Top 300 Agencies: School Reports. (5 of 6)


The appearance of Partners Andrews Aldridge on the shortlist for Campaign's Direct Agency of the Year award for the second time since it won the title in 2001 just goes to show that the shop remains in fine fettle.

It performs consistently well across creative, new business and client services and 2004 provided shining examples of how well it embraces each of these areas of business.

The agency clocked up more than £20 million in billings over the past year. This haul came from the existing clients Lloyds TSB and COI Communications, and new accounts from the RAC and Wales Tourist Board, for which it pitched with Wieden & Kennedy. Impressively, no clients took their business elsewhere.

The agency scooped golds for Lexus and COI at the DMA Awards and a silver at the Campaign Direct Awards for the Art Fund. The creative partner Steve Aldridge's department was bolstered by some new hirings, as well as the promotion of Shaun Moran to creative director. Partners Andrews Aldridge's strategic credentials will also get a shot in the arm this year when Kate Waters joins from Euro RSCG London as planning director.

The agency's turnover rose 24 per cent to £4.3 million in 2004 and income grew 36 per cent to £3 million. But perhaps the single biggest event in its calendar was the purchase of its independence from Havas. The breakaway makes Partners Andrews Aldridge's performance all the more impressive when compared with that of its network-backed rivals.

Type of agency Direct marketing

Company ownership Private company

Key personnel Phil Andrews managing partner

Steve Aldridge creative partner

Nielsen Media Research

billings 2004 n/a

Nielsen Media Research

billings 2003 n/a

Total accounts year end 14

Accounts gained 4

Accounts lost 0

Number of staff 47

Score last year 7


At face value, 2004 looks to have been an especially difficult year for an agency that prides itself on providing exemplary client service levels through the delivery of effective media strategies. Perhaps change was inevitable, given that PHD's old guard have taken more of a back seat.

But the talk of repositioning and regeneration, however genuine, was in danger of sounding empty when the flood of clients reviewing out of the agency appeared to get out of control.

Account losses included HSBC, O2, Pizza Hut and Homebase planning, while eBay and Expedia were the only highlights on the other side of the agency ledger. The prospect of BT reviewing its media roster - PHD holds the planning brief - is also looming.

However, a closer examination reveals much has been achieved structurally, which bodes well for the future. On top of this, PHD continues to produce the effective work for which it is renowned - evident in its two golds at the Campaign Media Awards.

The creation of PHD Seed, a joint venture that enables PHD planners to work within Abbott Mead Vickers BBDO, gives the agency a point of difference and could also act as a potential new-business magnet; while the Omnicom buying unit OPera gives PHD some much needed scale.

All in all, PHD's new managers will not look back on 2004 with any great satisfaction and will need to ensure the structural changes deliver results in 2005. But perhaps their biggest challenge - and something beyond their control - is the fact PHD is stranded without a network of competitive scale in a world of global pitches. It is up to Omnicom's US bosses to decide what they want to do with PHD before it disappears into its own increasingly small niche. At the moment, this problem appears to be insurmountable.

Type of agency Media

Company ownership Omnicom subsidiary

Key personnel Tess Alps chairman

David Pattison chief executive

Morag Blazey managing director

Nielsen Media Research

billings 2004 £218m

Nielsen Media Research

billings 2003 £263m

TV billings 37%

Press billings 27%

Outdoor billings 13%

Radio billings 9%

New-media billings 2%

Below-the-line billings 11%

Other 1%

Total accounts year end 22

Accounts gained 28

Accounts lost 6

Number of staff 214

Score last year 6


Profero's 2004 was steady rather than spectacular, with income up from £3.2 million to £3.6 million and billings increasing by £400,000.

2005's figures should more accurately reflect the impact of its decent new-business performance across the year, the highlight of which was winning Apple's high-profile pan-European and pan-Asian media account.

Profero's international push continued in 2004 with offices opening in Hong Kong, Beijing and Shanghai and the signing of a strategic alliance in France with the media agency Media Track, designed to help it compete with the big media buying networks.

It also launched the production company Inventa in association with the DJ Pete Tong to produce bespoke content for 3G mobile phones. The introduction of more 3G services is likely to have a big impact on the telecommunications market this year and Inventa will have first-mover advantage in targeting new users.

Profero's media operation has been its strength historically but the agency produced some good creative work in 2004, particularly its campaigns for the Child Protection Agency and Ask Jeeves.

