FIELD MARKETING LEAGUE TABLES 2000: Growth directs field marketing - With a sector growth of 30% year on year, field marketing agencies are increasingly diversifying to maintain points of differentiation

This is the fifth annual Marketing league table of field marketing agencies and the biggest so far. The number of entries is up by 25%, including start-ups, relatively new companies making a first appearance and established companies that, for one reason or another, failed to file a return last year. Making allowance for some gaps in the data, it is estimated that the sector is currently growing at about 30% a year.

This is the fifth annual Marketing league table of field marketing

agencies and the biggest so far. The number of entries is up by 25%,

including start-ups, relatively new companies making a first appearance

and established companies that, for one reason or another, failed to

file a return last year. Making allowance for some gaps in the data, it

is estimated that the sector is currently growing at about 30% a


Indeed, it’s instructive to compare this year’s table with the first, in

1996. Then, we had submissions from 17 agencies, with a combined

turnover of pounds 114m. This year, there are 35, reporting sales of

pounds 311m. The four top players are the same, but all have grown

substantially. CPM’s turnover is up from pounds 40m to pounds 57m, FMCG

and Aspen have gone from pounds 15m each to pounds 37m and pounds 34m

respectively, and Brann Ellert from pounds 12m to pounds 33m.

Growth in the past year, it should be noted, has been achieved

substantially without any great injection of business from the dotcom

industry, which has produced such a surge of activity in advertising,

direct marketing and public relations.

There are signs, though, that this may be starting to change. Field

marketing agencies are starting to report contracts from dotcom

companies, which are beginning to appreciate the need to bring their

brands to life by taking them to the consumer.

All of which indicates that field marketing is doing very nicely and

enjoying sustained expansion. Far from seeing any signs of easing off,

most companies report continued growth. ’We are hitting sales of pounds

3.7m a month, equivalent to pounds 42m a year,’ says Brann Ellert

director Wayne Sutcliffe.

Expanding applications

And there are several reasons why the industry should be experiencing

such a boom. Leading blue-chip companies in the packaged-goods industry,

where field marketing has its roots, continue to find new applications

for the discipline. Other industries, such as utilities, telecoms and

mobile phones, satellite and cable TV, and financial services, are

discovering the potential benefits.

To quote one high-profile example, FMCG’s jump from fourth to second in

the table was substantially helped by the contract it has negotiated to

take on the door-to-door collection of insurance premiums for

Prudential’s so-called industrial division.

This service only went live in January, so the results have not fully

worked their way through. Moreover, it was always intended that this

service should be offered to other insurance companies working in the

same marketplace, to maximise efficiency. A contract with a second

company is about to be announced.

At the same time, field marketers describe their industry as a well-kept

secret. They claim that many of their existing clients keep quiet about

the value they get from field marketing, which is why other companies

have yet to try it.

Certainly there is evidence of widespread misunderstanding among clients

and other marketing service agencies about just exactly what it is field

marketing agencies do.

Recent research carried out for the newly formed Field Marketing Council

- part of the Direct Marketing Association (see panel, page 35) - found

that about 85% of clients and agencies associate field marketing with

events and roadshows. Which is true, but it only accounts for about 11%

of the industry’s overall activity.

On the other hand, only six out of ten think of field marketing in the

context of merchandising and sales drives, and only one in four

associate it with auditing retail displays. Yet these three, frequently

overlapping, activities are the major part of the industry’s work (see

pie chart, left).

’We think the discipline is going to grow enormously,’ says Alison

Williams, managing director of FDS Field Marketing, who also chairs the

Field Marketing Council. ’As the survey shows, the level of

understanding at the moment is extremely poor, and I am sure the cake

will grow very much more quickly as that situation changes.’

Meanwhile, the sector has not been immune from the kind of restructuring

that is happening right across marketing services. The biggest deal,

expected to be finalised in early-September, is Havas Advertising’s

acquisition of the US-based Snyder Communications group.

International ambition

In the UK, this will give Havas Brann Ellert, fourth in the table, the

chance to sit alongside its existing subsidiary, Merchandising Sales


As Brann Ellert chairman Rob Ellert acknowledges, being bought by an ad

group was not necessarily what he envisaged when he sold the business to

Snyder. Nevertheless, he says he is happy with the outcome. ’Havas has

greater resources than Snyder. And these international groups tend to

leave you alone to get on with the business, as long as you deliver the

figures,’ he explains.

