TOP 150 2007: Top Performers

Agencies across the spectrum have caught the eye in 2006/7.

FD (2)
£35,500,000 - ↑ 30%

Recording a 30 per cent hike in fee income, taking it to more than £35m per annum, FD group CEO Charles Watson (l) can justifably describe 2006 as ‘a very strong year’.

The agency’s 2005 strategy of expanding the business from its financial and investor relations roots to a broad corporate communications remit clearly bore fruit in 2006.

The US group FTI Consulting bought the firm for £139m in September 2006, marking not only a record-breaking deal, but also the first time that a financial PR agency has been acquired by a management consultancy.

The agency started 2006 with a restructure, integrating its teams into three coredivisions: financial communications; issues management and public affairs; and corporate and brand communications. In addition, the agency made use of its global network, recently strengthened with new offices in Russia, India and the Middle East.

At the beginning of 2006, it won business from Russia’s largest aluminium producer, Rusal, which last November clinched a £15.2bn merger with domestic rival Sual and private Swiss firm Glencore.

Other new global clients included FTSE-100 company Hanson, technology firm Unisys, BT, South African Tourism and Indian steel company Tata, which earlier this year pushed through a £5.75bn takeover of Corus, formerly British Steel.

‘Although the UK financial PR market is expanding, there are only a few agencies that are able to handle international assignments and the wider range of stakeholder issues that surround such major transactions,’ says Watson.

Another crucial factor in the agency’s UK success has been the fall-out post-Enron, from the introduction of Sarbanes-Oxley in the US. UK companies have been forced as a result to publish financial results more often, yielding more work for financial PR agencies.

Business got off to a flying start in 2007, with the firm picking up deals such as US billionaire duo George Gillett and Tom Hicks’ £220m purchase of Liverpool FC and Ford’s proposed sale of Aston Martin.


- Top three client wins of 2006 Commerzbank; Hanson; South Africa Tourism

- Three best campaigns in 2006
Tata’s £5bn acquisition of Corus; £15.2bn merger of Rusal/Sual/Glencore to create world’s largest aluminium producer; successful defence of Portugal Telecom against £7.2bn hostile bid

- Best hire of 2006
Too many excellent hires to single any individual out

- Predicted fee income growth for 2007
Unable to answer due to regulatory restrictions of parent company (US-listed company)

- What is planned for the year ahead?
Further strong organic growth driven by FD’s unique business model

Trimedia HC (13)
£10,942,234 ↑ 10%

Formed on 2 January 2007 from the merger of European PR specialist Trimedia UK and ­predominantly UK-based PR network Harrison Cowley, Trimedia HC is a new player in the table. With joint fee income approaching £11m for 2006, the new business is also an emerging big fish in the UK.

Former Harrison Cowley CEO Paul Kelly (r), who has retained his title at the new entity, ­explains the logic behind the merger: ‘From ­Harrison Cowley’s point of view, we believed that to give clients more options and more ­sector expertise we needed to achieve scale. From Trimedia’s point of view they wanted a larger footprint in the UK’.Because both agencies were owned by the Huntsworth group, the ­financial and legal aspects of the merger were relatively straight forward.

In addition, Kelly insists that neither he nor Trimedia International CEO, Michael Murphy, experienced any arm-twisting from on high. ‘The deal was very much mine and Michael’s choice,’ he says.

However, the agency has made some staff changes. Former HC deputy CEO, Loretta Tobin, has taken over as managing director, while Trimedia UK CEO Vikki Stace becomes chairman. More significantly, the agency is in the process of forging new teams out of its combined operations. In Scotland, where THC employs 17 staff, this is managed by new recruit Graham Isdale, formerly of the Big Partnership.

Meanwhile in London, there has been some juggling of staff between HC’s former offices in Covent Garden, which is now home to the new corporate team, and Trimedia’s old Soho base, where the Trimedia HC consumer team currently sits.

Rebranded and now part of a 150-strong UK workforce, the other links in the former Harrison Cowley chain in Bristol, Southampton, Birmingham, Leeds, Manchester and Cardiff were relatively unaffected by the merger. According to Kelly, the new business was forged from a position of strength on both sides. ‘Collectively, we increased fee income in 2006 by 10 per cent and both agencies experienced very successful years,’ he says.