The loss of its creative communications director, Chris Baylis, to Agency Republic in December left the creative department looking a little exposed.

However, two new creatives from Saatchi & Saatchi and Patrick Collister's appointment as a non-executive director to advise and train the team should prove beneficial.

The standard of the creative work produced this year will continue to help Profero shake off the media-specialist tag as it aims to convince the market of the strength of its full-service offering.

Type of agency Digital full service

Company ownership Private company

Key personnel Daryl Arnold chief executive

Wayne Arnold managing director

Declared income £3.6m

Accounts gained 10

Accounts lost 0

Creative 40%

Media planning and buying 40%

Web design/build 20%

Biggest-spending clients AstraZeneca, COI, Which?

Number of staff 50

Score last year 8


Proximity's chief executive, Chris Thomas, had an unenviable job on his hands maintaining a steady ship after a tumultuous 2003, when three founding partners left.

The first half of the year proved tricky as the departures continued.

Warren Moore quit as the creative director to join the Proximity founder Simon Hall at Clemmow Hornby Inge, leaving Caitlin Ryan in sole charge of the creative department.

Tim Patten, one of Thomas' first hirings last year, took a secondment to its new client Chelsea Stores, the holding company for the Early Learning Centre and Daisy & Tom shops, and later defected.

Proximity's Persil client walked in March after six years and then Thomas and a hand-selected team became engulfed in leading Omnicom's HSBC pitch.

It cost the agency resources to no avail - WPP triumphed.

Optimistic as ever, Thomas believes the experience has stood Proximity in good stead for future group pitches. This is clearly an area in which he would like the agency to excel. After previous successes in collaborative pitches for Royal Mail and TV Licensing, Proximity teamed up with Abbott Mead Vickers to compete for Nutricia but lost to Ogilvy & Mather. Proximity fared better in the pitch for Yell's direct marketing account, which is held above the line by AMV.

The year ended on a low with the news that Proximity had been taken off Masterfoods Petcare's roster after a pitch, although the agency retains its relationship with the company's confectionery division.

Thomas has done a steady job managing a tricky task. However, the agency needs to boost new business, client retention and the profile of its creative work in order to really raise its game in 2005.

Type of agency Direct marketing

Company ownership Omnicom subsidiary

Key personnel Chris Thomas chief executive

Caitlin Ryan creative director

Nielsen Media Research

billings 2004 £9m

Nielsen Media Research

billings 2003 £12m

Total accounts year end 19

Accounts gained 6

Accounts lost 2

Number of staff 260

Score last year 5


Publicis hired Tim Lindsay as its UK group chairman last year and declared its intention to resolve one of adland's abiding mysteries: why does an agency that rides high in the rankings and produces populist ads for a string of famous clients have such a low profile?

The former Lowe Worldwide president has been set two challenges: win Publicis the recognition it believes is due, and deliver on its vision of integrated communications. "Publicis remains one of the industry's best-kept secrets," Lindsay says.

There is little doubt the catalyst for much of what is happening was the failure of Publicis to capture Boots' £90 million integrated account.

Spurred on by Rick Bendel, the network's chief operating officer, Lindsay's task is to make the Publicis integrated offering so compelling that such a setback will not be repeated.

He has set about his mission in determined fashion, picking Mark Cramphorn to take on the newly created role of general manager with a brief to create greater synergies across the group.

Meanwhile, the gap left by Derek Morris' departure for ZenithOptimedia has been filled by the former Lowe chairman, Paul Edwards. It will be up to him, as chief strategy officer, to build the group's planning expertise across all its communications disciplines.

At the same time, the group has plugged a significant gap in its armoury by launching a UK public relations division, Publicis Consultants.

Whether all this will be enough to improve on last year's sluggish new-business performance remains to be seen. Although Maynards confectionery, Powergen, Zurich financial services and the bookmaking chain Paddy Power arrived, the agency lost an uncomfortable amount of domestic clients.Muller, Allied Bakeries and the healthcare company Wyeth all departed in a trend Publicis must halt if it is going to sustain its UK weight.

The agency also still has some way to go creatively. Can anybody explain what "Your happiness loves Cadbury" is all about?