The question remains whether Havas, which has become very acquisitive in

the past year or two, will have international ambitions for its field

marketing interests.

There’s been a change of ownership, too, for sister companies Headcount

and Milton PDM. They were part of the publicly quoted US operation

Healthworld Corporation, which was snapped up by Cordiant, the holding

company for Bates Advertising and below-the-line agency 141


Expertise in the healthcare sector is clearly what Cordiant was after

with this purchase, and the field marketing interests were included as

part of the package. But Headcount managing director Mike Garnham

insists he is delighted with the move.

’Cordiant acknowledges that it doesn’t know much about our marketplace,

but it is very happy to have bought an expanding company in an expanding

marketplace. And we have already been able to help Bates with a piece of

business it was pitching for,’ he says.

EMSChiara, sister company to FMCG, has renamed itself Mosaic Technology

and Communications. Specialising in high-tech and telecoms clients, it

has recently bought M/drive, a UK marketing services company in the

business-to-business sector.

’Most of its revenue comes from face-to-face activity, but sitting

behind that are lots of other elements, such as loyalty programmes,’

says chairman Richard Thompson. ’For instance, a computer manufacturer

may reward distributors who hit their sales targets by allocating them

eight people for a year.’

Meanwhile, there are industry rumours that McCann, which already owns

brand experience specialist Momentum on the Move, is set to buy GSD. ’As

one of the last major independents in the sector, we are obviously of

interest to marketing service groups that would like a presence in field

marketing,’ says chairman Bob Gill. ’It is true to say we are in

conversation with a number of people. As yet, we haven’t agreed to

anything. Any deal has to make sense in terms of moving the business


Independent thoughts

Aspen Field Marketing, having negotiated a management buyout in the past

12 months, probably has things other than takeover approaches on its

mind. But other leading independents are certainly being courted.

FDS, for instance. Managing director Williams says the plan is to

continue to grow the business, and move forward to flotation, ’but

nothing is written in stone’.

After 70% expansion in 1998, the company was looking for ’gentle,

organic’ growth last year, while it focused on recruitment and training,

she adds.

Yet it still managed to add 20% to its turnover. ’We feel very

comfortable with that,’ says Williams.

Roadshow specialist RPM has more than doubled in size in the past 12

months, and has received a lot of attention from would-be suitors. But

managing director Ross Urquhart, concerned not to lose what he considers

to be the agency’s unique culture, is determined to stay independent.

He’s even exploring giving shares to staff.

’We have had several approaches from other companies over the past 12

months, but we value our independence,’ he says. ’They can be very

persistent. At one meeting, I found myself saying, ’Which is the letter

you don’t understand, the N or the O?’’

Meanwhile, it helps to remember that marketing services is an

international game (see table, above). Omnicom, which owns CPM, the

biggest field marketing network in Europe, has just struck a deal with

California-based sampling specialist USM&P. Mosaic, the publicly quoted

Canadian group behind FMCG and Mosaic Technology & Communications (the

new name for EMSChiara), plans to triple in size over the next three

years, and establish itself in all the main continents.

’We will take our acquisitions up to a larger scale, possibly to include

publicly quoted companies,’ says Mike Cottman, founder of FMCG and now

global president and CEO of Mosaic Group. ’We need to be of a

significant global size to be an effective player in the marketplace. We

have some very aggressive plans.’

With most of the major communications groups now involved in field

marketing to some extent, CPM European chairman Tony Stratton

mischievously asks why the biggest of the lot, WPP, has ignored it. It’s

not for Marketing to second-guess Sir Martin Sorrell, but the answer may

well be that this is one opportunity that has slipped by. WPP’s

acquisition strategy seems to be focused on added-value consultancy, new

media, and building on existing strengths, such as PR and market


Some confirmation of this comes from Jim Surguy, managing director of

Business Results Consulting, a company that advises marketing services

agencies on everything from acquisition strategy to personnel issues.

The two drivers behind all the merger mania, he says, are the desire to

acquire or retain large clients, and the wish to achieve economies of

scale. But he believes the biggest multinational groups will not regard

field marketing as their first priority.

