a

slightly slower growth, from pounds 140m to pounds 168m.

Further proof of the market’s buoyancy is the fact that a minimum of

around pounds 520,000 of consumer income was needed to get into last

year’s Top 50 consumer audience table. This year, the qualifying figure

is pounds 650,000.

In all, 124 agencies out of the total of 151 in the main table have some

involvement in consumer PR.

The consumer audience table, which opens this section, is based on

agencies’ estimates of the proportion of their income that comes from

targeting consumers, as opposed to the business-to-business communities,

staff, or the political sector. As a result, it includes agencies that

are also highly specialised in other respects, when the cake is cut a

different way.

For instance, it includes several dedicated high-tech agencies that have

to address both business-to-business and consumer audiences, and

healthcare specialists handling over-the-counter medicines and

health-awareness programmes as well as prescription drugs. More

information will be found on these in the appropriate sections of this

report.

Equally, even under the broad banner of consumer PR, there are many

companies, which specialise in particular sectors, such as health and

beauty, entertainment or travel.

Hill & Knowlton, which may owe its strength in consumer to its heritage

as a one-time subsidiary of ad agency J Walter Thompson, continues to

dominate the consumer audience table. Indeed, the top three places are

the same as last year, with Freud at number three demonstrating the

benefits of out-and-out specialisation.

Then come a couple of changes. Ketchum leaps up from 24th spot, helped

considerably by its absorption of consumer specialist Life, formerly the

Lynne Franks agency. And Burson-Marsteller, which missed the survey last

year because of the flotation of its parent, Young & Rubicam, reappears

in fifth spot.

Organic growth

Lopex’s Grayling Group and independently owned Harrison Cowley - noted

for its network of offices throughout the UK - have also progressed into

the top ten. The latter’s chairman, Charles Keil, says that central

control and a presence in all the key locations is a successful formula

which has resulted in it winning national campaigns for clients ranging

from the National Lottery to Rover Group and the New Millennium

Experience Company.

David McLaren, Hill & Knowlton’s chief executive, boasts that the agency

handles more brands than anyone else. These include Kellogg, Procter &

Gamble, Gill- ette, American Express and B&Q. ’Brands infuse everything

we do,’ he adds, ’so there is a higher awareness of branding issues and

sensitivities in our corporate and public affairs work, and in crisis

operations, too.

’Almost 50% of our growth has been from clients who were with us in 1994

and were still with us in 1998.

’Clients are very sensitive. They like you to be successful, but they

can get jealous if you are constantly winning new accounts. We stress

internally that existing clients are the priority - if clients are loyal

to you, you should be loyal to them.’

It’s a theme picked up by the much smaller Darwall Smith Associates,

which shares P&G as a client. Managing director Gill Garside points out

that the agency has had 20th Century Fox as a client for over five

years, Budgens for eight, and Tampax for 14.

P&G acquired Tambrands, the Tampax parent company, two years ago. When

clients are taken over, it’s always a tricky time for agencies. However,

DSA has retained the account, it claims, because of its creative input

as well as its detailed knowledge of the product and market, and is now

also working on the Always and Alldays brands.

Increased sophistication

On a similar tack, Elizabeth Hindmarch, founder of Elizabeth Hindmarch

PR, says that, in spite of several high-profile wins this year, a large

part of the agency’s growth has been organic. ’A new account win

provides a thrill, but there is nothing as rewarding as a satisfied,

long-term client wanting to invest more.’

Much of the talk among the consumer experts is about increased

sophistication - about strategic consultancy, account planning,

evaluation, integration, even category management.

Freud Communications restructured last year, following several years of

rapid development. One outcome was the formation of Freud Consultants,

led by four of the most senior executives in the group. One client is

Pepsi in the US. The consultancy also advised BSkyB in the run-up to the

launch of SkyDigital.

’This is a different level of consultancy,’ says chief executive Nick

Wiszowaty. ’It isn’t a feeder for the rest of the agency, it’s work that

isn’t visible and cannot be evaluated in PR terms. A client may simply

say ’we want Matthew (Freud), we don’t want to be sold a campaign’.’

