Employee Login

Enter your login information to access the intranet

Enter your credentials to access your email

Reset employee password


Fintech Matures from Novel to Necessary

September 30, 2020
By Claudia Bate

The relationships across many aspects of our lives have profoundly changed in just over six months – work, socialising and many day-to-day activities we previously took for granted have all taken a different form. These shifts are all well storied. But a change in the way we relate to another important area has slipped below the radar: money.

E-commerce and digital payments ballooned around the world as countries went into nationwide lockdowns, and they continue to persist at well above pre-crisis levels. Fears of contagion through the handling of currency has meant cash has fallen even further out of favour. And chances are, if you’ve taken out a loan, mortgage or other financial service recently, you’ve done this online.

However, while we’re likely to have all benefitted from the world of digital financial services, the fintech sector has not remained unscathed by COVID-19, and today, we’re excited to launch a new report, ‘FinTech Driving Global Change: Building a Better Future’. This is a global research report conducted by FleishmanHillard TRUE Global Intelligence in conjunction with Money20/20 (client) that surveyed fintech leaders and experts around the world to hear their perspectives on the future of fintech.

Perhaps one of the key takeaways is that as investors grow cautious, 67% of our fintech experts think early-stage start-ups will struggle to secure funding. On the other side of the coin, 87% do not think that ‘unicorns’ and other late-stage fintechs will struggle. This suggests newer fintechs at the lower end of the market may be an early causality, potentially slowing innovation.

They also believe there will be a greater focus on profitability over hypergrowth, with concern that some businesses may collapse. Lack of funding and the struggle to achieve profitability also means that the majority in the industry (66%) believe there will be a spike in fintech acquisitions in 2021, as traditional financial institutions look for good deals and strategic investments that can help them expand their own digital offerings.

Although we are still in the midst of this crisis, our fintech experts already see opportunities emerging for the sector. The first wave of fintech innovation was born out of the 2008 financial crisis, with fintechs looking to do things better than the banks that failed. This crisis has hit the real economy, revealing groups that are not having their needs met. Sixty-two per cent of respondents believed that the pandemic has highlighted the need for innovation in lending for both small to medium enterprises (SMEs) and consumers; indeed, many cash strapped small businesses couldn’t get funds quick enough to mitigate their cashflow issues, while certain consumer groups remain invisible with no credit score making them ineligible for loans.

As we come to depend on fintechs more in our lives, the responsibility for these companies to not only safeguard our money but to meet our needs and earn our trust has never been higher. Indeed, 77% expect to see an increased focus on customer experience as fintechs and financial services organisations strive to build their reputations.

In this environment, the role of communications for fintech brands to clearly articulate their value is vital. The language of ‘disruption’ is likely to fall on deaf ears when all people want is stability. And with fintech users being notoriously fickle, ready to jump to another app after one bad experience or a shift in public opinion, there is everything to lose. Fintech brands must, therefore, focus on maintaining an authentic voice amongst the chaos to come out better on the other side of this crisis.

Read the FinTech Driving Global Change: Building a Better Future report here.


How Can Overseas Asset Managers Navigate the Uncertainty and Flourish in China?

September 29, 2020
By Patrick Yu

While 2020 has been a year of disruption and distraction, it would be easy to have missed some very significant market-opening developments in China’s capital market to attract overseas investors.  FTSE Russell earlier announced to add Chinese government bonds to its World Government Bond Index (WGBI). Local regulator in China has also announced the merger of the qualified foreign institutional investor and renminbi qualified foreign institutional investor schemes into a singular entity.  Launched earlier this month, our new report called The Future of Asset Management in China 2020 offers fresh insights on the opportunities for global asset managers in China set against this backdrop.

The report comes hot on the heels of new rules allowing wholly foreign-owned enterprises (WFOEs) to launch onshore retail mutual funds in China and, later, the one scrapping the 49% foreign ownership limit for asset management joint ventures, effectively allowing foreign ownership of up to 100%.

The insights from our report help industry players to understand investor expectations and plan their communications programs accordingly. The over-arching message from the report is that Chinese investors have the money and are willing to pay higher fees for overseas-based asset managers. But – and it’s a big but – the extra expense must be justified.

So how can overseas asset managers navigate the uncertainty and flourish in China?