’Unlike advertising or public relations, field marketing is something of

a commodity market,’ says Surguy. ’It is at the bottom of the food

chain. Companies are successful because of their efficiency, rather than

their brain power.’

But there are two exceptions to this, he concedes. One is where sampling

is integrated with questionnaires and interviews, because this overlaps

with market research, which does interest the big communications


Creative side

The other is the creative end of roadshows and event marketing. ’That

happens to be a high-margin business if you get it right. However, there

are also event-organising companies that do the creative thinking, and

hire the field marketing companies to provide the girls and blokes.’

Surguy’s comments are not designed to please the field marketing


On the other hand, they are enjoying such growth currently, they can

afford to shrug off such remarks.

The past year has also seen some interesting moves that haven’t involved

acquisitions. CPM has merged with telemarketing bureau InTelMark, with

the latter’s Tom Preece taking over as managing director of the combined


As sister companies in Omnicom, sharing offices in Thame, Oxfordshire,

they were pretty close, anyway. But the merger heralds a strategic

switch to offering integrated face-to-face, telephone, direct mail and

internet communication. Other leading players are thinking along similar

lines, and the idea is explored further in a separate article (see pages


Problems over potential client conflict have led Aspen Field Marketing

to set up a second agency, Open Partnership, in separate premises. The

move is too recent to have an entry from the new company this year, but

Aspen’s joint managing director, Gary MacManus, claims it is off to an

excellent start. For similar reasons, Omnicom established Field

Marketing Solutions in High Wycombe, but no entry has been received from

it this year.

On the personnel front, Richard Finch, formerly marketing director at

Headcount, has gone to Sure Field Marketing as managing director. The

agency, set up three years ago, makes its first league appearance this

year. It is part of the Sure Group, established by Bryan Whitman and

Neil Worgan, formerly of Aspen. Finch has also recruited Kathy O’Neil,

previously with CPM and Brann Ellert, as operations director.

Challenging convention

The group’s other interests include strategic marketing consultancy,

outdoor advertising and design. Finch, who worked for Unilever earlier

in his career, says that Sure can draw on experience of client-side

marketing, marketing services, and field marketing. ’My vision is of a

new breed of field marketing company, with a broad base of experience,

able and willing to challenge client assumptions,’ he says.

Back in the table after skipping a year is McCann-Erickson’s


A lot has happened in the intervening period. The company’s UK presence

began with the acquisition of Barnet Fletcher Promotions, as part of a

strategy to build a global network of ’experiential’ marketing


There are now four companies in the UK group. They are represented in

the table by Momentum on the Move, the part of the group specialising in

tactical and contract field marketing, particularly in the

communications, training and face-to-face sectors.

But the figures also include relevant roadshow and sampling turnover

from Exp.Momentum, whose activities span experiential marketing,

sponsorship, events and installations. These two companies are headed by

CEO Tracy Lovatt.

The other two subsidiaries are NDI Momentum, a leading point of purchase

specialist acquired earlier this year, and PDP Momentum, a top 20 sales

promotion agency snapped up late last year.

Altogether, the group forecasts a turnover of pounds 36m in the current


To an outsider, the interesting aspect is how the services complement

each other, if the group can succeed in integrating the various


Conversely, one regular participant in the table that has dropped out

this year is PMI. Often this happens when a company has what might

euphemistically be called a year of consolidation. With PMI, this does

not appear to be the case - the company claims to have gained 30 new

clients over the past 18 months.

However, new managing director James Moyies, in place for just over a

year, is taking a cautious view of what he wants to say publicly at this


Groceries and other packaged goods remain at the core of field

marketing, despite the arrival of new clients from service sectors as

diverse as mobile phones and utilities.

A lot of the focus has been directed toward the independent trade, which

manufacturers find difficult to service with their own sales forces.

However, there are signs of attention being switched to the


’In the previous two years, our revenue came predominantly from sales

and merchandising in the independent CTN/grocery sector,’ says Bobby

Collins, managing director of UK Field Marketing Company, based near


’This year, practically all our work is focused on the multiple grocery

sector, undertaking merchandising support and compliance work. Same

clients, different strategy.’