Type of agency Advertising

Company ownership Publicis Groupe subsidiary

Key personnel Tim Lindsay group chairman

Paul Edwards chief strategy officer

Nik Studzinski executive creative


Nielsen Media Research

billings 2004 £287m

Nielsen Media Research

billings 2003 £280m

Total accounts year end 55

Accounts gained 5

Accounts lost 2

Number of staff 569

Score last year 6

PWLC - 6

Mike Phillipson did not endear himself to the ad community outside London when, three years ago, he formed PWLC in Leeds to deliver what he claimed would be a quality service most regional shops were ill-equipped to provide.

This might have seemed like pride heading for a fall on the part of the former marketing chief of Time Computers and head of brand communications at First Direct but, by 2004, such thoughts could be dispelled.

PWLC is knocking on the door of the top 20 with a client roster - Fox's Biscuits, Alliance & Leicester, BSkyB and DFS - that would please any Soho shop.

Indeed, Phillipson predicts the agency will make the breakthrough this year en route to the top ten within five years. If he achieves this, PWLC will be the first regional agency to attain such a status.

Nevertheless, the high comfort factor London agencies offer big advertisers is hard - in some cases, impossible - to overcome. Therefore, it will come as little surprise if PWLC establishes a London bridgehead either through acquisition or partnership.

Meanwhile, the agency draws satisfaction from a 70 per cent pitch conversion rate and the fact that it has not lost a single account. Even its failure to capture the Thomas Cook business last year was counterbalanced by Fox's, which assigned four additional brands to complement the two already handled.

But the agency is weak creatively. Its place in the billings table may be sustained by DFS's £70 million spend but the client does nothing for PWLC's creative reputation. For the future, PWLC will be hoping there are enough clients sufficiently bruised by London agencies to take their accounts up north.

Type of agency Advertising

Company ownership Private company

Key personnel Mike Phillipson chief executive

Nielsen Media Research

billings 2004 £53m

Nielsen Media Research

billings 2003 £41m

Total accounts year end 16

Accounts gained 5

Accounts lost 0

Number of staff 25

Score last year N/A


Chris Hunton's arrival as the managing director and managing partner of Quiet Storm proved to be the most significant event in an otherwise quiet year for the agency.

The former McCann Erickson chief executive, who left just a year-and-a-half after landing the top job, is the type of high-profile signing the small shop needs if it is to complete the transition into a fully fledged creative agency and finally shake off its image as a project-based outfit.

But the agency faces an uphill struggle if it is to shake up its new-business hit rate against the larger outfits. This was undoubtedly the agency's biggest downfall in 2004. Despite muscling its way on to a number of shortlists, including Nokia Vertu, Emap and Bourne Leisure, it converted only the Sci-Fi Channel and Crimestoppers, in collaboration with Rocket, bringing in additional billings of just £600,000.

Meanwhile, there were a couple of small but significant losses. Golden Wonder consolidated the bulk of its advertising into JWT and removed the Wheat Crunchies brand from Quiet Storm without a pitch. In addition, the agency resigned, citing differences over fees and the desire to agree a longer-term commitment from the client.

A creative high point was the virtual chef for Schwartz (although the client has since called a review). Devised to promote the brand's cooking sauces, it was further evidence of Quiet Storm's desire to develop edgy campaigns for everyday food items.

But all in all, 2004 did not deliver the accomplishments 2003 had suggested it might. The agency needs to beef up its senior management line-up further - particularly in light of the fact that Hunton's name is being linked with a role at Lowe -and kick-start its new-business machine to stop 2005 being a similar disappointment.

Type of agency Advertising

Company ownership Private company

Key personnel Chris Hunton managing director

Trevor Robinson creative director

Nielsen Media Research

billings 2004 £10m

Nielsen Media Research

billings 2003 £8m

Total accounts year end 14

Accounts gained 3

Accounts lost 0

Number of staff 24

Score last year 6


When an agency's founders announce their intention to step down, it usually spells disaster for those left behind to pick up the pieces.

But things work slightly differently at Rainey Kelly Campbell Roalfe/Y&R, where a robust succession management plan has been installed to counter that possibility.

So when towards the end of 2004, MT Rainey and Jim Kelly joined Robert Campbell in planning their exit from the agency they launched 11 years ago, the next generation of management was already waiting in the wings to take up the reins.

James Murphy, a long-serving member of the agency's leadership team, was promoted to chief executive, while the sole remaining co-founder, the executive creative director, Mark Roalfe, was elevated to the role of chairman.

