A slight increase in global revenue coupled with a significant decline in global staffing levels illustrates RF's decision to replace a number of more junior staffers with fewer, more senior ones.
"You can only make a difference when you staff an account appropriately," says Bloomgarden.
The same strategy was applied to accounts; less-known brands were dropped in order to pursue more marquee names. Also, a focus on growing the firm outside the flagship New York office began to pay off, with 25% growth in the UK, and 17% growth in Asia.
Says Finn, "A key growth strategy is to ensure the four core practices - healthcare, consumer marketing, tech, and corporate - are strong in every office."
Name of parent division/company
The Ruder Finn Group
Name of subsidiary companies
Has your ownership status changed in the past year? If yes, please explain
Name of global CEO and US CEO (or most senior equivalent)
Peter Finn & Kathy Bloomgarden, co-CEOs
Name of person, if any, the most senior person named above reports to
David Finn, chairman
What is your current headcount, and how has it changed from this time last year?
What was the percentage of staff turnover?
5% for VP and up; 10% for others.
Did you make any senior hires in 2005 (VP and higher)? Barbara Shipley, Managing Director, Washington DC (Fleishman-Hillard); Andy Hopson, Managing Director, Chicago (Burson-Marsteller); David Nobs, Managing Director, Los Angeles, (Weber Schandwick/Rogers & Cowan); Beth Rowan SVP (Rowland Communications.) Lauren Russ SVP (Connect Communications);
Carol Edwards SVP (Euro RSCG-Magnet); Brad Daves, SVP, (Porter Novelli); Anita Larson, VP (Merck)
What senior staff have departed the firm? Please state name and previous title
David Langston, Jack McCauley
How many offices do you have globally?
North America 5 (New York, Chicago, Washington D.C., Los Angeles, San Francisco)
Middle East 1
North & South Asia 5
Beijing; Hong Kong; Shanghai; Guangzhou; Singapore
Asia Pacific 1
Is there a particular region, US and globally, that is growing right now?
Asia and Europe
How many practice areas do you have?
Which ones are new?
Of those, which ones are part of the core strategy of the agency?
Healthcare, Corporate, Consumer and Technology.
What practice areas showed the most growth?
Healthcare; Strategic corporate reputation work; Technology; Interactive:
Which practice areas showed the least growth?
Travel & Tourism; Package Goods,
What is the distribution of accounts across practice areas?
Professional Services: 1%
What key account wins did you have in 2005?
GE; 3M; Mercedes-Benz; Chrysler; Thompson Electronics; Liz Claiborne; Cumberland Packing Corporation; Kellogg's; Glaceau; Twinning Tea; Baskin Robbins; SUBWAY; Perdue; Beringer; Jet Aviation; Rolex; Amgen; Chiron;
What key accounts did you lose in 2005?
Lego System Inc; Keurig; Square Enix, General Mills.
Did you expand any existing accounts into new domestic or international markets?
NEC Solution America; Jamestown 400th Anniversary; Chiron; Novartis.
Did any dormant clients start to spend with you again?
What proportion of your clients are on a retainer?
20% or less
Has this changed over the past year?
What was your 2005 US revenue?
What was the % change over 2004 US revenue?
US revenue was approximately the same.
What was your 2005 global revenue?
What was the % change over 2004 global revenue?
Did you experience top-line or bottom-line growth in the past year?
How did your performance, in terms of revenue and growth, meet expectations you had for the year?
We have strategically focused on growing our core competencies in 2005 with growth of:
Strategic corporate reputation work +18%
Interactive: +9 %
We met our strategic goal in further developing core competencies