- Top three client wins of 2006 Colt; DirectGov; Yakult (Trimedia). Envirowise; McDonald’s; Aim Higher sponsored by the DfES (HC)

- Three best campaigns of 2006 What Price Privacy? for the Information Commissioner’s Office (Trimedia); Cheese and Ofcom – Taking a common sense approach to cheese for the British Cheese Board (HC);Finding a new voice for the BT speaking clock with BBC Children in Need (HC).

- Best hire of 2006 £11.7m

- Predicted fee income for 2007 6 or 7 per cent growth on 2006

- What is planned for the year ahead? To complete integration of our teams

Exposure Promotions (26)
£6,358,404 ↑ 91%

Established 13 years ago, creative communications agency Exposure almost doubled its PR fee income in 2006 to reach £6.3m.

‘It was a great year for us as a business, with a lot of growth from existing clients,’ says CEO, Raoul Shah (r), who highlights that only 20 per cent of his agency’s £3.3m hike in fees last year was driven by new clients.

The main reason for this stellar performance, is the fact that Exposure has gained a strong foothold in the US, where the firm now has operations in New York and – after relocating from Los Angeles last year – San Francisco.

'As a result, we opened up opportunities to work more extensively in the UK and Europe with clients such as Dr Martens and Sony,’ says Shah.

The other successful growth factor was the cross-selling of agency services, whereby more clients bought into solutions beyond traditional PR. These included design, digital and audiovisual services, alongside brand strategy, consumer insight, sales promotion and events expertise.

‘It was a watershed year in terms of integration being at the forefront of clients’ minds,’ says Shah. This approach led to a PR campaign for Pretty Polly, for which the design team created the iconic ‘Stairway to Heaven’ visual that was displayed on a 64-foot billboard in Chiswick.

Specialising in fashion, luxury, lifestyle and blue-chip consumer PR, the agency also established teams dedicated to sport and music in 2006.

The former undertook projects around the 2006 Fifa World Cup for official England kit supplier, Umbro, which last year increased its investment in the agency fourfold. Activities included a month-long ‘Football Fever’ event at Selfridges’ Ultra Lounge, where visitors could pick up footie skills, watch World Cup matches on big screens, relax with drinks and a pie and buy or win football memorabilia.

Meanwhile, the music team took on Levi’s music marketing, while the fashion team launched the brand’s first totally organic eco jeans. Other projects included supporting the ‘One’ campaign’s fight against Aids and poverty in Africa for ethical clothing brand Edun, which is fronted by Bono’s wife, Ali Hewson.


- Top three client wins Schweppes; Selfridges; Sony

- Three best campaigns Pretty Polly Stairway to Heaven; Umbro Football Fever; Edun ‘One’ UK campaign launch

- Best hire of 2006 Johnny Fozard – a company runner, we promoted to account executive. A star!

- Predicted fee income for 2007 £7.3m

- What is planned for the year ahead? Launching the First Exposure fashion exhibition in July, opening Exposure Tokyo within a year, and a new addition to the Exposure network of companies

Waggener Edstrom (43)
£4,381,315 ↑ 38%

One of the largest privately owned, full-service PR agencies in the world, Waggener Edstrom is a relatively unknown brand in the UK.

The firm was founded in Portland, Oregon, but only established a presence in London in 2001, to service the EMEA requirements of long-standing clients such as Microsoft and GE. Despite being a comparative newcomer however, last year, the firmhas boosted domestic fee income by 40 per cent to hit the £4.3m mark.

‘This growth is testament to the work we’re doing,’ says the firm’s general manager EMEA, Chuck Humble (r). Equally striking is that this £1.3m hike in fee income is split 80:20 in favour of organic growth.

In 2006, the agency added ten new clients to its books, the most significant of which were GlaxoSmithKline; semiconductor firm AMD and Promethean, a UK-based interactive learning technologies company.

Previously structured across two PR divisions – technology and corporate, plus a services group offering media training, writing and design solutions, the agency added a digital strategy group to its offering in the second half of last year. 

Headed by Ged Carroll, who joined the agency from Yahoo!, this venture focuses on a concept the firm calls ‘digital story telling’, around which it has developed proprietary intellectual property. ‘It’s about people’s online presence, where everybody has a story to sell but, unlike traditional routes, there are many creative options,’ says Humble.

Last year the firm was able to take advantage of shifting communications trends, influencing audiences through bloggers and other online communities. The firm also rolled out a seven-country roadshow for AMD, as part of a Better by Design campaign.