Whether some of the clients close to Rainey and Kelly will choose to reconsider their loyalties remains to be seen. But for the time being, the agency looks to have the best team in place to sustain its momentum.

Once again, it has turned in a solid new-business performance without incurring a single loss. Accantia, Powerhouse and Learn Direct all strengthened the agency's billings.

On the creative front, the awards did not flood in as thick and fast as they did in 2003. However, the agency was crowned the IPA's joint Effectiveness Agency of the Year (sharing with DDB London) for the first time, owing to its dedication to effectiveness and the consistently high standard of its submissions.

Its funky, eye-catching and sometimes controversial Virgin Mobile campaigns earned an IPA gold, along with two silvers for Marks & Spencer and Virgin Trains. It also won handsomely at the Campaign Poster and Press Awards for Land Rover and The Times.

The long-standing Virgin client reaffirmed its commitment to RKCR/Y&R by handing it the £12 million Virgin Megastore business, the agency's largest win of the year.

The agency may have sailed through the choppy waters of 2004, but this year its fledging management team has the daunting task of proving it can match the achievements of its illustrious predecessors.

Type of agency Advertising

Company ownership WPP subsidiary

Key personnel James Murphy chief executive

Mark Roalfe chairman and executive

creative director

Nielsen Media Research

billings 2004 £179m

Nielsen Media Research

billings 2003 £187m

Total accounts year end 32

Accounts gained 8

Accounts lost 1

Number of staff n/s

Score last year 7


For Rapier, 2004 was dominated by the activity of its single biggest client, the AA. In January, the agency consolidated its position as the motoring services brand's lead creative agency, scooping the £20 million below-the-line acquisition business, bringing its total billings from the client to £70 million.

But by October, Rapier was faced with the daunting uncertainty that so often results from management changes at a prized client, after Centrica sold the AA to the venture capitalists CVC and Permira.

Things were looking favourable for Rapier again by December, though.

Its position on the roster looked safe, and there was even the prospect of pinching the AA's branding business from M&C Saatchi (both agencies are still pitching for the business as this report went to press).

Such a big distraction from its flagship client could so easily have consumed the agency. But instead it was business as usual. Its work for the AA won a bronze at the IPA Effectiveness Awards and the agency won a gold at the IPA's Excellence in Continuous Professional Development Awards. It won the latter for overhauling its approach to account management and improving its training and development during a difficult year, at a time when many other agencies were bogged down in cost-cutting exercises.

Its low points were the losses of the Co-op's member services direct marketing account and the part of HSBC it handled. Both were the result of changes in strategy and reviews of clients' through-the-line activity and, although neither loss was the agency's fault, Rapier now has a financial services-shaped hole in its portfolio.

The agency continued to produce charming work under its executive creative director, John Townshend, and his trusty lieutenant, David Prideaux, who was promoted to creative director. A creative highlight was a Direct Marketing Association gold for its DaimlerChrysler Smart Car work.

The loss of John Hiney, the business director on the AA, to Harrison Troughton Wunderman could prove costly. However, Rapier's chief executive Jonathan Stead's no-nonsense leadership means the agency remains on a steady track.

Type of agency Direct marketing

Company ownership Private company

Key personnel Jonathan Stead chief executive

John Townshend executive creative


Nielsen Media Research

billings 2004 £23m

Nielsen Media Research

billings 2003 £12m

Total accounts year end 11

Accounts gained 1

Accounts lost 1

Number of staff 90

Score last year 6


Rise faced a hard time in 2004 and, at one point, its descent into the depths threatened to make a mockery of its optimistic airborne moniker.

Last summer, Andrew Goulborn, who founded the agency little more than a year before with Simon Mathews, decided to leave. This had more to do with him being offered his dream job (of marketing director at Ipswich Town, the football team he's supported all his life) than problems at Rise.

However, his departure left Mathews and the other remaining partner, John Wigram, with a headache and plenty of work to do throughout the summer months. But the two scrapped away and Rise had a relatively successful year.

Last year, we set Rise the task of developing new business into long-term retained business and it did this well. Six accounts won in 2003, including Metro newspaper, Reckitt Benkiser and The National Magazine Company, were still active throughout 2004.

The agency didn't lose a retained account and added seven wins, including Richmond Foods (won through the AAR), AOL, BT and NatMags' Zest magazine.