Understanding of investors’ appetite — Investors in China want a point of difference, be it an original or unique investment strategy, more sophisticated risk management, greater transparency or specialist expertise, such as ESG investing. The message to foreign fund managers is: “Yes, we’ll pay, but prove you’re worth it.”

Communications — The increasing interest of mainland China investors on online and mobile communications means that asset managers need to think through the best ways to reach investors with online tools, both for managing investments and for accessing market information. While the importance of the user experience on their own platforms cannot be overstated, they will need to build a presence wherever the retail investors are located. They will need to find a way into the mobile ecosystems their target investors inhabit.

Lastly, always get prepared and anticipate what comes next — With the ongoing global market uncertainty and changes in regulatory regime, overseas asset managers need to conduct regular stakeholder mapping and scenario planning to get themselves prepared and anticipate the opportunities and challenges ahead of them.

A few overseas asset managers have already made inroads into the booming mainland asset management market. The potential is limitless if you understand the local lay of the land.

Read The Future of Asset Management in China 2020 report press release here and download the full study here.


PRovoke Asia Pacific Communications Summit: How Are Asia’s Global Brands Navigating the New Geopolitics?

From bans on Chinese apps to movie boycotts, companies are getting caught in the crossfire of geopolitics. Arun Sudhaman, CEO/Editor-in-chief at PRovoke Media, moderated a session on “How Asia’s Global Brands are Navigating the New Geopolitics” at PRovoke’s Asia Pacific Communications Summit. His thought-provoking questions drew sound advice and helpful insights from Fidelity International’s Catherine Yeung, Abhinav Kumar of Tata Consultancy Services (client) and Yusuf Hatia of FleishmanHillard.

Catherine Yeung, Investment Director at Fidelity International, said China and Asia are growing in influence through brand building and innovation. She commented:

  • The world is seeing very rapid growth of Chinese brands, driven by China’s focus on innovation. This is very different from just a few years ago, when China was sometimes perceived as merely the factory of the world.
  • Chinese companies are increasingly listed in both the US and Hong Kong or China. This then begs the question, are they a Chinese company or becoming more global?
  • China is undergoing many reforms as a way of opening its capital markets. For example, one emerging trend has been Chinese companies and the regulator focusing more on sustainable investing – China has shown a dramatic improvement over the past couple of years in the area of corporate governance and ESG (Environmental, Social & Governance) investing.
  • We are seeing companies increase their brand equity or market share by creating products and services that appeal to the domestic consumer base – be it through innovation or national pride.
  • China has been growing its economic influence over the past decade. the biggest shift over the coming ten years is likely to see global portfolios increase their exposure to Chinese assets including shares in Chinese companies.

Abhinav Kumar, CMO, Global Markets at Tata Consultancy Services said that given the increasingly more complex geopolitical scenario that our world faces, the role of communications in companies has never been more important:

  • 2020 marks an inflection point on two mega trends. First, an Eastwards economic shift, with over 50 per cent of world GDP (in purchasing power parity terms) now coming from Asia. Second, a shift in drive towards technology – with over half of the world (3.8 billion people) now active on Social Media, 70 per cent owning a smartphone and 60 per cent active on the internet all taking place this year, along with a huge acceleration of digital transformation due to the pandemic. Both factors are contributing to a shift in politics and consequently challenges for communicators.
  • There has been a rise in the importance of ‘geographic branding’ (the perceived point of origin of a company or a brand) given rising economic nationalism and trade frictions. Companies must take a more conscious and considered strategy towards how important their location is to their brand. This is especially true for companies where a geographic element is built in the name of the company itself.
  • The goal for any multinational is to be seen as a national brand in every country where you operate. TCS operates in 46 countries worldwide and has been making long term efforts to enmesh itself with the economic, social and cultural aspects of each market it operates in. You must be a part of the community, and truly localize your message.
  • Businesses need to be politically neutral, but at the same also need to be engaged positively with governments. And in many cases, these public-private collaborations can be a force for good. Being politically neutral doesn’t mean companies can’t take a position on societal issues like climate, inclusion, equality and other issues. There is a growing expectation on businesses to play a more active role on these fronts, with a growing trend of ‘CEO activism’.

Yusuf Hatia, Senior Partner & Managing Director of Client Experience, International Markets at FleishmanHillard, said companies increasingly need to be aware of geopolitics and plan accordingly.

