Headquarters location: Boston
Total staff numbers in US
Total non-US staff numbers
Please list all office locations around the world, identifying which ones are affiliates, partnerships or wholly owned.
Brodeur Worldwide operates Brodeur branded and equity-owned offices in the United States, United Kingdom, Netherlands, Italy, France, Germany and Korea.
The Brodeur Worldwide global network operates from over 70 offices in over 50 countries around the world. The network shares a common culture and philosophy, allowing us to provide clients with a uniform approach to communications strategy and execution. Brodeur Worldwide network offices share more than just clients. We operate from common technology platforms, share the same communications methodologies, and take a common approach to training and professional development of our professionals and consultants. Most offices are exclusive to the Brodeur network and all use the tagline "a Brodeur Worldwide partner" on their business cards and collateral material.
Brodeur Worldwide Offices throughout the Globe
North America: all branded Brodeur Worldwide offices, Boston (Global HQ), New York, Phoenix, Portsmouth - branded Beaupre & Company Public Relations, a 1999 acquisition, San Francisco, Washington, DC
EMEA: Amsterdam (The Netherlands) - EMEA HQ - equity ownership, branded Brodeur Worldwide, Auckland (New Zealand), Baar (Switzerland), Bangalore (India), Bhopal (India), Bhubaneshwar (India), Bombay (India), Brastislava (Slovakia), Brussels (Belgium), Bucharest (Romania), Budapest (Hungary), Calcutta (India), Chandigarh (India), Chennai (India), Dubai (United Arab Emirates), Dublin (Ireland), Duesseldorf (Germany) - equity ownership, branded Brodeur Communications, Genoa (Italy) - equity ownership, branded Brodeur ImageTime, Hyderabad (India), Johannesburg (South Africa), Kiev (Ukraine), Lisbon (Portugal) - equity ownership through Omnicom, London (UK) - equity ownership, branded Brodeur Worldwide, Madrid (Spain) - equity ownership through Omnicom, Milan (Italy) - 2 offices - equity ownership, branded Brodeur ImageTime, Moscow (Russia), Munich (Germany) - equity ownership, branded Brodeur Communications, New Delhi (India), Oslo (Norway), Paris - 2 offices - equity ownership, branded Brodeur Worldwide, Prague (Czech Republic), Pune (India), Rome (Italy) - equity ownership, branded Brodeur ImageTime, Sofia (Bulgaria), Sri Lanka, Stockholm (Sweden), Stuttgart (Germany) - equity ownership, branded Brodeur Communications, Tel Aviv (Israel), Thiruvananthapuram (India), Warzawa (Poland), Zagreb (Croatia)
Asia Pacific: Ahmedabad (India), Bangkok (Thailand), Beijing (China), Hong Kong - 2 offices, Jakarta (Indonesia), Kuala Lumpur (Malaysia), Manila (Philippines), Seoul (Korea) - AP HQ - equity ownership, branded InComm Brodeur, Shanghai (China), Singapore, Sydney (Australia), Taipei (Taiwan), Tokyo (Japan)
Latin America : Bogota (Colombia), Buenos Aires (Argentina), Lima (Peru), Mexico City (Mexico), Panama City (Panama), Rio de Janeiro (Brazil), Santiago de Chile (Chile), Sao Paulo (Brazil),
Please describe how your agency is structured globally
Brodeur Worldwide is a team of experienced professionals who counsel executives on how to use communications to navigate change and win in the marketplace. Our consultants solve business problems by using a sophisticated understanding of the business and political environments and combine it with a creative and inventive approach to communications. We are a company built around break-through ideas, strong personal networks, and an ability to act quickly and efficiently.
Brodeur continues to be the agency of choice for companies and organizations that are technology-driven and technology-enabled and need a partner that can deliver and execute communications programs globally.
We are a group made up of like-minded entrepreneurs that act as one global entity for our clients. We share a culture and a common commitment to excellence in communications and client service that serve as the "glue" to our global operations.
Organizationally, we are structured first by country, then by region. Each country has a CEO and each region has leader (president or general manager). Regional leaders form the agency's global leadership team, reporting to CEO Andy Coville, and act as a conduit of Brodeur Worldwide's mission, practices and processes.