Similarly, Phil Taylor, divisional managing director of REL Field

Marketing, reports that the multiples are taking a more strategic view

of in-store sampling activities. ’Within their own culture,’ he says,

’stores are looking for theatre, points of difference, and reasons to

talk face-to-face with their customers.’

Supermarket opportunities

The current turmoil in the supermarkets, brought about in part by the

acquisition of Asda by US retail giant Wal-Mart, is being watched as

closely by the field marketing agencies as it is by clients.

A resultant Americanism was CPM’s recently orchestrated series of

drive-in movie evenings held in Asda car parks. Run in association with

brands such as Doritos and Pepsi, the drive-ins were a vehicle for

CPM-manned ’Snack Shacks’ selling burgers and other fast food products

from the ’Asda Fresh’ range, the end goal being to promote this new


Another direct consequence is a new opportunity for Aspen. Joint

managing director MacManus says: ’In its new Bristol store, Wal-Mart

appointed a category champion for health and beauty care, and then

interviewed eight field marketing companies. We were lucky enough to win

the race, and are on test.

’If it goes well, the outlook is very promising. We have full-time

people in-store, managing categories. It takes the US concept of job

racking (shelf replenishment by suppliers) a stage further.’

This links closely with other talking points in the industry. The

heightened competition between multiples is believed to be leading the

supermarket chains to give more autonomy on what to stock to individual

store managers.

The argument for this is that local knowledge may well push up sales by

a few percentage points. It is a reversal of the trends of recent years,

but represents an opportunity for field marketers to exploit their

knowledge of local markets for their clients’ benefit.

At the same time, it could amplify an existing problem. Manufacturers

are rightly concerned to ensure that when they have negotiated special

displays and promotions at head office level, the agreements are fully

implemented in all branches. Auditing compliance levels, overtly or

covertly, is yet another function of field marketing.

In-store innovation

’Implementation of agreed promotions and revised planograms at store

level continues to be an area where field marketing support is

required,’ says Sue Quest, managing director of Quest Field Marketing

Services. ’Many stores simply do not have the staff resources to

undertake lengthy planogram changes and busy staff do not always have

time to ensure that promotional display units, point-of-purchase

material and price information are in place at the correct time.

’Pre-selling a promotion and assisting with its implementation at

store-level leads to a substantial increase in visibility of promotions

within time scales agreed between suppliers and stores’ head offices,

increasing sales and reducing the level of wasted material,’ she


Now there is talk in the industry that the supermarkets would like to

appoint their own field marketing agencies to carry out promotion

monitoring on behalf of suppliers.

Manufacturers can be expected to object on two grounds. First, the

information will not be truly independent. Second, if the multiples

remain true to form, they will want to sell the information back to the

suppliers at a profit.

As Quest says: ’There can be no substitute for someone standing in front

of a fixture and reporting on exactly what is on display, how many

facings a product has and out-of-stock situations. An increasing number

of our clients are using the information we can provide as a supplement

to - and sometimes to disagree with - information provided by other


Given this background of changes in the retail scene, there appears to

be a swing from long-term strategic or contract work, toward short-term

tactical projects.

For example, to exploit interest in Euro 2000, Nike staged a week-long

football skills extravaganza, Nike Park, for youngsters at Wembley.

CPM, which worked with Nike on a ’Tour de Foot’ in France, coinciding

with the last World Cup, was given the task of bringing in the


The three-stage campaign began with an in-store promotion in Nike’s

Oxford Street store. Then schoolchildren were targeted with football

training camps around London. Finally, a fleet of Minis in Nike livery

visited parks, tourist spots, shopping centres and residential areas, to

hand out leaflets. In all, 45,000 people from around the UK attended the


Companies define strategic and tactical in different ways, but certainly

many of the biggest field marketing agencies have built their business

on long-term contracts based on regular visits to retail outlets to

conduct sales, merchandising and auditing. Contracts are often

negotiated on a very transparent cost-plus-margin basis.

Question of flexibility

It is a type of work that suits the larger agencies, which may dislike

the fluctuations of ad hoc contracts, and that have both the personnel

facilities and advanced data collection and processing to provide the

levels of service required. Now, however, their boast of total

flexibility is being tested, as clients’ requirements swing toward the


Jane Cottrell, head of CPM’s tactical division, says it is experiencing

double-digit growth. ’I think it’s because a lot of clients want a

flexible approach to communicating with their customers,’ she says. ’You

can either put a product in the retail store and hope the consumer will

buy it, or put it in the hands of the consumer to try, and hope they go

back for more.