  • Consultants are now expected and required to understand geopolitics and the potential client impacts. This is both a challenge and an opportunity.
  • Customers and other stakeholders expect companies to take a stand or have an opinion on major issues. It’s getting harder to stay neutral.
  • Companies need to think long-term and must be authentic to be in a position to weather short-term shocks.

The geopolitical environment is growing in complexity, and the increasingly interconnected nature of both social and traditional media make it more likely that an issue that develops in one country will spread to others. Brands need to be conscious of geopolitical factors and aware that what works in one country could cause an issue in another. Communicators and consultants must build the knowledge base to help organisations navigate this ever-changing landscape.


FleishmanHillard Wins Asia Pacific Healthcare Consultancy of the Year and Greater China Consultancy of the Year, Client Accolades at PRovoke Asia Pacific SABRE Awards 2020

September 25, 2020

ST. LOUIS, September 24, 2020 – FleishmanHillard won Greater China Consultancy of the Year and Healthcare Consultancy of the Year in the region at the 2020 Asia Pacific SABRE Awards, presented by PRovoke Media. Additionally, the global public relations agency earned recognition across three categories for work on behalf of clients, Cisco, Corning Gorilla Glass and TD Ameritrade.

The Asia Pacific SABRE Awards celebrate agencies and campaigns that demonstrate superior achievement in branding, reputation and engagement.

  • FleishmanHillard (Greater China Consultancy of the Year)
  • FleishmanHillard (Healthcare Consultancy of the Year)
  • Cisco Japan, “Telework Life Manga Comic Campaign” (Technology: Software & Service)
  • Corning Gorilla Glass, “Corning Gorilla Glass Headlines India’s Biggest Youth Festival” (Technology: Hardware)
  • TD Ameritrade, “Leading the Next Generation of U.S. Stock Trading” (Media Relations: Corporate Media Relations)

Winners from the SABRE Awards, Consultancies of the Year and IN2SABRE Awards were celebrated during the first-ever virtual PRovoke Asia Pacific SABRE Awards Ceremony on September 24.

View the complete list of Asia Pacific SABRE Awards and Consultancies of the Year winners on PRovoke Media.


CEOs Face Communications Tightrope This Fall

September 24, 2020
By Diane Poelker

As the global pandemic enters its seventh month, the economic uncertainty and social unrest has put businesses and their leaders in a precarious position. From employees to business partners to investors, CEOs face mounting and divergent expectations on how and whether to address topics at the intersection of business management and societal priorities.

A June 2020 survey by Morning Consult found 71% opinion leaders and consumers believe CEOs should use their power and influence to demand action from government entities who have the power to enact systemic change. A shocking statistic for those who more closely subscribe to the view that profits are the paramount indicator of business health. Yet Morning Consult found these feelings went beyond CEOs’ role within their institutions: 70% of those surveyed also believe CEOs should make a statement about their personal commitment.

Never before has the state of the world placed such an onus on leaders to clear the path to operate business as usual in an unusual environment. With shifting stakeholder needs and attitudes being shaped through unpredictable social, economic and – with the 2020 U.S. presidential election looming on the horizon – an increasingly political lens, executives must walk an incredible, narrowing tightrope to communicating authentically and impactfully this fall.

With the stakes high, here is a look at what to expect and how CEOs can navigate.

The Path to November: Expect Controversy

Uncertainty, emotions and highly politicized social issues are guiding the world’s conversations. The tumultuous dialogue that surrounds the November U.S. presidential election has increased pressures and exposed deep divisions, making messages that might have previously been neutral more controversial in the eyes of stakeholders.

In the swirl of many opinions, the nation is craving clarity. Yet, for CEOs, many of today’s conversation topics are deceptively complicated. For example:

  • Safe Reopening: In the eyes of many stakeholders, masks have become a political statement, threatening the safety of employees and customers on all sides of the issue. Leaders, like those at major retailers, will have to carefully consider the rationale for tough decisions, knowing that no matter how well-justified, there will be backlash – on social, with employees and the media.
  • Medical Treatment: As the world awaits scientific breakthroughs to help manage and prevent further spread of COVID-19, CEOs and their audiences are evaluating a range of factors across the medical supply chain – from the validity of accelerated research findings and vaccine manufacturing processes to distribution strategies and other supporting measures that help ensure the delivery of effective medical care. Science is happening in real time. And, with the dueling narratives of the election in the backdrop, expect companies to face increased scrutiny in speaking to their role in accelerating the delivery of treatment and ensuring the safety of potential treatments.
  • Worker Health and Safety: The balance between economic security and personal health is a precarious one. The questions arising about the Future of Work range from reshaping office space and real estate needs to questions of privilege related to the protections and social safety nets often afforded to corporate workers versus those who find themselves on the front lines of essential businesses.
  • Diversity & Inclusion: Many organizations took strong stances on equity, equality, diversity and inclusion over the summer. Particularly, during the election cycle, watchdog groups and ESG investor groups are closely monitoring corporate and individual political donations to ensure financial actions align with corporate values.
  • Techlash: Technology has been celebrated for enabling what’s possible in a pandemic era, but a recent study from FleishmanHillard finds nearly 60% of consumers believe the technology sector needs to address the consequences of its policies, practices and products, and do right by consumers to build trust.

Speaking Up When One-Size-Fits-None

The decisions facing each company and CEO on how, when, and where to show up and elevate their voice have been and will continue to be unique. The “right” moment to speak up and speak out won’t be uniform and is more likely to be tied to industry, region or a calling of corporate purpose. While there isn’t a one-size-fits-all strategy, some principles to navigate engagement shine through:

  • Participate Selectively: It can be easy to examine the pitfalls of speaking out and elect to speak quietly, or even, remain silent. In today’s current state of national affairs, silence can be seen as complicit. Companies and their leaders need to have a strong pulse on their stakeholder expectations and what’s important to them to feel heard, connected and engaged to continue on the path as partners in the current landscape of uncertainty. CEOs must choose their topics and their moments to lean in … lest they be chosen for them as new crises or politicized rhetoric thrusts their organization unintentionally into the spotlight.
  • Set the Vision on Your Terms: End-of-year communications are more important than ever for setting the tone and vision for the future – in a way that’s transparent to stakeholders and on the business’ own terms. For some CEOs, annual reports and year-end employee videos may be choice venues, while others may prefer a LinkedIn post. Whatever the medium, it’s critical to make the message a clear stance on what’s important to the organization here and now, as well as set expectations for what the near future may hold.
  • Walk Your Truth Tightrope: When speaking up, consider your communication objectives, the substance to your actions and the authenticity of your voice. Every action you take will be traced to your corporate ethos or purpose, and as stakeholders seek a clear voice, they may not always agree. Walking the tightrope requires a careful balance between your personal ethics, your corporate values and your stakeholder needs.

Executives will continue to cross unfamiliar territory, and it’s important CEOs and their communicators resist the urge to stand still and wait for the storm to pass. Those who wait can expect to find the business landscape, stakeholder expectations and our societal structures have transformed while they were sitting on the sidelines. With the right use of platforms, chief executives are uniquely and strongly positioned to drive business in a way that meets the critical needs of their employees and customers.


PRovoke Asia Pacific Summit 2020: How Asia’s Global Brands Are Navigating the New Geopolitics

September 23, 2020

When: Thursday, September 24, 2020, 11:55 a.m. HKT / Wednesday, September 23, 2020, 10:55 p.m. CST

Where: Webinar

Register here for the virtual PRovoke Media event.

As consumers and stakeholders expect brands to take a stand on societal issues, how should corporations navigate rising geopolitical tensions in Asia?

Yusuf Hatia, managing director of client experience, international markets at FleishmanHillard, Abhinav Kumar, chief marketing officer, global markets at Tata Consultancy Services (client), and Catherine Yeung, investment director at Fidelity International, will discuss how corporate communicators should address geopolitical and communication challenges in the region.

The PRovoke Asia Pacific Summit seeks to provide insightful conversations on the future of marketing and communications, featuring in-house and agency professionals. Register for the Summit here.


Safety as a Goal: Five Principles of Public Policy Responses to Risks

September 21, 2020
By Peter Holdorf

Whether responding to a global pandemic or hazardous chemicals, the fundamental policy goal is essentially the same: maximise safety/minimise risks. This policy goal may sound simple, but it is far from straightforward how to maximise safety. Something the wide array of different policies around the world in response to Covid-19 have shown. […]

The post Safety as a goal: five principles of public policy responses to risks appeared first on European Union.