With a lower than industry average turnover of staff, the agency maintained its focus on its people. ‘We invest a lot in training and helping staff develop not only PR but also leadership skills,’ says Humble.


- Top three client wins of 2006 AMD EMEA; GSK; Promethean

- Best three campaigns of 2006
AMD ‘Better by Design’; Virtual TechEd – Online virtual site for Microsoft IT Forum TechEd customer conference; Launch of Promethean Activboard

- Best hires of 2006
Kirsty Leighton, technology practice lead; Caroline Randle, corporate practice lead; Ged Carroll, digital strategies group head

- Predicted fee income for 2007 £5.03m

- What is planned for the year ahead?
To continue to grow and strengthen our team across EMEA with strategic hires, and increase our market visibility

Resolute Communications (53)
£3,866,415 ↑ 58%

‘It was an extraordinary year for us – again’, says Resolute Communications joint chief executive and founding partner Anna Korving (r).

Last year, the health specialist grew fee income by an impressive 57 per cent to hit the £3.9m mark. Remarkably, this was despite a conscious effort to focus efforts internally, rather than on boosting company income.

In the wake of hiring Lynn Robertson as human resources manager, the agency started the year by building its middle management strengths.

This included taking a group of prospective account directors for a weekend’s training in Brighton and introducing an external personal coaching scheme, which is being cascaded through the rest of the business.

'Alongside our strong senior management team, out of a staff of 53, we now have ten account directors who form the backbone of the company and they are instrumental in moving the business forward,’ says Korving.

Other important internal developments included recruiting one-time Weber Shandwick Square Mile finance director, Mike Weston. Meanwhile, last autumn, Andrew Worsford joined the firm as associate director from Cambridge Medical Communications, to form part of a stable of medical and technical advisers that the firm established throughout the year.

Since opening its doors five years ago, the agency has focused its growth strategy on existing business. Last year was no exception, with the firm winning a facial hair treatment account from long-standing client Shire.

However, a number of new names also joined the Resolute fold, including Pfizer, which handed the firm two European briefs, and medical devices specialist Gyrus, which makes technologies for keyhole surgery. ‘The latter was a new area for us, but built on the experience many of our people have brought to the business from previous roles,’ says Korving’s co-founder and CEO Paul Blackburn.

Other areas of expansion included managing an increasing number of medical conferences and satellite symposia for clients. Last year, the agency won a Communique award for best use of UK meetings for a programme supporting Procter & Gamble’s inflamed-bowel treatment Asacol.

Other interesting work included staging Christmas five months early in an initiative for Roche UK, in conjunction with Beating Bowel Cancer. Complete with turkey sandwiches and Santa Claus, this highlighted how people with advanced bowel cancer may not see Christmas if they were denied access to new life-extending treatments, such as Avastin, on the NHS.

Like other healthcare specialists, Resolute found itself operating in an increasingly strict regulatory framework, following the Association of the British Pharmaceutical Industry’s decision to tighten the rules.


- Top three client wins of 2006 Pfizer; Gyrus; Shire’s Vaniqa treatment

- Three best campaigns in 2006
Christmas in July; The Innovators; The Lung Cancer Journalism Awards

- Best hire of 2006
Mike Weston, financial director

- Predicted fee income for 2007

- What is planned for the year ahead?
Intense focus on current clients to deliver highly influential work. A New York office to enable us to extend the ‘Resolute experience’ to US domestic clients and improve ease of access to
existing and new global clients

Freshwater (63)
£3,075,614 ↑ 87%

Freshwater PR’s dramatic growth of nearly 90 per cent in 2006 takes the firm’s fee income to more than £3m and reflects a period of expansion through acquisition.

Last February, the Cardiff-headquartered agency purchased B2B tech shop Black & White Communications, based near Southampton. It followed this in April with the appointment of Sheffield-based Kath Harding PR, while in June, the firm entered the healthcare arena by buying London-based CLEAR, a specialist in NHS communications and training services.

This shopping spree continued in 2007, with the regional network snapping up leading consumer PR shop Attenborough Saffron in March.

This latest purchase – the agency’s seventh in under three years – brings staff numbers up to 90 and adds household names such as Morphy Richards, shopping channel QVC, Waterford Wedgwood, Roberts Radio, Parker pens, Nivea and New Zealand Lamb to the agency’s books.