Phipps, a smallish agency with some big brand clients, such as Jordan’s

and Famous Grouse, also illustrates the trend toward greater

sophistication.

Director Miranda Page Wood describes the company as a consumer PR

consultancy but also a marketing specialist. Increasingly, it runs

market research to pre-test messages - still a minority sport in PR -

against sales, sales development, and communication strategies. It even

gets involved in commissioning trade and national advertising for

clients.

’Clients may come to us with a problem,’ she explains. ’We look at all

the solutions available, and if we have recommended that the quickest

way to get the message across is advertising, they are happy to leave it

to us to commission on their behalf.’

The arguments about planning and evaluation are closely linked. Paul

Miller, managing director of Countrywide Porter Novelli, sees it as a

particularly healthy development that clients and consultants have,

together, begun to grasp the nettle of defining objectives in a way that

can be measured. Once that is accepted, the case for good planning goes

hand in hand.

The case for planning in PR is exactly the same as it is in advertising,

Miller asserts. It is a vehicle for developing a better understanding of

the market situation, with better insights into the minds of the target

audience. In turn, this leads to a better strategy, which can spawn more

powerful creative work because it is based on well-framed

objectives.

Scientific planning

’If people say they accept evaluation, then the next question is, where

do they begin? The answer to that has to be at the beginning, which

should be planning,’ Miller adds. ’It’s a good example of GOTBO- a

glimpse of the blindingly obvious.’

Keith Simpson, managing director of Nexus Choat, also argues that

scientific planning techniques should be applied as early as possible in

programme development, given that PR has never been more

accountable.

But he also points out, with others, that many clients still have

unrealistic expectations, ’believing that pounds 100m markets can be

transformed by a pounds 25,000 spend’.

It’s in the PR industry’s best interests to manage clients’ expectations

properly, he adds. If the budget is necessarily small, it should be

concentrated into a short time frame, or directed at precise audiences,

so its impact can be measured.

There’s currently a substantial momentum within the industry to improve

measurement and evaluation techniques, employ them more widely and

ensure that clients allow sufficient budgets to pay for them. Last

month, for example, the industry’s two main bodies, the Institute of

Public Relations and the Public Relations Consultants Association,

jointly launched a PR measurement and evaluation toolkit (see panel in

opening article, page 44).

However, there are at least some who argue that this rush to measure

everything can result in taking one’s eye off the ball. Emma Cantrill,

an associate director at Jane Howard PR, doesn’t dispute the need for

evaluation, and says it is now a ’given’. However, she feels that

agencies often focus on meaningless benchmarks, such as comparing the

volume of editorial coverage with what the equivalent amount of

advertising would have cost.

’I would question how this impacts on a client’s business, and no doubt

the person who signs the cheques does too,’ she says. ’The industry is

going some way to address this. But the biggest challenge is to get

agencies to have the guts to deliver a campaign that really makes an

impact, and to constantly question and evaluate not only the impact of

their work, but also the client briefs. Making a difference doesn’t

necessarily need a big budget, it needs brain power.’

Robert Phillips, a founding partner at Jackie Cooper PR, another leading

consumer specialist, goes further. ’Unable, coherently or

comprehensively, to answer the Big Question on evaluation, PR is being

forced to adopt sub-advertising techniques in order to justify its very

existence to marketing decision-makers,’ he insists. ’The evaluation

debate has clouded a more fundamental issue about what role PR can play

in the marketing mix, and what it is really able to achieve.’

Phillips blames marketers who are unable to grasp the potential power of

PR, and then demand guarantees that cannot be delivered. These demands

force agencies into adopting different and less subtle campaign

approaches in order to deliver readily measurable results, he claims.

More guarantees are sought, and the slippery slide into

’sub-advertising, part-promotional oblivion’ gets under way.

’Genetically modified PR will not work,’ he declares. ’PR does not

deserve to survive if it can do so only in the blurred landscape between

advertising and promotion. Marketing decision-makers need to be

challenged in their thinking, and shown a different way.’

This isn’t an obscure practitioner trying to grab a few headlines.