’In the past 18 months, the greatest growth has been in talking to the

end user, and perhaps that reflects the fact that clients’ marketing

departments are now spending more on field marketing, whereas

traditionally most of the business has come from the sales departments,’

she adds.

She quotes the work CPM undertook for Boots. Over seven weeks it

recruited and trained 2500 people for the relatively straightforward

task of working in store, explaining the purpose of newly-installed

kiosks linked to the retailer’s Advantage loyalty scheme, and how they


It was quickly discovered that with additional training from team

leaders, the field operatives could add value by actively promoting the

loyalty scheme.

UK Field Marketing Company’s Collins believes that most of his rivals

are chasing strategic and contractual work. But he has taken his

relatively young company, a buyout from Teamwork Marketing, back to

where he started in the industry 16 years ago - ’where it was mostly

tactical work, and very little contractual. It is definitely working for

us,’ he says, ’although you have to bear in mind the size of our



The rapid growth of field marketing is not restricted to the UK. Derek

Noakes, managing director of GSD, a partner with other independent

agencies in the European Field Marketing Network, estimates that the

European market, including the UK, is worth pounds 1bn and is growing at

25% a year.

American Express, Disney, Duracell, Mars, Motorola and Procter & Gamble

are all believed to have established pan-European programmes. Other

high-powered companies, including Canon, Hewlett-Packard, Nestle and

Unilever, are said to be heading in the same direction.

Tony Stratton, European chairman of CPM, believes that only 5% of field

marketing could currently be described as fully international,

co-ordinated from a central point. Another third is multi-national, with

clients’ local management taking the decisions. The remainder is purely


’It will all grow,’ claims Stratton, ’but we reckon multinational and

international work will grow fastest. This is why we have built a strong

international network, which we own.’

CPM is the biggest player in Europe, followed by the German-based

independent Walter, which has offshoots in France and Spain.

Noakes believes EFMN, the voluntary grouping of which his own agency,

GSD, is a member, comes next, in terms of volume of international

business handled.

Most of the handful of UK agencies involved in international field

marketing have overseas subsidiaries. There is therefore no difficulty

about separating UK and overseas turnover.

GSD argues that its international contracts, handled on its behalf by

partners in EFMN, come from UK clients and go through its UK books. It

therefore includes them in its UK turnover. The only significance about

this is that when pounds 3.7m, the international element, is knocked off

GSD’s turnover, it makes the company closer to the size of rivals FDS,

IMP and Mosaic Technology in the UK market.

Mosaic, meanwhile, is moving from a voluntary network situation similar

to EFMN, to an owned network. It has subsidiaries in France, Spain,

Portugal, Benelux and Scandinavia, and is negotiating deals in Germany

and Italy.

’Until we have a presence in Germany, we haven’t got a true pan-European

offer,’ says chairman Richard Thompson. ’But we are about to achieve


Thompson also points to the fact that international business is a

two-way flow. Half of his new business in the UK in the past year, he

claims, has come as the result of referrals from abroad.

The table of international players (above) shows Mosaic’s sister company

FMCG with almost pounds 1.5m of overseas turnover. This is the

contribution from its Irish subsidiary. Headcount’s overseas business is

in the US.

Brann Ellert, fourth-largest field marketing agency in the UK, but not

shown in this table, also has an unofficial network of sorts. It works

closely with agencies in France, Spain and Benelux, which are owned by

agency founder Rob Ellert, but were not bought by Snyder when it

acquired the UK business.


As reported last year, the field marketing industry has wound up its

previous trade association and formed a Field Marketing Council (FMC)

within the Direct Marketing Association. It now has 16 members,

including six of the top ten in this year’s league table. One of the

aims is to benefit from the resources of the bigger organisation,

including the full-time secretariat, legal and PR departments, and

presence in Brussels.

’We looked at the Institute of Sales Promotion as an alternative, but it

is very SP-oriented, and makes no concessions,’ says FMC chairwoman

Alison Williams.

’Nothing could be more direct than face-to-face contact, and in many

ways the DMA is the ideal partner - although, to be honest, I wish it

was a little less direct-mail focused.’