Its work ranges from communications strategy on some clients to business strategy and new-product development for others.

Rise's year ended well. It recruited a third partner to replace Goulborn, the ZenithOptimedia board director Olly Joyce. The AOL win in December was also a boost and income for 2004 was up 16 per cent on 2003.

There's no doubt that Rise lost some momentum with the loss of Goulborn, but the other partners remain hungry and with Joyce on board there is more optimism surrounding 2005.

Obviously, Rise should aim for stability in 2005, keeping its partners and key clients on board. Beyond that, more new business would be welcome.

Type of agency Communications planning

Company ownership Private company

Key personnel Simon Mathews partner

John Wigram partner

Olly Joyce partner

Nielsen Media Research

billings 2004 n/a

Nielsen Media Research

billings 2003 n/a

Total accounts year end 14

Accounts gained 7

Accounts lost 0

Number of staff 3

Score last year 5


Saatchi & Saatchi began 2004 with one new management team and ended it with another. Indeed, last year was yet another troubled 12 months for the staff at 80 Charlotte Street.

Led for most of 2004 by its chief executive, Kevin Dundas, and its executive creative director, Tony Granger, Saatchis failed to improve on a dismal 2003, epitomised by its continued failure to make its mark on the new-business scene.

The agency was again notably absent from the year's major pitchlists and even when its Mr Kipling account went up for review in March, Saatchis did not repitch.

It did see some small successes, with Visa extending its relationship and appointing Saatchis to its UK task, and Saga handing the agency its financial services business. The network was also appointed to the £55 million Bel account across Europe, with London as the lead agency.

Internally, the agency suffered from management changes and, no sooner had the Dundas/Granger team settled in than they were replaced. Granger's move to New York in September left the creative department with a part-time head, while Dundas' move to a worldwide planning role led to a third chief executive appointment in as many years.

At the end of the year, Lee Daley and Kate Stanners were drafted in as the new chief executive and the executive creative director respectively, and already there has been perceptible change. Daley immediately addressed the issue of second-tier management with the internal appointment of John Wright as the managing director, a position which Saatchis, remarkably for an agency of its size, has been without since September 2003.

In the creative department, Stanners' task is to develop output beyond the traditional outlets, an area the agency is wise to address.

Creatively, at least, the agency's output took a turn for the better in 2004. After a rocky 2003, the department regrouped and has produced some striking work for the NSPCC and ambitious creative for Procter & Gamble.

Even so, Saatchis needs some major re-energising and profile-raising if it is to recapture its former glory; Daley seems to have set about this with real vigour. Without doubt, new-business success must also be a real priority this year.

Type of agency Advertising

Company ownership Publicis Groupe subsidiary

Key personnel Lee Daley chief executive

John Wright managing director

Kate Stanners executive creative


Nielsen Media Research

billings 2004 £221m

Nielsen Media Research

billings 2003 £213m

Total accounts year end 31

Accounts gained 4

Accounts lost 2

Number of staff 500

Score last year 3

SOUL - 4

The year 2004 won't go down as one of the best in Soul's four-year history, but then it hasn't been disastrous either. During the first three years of its life, the agency built a strong client list at a time when falling budgets didn't bode well for small independents.

Its decision to place equal emphasis on media planning and creativity showed an understanding of the market ahead of its time and provided a positioning that was popular with clients. However, this year its healthy growth showed signs of abating.

Its triumphs in the pitches for the global Drambuie advertising account and the launch of the Tresemme haircare brand in the UK were all but wiped out as the furniture retailer Harvey's moved its £8 million business and the food brand Aunt Bessie's walked.

Soul's work has been largely unawarded, although there is evidence that it is effective. Tresemme became the second-best-selling haircare brand in the UK just eight weeks after the roll-out of its TV spots featuring Ricardo from The Salon. The launch of the new "everything's fantastic" campaign saw Fanta record its highest tracking scores ever and sales were up year on year for the third consecutive year.

Still, there is a distinct absence of a high-billing, defining client in either the car or telecommunications sectors, areas in which Soul's management team have plenty of expertise.

As a high-profile Bartle Bogle Hegarty breakaway, Soul has historically enjoyed its fair share of headlines. Three years on, and its lack of creative fame and absence from pitchlists means the agency is in danger of falling off the map.