With regard to clients, each Brodeur global client has one primary relationship manager, typically residing in the country of corporate headquarters. Execution is often divided by regions and typically one person is put in charge of managing all client activity for that region. Although responsibility and authority are assigned to individuals at the global and regional level, we encourage client interaction at all levels and across all geographies.
All global clients and account teams are supported by Brodeur's Global Support Council. The Brodeur GSC is a hand-selected group of global staffers that are experienced in global account management. They serve as a resource and sounding-board for all global teams to ensure consistency and quality across shared accounts.
Please list three of your biggest international accounts, with the following information:
Three of our biggest US-led global accounts (that we can talk about publicly) are: IBM, Avnet and WRQ.
And we run a wide variety of PR and marketing communications programs for each. As company policy, we do not disclose the retainer amounts of our clients. Our standard policy is to have a unified billing structure and a lead global office for each global client. And we routinely work with clients to adjust the global account management structure to best suit their particular corporate needs.
IBM: Brodeur has been working with IBM for over 15 years. IBM is our longest ongoing client relationship and one of our largest global clients. Our work focuses on supporting the activities of one of IBM's largest and fastest growing divisions, Global Services. We work with IBM across the globe in virtually every region. Our work IBM is done in conjunction with Omnicom's One Blue agency agreement that includes Ketchum. Our lead office for the IBM account is New York.
Avnet: Avnet has been a Brodeur global client for over five years. Our work for them includes branding, executive spokesperson training, crisis communications counseling, positioning and messaging. We also support numerous divisions with media relations and conduct a global measurement program (qualitative and quantitative) across 17 countries. The Avnet lead office is in Phoenix with heavy support from Germany, UK, Italy, France, Hong Kong, and China. Other Brodeur Worldwide partners are brought in on an as needed basis.
WRQ: Brodeur has worked with WRQ for over three years. Brodeur provides WRQ an integrated communications program including media and analyst relations, executive visibility, local marketing, as well as executive counsel on corporate positioning and messaging. Brodeur's WRQ team is managed from London with support from offices in Boston and throughout Germany. Other Brodeur Worldwide partners support the account on a smaller scale: Sweden, the Netherlands, France, Spain, Italy, Singapore, Australia, Japan.
How have international revenues changed from one year ago? Revenue is defined as revenue generated by all regions excluding the region in which your agency is headquartered.
Increased (figures not supplied)
How has international staffing changed from one year ago?
Increased (figures not supplied)
If you are unable to answer any of the revenue or staffing questions, please describe in whatever terms you can the performance of your global operations over the past year.
Slowly, but surely, growth has returned. And it feels good again. The level of increased business activity varies by region and by country. Most country operations are reporting good increases in revenue in 2004 and all operations are reporting more prospects and new clients than in 2003. There has also been a distinct increase in regional and global opportunities. This has been due to an improved economic environment along with an entrepreneurial approach by Brodeur country offices. The fact that most Brodeur country offices are in the top three within their respective markets has helped support that growth.
Did performance meet or exceed expectations, or not? Please explain why. What external factors such as the war in Iraq, political issues, cultural issues, affected performance?
We have met and, in several instances, exceeded our global expectations. Our current focus is on further expansion in Europe and China. The expansion of the European Union (EU) has opened up new opportunities for cross-country and cross-cultural communications in that region. In addition a renewed sense of European cohesion, prompted in part by transatlantic diplomatic, political and economic developments, has led us to expand our local presence in this, one of the world's largest and richest unified markets. China is a particular focus for many of our clients and we are expanding from our base offices in Hong Kong, Beijing and Shanghai to support client activity in that country. Recent political and market developments have also caused us to refocus and invest more in our operations in India and Spain.
What business have you won, or lost, in the past year due to a global consolidation of PR business by the client? Please list:
Philips Electronics consolidated its global account under another agency. Other than that, the trend in global consolidation of communications work has had no significant impact - positive or negative - on our business.
What regions are performing best right now and why? What regions are under-performing?
Of the different regions, the United States and EMEA are currently showing the best market growth and business performance. The economies of these countries have either stabilized or are evidencing slow to modest growth. Corporate spending has returned but remains cautious. Revenue and new business wins are up but the sales cycles remain slow.