Jackie Cooper was the PR agency behind the very successful campaigns for

Wonderbra and Daewoo, among others. Phillips says PR ’can touch the

souls of consumers in ways no other marketing discipline can even

consider’. And, he asks, does the PR industry really have to evaluate

everything to justify its existence? Or is it only doing this out of a

fear of budget cuts and lost business opportunities?

’I empathise with those comments, and have heard them from a number of

quarters,’ says Freud Communications’ Wiszowaty. ’There are always going

to be people, and very often they are the ones who most respect PR as a

marketing discipline, who really don’t believe in mathematically

calculating precisely what a campaign achieves.

’While I believe they are correct in what they are saying, they are not

the people we need to convince. There are a lot of clients out there who

have to substantiate their PR activities to people who don’t really

understand public relations. Putting a number against it is one of the

ways that may work in certain organisations.’

As Wiszowaty points out, there are many ways of trying to measure

PR.

His own company has progressed from merely pointing to the number of

cuttings generated, to routinely analysing results. Data is supplied to

clients on which demographic groups have been exposed to coverage, and

how many ’opportunities to see’ have been provided.

Beyond that, he says, costs start to mount, as do demands on the time of

both clients and agency executives. Many clients who are broadly happy

with what PR is delivering would rather spend any extra money on more

activity, rather than research.

The integration of public relations with other marketing services is not

new, but has been growing in importance through the decade. What is

changing, say a number of practitioners, fairly predictably, is the

status of PR within the mix. Nexus Choat’s managing director, Keith

Simpson, may be pushing it a bit too far when he claims to be amazed

that all clients don’t insist in each and every advertising creative

brief that the final ads must be ’PR-able’.

However, his opposite number at Cohn & Wolfe, Martin Ellis, says that it

is public relations that will increasingly provide clients with

cross-marketing opportunities that will enhance overall brand values.

His own company works in partnership with agencies from other

disciplines on a number of accounts, including BA’s low-cost airline Go,

Colgate-Palmolive, and Eli Lilly.

’PR has often been seen as the poor relation or an afterthought by the

marketing director,’ he adds. ’Today, as the value of PR and its

media-neutral position is increasingly recognised, so too is its

influence.

’An advertising agency would be unlikely to advise against media

advertising, but a PR agency could advise that budgets are split more

than one way - such as core media relations, combined with sponsorship,

direct marketing and tactical advertising.’

Some might breathe a cynical ’ho, hum’ at that, knowing that PR agencies

can be as anxious as any to maximise their share of the budget. The

Phipps agency, though, provides an example of just what Hill is

saying.

When sherry producers were looking for a new PR agency recently, Phipps

made a joint presentation with an ad agency and won the account.

Similarly, it has advised the German wine producers, whose business it

won last year, to add advertising to the mix, because PR alone won’t be

enough to transform the product’s image.

Impact of technology

’Advertising can sum up straightforward ideas in effective slogans,’

says Phipps’ director Miranda Page Wood. ’PR has the advantage when it

comes to communicating complicated messages. But we can use and

reinforce those slogans, too, in many areas, including in-store

promotions. We’re firm believers in integration.’

There are a few more developments to report. One is the launch by Grant

Butler Coomber, best known as a high-tech agency, of a non-techie

consumer division. In fact, it appears to be building a reputation in

cause-related marketing. It runs two campaigns for the Imperial Cancer

Research Fund - Race for Life and Breast Cancer Awareness Month. In

addition, it works with Percol’s Coffee Kids campaign, where proceeds go

to children in coffee-growing communities in Brazil and Mexico.

’There’s a lot of pressure today to help the underprivileged, and our

own research has shown that, quite often, the public becomes stressed

out by the guilt when addressed by a charity. The coffee kids campaign

focuses on reducing these stress levels,’ says GBC founding partner Gill

Coomber.

In the leisure sector, one of the best-known travel specialists, The

Ansdell Group, has restructured. As founder Christopher Broadbent

explains it, the group began life ten years ago as Barclay Stratton with

him ’sitting behind a row of frocks in my wife’s Southwark offices,

nursing a dodgy telephone’. This grew into The Ansdell Group, employing

62 people, and with revenues of pounds 3.2m.