However, despite appearances, Freshwater CEO and founder Steve Howell (l) denies the business is set on global domination.

‘In 2003, we’d got to a point where we were one of the top three agencies in Wales and the option then was to sit back and take as much as possible out of the business and enjoy a good lifestyle, before eventually selling up. That didn’t appeal, so I decided to accept the challenge of taking the business on to the next level,’ he says.

The plan was to establish a network with regional know-how and specialist expertise for national organisations. 

‘In 2003, we’d got to a point where we were one of the top three agencies in Wales and the option then was to sit back and take as much as possible out of the business and enjoy a good lifestyle, before eventually selling up. That didn’t appeal, so I decided to accept the challenge of taking the business on to the next level,’ he says.

The plan was to establish a network with regional know-how and specialist expertise for national organisations. Now, five regional operations (Freshwater Scotland, Northern, Midlands, Southern and Wales), three specialist divisions (technology, healthcare and consumer), plus the Freshwater Academy and Freshwater Creative (a design and media buying services shop) later, this vision is fast becoming a reality.

The policy also appears to be paying off in terms of new business, with offices still attracting several local or specialist accounts. For example, last year, the Welsh operation picked up a contract from further education provider Neath Port Talbot College, on the back of project work to increase enrolments. Meanwhile, the cross-selling of services has attracted a number of big blue-chip names, including Lloyds TSB and John Lewis, for which the network is conducting a store-opening programme across the UK.

‘The latter involves more than 11 new stores in places such as Leicester, Liverpool and Sheffield, so we’re involved in community relations and issues management, plus recruitment and consumer PR for each region, something that 12 months ago we wouldn’t have been able to do,’ says Howell.


- Top three client wins of 2006 Dignity at Work (Department for Trade and Industry); NHS South West; Lloyds TSB Insurance

- Three best campaigns of 2006 Financial campaign for Hill & Smith; Media relations on behalf of the NHS, the probation service and other local authorities in the South East of England involved in the Michael Stone independent report. Raising the profile of the city of Newport, for Newport Unlimited

- Best hire of 2006 John Underwood of CLEAR Communications

- Predicted fee income for 2007 £5.1m

- What is planned for next year? A move to the North West and public affairs

Tonic Life Communications (76)
£2,308,968 ↑ 88%

‘We’re not big-headed enough to think we know all the answers,’ says Tonic Life Communications CEO Scott Clark (r). ‘We give people a voice in the way the agency is run and our staff are welcome to come up with ideas and feedback.’

Clark is also keen to point out that the three-year-old consultancy has an informal, rather than laid-back, environment that the 33 staff like – along with their free annual skiing holiday.

Clients also seem to approve of its attitude and trust the company for telling it like it is, says Clark. ‘Clients who took the leap of faith with us at the beginning, such as Cadbury and P&G, are all still with us today.’

The consultancy specialises in supporting major brands and companies in the health and wellbeing and consumer sectors, with a particular focus on where these two areas meet.

'This means medicalising consumer brands and consumerising medical brands,’ explains Clark.

He admits it can be difficult countering the public’s distrust of the corporate world and handling the reputation and perceptions of pharmaceutical companies. Accordingly, the consultancy works with clients to help communicate the positives about the industry.

Recent campaign highlights include the Global Hygiene Council for Reckitt Benckiser, which involved working with a virologist in eight world markets on a global campaign to get brand coverage, along with marketing for Tykerb, a breast cancer drug, which saw it educating journalists about responsible reporting. Meanwhile, a Cadbury’s Treatwise campaign encouraged consumers to enjoy treats and understand what constitutes a healthy portion size.

Tonic Life Communications won seven new accounts during the past year and opened two offices in the US – one in Dallas and the other in New York. ‘We grow where our clients want us to be – up to 50 per cent of the world’s pharmaceutical market is in the US, so we need a presence there,’ says Clark. ‘Our clients see us as global.’

This success and expansion has helped Tonic Life Communications become one of the fastest growing agencies in the market. In 2005, PRWeek named the company as ‘one to watch’ and it has increased its PR fee income by a massive 88 per cent from 2005 to 2006, up from £1.2m to £2.3m.

‘2006 has been great for us financially, but we are keen to balance growth with retaining our culture of having fun and an entrepreneurial spirit,’ says Clark.

It may be fun, but he is also deadly serious about how this success translates into benefits for clients and employees; the staff get a share of the profits each year before the directors take their cut.