We see evidence of potential strong growth ahead for Asia Pacific, particularly in China and India. Their market size and growth combined with continued foreign investment and continued global outsourcing is fueling new communications opportunities in both countries. The economies of Australia, Japan, Hong Kong and Singapore are stabilizing and seeing signs of recovery. Our offices there are winning new clients; however, this is not due to overall market growth, but rather an increase in their market position in that country. Korea continues to struggle. Its economy is highly dependent on political and economic developments in the United States, Japan and China. Political uncertainty following the impeachment and reinstatement of their President has also been a drag on business.
While we see growth in the Latin American region, it is primarily at the local and country level. There remain very few multi-country and regional clients in Latin America. One significant exception is our work with IBM which continues at a high level. Business in Latin America has historically been plagued by political and electoral uncertainty along with economic (and particularly monetary) instability. Improvement on that front has been modest. That said, we do forecast small growth for 2004. Within Latin America's technology sector, the fastest growing market is telecommunications, particularly wireless telecommunications.
What region do you plan to invest more resources in this year than you did one year ago and why? What region are you decreasing investment in and why?
We will continue to invest in our entire global network as we see it as being a major differentiator and revenue-driver for the agency. The focus of investments over the near-term will be in Europe and Asia. The expansion of the EU presents a particular opportunity for which we are well-positioned. We will marshal the necessary resources to take advantage of this opportunity. China and India is the other focus - the market opportunities both for Brodeur and Brodeur clients in those two countries will be one of our top priorities. We see global investment in Latin America to grow, but modestly compared to these other two regions.
What new region/country will you consider entering this year and why? Are you considering international acquisitions or organic growth?
We are well-represented in all regions and all major markets. We are focused on new opportunities in both China and India. There and elsewhere, we continually look for opportunities to grow either through acquisition or through organic growth. We would note that acquisitions are not necessarily exclusive to other agencies but could also include consultants and experts that meet a particular service niche.
Please describe some of the pro bono activities that you undertake internationally, or other ways that your firm connects with the international regions in which you operate.
Pro bono: In the words of the late Speaker of the House, Tip O'Neill, "All politics is local." Brodeur's approach to charitable and community-based work is to support the individual activities of local, country-based offices. We believe that approach is the most efficient, effective, and reliable way to serve the communities in which we work.
For example: Brodeur's UK office works with the National Missing Persons Helpline (NMPH) (www.missingpersons.org), a UK charity dedicated to finding missing persons and supporting their families while they wait for news.
Brodeur's Boston office has a longstanding supportive relationship with the Massachusetts Association for the Blind (MAB) and a newer one with United Cerebral Palsy (UCP).
Brodeur's Washington D.C. office helped create and continues to support the Northern Virginia Technology Foundation and its outreach to disadvantaged students in the area.
We support our global network through a combination of interpersonal activity and infrastructure support. At the personal level, Brodeur professionals connect in a variety of ways. Those working on shared clients are provided with multiple opportunities to meet and work together in person. We also provide them less personal ways to connect and cooperate via intranets/extranets. A global support council (with global representatives from Brodeur and partner offices) also assists employees on issues relating to global business and shared clients. Common professional development programs provide a further opportunity to share ideas, experience and learning. We also support staff exchanges between offices to extend this even further.
The main Brodeur intranet - Global Connect - is the global network's primary resource. It contains business development and marketing materials, personal biographies, best practices and professional development materials, case studies and much more. We also produce a monthly email newsletter - Global Connection - that keeps people up to date with news from around the world, as well as providing insights on the local market issues. Finally, BrodeurBrief is a web-based e-newsletter which is also open to general subscription that offers articles on many aspects of public relations and business practice.
Nothing, however, replaces face-to-face meetings between our international communications professionals. We conduct annual regional conferences and, on appropriate occasions, hold global meetings to review strategy and plan for the future. The most recent of which was our global partners meeting held in October 2003, in Scottsdale, Arizona. Some 30 countries were represented during the three-day event. Out of this meeting came six global initiatives that encompass all regions and cover: global research, global client development, product and services, positioning, communications/marketing, and financial structure.