Tech Sector: Act Now on Reputation and Trust

September 17, 2020

Today we launched a new report, Techlash 2020: Why the Technology Sector Needs to Lean in Now on Consumer Expectations.

This summer, amid the continuing global pandemic, the rightful fight for racial justice and equality, and a strained global economic outlook, a landmark hearing of technology sector leaders took place on Capitol Hill in Washington.

Like U.S. lawmakers, consumers all around the world seem to have a lot of questions for the technology sector in general – and they are demanding answers and action.

In this context, and to get a true picture of consumer sentiment towards technology companies, FleishmanHillard TRUE Global Intelligence carried out research to look at expectations, trust and the perceived responsibility for the technology sector to do what’s right.

What we found is that consumers want the technology sector to take a long hard look at its policies and practices. They want these companies to do what’s right by them. And, a majority want governments to step in and help too.

In particular:

  • Although the technology sector is playing a vital role in society in the developed world, consumers are growing increasingly distrustful of it. This is especially true among Gen Z (those born in the late 90s).
  • Gen Z’s distrust is growing in the U.S. – jumping from 26% in 2019 to 46% in 2020.
  • More than a quarter (28%) of global consumers generally trust the technology sector very little or not at all.
  • In the U.S., 32% don’t trust the technology sector, compared to just 18% last year.
  • Close to one-third (29%) agree there isn’t enough regulation on the sector.

Per the report, the technology sector needs to act to address the consequences of its policies, practices and products, and do right by consumers to build trust. Nearly 60% of consumers agree.

The countries covered in the report include the U.S., Canada, U.K., Italy, Germany, China and South Korea. We’ve also provided comparative data for the U.S. between 2019 and 2020.


Diversity, Equity and Inclusion: From Talk to Transformation

September 16, 2020

When: Wednesday, September 23, 2020, 1 p.m. CST

Where: Webinar

Register here for the PRWeek webinar.

As PR and communications professionals look to improve diversity, equity and inclusion (DE&I) strategies, businesses must learn to turn talk into tangible and impactful actions.

This PRWeek webinar, presented by FleishmanHillard, will highlight PR professionals’ unique ability to become catalysts for meaningful change within the industry and spark transformation in the organizations PR professionals counsel.

John Saunders, FleishmanHillard’s president and CEO, and Emily Graham, the agency’s chief diversity and inclusion officer, will serve as panelists along with Craig Buchholz, SVP of global communications at General Motors (client). Together, they will discuss tactics to create a culture of accountability, responsibility and ownership; move diversity and inclusion to the center of the business; underscore and prove the bottom-line impact of DE&I; and refocus hiring and retention protocols­­.

Register for and learn more about the webinar here.


FleishmanHillard China Asset Management Report Shows Investors Need Foreign Firms to Justify Higher Fees

September 15, 2020

Performance, credibility and online communications are key, but ESG and other differentiators matter too

ST. LOUIS, Sept. 15, 2020 – Fund managers’ investment performance, brand credibility and online communications are key factors to attract Chinese investors, according to a new report published today by FleishmanHillard.

The report, The Future of Asset Management in China 2020, offers insights to global asset managers assessing opportunities in China. It is the second annual China-focused asset management report published by FleishmanHillard, which features analysis drawn from an online survey of mainland Chinese investors’ attitudes and behavior, plus an overview of the latest industry trends.

The key findings of the report show that when selecting a fund manager, mainland Chinese investors put emphasis on performance, credibility and online communications. However, while Chinese investors will pay higher fees for foreign fund management relative to local managers, they expect to get some added value in the form of unique investment strategies and capabilities. Notably, ESG product offerings are a requirement for the majority.

“Despite the COVID-19 pandemic and geopolitical issues, the asset management industry in China continued to grow healthily thanks to the ongoing relaxation of market access rules for overseas asset managers,” said Patrick Yu, Asia Pacific lead for FleishmanHillard’s Financial and Professional Services practice. “Our second China-focused asset management report provides useful insights to help industry players understand investor expectations and plan their communications programs more effectively. Understanding the industry landscape and having a well-thought out communications strategy continue to be important for overseas asset managers to flourish and attract mainland investors.”