It was also a diverse operation. Alongside Barclay Stratton were The

Public Relations Practice (business-to-business); Market Dialogue,

Ansdell Consulting, and Ansdell Russia (strategic communications), and

Brighter (travel and leisure PR).

Believing the group had lost focus, Broadbent has now merged the Public

Relations Practice into Barclay Stratton, disbanded Market Dialogue, and

disposed of the other businesses. ’We knew something was wrong with

Ansdell Russia when not only could we not get money out, we couldn’t get

it in, either!’

The company, he says, has now emerged with a clear focus on its

strongest brand. Recent wins include Yellow Pages, Bel UK (Laughing Cow

cheese), Odyssey Resorts, and Amsterdam Airport Area.

Also largely in the leisure area, but with clients in packaged goods and

IT, is MacLaurin Communications. It has been one of the fastest-growing

PR agencies around, but in 1998 achieved only an average 15.75% growth

in fees. However, that was after the loss of ’a substantial tranche of

accounts’, which went with a departing director.

Its 1998 wins have included an important clutch of retained accounts:

consumer PR for Camelot and the National Lottery as it moves toward

license renewal; raising brand-awareness for the 64-strong bookshop

chain Ottakar’s; LineOne, the consumer online service provider; and EMAP

magazines Elle, Red and New Woman.

Finally, no discussion of PR is complete without a reference to the

impact of new technology, from databases to the internet.

As Adrian Wheeler, chief executive of GCI/APCO rightly observes, public

relations consultancies rarely deal directly with the public;

traditionally, they work through other media, which can exert leverage.

He believes this could change dramatically with the availability of

database management and evolving communications strategy. ’PR firms

which can generate word-of-mouth and therefore sales by talking direct

to opinion- formers will carry all before them.’

Similarly, Cohn & Wolfe managing director Martin Ellis argues that

consumers’ increasing access to the internet and digital TV will allow

public relations to refine its targeting more and more accurately. The

industry will increasingly move away from the column-inches approach,

replacing it with the ’magic bullet’.

CONSUMER AUDIENCE, TOP 50

Rank   Agency                           Total income 1998  Consumer 1998

                                                 (pounds)      (pounds )