The first FMC-led initiative was a research programme showing that

clients and agencies hugely misunderstand field marketing. ’This is

something we intend to correct. A users’ guide to field marketing will

be launched at a DMA seminar on October 19,’ says Williams.

’We are also currently writing a code of conduct for the industry.

Bigger companies have the responsibility to set the standards. It is

natural that new clients with limited budgets will go to small agencies

first, but if that small agency screws up, the client is lost to field

marketing forever.

’Education is another huge area to be tackled. Recruiting management

into field marketing can be tough, and it doesn’t help that field

marketing doesn’t even get a mention in many marketing degree


The establishment of the FMC has been welcomed by many of the big

players in the industry, and it is not irrelevant that some of these are

looking to provide total communications packages that would also include

direct mail and telemarketing.

However, the move has not gone unopposed. Explaining why he had chosen

not to join, the founder of one agency specialising in roadshows says he

regards the face-to-face contact of field marketing and the ’hard,

scientific grind of direct marketing’ as opposite ends of the


But Richard Finch, managing director of Sure Field Marketing, argues

that anything that develops the professionalism of the industry has to

be welcomed: ’The formation of the FMC will play a role in that. It is a

professional organisation.’


Rank Company                                   Turnover       Additional

                                              1999-2000         overseas

                                               (pounds)    t/o (pounds )

1    CPM                                     56,929,000      112,982,000

2    Mosaic Technology & Communications       9,973,000       10,539,000

3    GSD Field Marketing Group*              14,350,000        3,731,000

4    Headcount Field Marketing               26,435,000        3,600,000

5    FMCG                                    36,880,000        1,458,000

6    RPM                                      5,556,000          630,000

*GSD’s overseas work is included in its main turnover (see text)


Rnk Company                             Turnover      Turnover         %

                                       1999-2000       1998-99    change

                                        (pounds)      (pounds)

