Helping The Family Office to connect, engage and retain - TFO... · Your prospects will not be sold...

© BLADONMORE 2011 | COMMERCIAL IN CONFIDENCE 1

Helping The Family Office to connect, engage and retain

A strategic communication proposal by Bladonmore


Contents

Page

The journey from unawareness to trusting client 3

Our understanding of your audiences and how we will connect, engage and retain them 4

Laying the foundations: developing a strong brand and key messages 8

11 ideas to help TFO connect, engage and retain 10

Bringing it all together: initiatives to deliver content, coverage and conversations 16

Draft timetable 24

How we can work together - fees 26

Case studies 28


1: The journey from unawareness to trusting client

How do you persuade clients to work with you and stay working with you, especially given that these clients are the heads of some of the region’s wealthiestfamilies?

There is a three-stage journey your clients must take, be they private or institutional investors.

First of all, they much become aware of The Family Office.

Second, they need to engage with The Family Office. This is challenging and you have talked about the need to ‘Kill the E’ and position The Family Officesuch that potential clients will want to engage with the firm.

Finally, those conversations and, eventually, the clients’ business must be retained.

We have called this three-stage process Connect, Engage and Retain

Our objective with the initiatives set out in this document is to continuously move your audience closer towards becoming a client and to retain them (and,over time, persuade them to increase their investments with you). As they move closer to you, their expectations will change, as will the methods you use tocommunicate with them.

Based on this objective, we outline a programme of communication initiatives to be considered and implemented over the course of the next 12-24 months.These fall into three broad categories:

Profile raising – Generating media coverage, developing key staff to take advantage of media and public speaking opportunities

Content development – Engaging content will position TFO as a firm that truly understands its clients, its market and its investments

Events – Face-to-face events will provide the opportunity to showcase everything that makes TFO distinctive

Before we embark, we recommend TFO takes this opportunity to review and refresh its brand, its key messages and the tone of voice it uses in its variouscommunications.


2: Our understanding of your audiences and how we will connect, engage and retain them

TFO would like to target both private investors and institutions. These different types of investors have different perspectives and will respond to differenttypes of communication. Our approach to each group needs to take this into account.

Private Investors

1. Not yet connected - How do you find new prospects?

Many of your target market do not know you, and you do not know them.

The first part of the journey is therefore to capture the prospect’s attention, then to capture their contact details (and their implicit agreement forfuture communication).

Research

A simple research project, carried out either in-house or outsourced, can create for you a much fuller database of your target audience, creating both alarger database to initiate contact, and to better understand those potential clients who are not currently on your radar.

Let the prospects find you (or make them believe that they have):

Your prospects will not be sold to. They need to believe that they have chosen you, not that you have chosen them. Your audience is extremelysophisticated and they have the means to get the very best information. To engage them requires you having something to offer something theywill respect: your expertise, knowledge and insight.

Effective initiatives here would include:

- Media coverage. Building relationships with the journalists and editors at a select group of industry media, placing authored articles, beingavailable for comment on a select number of topics.


- General profile raising. Through sponsorships of key events and publications, the aim is to put the TFO name where those who don’t knowyou can see it, and associate you only with the very best.

Make it easy for your audience to engage and connect:

Where possible, the above should include simple ‘calls to action’. These would include links to further information or email addresses, simplesign-ups for further content, staff available at events. These ‘calls to action’ are an effective way of capturing prospective client details.

2. Engaged, prospective clients - How do you make prospects feel special enough to trust you with their wealth?

Once you have the prospect’s attention, you must keep it through insightful content, while developing a clear sense of what TFO offers in the minds ofyour audience.

These prospects are wealthy individuals with high levels of self-worth. Treat them as you would an existing client – give them the service yourcompetitors give to their clients, the only difference is they have nothing invested with you. Effective initiatives here would include:

- Content. E-newsletters, access to sections of TFO’s online content hub, a version of the foreign visit newsletter, all would create the feelingthat they are getting access to content that is insightful and useful. Many of these options will allow you to measure what they are reading,and better tailor your efforts to make them a paying client.

- Events. Access to seminars by invitation only, and the opportunity to take part in the ‘next generation academy’, as well as selectedinvitations to the GAA Conference, will help build the reputation of TFO in their eyes.

- Profile raising. While aimed primarily at those that do not know TFO, media articles will be seen by those who do know you, and willfurther strengthen their perception of you as a thought leader.