1      Hill & Knowlton (UK)                    23,295,000     11,880,000

2      Shandwick International                 25,843,000      6,202,000

3      Freud Communications                     5,973,000      5,734,000

4      Ketchum (incl. Life)                     9,608,000      4,612,000

5      Burson-Marsteller                       17,917,000      4,479,000

6      Countrywide Porter Novelli              17,913,000      4,478,000

7      Grayling Group                           8,091,000      4,046,000

8      Harrison Cowley                          4,849,000      3,200,000

9      Jackie Cooper Public Relations           3,101,000      3,101,000

10     Biss Lancaster                           7,244,000      3,042,000

11     Charles Barker/BSMG Worldwide            9,627,000      2,984,000

12     Edelman Public Relations Worldwide       8,934,000      2,948,000

13     Cohn & Wolfe                             5,399,000      2,861,000

14     Nexus Choat                              3,724,000      2,830,000

15     Beattie Media                            4,120,000      2,472,000

16     Consolidated Communications              3,140,000      2,198,000

17     Manning Selvage & Lee                    3,570,000      2,142,000

18     The Public Relations Business            2,128,000      2,128,000

19     The Red Consultancy                      3,271,000      1,864,000

20     GCI/APCO (incl. Focus Comms.)            7,422,000      1,856,000

21     Craigie Taylor International             2,089,000      1,776,000

22     QBO - The Quentin Bell Organisation      3,492,000      1,746,000

23     MacLaurin Group                          3,129,000      1,721,000

24     Richmond Towers                          4,200,000      1,680,000

25     Harvard Public Relations                 4,373,000      1,618,000

26     Attenborough Associates                  1,617,000      1,536,000

27     Munro & Foster Communications            2,299,000      1,494,000

28     Key Communications                       4,919,000      1,476,000

29     Holmes & Marchant Group                  3,783,000      1,475,000

30     Staniforth Public Relations              2,481,000      1,365,000

31     Lexis Public Relations                   2,721,000      1,361,000

32     The Shire Hall Group                     4,222,000      1,267,000

33     Band & Brown Communications              2,181,000      1,200,000

34     Camron Public Relations                  1,098,000      1,098,000

35     Text 100                                 7,729,000      1,082,000

36     BMA Communications                       1,614,000      1,065,000

37     Lyons Waddell                            1,038,000      1,038,000

38     BGB & Associates                         1,570,000      1,021,000

39     Barclay Stratton                         1,952,000        976,000

40     Jane Howard PR                             891,000        891,000

41     The Communications Group                 3,421,000        855,000

42     CPR Worldwide                            2,079,000        832,000

43     Kable Public Relations                     796,000        796,000

44     Bite Communications                      1,481,000        741,000

45=    Elizabeth Hindmarch PR                     754,000        709,000

45=    Stephanie Churchill PR                     746,000        709,000

47     Communique PR                            1,414,000        707,000

48     Barkers PR (B’ham and Scotland)          2,224,000        703,000

49     Darwall Smith Associates                   683,000        683,000

50     Ptarmigan Consultants                      872,000        654,000

PACKAGED GOODS, TOP 40

Rank   Agency                                Total income       Packaged

                                                     1998     Goods 1998

                                                 (pounds)       (pounds)

1      Hill & Knowlton (UK)                    23,295,000      7,454,000

2      Shandwick International                 25,843,000      4,393,000

3      Richmond Towers                          4,200,000      3,780,000

4      Nexus Choat                              3,724,000      3,203,000

5      Countrywide Porter Novelli              17,913,000      2,866,000

6      Biss Lancaster                           7,244,000      2,680,000

7      Freud Communications                     5,973,000      2,449,000

8      Ketchum (incl. Life)                     9,608,000      1,922,000

9      Cohn & Wolfe                             5,399,000      1,728,000

10     Grayling Group                           8,091,000      1,618,000

11     Holmes & Marchant Group                  3,783,000      1,589,000

12     Lexis Public Relations                   2,721,000      1,524,000

13     GCI/APCO (incl. Focus Comms.)            7,422,000      1,484,000

14     Jackie Cooper Public Relations           3,101,000      1,302,000

15     Charles Barker/ BSMG Worldwide           9,627,000      1,252,000

16     Weber PR Worldwide                      10,786,000      1,186,000

17     Barclay Stratton                         1,952,000      1,152,000

18     Staniforth Public Relations              2,481,000      1,116,000

19     Key Communications                       4,919,000        984,000

20     The Public Relations Business            2,128,000        958,000

21     Splash Communications                    1,400,000        840,000

22     BMA Communications                       1,614,000        807,000

23     Harrison Cowley                          4,849,000        776,000

24     QBO - The Quentin Bell Organisation      3,492,000        733,000

25     Lyons Waddell                            1,038,000        727,000

26     The Red Consultancy                      3,271,000        720,000

27     Manning Selvage & Lee                    3,570,000        714,000

28     Government Policy Consultants            6,402,000        704,000

29     The Communications Group                 3,421,000        684,000

30     College Hill                             5,656,000        679,000

31     MacLaurin Group                          3,129,000        626,000

32     Kable Public Relations                     796,000        586,000

33     Westbury Communications                    575,000        569,000

34     Nelson Bostock Communications            1,072,000        536,000

35     BRAHM Public Relations                   2,067,000        517,000

36     Fleishman-Hillard UK                     2,212,000        487,000

37     Phipps PR                                  510,000        474,000

38     Jane Howard PR                             891,000        446,000

39     Darwall Smith Associates                   683,000        403,000

40     Myriad Public Relations                    845,000        380,000

FASHION & BEAUTY, TOP 15

Rank   Agency                                Total income    Fashion and

                                            1998 (pounds)    beauty 1998

                                                                (pounds)