1   CPM                               56,929,000    54,116,000      5.20

2   FMCG                              36,880,000    24,001,000     53.66

3   Aspen Field Marketing             33,661,000    25,001,000     34.64

4   Brann Ellert                      33,055,000    25,392,000     30.18

5   Headcount Field Marketing         26,435,000    19,100,000     38.40

6   GSD Field Marketing Group         14,350,000     9,600,000     49.48

7   FDS Field Marketing Group         10,899,000     9,027,000     20.74

8   IMP Face to Face/Field Marketing  10,835,000     9,816,000     10.38

9   Mosaic Technology & Comms          9,973,000     6,390,000     56.07

10  Merchandising Sales Force/TTMS     9,789,000     7,000,000     39.84

11  REL Field Marketing                5,900,000     5,700,000      3.51

12  The Network                        5,583,000           n/a       n/a

13  RPM                                5,556,000     2,422,000    129.40

14  Milton PDM Field Marketing         4,536,000     3,188,000     42.28

15  CBA                                4,376,000           n/a       n/a

16  iD                                 4,038,000     2,417,000     67.07

17  Quest Field Marketing Services     4,033,000     3,026,000     33.28

18  Trinity Executives                 3,571,000     2,970,000     20.24

19  DSPS Field Marketing               3,520,000     3,322,000      5.96

20  LMG Assignments                    3,500,000     3,172,000     10.34

21  Carlson Marketing Group            2,500,000           n/a       n/a

22  Sure Field Marketing               2,283,000     1,046,000    118.26

23  QSMP                               2,250,000     1,250,000     80.00

24  The Russell Organisation           2,200,000     1,800,000     22.22

25  Marketing Dynamic International    2,058,000     1,318,000     56.15

26  MHP                                1,900,000       850,000    123.53

27  Rainbow Productions                1,796,000     1,505,000     19.34

28  IQ Field Marketing                 1,568,000             -         -

29  First People Event Management      1,352,000     1,143,000     18.29

30  SMC Field Marketing                1,257,000             -         -

31  Creative Sampling                  1,250,000     1,000,000     25.00

32  Momentum on the Move               1,220,000           n/a       n/a

33  Zoo People                           869,000       661,000     31.47

34  The UK Field Marketing Company       653,000       555,000     17.66

35  Elite Promotions Personnel           506,000           n/a       n/a

Rnk Company                               HQ     Additional   Contract v

                                       staff   overseas t/o     Tactical


1   CPM                                  370    112,982,000        86/14

2   FMCG                                 160      1,458,000        80/20

3   Aspen Field Marketing                 83            n/a         99/1

4   Brann Ellert                         140            n/a         95/5

5   Headcount Field Marketing             73      3,600,000        60/40

6   GSD Field Marketing Group             35            n/a        90/10

7   FDS Field Marketing Group             76            n/a        84/16

8   IMP Face to Face/Field Marketing      40            n/a        60/40

9   Mosaic Technology & Comms             40     10,539,000        65/35

10  Merchandising Sales Force/TTMS        34            n/a        60/40

11  REL Field Marketing                   50            n/a        65/35

12  The Network                           42            n/a        70/30

13  RPM                                   30        630,000        90/10

14  Milton PDM Field Marketing            14            n/a        70/30

15  CBA                                   36            n/a        30/70

16  iD                                    25            n/a        10/90

17  Quest Field Marketing Services        28            n/a        75/25

18  Trinity Executives                    18            n/a        75/25

19  DSPS Field Marketing                  55            n/a        25/75

20  LMG Assignments                       25            n/a        65/35

21  Carlson Marketing Group              n/a         20,000        66/34

22  Sure Field Marketing                  12            n/a        60/40

23  QSMP                                  12            n/a        60/40

24  The Russell Organisation             100            n/a        80/20

25  Marketing Dynamic International       12            n/a        85/15

26  MHP                                   13            n/a        40/60

27  Rainbow Productions                   22            n/a        20/80

28  IQ Field Marketing                    10            n/a        85/15

29  First People Event Management         12            n/a        30/70

30  SMC Field Marketing                   10            n/a        70/30

31  Creative Sampling                     10            n/a        60/40

32  Momentum on the Move                  19            n/a        80/20

33  Zoo People                            14            n/a        45/55

34  The UK Field Marketing Company         7            n/a        20/80

35  Elite Promotions Personnel             4            n/a        10/90

Rank  Company

1     CPM

Founded 1936, subsidiary of Omnicom. Chairman Tony Stratton, MD Tom

Preece, commercial director Nick Jones. Clients include Mars, BT, Asda,

Guinness, Eastern Energy. E-mail, web site

2     FMCG

Founded 1989, a subsidiary of Mosaic Group. Chairman Steve McQuillan,

CEO Kate Carr. Clients include Birds Eye Wall’s, Cadbury, Golden Wonder,

Prudential, Rothmans. E-mail, web site

3     Aspen Field Marketing

Founded 1975, privately owned. Chairman Henry Meakin, joint MDs Katie

Lowe, Gary MacManus. Clients include Britvic, Nestle, Vodafone,

Electronic Arts, Bass. E-mail, web site

4     Brann Ellert

Founded 1980, subsidiary of Snyder Comms. Chairman Rob Ellert, business

unit directors Stewart Craig, Ian Harrison. Clients incl SkyDigital, BT,

Motorola, Kellogg, Eastern Energy. E-mail, web


5     Headcount Field Marketing

Founded 1994, subsidiary of Cordiant Comms. Managing director Mike

Garnham, deputy MD Lynda Asquith. Clients incl Powergen, News Intl,

Amex, UDV, Heathrow Express. E-mail, web


6     GSD Field Marketing Group

Founded 1979, privately owned. Chairman Bob Gill, MD Derek Noakes.

Clients include Imperial Tobacco, Landmark, Procter & Gamble, Scottish

Power, Thus. E-mail enquiries, web site

7     FDS Field Marketing Group

Founded 1990, privately owned. MD Alison Williams, client services

director David Overington. Clients include One 2 One, Yorkshire

Electricity, MBNA, Eurobell, Esso. E-mail, web site

8     IMP Face to Face/Field Marketing

Founded 1968, a division of IMP (D’Arcy).Chairman Des Williams, MD Phil

Cottier. Clients include Tesco, IPC Magazines, Marks & Spencer. Web site

9     Mosaic Technology & Comms

Founded 1993 (as EMS), a subsidiary of Mosaic Gp. Chairman Richard

Thompson, MD Giles Fox. Clients include Toshiba, BSkyB, Microsoft,

Compaq, Orange. E-mail, web site

10    Merchandising Sales Force/TTMS

Founded 1975, subsidiary of Havas Advertising. Chairman David Carter,

client services Sean Greenall. Clients include Safeway, Procter &

Gamble, Mars, Foodbrokers, Unilever. E-mail;

web site

11    REL Field Marketing

Founded 1995, privately owned. CEO Patrick Rooney, divisional MD Phil

Taylor. Clients include Waitrose, Morrisons, Makro, S.C. Johnson, SKB.