3. Clients - How do you continue to satisfy your clients’ exacting needs?

The third part of the journey is to provide a tailored service and personalised content that cements your relationship.

At this stage, much of the work of retention and deepening relationships with clients is beyond the remit of a communications strategy.

Yet we understand that a new client is different to an old one - there are opportunities to persuade new clients to further invest with TFO, while olderclients may be willing to act as advocates for your business.


- Content. More tailored content, including access to more detailed information on foreign visits, personalised essays delivered by post,personalised quarterly letters signed by Abdulmohsin will all add to the feeling of being special.

- Events. The Global Asset Allocation Conference is the greatest success to date of all of TFO’s client communications activities. We suggestdeveloping a series of closed door side-events for your private investor clients to use as an opportunity to discuss the wider challenges ofmanaging the multi-generational wealth of a family.

- Profile raising. While aimed primarily at those that do not know TFO, media articles will be seen by current clients, and will furtherstrengthen their perception of you as a thought leader.

Institutional Investors

TFO also wants to renew its strategy to develop relationships with key institutional investors, with a focus on the GCC market.

1. Not Connected – How do you find new prospects?

Many of your target market do not know you, and you do not know them.

The first part of the journey is therefore to capture the prospect’s attention, then to capture their contact details (and their implicit agreement forfuture communication).

With an emphasis on different media titles, a strong profile raising initiative, using key messages as a starting point, will position TFO as a viable optionfor investment managers.

- Research – This is somewhat simpler than private investors and a research project should allow you to create a strong database of keyGCC organisations and those responsible for managing their investments.

- Profile raising – Getting you name into their consciousness – key events sponsorship, speaking engagements. In media relations, thekey is getting the message out that TFO is a success, that it makes money for its clients while having a first-class risk managementprogramme in place.

2. Engaged, prospective clients - How do you make prospects feel special enough to trust you with their wealth?


Once you have the prospect’s attention, you must keep it through insightful content, while developing a clear identity for TFO in their mind.

Following a similar pattern to above, a content strategy:

- Content. Tailored for the audience, newsletters and information on foreign visits will position TFO as a global firm.

- Events. The GAA event should have a side event only for institutional investors.

- Profile raising. Here, there is the opportunity for TFO to develop thought leadership in institutional investor media, with the emphasison performance.

3. Clients - How do you continue to satisfy your clients’ exacting needs?

The third part of the journey is to provide a tailored service and personalised content that cements your relationship.

At this stage, much of the work of retention and deepening relationships with clients is beyond the remit of a communications strategy, especially forinstitutional investors who are

Yet we understand that a new client is different to an old one - there are opportunities to persuade new clients to further invest with TFO, while olderclients may be willing to act as advocates for your business.

- Content. Film content (possibly even live), with Abdulmohsin explaining the latest developments in TFO’s investment portfolio, withthe ability to ask questions on a connected forum, will drive clients to your content hub, where they will also find news relevant to themaggregated for easy access.

- Events. The GAA event should have a side event only for institutional investors, to discuss pertinent issues, and allow current clients toact as advocates to those prospective clients.

- Profile raising. The same media will be read by all investment managers, and well placed articles and comments will impress andfurther deepen their connection to TFO.


3: Laying the foundations: developing a strong brand and key messages

A strong brand and clear key messages are the foundation for all communications, marketing and business development all of the work you will undertake.

The aim is to create a consistent identity that, over time, allows the audience to understand who TFO is and what you stand for. Every interaction with youraudience must be consistent with the TFO brand.

Based on the time we have spent with you to date we feel there is a level of inconsistency between how you describe TFO and the firm’s current marketingcollateral. To achieve the consistency required to get your message across, we propose to review and refresh your brand and develop a bank of keymessages.

Messaging and tone of voice

Given its impressive growth record, TFO should develop a refreshed set of key messages that reflects the company’s current stature and broader ambitions.

In tandem with TFO should develop an appropriate tone of voice to deploy. It is no longer a start up and yet cannot claim to be a firm with decades ofexperience behind it.

Brand identity refresh – the visual side

Connected to the development of the messaging and tone of voice, TFO should undertake a refresh of its visual brand.

The image that TFO develops now should represent what it wants to be as a company in the future, as well as codifying all brand elements in a set of brandguidelines that can be used to ensure consistency across all marketing and communications materials.