1      Ketchum (incl. Life)                     9,608,000      1,537,000

2      Attenborough Associates                  1,617,000      1,100,000

3      Jackie Cooper Public Relations           3,101,000        806,000

4      Freud Communications                     5,973,000        776,000

5      Stephanie Churchill PR                     746,000        522,000

6      Shandwick International                 25,843,000        517,000

7      Elizabeth Hindmarch PR                     754,000        505,000

8      Countrywide Porter Novelli              17,913,000        448,000

9      Charles Barker/ BSMG Worldwide           9,627,000        385,000

10     BMA Communications                       1,614,000        355,000

11     Munro & Foster Communications            2,299,000        230,000

12     Camron Public Relations                  1,098,000        220,000

13     Lexis Public Relations                   2,721,000        218,000

14     The Public Relations Business            2,128,000        213,000

15     The Red Consultancy                      3,271,000        196,000

OTHER CONSUMER SERVICES, TOP 20

Rank   Agency                                Total income Other Consumer

                                            1998 (pounds)  Services 1998

                                                               (pounds )

1      Edelman Public Relations Worldwide       8,934,000      1,519,000

2      Weber PR Worldwide                      10,786,000      1,510,000

3      Countrywide Porter Novelli              17,913,000      1,433,000

4      Harrison Cowley                          4,849,000      1,212,000

5      Shandwick International                 25,843,000      1,034,000

6      Key Communications                       4,919,000        935,000

7      Manning Selvage & Lee                    3,570,000        857,000

8      Band & Brown Comms                       2,181,000        763,000

9      Fishburn Hedges                          4,991,000        649,000

10     Ketchum (incl. Life)                     9,608,000        576,000

11     QBO - The Quentin Bell Organisation      3,492,000        559,000

12     Grayling Group                           8,091,000        502,000

13     Barkers PR (B’ham and Scotland)          2,224,000        477,000

14     Camron Public Relations                  1,098,000        439,000

15     Communique PR                            1,414,000        424,000

16     Beattie Media                            4,120,000        412,000

17     Charles Barker/ BSMG Worldwide           9,627,000        385,000

18     Condor PR                                  603,000        356,000

19     Fleishman-Hillard UK                     2,212,000        354,000

20     Golley Slater PR                         2,102,000        315,000

TRAVEL, ENTERTAINMENT AND LEISURE, TOP 20

Rank   Agency                                Total income        Travel,

                                            1998 (pounds)  Entertainment

                                                             and Leisure

                                                           1998 (pounds)

1      Freud Communications                     5,973,000      2,329,000

2      Shandwick International                 25,843,000      2,326,000

3      Charles Barker/ BSMG Worldwide           9,627,000      2,022,000

4      MacLaurin Group                          3,129,000      1,846,000

5      Craigie Taylor International             2,089,000      1,671,000

6      Countrywide Porter Novelli              17,913,000      1,612,000

7=     Consolidated Communications              3,140,000      1,570,000

7=     BGB & Associates                         1,570,000      1,570,000

9      College Hill                             5,656,000      1,131,000

10     Hill & Knowlton (UK)                    23,295,000        932,000

11     Edelman Public Relations Worldwide       8,934,000        804,000

12     Biss Lancaster                           7,244,000        797,000

13     Harvard Public Relations                 4,373,000        787,000

14     Government Policy Consultants            6,402,000        768,000

15     GCI/APCO (incl. Focus Comms.)            7,422,000        742,000

16     Jackie Cooper Public Relations           3,101,000        682,000

17     Bastion                                    669,000        669,000

18     Ketchum (incl. Life)                     9,608,000        576,000

19     Colman Getty                               747,000        560,000

20     Communications in Business                 616,000        554,000

TRADE TACTICS

Richmond Towers, an expert in packaged goods, is exploiting the

opportunities to use consumer PR to help clients sell into the grocery

trade.

’When clients have to be in a particular handful of multiples, they

should plan the PR to reflect the profile of those stores’ shoppers,’

explains managing director Roger Jupe.

’You may think that all supermarkets are very similar, but it isn’t

necessarily true down at category level. We now have clients who, as

part of their trade negotiations, take along detailed PR plans. It

proves the value of PR in a way that is directly related to moving

boxes.’

Freud Communications’ chief executive Nick Wiszowaty also has clients

who find that their consumer PR plans can help motivate trade

buyers.

For example, it might be possible to place a feature about a

youth-oriented product in Loaded. In relation to the millions of

shoppers, the circulation will be tiny, but editorial endorsement adds

considerably to the integrity of a product.

This article was first published on Marketing