- Top three client wins of 2006 GSK Vaccines; Dettol (Reckitt Benckiser); Bausch & Lomb eyecare

- Three best campaigns of 2006 Global Hygiene Council for Reckitt Benckiser; Tykerb breast cancer drug; Cadbury’s Treatwise

- Best hire of 2006 Yvonne Mitchell, associate director

- Predicted fee income for 2007 £2.8m

- What is planned for the year ahead? More focus on internal communications with clients, overseas growth

The Television Consultancy (74)
£2,418,299 ↑ 56%

Web 2.0 has done wonders for The Television Consultancy, which launched in 1998 but experienced its biggest ever year of growth in 2006. Run by co-founders Marc de Leuw (l) and Elaine Stern, the broadcast specialist doubled its staff numbers last year, and is now 29-strong.

‘The most important technological development of 2006 has been the convergence of broadcast and broadband’, says de Leuw. ‘The websites of today will soon become the TV stations of tomorrow – in fact that is already happening. Lots of websites are substituting much of their text online for video content, so there are many more opportunities for broadcast PR,’ he says.

De Leuw has also spotted a ‘fundamental shift’ in clients’ perception of broadcast PR: ‘Press relations is traditionally the mainstay of PR, with broadcast sometimes treated as an afterthought. The transition has taken time but now there is full awareness of the importance of moving pictures.’ The agency’s growth was also spurred on by the move from smaller premises in Belsize Park to a much bigger office in Marylebone in July 2006.

'We were at capacity in Belsize Park’, says de Leuw. ‘We had so much work but not enough space.’

As well as allowing The Television Consultancy to hire more staff and take on new clients, the move made space for increased production facilities – the consultancy now has four, rather than two, edit suites, and two radio studios, up from one studio in 2005.

New clients in 2006 include Lloyds TSB, which hired The Television Consultancy to publicise its role as the first sponsor of the London 2012 Olympics. The agency created a stage in London’s South Bank for the announcement, complete with gymnasts and trampolinists.

Lloyds TSB was just one example of broadcast PR being a part of the communications campaign from the very outset, rather than being an add on, according to de Leuw. And de Leuw is bullish about the future: ‘The marketplace for what we do is still relatively young, so there is huge potential for growth.’

The consultancy launched a specific online division in October 2006 and is planning to launch a new ‘pioneering’ digital service in May 2007. Finer details of the offering are under wraps, but de Leuw says it will enable websites to distribute and access video content far more quickly and easily.

The next few years will also see the consultancy aiming to win even more sporting clients, and working hard to win more work from existing clients with sporting heritage, such as Norwich Union, ahead of the London 2012 Olympics.

- Top three client wins of 2006 Lloyds Bank; Sector Skills Development Agency (SSDA); Coca-Cola/i-tunes

- Three best campaigns of 2006 Virgin Atlantic GlobalFlyer World Circum­navigation Record; DTI Energy Review; Norwich Union at Beijing Youth Games

- Best hire of 2006 Jane Conley, finance director

- Predicted fee income for 2007 £3.4m

- What is planned for the year ahead? Growth in the agency’s core TV and Radio offerings (including brand-funded programmes) and new product launches in digital

3 Monkeys Communications (121)
£1,300,000 ↑ 354%

PRWeek’s New Consultancy of the Year in 2005 is no longer the new kid on the block, but rather a big hitter on the lookout for potential acquisitions. ‘We’re getting asked to pitch for big brand business but we’re also getting clients who come for a chemistry meeting and just go with us,’ says CEO Angie Moxham (l), who founded the fast-growing communications consultancy in 2003.

It won 12 new clients last year and its list now includes The Hilton Group, London Underground, British Airways, Tomb Raider, Britvic and Superdrug, which all helped bring in fee income of £1.3m last year. Growth from retained clients is about 20 per cent.

Income is set to rise further because Moxham plans to open an office in Europe and expand the newsroom, which already boasts a team of four ex-journalists who have good relationships with media contacts. ‘We will set up a specialist division to deal with that as we’re doing more word-of-mouth campaigns and online work,’ she says.

It already offers a range of products and services for non-traditional media, including viral marketing and blogs.