Draft core message for discussion

“We are building something special: A Family Office for the Middle East you can trust with your wealth, that uses the latest technologies to ensureabsolute transparency, and that has analysts on the ground in the world’s key markets to discover and manage the most suitable investment strategiesfor your needs.”


Draft supporting messages for discussion

Key Theme Message

Trusted TFO places the security of your wealth and the privacy of your family as our highest priorities in everything that wedo. We never compromise on this.

Transparent We see no difference between how we work internally and what we show our clients externally – our clients, if theywish, have access to our decision-making processes, our internal systems, and to staff members. Our clients cansee straight through TFO to their investments.

Smart/dynamic investmentstrategies

Through our network of offices and on-the-ground analysts, we make investment decisions with full knowledge ofglobal markets, and all asset classes.

People focused We are always by your side when you want us to be. We understand and value the importance of relationships.

Technology-driven TFO uses the latest technologies to track and manage our investments, and to ensure you can track your owninvestments at any moment.

Long-term Through the continuity of our staff and our investment strategy, we are looking for clients for the long term.

Rooted in the Middle East Culturally, we are a Middle East company and offer Shari’ah-compliant investments through our FamilyInvestment Fund

International reach Operationally, we are a truly global investment firm, with a growing network of offices around the world


4: 11 ideas to help TFO connect, engage and retain

Our teams in London and Abu Dhabi conducted a brainstorming exercise to generate a number of new ideas for TFO to include within its marketing andcommunications plan.

Idea Description

Authored articles forplacement in key media

Authored articles would be placed with key publications under the name of Abdulmohsin, or, in time, other members of TFOstaff. Topics could include:

- Transformation of the wealth landscape – number of families with a wealth in excess of $50m is set to increase X% inMEA by 2030. What will these families do with their wealth?

- What effect will the growing private wealth in the Middle East have on global markets?

- How much of the Middle East’s wealth will be invested locally? Do families feel a responsibility to invest a proportionlocally?

- Is the region creating the investment opportunities to meet the demands 0f local wealthy families?

- Philanthropy in the Middle East

An online thoughtleadership content-hub

We recommend TFO develops an online portal as the hub for its ‘thought leadership’ activities, and a place for all of TFO’scontent.

This should seek to demonstrate the intellectual position of TFO on the key issues facing high net-worth individuals andfamilies. This would develop around the basic TFO website to create something much more interactive.

It should act as an aggregator of information on the global financial markets tailored for the GCC audience.


The website would include all proprietary content listed here, easily searchable, with levels of access for prospective clientsand existing clients.

Regular, targeted emails could be sent out highlighting new content.Authored essays on keyissues for distribution toclients

We recommend TFO produces a collection of essays looking at the issues facing wealthy families in the Middle East – thesecould be individually released over a period of time and then the collection could be published as a whole, to mark a key dateor anniversary.

In 2007 multi-family office Sand Aire did something similar – see http://www.sandaire.com/press/horizons-2007.

Topics in this book included: Family philanthropy; the wisdom of giving together, Climate change; what can we expect?Security for our children, Managing your family’s footprint, Why some cities will triumph.

These essays could be distributed via email/online or sent hardcopy to your database, as well as provide the basis for simplerauthored articles for placement in key media.

These could be a precursor the future development of a TFO Magazine.

A film exploring theconcept of wealth in theMiddle East

Positioning TFO as a firm with a deep understanding of the opportunities and challenges wealth can bring to a family.

Film is memorable, and can be used on your website, social media, as an introduction at conferences and seminars, and evenplaced with relevant TV stations.

‘Rapid Response’communications

Your clients may wake up one morning to see an earthquake has hit Japan, or that the Federal Reserve has announcedanother round of quantitave easing – they wonder ‘what does this mean for my investments?’

TFO should be on hand to provide context to these global issues through creating a Rapid Response Plan. We will develop aprocess that results in a timely email update in the wake of key crises, such as:

- Stock/commodity market volatility- Political unrest


- Government fiscal/monetary policy announcements- Natural disasters

TFO Magazine – makingthe most of yourexpertise

A longer-term ambition, an inhouse magazine created for your clients would help communicate key messages, while helpingbuild the community of your investors.

Options include quarterly. six-monthly or annual editions, with the emphasis on quality thought-leadership pieces.

This could make use of the expertise of your own clients. Interviews with key clients who are prepared to share the secrets totheir success with their fellow TFO investors, creating a community title with real insight from people just like your clients.