12    The Network

Founded 1990, privately owned. Joint MDs, Anne Salvini, Jane Forsdike.

Clients include Associated Newspapers, Walt Disney Company, Wrigley,

Airtours, Atco Qualcast. E-mail, web site

13    RPM

Founded 1993, privately owned. MD Ross Urquhart. Clients include

Bulmers, Marks & Spencer, United Biscuits, Van den Bergh Foods,

Worldwide Brands. E-mail, web site

14    Milton PDM Field Marketing

Founded 1997, subsidiary of Cordiant Communications. MD Lynda Edge, new

business director Carol Haigh. Clients include Yorkshire Electricity,

Cereal Partners, W. H. Smith. E-mail, web site

15    CBA

Founded 1972, privately owned. Chairman Jackie Smith, MD Carol Berry.

Clients include Whitbread Beer, NTL, Virgin Holidays,

E-mail, web site

16    iD

Founded 1994, privately owned. Directors Paul Soanes, Paul Ephremsen.

Clients include Elida Faberge, Nestle, Bacardi-Martini, Ladbrokes,

Pokemon. E-mail, web site

17    Quest Field Marketing Services

Turnover shown is 12-month equiv. Founded 1989, privately owned. MD Sue

Quest. Clients include Procter & Gamble, Nestle Vending, Danone, Sara

Lee, Filofax. E-mail, web site

18    Trinity Executives

Founded 1989, privately owned. MDSally Anderson. Clients include

Imperial Tobacco, Sara Lee, Bestfoods, Walkers, Reckitt & Colman. E-mail, web site

19    DSPS Field Marketing

Founded 1983, privately owned. Joint MDs Gareth Onions, David Webb. No

client details provide, but strong in FMCG, merchandising and

demonstrations. E-mail, web site

20    LMG Assignments

Founded 1981, privately owned. Partners David Makepeace, Neil Goddard,

Brian Meggett. Clients include Bacardi-Martini, First Drinks Brands,

Wrigleys, Nestle, Rank Leisure. E-mail, web site

21    Carlson Marketing Group

Founded 1982, a divn of Carlson Marketing Gp. Client service directors

Brona Connolly, Joan Marshall. Clients incl. Vantage Chemists,,

Nestle, Orion, Buzz. E-mail, web site

22    Sure Field Marketing

Founded 1997, part of the Sure Group. Chairman Bryan Whitman, MDRichard

Finch. Clients include Mirror Group Newspapers, Canon, Amerada Hess,

Thames Trains, e-games. E-mail, web site

23    QSMP

Founded 1993, privately owned. MD Graeme Carpenter, client services

Julian Bull. Clients include Gallaher, Bass Brewers, The Marketing Store

Worldwide, Britvic. E-mail

24    The Russell Organisation

Founded 1982, privately owned. Chairman Ian Russell, MD Rob Allen.

Clients include Honda, BMW (GB), Volvo Car UK, Lloyds TSB, Anglian

Windows. E-mail

25    Marketing Dynamic International

Founded 1991, privately owned since 1997. MD Paul Narraway. Clients

include NTL, Scottish Power, Telewest, Warner Bros., Bluewater Shopping

Centre. E-mail, web site

26    MHP

Founded 1985, privately owned. MDSharon Richey. Clients include Procter

& Gamble, Danone, Kraft Foods, Holsten (UK), E-mail, web site

27    Rainbow Productions

Founded 1984, privately owned. MD David Scott, sales director Simon

Foulkes. Clients include Nickelodeon, Mothercare, Kingfisher, Courts,

Asda. E-mail, web site

28    IQ Field Marketing

Founded 1998, privately owned. MD Gerry Chilcott, operations director

Janet Russell. Clients include Somerfield, Unichem, J. Sainsbu


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