Specialists are important to Moxham. She likes to surround herself with experts who can be called on for advice in different areas, such as brand guru B J Cunningham (founder of Death Cigarettes) who works with 3 Monkeys to look at briefs from a brand perspective. The agency is now looking for an environmental specialist and also works with academics who offer expertise on consumer behaviour. ‘Working on campaigns that will effect change is really interesting,’ Moxham explains. ‘We are trying to push the boundaries and move with the times. ’

Last year, 3 Monkeys worked hard to make the ‘Scottish widow’ character a stronger brand, and its success prompted calls from potential clients keen to explore how the agency could work the same magic for them. The agency achieved coverage on the back of the TV campaign, using stories around the history of the character and why women weren’t saving enough, and developed a personality profiler reflecting habitual responses to money for the brand’s website. Zandra Rhodes also designed a pink cape for the brand.

With a staff of 30 set to keep growing, the company has just moved to new offices off Regent Street. But Moxham expects to have to move again ­as the team expands, predicting at least one company acquisition in the near future.

Recruitment is helped by the fact that staff earn incentives when they recommend new employees, as well as on-the-spot bonuses, while the agency distributes 20 per cent of its profits to staff every year. Moxham asks: “If you don’t share the success of the company, how can you hold on to people?


- Top three client wins of 2006 Royal Mail; Scottish Widows; Scania

- Three best campaigns in 2006 Scottish Widows; WRAP (encouraging garden composting); Age Concern (launching a new membership organisation Heyday)

- Best hire of 2006 Non-executive director Laurence Rosen

- Predicted fee income for 2007 £2.5m

- What is planned for the year ahead? A new-media division, office move in London, opening new office overseas

Norton and Company (137)
£1,076,000 ↑ 27%

Working in the sometimes London-centric PR industry can be tough if you’re based outside the capital, but parochialism hasn’t affected Gloucestershire-based Norton and Company.

Last year, when Lego approached Norton, the agency presented to the company and won the account. ‘I am proud of our performance in 2006 and particularly proud of the efforts made by the account teams here to deliver a media value to the Lego in excess of £3m,’ says joint owner Tony Norton (r). ‘The client is over the moon as these results vindicated what was a brave decision to move from the apparent safety of an agency the size of Hill & Knowlton to a smaller, out-of-town firm.’

Not surprisingly, he believes this is something that more clients should consider. ‘There are people with communications skills outside London who can understand and handle the needs of global brands – we hopefully are proof of that.’

It may be a small company, but it has won some big accounts lately, and makes it into the Top 150 for the first time after increasing PR fee income from £850,000 to more than £1m in 2006.

Husband and wife team Tony and Michele Norton set up the agency in 1991 and it has evolved into one of the leading agencies in the UK. Norton developed and imple­mented PR for Thunderbirds over the past 15 years and it ­handles some of the largest children’s brands in the world, including Bratz and Thomas The Tank Engine. It has held the Vivid Imaginations ­account since the company, now the biggest toy maker in the UK, began on a ­kitchen table in 1992.

Recently, Norton has diversified into the beauty market, picking up new client Energist, because the toy industry is shrinking, explains Tony, however, he intends to plan this diversification strategy very carefully; ‘We’ve resisted the temptation to go after business for the sake of it and want to keep true to our roots.’

This integrity extends to current clients, the income which rose by 26 per cent last year, says Michele. ‘We don’t lose clients for anything we’ve done. Vivid Imagination, for example, has been with us for 15 years – it’s just sometimes they don’t have the budgets to go forward.’ Norton sees itself as an extension of companies’ marketing departments.

Norton plans to look at creating more viral campaigns rather than just press campaigns in future, as well as continuing to limit its dependence on the kids’ and youth market while moving towards consumer brands. Tony certainly isn’t resting on his laurels: ‘For years, the phone has rung with new clients, but we can’t rely on it forever; we’ve got to go out to meet people.’

- Top three client wins of 2006 Lego; Energist; Contender.

- Three best campaigns in 2006 Lego MindStorm Robots; Bratz Diamond Doll; Pirates of the Caribbean toy range

- Best hire of 2006 Account manager Geri Beaufils

- Predicted fee income for 2007 £1.2m

- What is planned for the year ahead? Move towards consumer brands, less dependency on kids’ sector


- Click here to view the Top 150 PR Consultancies 2007 (PDF)
- Click here to view the Top 50 INDEPENDENT PR Consultancies 2007 (PDF)
- Click here to view the Top 50 PR Consultancies 2007 OUTSIDE LONDON (PDF)



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