Could focus on issues such as:

- Succession planning for family wealth- Best practice in managing the competing demands of family members’ investment needs

TFO Blog TFO should provide a commentary on what is going on in the world, through the prism of your clients’ investments – givingthoughts on smaller issues not requiring a rapid response.

TFO can use content developed for other purposes to reach out to clients and prospects on a regular basis and get a sense ofhow interested these people are in TFO.


‘The Story of yourFamily’ – An Heirloom

The equivalent to a commissioned oil painting. As a joining gift for those clients investing over a certain amount, this would bea book of the highest quality, describing the family’s wealth, where it came from, and the people who built it – a record to bepassed down to future generations.

It would be written by experienced journalists chosen for their understanding of the industries the family businesses are in,and structured as the client would like.

This would not be suitable for all clients, and many may prefer not to undertake this.

GAA Conference We feel there is potential to creating here an event that complements the work you are doing year-round, and drives home thekey message that TFO is a trusted partner.

One idea would be to create a ‘retreat’ rather than merely a conference, taking the example of the World Economic Forum inDavos, with small group discussions and closed-door side events providing the opportunity for prospective clients to meetwith current clients, for institutional investors to meet and discuss, alongside the plenary sessions and keynote speakers.This will work alongside the online community you will develop, with the online becoming face-to-face for 2-3 days every year.

The events materials – presentations, hand-outs – should be made available on the website, requiring log-in. The manner inwhich individual clients and/or prospects interacted with this information would provide vital information for future clientrelationship management.

There is also the possibility of making use of TFO’s new content hub to make the GAA a combination of the physical event anda virtual event, with real-time streamed videos of key talks available behind the paywall, with a forum for those clients fromacross the region not able to attend to interact with the event.

The closed-door private investor sessions could focus on key issues of:

- Succession planning for family wealth- Best practice in managing the competing demands of family members’ investment needs


The closed-door institutional investor sessions could focus on:

- Emerging Markets- The evolution of asset classes- Risk management

Developing the NextGeneration

There is the potential to develop a series of services that helps you to communicate and interact with the next generationswithin client families, and prospective client families. This will ensure you:

- Communicate to current heads of families that you are ‘in this for the long-term’ and see yourself as a multi-generational partner for their family

- Build relationships ahead of time, and earn the trust of those who will be making the investment decisions in 15-20years’ time

This could prove especially useful as a business development tool – you could make the courses available, for a fee, to youngermembers of non-client families, and may be their ‘introduction’ to TFO.

We see the perfect way to do this is through a ‘TFO Training Academy’ – Providing courses for those aged 16-30 who may nothave had exposure to financial planning. Courses should blend personal finance and financial planning to provide youngermembers of TFO client families with the tools to enable informed decision making. For example:

- Financial Planning- Introduction to Financial markets- Building an investment portfolio

There is also the potential to develop a network of Young Private Investors aimed at the same audience, with online andphysical aspects – networking events held in key cities, the training courses mentioned above. Again, this would position TFOas a long-term partner and, although maybe not seeing immediate returns, would be a great medium- to long-term marketingtool.


Ad-hoc event invitationsto relevant events

Building a better understanding of your clients through your interactions, you are well placed to advise them of events thatmay be of particular interest to them. This does not mean Formula 1 tickets but events that add to their knowledge.

These may not be directly linked to their investments but are of interest to them as individuals, such as conferences onemerging markets or the wider financial world. The offer could include flights and accommodation, with a focus on events incities you have offices, to allow for your local investment staff to meet with your clients.


5: Bringing it all together: initiatives to deliver content, coverage and conversations

We would seek to work with the TFO team to develop an agreed communication plan for the next 12 months. This is likely to include many of the initiativesset out over the following pages. We have grouped the different initiatives into three broad categories: profile raising, content development, and events.

Based on our understanding of TFO so far we have attempted to prioritise each activity, link them to a target audience and set out desired outcomes.

At the end of this section we include a table showing how we see each initiative fitting in with our mission to connect, engage and retain clients.

Raising the profile of TFO

There is tremendous scope here to spend large sums of money. Key here is targeting an appropriate blend of bought, owned and earned media.

Initiative Description TargetAudiences

Targetoutcomes

Functionality Priority

Mediarelations

There is a small universe of media commentatorswho are interested in and understand the issuesrelated to your market.

Their audience is your audience, and a contactprogramme should be developed to buildrelationships with them, providing information,comment and context for their work.