Type of agency Advertising and media planning

Company ownership Private company

Key personnel Andy Bird founder

Duncan Bird founder

Kevin Brown founder

Bruce Crouch founder

Nielsen Media Research

billings 2004 £12m

Nielsen Media Research

billings 2003 £12m

Total accounts year end 10

Accounts gained 5

Accounts lost 2

Number of staff 30

Score last year 6


Following a difficult 2003, St Luke's dusted itself down, regrouped and found itself in pretty good shape by the end of 2004.

Having steered the agency through last year's heated management fallout, its joint managing directors, Phil Teer and Neil Henderson, now have a stable agency which has been well equipped to get on some of the year's notable pitchlists.

New business was the agency's mission for 2004 and it attacked the challenge with gusto, adding £37 million in new wins. As well as holding on to all of its accounts, it added Magic FM, Mothercare and an Electoral Commission brief from COI Communications to its client list.

Its real billings boost came with BT's vote of renewed confidence when it handed St Luke's the £20 million, pan-European information communications technology (ICT) task at the start of the year. Meanwhile, the agency picked up the £15 million brief to develop a BT strapline, adopted by BT's other roster agencies, Fallon and Abbott Mead Vickers BBDO.

This success might explain the sense of enthusiasm and self-belief coursing through the agency which, in turn, has translated into some sound creative work.

The year saw the continuation and development of St Luke's campaign for Clarks, as well as the BT pan-European blockbuster, "digital network", and a new campaign for the Electoral Commission.

Despite selling its stake in the digital agency Glue London, St Luke's acquisition of the design and brand consultancy The Nest showed it understands the importance of boosting its offering and developing new sources of income. With suggestions of direct marketing tie-ups or acquisitions in the pipeline, it looks likely that the agency's diversification strategy will continue this year.

St Luke's has shown that it can get on to the major pitchlists again - and put up a good fight too. But next year it must work hard to reduce its reliance on BT and win some other big billing clients. Then it can say with confidence that the ghosts of the influential co-founders Andy Law and Kate Stanners, who left in 2003, have been well and truly laid to rest.

Type of agency Advertising

Company ownership Private company

Key personnel Phil Teer joint managing director

Neil Henderson joint managing director

Al Young executive creative director

Nielsen Media Research

billings 2004 £40m

Nielsen Media Research

billings 2003 £44m

Total accounts year end 14

Accounts gained 5

Accounts lost 0

Number of staff 82

Score last year 2


After all the celebratory fireworks of 2003, released when the internal problems were finally resolved and a coherent Starcom UK Group finally became a reality, it's difficult not to see 2004 as something of a damp squib.

Sure, there were some highlights - including winning the £7 million Pizza Hut business, £17 million Kraft and Harvey's accounts - but these were too few and too far between when compared with what was lost.

Starcom got into the very bad (or bold) habit of resigning accounts after reviews were called. Heinz, Lego and Kia cars all left the agency this way, and with other losses including WHSmith and the planning for Jacob's, the over-riding impression was of an agency that was still some way from firing on all cylinders.

That said, it must be remembered that the Starcom Group is still a relatively new entity with a management team that endured a wholesale reshuffle of their responsibilities, so some disruption was inevitable.

While far from seamless, the merger didn't produce the bloodletting that might have been feared when compared with some of its rivals (Mediaedge:cia and ZenithOptimedia spring to mind).

This period of relative stability allowed the agency to undergo some surgery, including the launch of some new group divisions such as Starcom Digital, Starcom Direct and Starcom Sports Marketing. These could auger well for the future and also provide additional revenue streams for the Starcom paymasters.

With all of the bits of the Starcom jigsaw now in place and the management team all bedded in, a similar performance this year is inexcusable. Starcom has got the talent and the scale to match any of its rivals and the forthcoming COI Communications and BT pitches will be the ultimate test of its true mettle.

Type of agency Media

Company ownership Publicis Groupe subsidiary

Key personnel Mark Cranmer chief executive,

Starcom Mediavest Group EMEA

Jim Marshall chairman, Starcom UK Group

Nielsen Media Research

billings 2004 £673m

Nielsen Media Research

billings 2003 £649m

TV billings 60.6%

Press billings 22.9%

Outdoor billings 6.35%

Radio billings 3.52%

New-media billings 3.63%

Below-the-line billings 3%

Other 0%

Total accounts year end 135

Accounts gained 38

Accounts lost 4

Number of staff 330

Score last year 5