The report includes the following findings from mainland investors:

  • Performance and credibility continue to be key. Asset management performance and credibility remain the most important factors when selecting a fund manager, but there is a fall in the number who consider it very important – performance factors dropped to 56% from 64% last year and credibility fell to 55% from 74%. However, net importance (combining “very” or “somewhat” important) shows little change from last year.
  • QDLP and WFOE fund products continue to entice mainland investors. Just over 90% of the investors had invested in Qualified Domestic Limited Partner (QDLP) products run by overseas asset managers. Most of them experienced higher service fees, but they found that acceptable. Almost nine out of 10 (89%) of the investors had purchased private fund products from overseas asset management houses that have a Wholly-Foreign-Owned-Enterprise (WFOE), down a fraction from last year (91%). Feedback on WFOE asset management funds was similar to QDLP, conveying that performance is good and investment strategy is unique. While the fees are on the high side relative to the local players, they are very manageable. Appetite for WFOE products clearly remains very strong, reflecting the confidence many Chinese investors have in overseas fund managers.
  • Prospect for overseas asset managers in onshore retail funds looks promising. Thanks to ongoing relaxation of policies, the local regulator in China has recently approved the first overseas manager to run an onshore retail fund management platform. It is promising to see that nine out of 10 investors would be interested in onshore retail funds offered by overseas asset managers. The prospect of global brands with their own strategies fused with mainland China expertise for the China market is clearly compelling for local investors.
  • Digital and, in particular, mobile distribution channels for thought leadership and products are critically important during and after COVID-19. The pandemic has sparked the use of more online channels for patronage or access to fund information in China, with 68% opting for more online channels. This is likely here to stay, emphasizing the need for a digital – and mobile – strategy.
  • COVID-19 has had relatively little impact, yet the vast majority have changed their approach to risk as a result of the U.S.-China trade tensions. Four out of five investors say COVID-19 has affected their confidence in their financial situation, but just one in five (21%) say they are extremely uncertain about their financial situation in the near term. Overall, the impact looks to have been relatively moderate – for 56% it is described as low. Yet for investors, the survey shows that one-third increased their asset allocation risk appetite as a result of the trade tensions. Interestingly, more than 90% said they had altered their approach because of the tensions.
  • Greater risk management (56%), transparency in communications with customers (50%) and strong ESG product offerings (50%) continue to be the top three most important traits for an overseas asset management operating in China.

FleishmanHillard’s “The Future of Asset Management in China 2020” report includes qualitative and quantitative data. FleishmanHillard TRUE Global Intelligence™ fielded an online survey of 250 Chinese investment professionals between July 20 and July 27, 2020. All respondents to the survey self-identified as working in investment, finance or banking, and had traded or invested in at least one of the following: equities fund (85%), fixed income (76%), ETF (72%), balanced funds (63%), PE funds (58%) or alternatives (29%).

About FleishmanHillard
FleishmanHillard specializes in public relations, reputation management, public affairs, brand marketing, digital strategy, social engagement and content strategy. FleishmanHillard was named 2019 PRWeek U.S. Outstanding Large Agency; 2019 Holmes Report North America Large Agency of the Year; ICCO Network of the Year – Americas 2017-2019; Agency of the Year at the 2017 and 2018 North American Excellence Awards; 2018 Large Consultancy of the Year by PRWeek UK; PR News’ Best Places to Work in PR 2016-2018; Human Rights Campaign Best Places to Work for LGBTQ Equality 2018-2020; PR Awards Asia 2017 Greater China Agency of the Year; and NAFE’s “Top Companies for Executive Women” 2010-2020. The firm’s award-winning work is widely heralded, including at the Cannes International Festival of Creativity. FleishmanHillard is part of Omnicom Public Relations Group, and has 80 offices in more than 30 countries, plus affiliates in 50 countries.

About Omnicom Public Relations Group
Omnicom Public Relations Group is a global collective of three of the top global public relations agencies worldwide and specialist agencies in areas including public affairs, marketing to women, global health strategy and corporate social responsibility. It encompasses more than 6,300 public relations professionals in more than 370 offices worldwide who provide their expertise to companies, government agencies, NGOs and nonprofits across a wide range of industries. Omnicom Public Relations Group delivers for clients through a relentless focus on talent, continuous pursuit of innovation and a culture steeped in collaboration. Omnicom Public Relations Group is part of the DAS Group of Companies, a division of Omnicom Group Inc. (NYSE: OMC) that includes more than 200 companies in a wide range of marketing disciplines including advertising, public relations, healthcare, customer relationship management, events, promotional marketing, branding and research.​