Authored articles would be placed with these keypublications under the name of Abdulmohsin, or,in time, other members of TFO staff. Topics couldinclude:

Those unawareof TFO

TFO positioned asa thought leader

The number ofpeople who haveheard of TFO toincrease

Meeting with keyjournalists & editors

Development of aTFO press pack

Writing of authoredarticles

High


- Transformation of the wealth landscape– number of families with a wealth inexcess of $50m is set to increase x% inMEA by 2030. What will these familiesdo with their wealth?

- What effect will the growing privatewealth in the Middle East have on globalmarkets?

- How much of the Middle East’s wealthwill be invested locally? Do families feel aresponsibility to invest a proportionlocally?

- Is the region creating the investmentopportunities to meet the demands 0flocal wealthy families?

- Philanthropy in the Middle East

Mediatraining

This is likely to incorporate media training foryour key spokespeople to ensure they arecomfortable and able to get across your keymessages. We have delivered media training forthe heads of many international firms, with afocus on financial reporting. For example, werecently conducted a training session with Marksand Spencer’s CFO in the run-up to theannouncement of their annual results.

Those unawareof TFO

Confident staffwho can remain‘on message’ indifficult interview/presentationsituations

- High

Event There will be a small number of events that TFO Those unaware The number of Targeted event Medium


sponsorship should consider sponsoring. We suggest TFOfocuses on a small number of targeted events as aheadline sponsor to maximize the impact of itsavailable budget. We would work with TFO toresearch suitable sponsorship opportunities andliaise with event organisers to agree anappropriate fee.

of TFO people who haveheard of TFO toincrease

sponsorships

TVSponsorship

Sponsor or produce a short TV series on greatArab families, focused on the last few decadesand highlight the families that have been buildingthe modern infrastructure of countries in theregion.

Those unawareof TFO

The number ofpeople who haveheard of TFO toincrease

Exposure onregional TV.

A film to add to thecontent on TFO’ssite

Low

Developing an integrated content strategy

Below we outline a number of different content deliverables, combining the existing with new ideas, many of which span different audiences.


Target outcomes Functionality Priority Channel

Websitedevelopment

An online content hub, a place for all ofTFO’s content, including the GAA conferencematerials, film, newsletters, blogs,

Measurement of how audiences interact

All Building reputation forknowledge and use oftechnology

Measuring user journeysto create businessdevelopmentopportunities

A content-hub forall of TFO’scontent, built tomeasure users’interactions

High Online


‘RapidResponse’communications

See New Ideas section. Client only Development ofreputation for being ‘ontop of things’.

Being available with thenecessary informationwhen your clients haveconcerns will create afeeling a great security inthem.

A strategy,database andemail system inplace to respondquickly whenneeded

High Email /Online

Essays on keyissues

See New Ideas section. Engagedprospects &clients(PrivateInvestors)

Position TFO as athought leader in FamilyOffice management

Essays on keytopics

Luxury book

Medium Hard-copy

Film Content Film is memorable, and can be created atevents (as is already done with GAA), used atevents and conferences, on the TFO websiteand in marketing campaigns. It stands TFOout against its competitors as an innovativeorganization.

Creating a film for your quarterly update,either a piece to camera or a conversationwith Abdulmohsin and his colleagues.

All Measurable activity –number of views, lengthof time watched, etc

Position other membersof the team asspokespeople

A film exploringthe concept of‘wealth’

Quarterly videoupdates fromAbdulmohsin andcolleagues

Medium Online

Blog See New Ideas section. All Reach out to yourdatabase

Monthly blog ore-newsletter fromAbdulmohsin,

Medium Online /Email


Position TFO as anauthority

connected topossible film

Foreign visitnewsletters

Building on the existing letters sent toclients, these could now be delivered viaemail to aid measurement.

This could also be segmented and deliveredthrough the online portal, allowingmeasurement of who is interested in whichsections/asset classes.

Clients only Regular updatespositions TFO as a globalfirm with globalknowledge

Email sent aftereach visit,directing clientsto onlinenewsletter

Medium Email

TFO Magazine See New Ideas section. Strictlyclient-only(PrivateInvestor)

Sharing of knowledge

Building a community

Thought leadership

An inhousemagazine, builtaround thesharing ofknowledge –creating acommunity ofreaders

Low Hard-copy /online

‘The Story ofyour Family’ –An Heirloom

See New Ideas section. Chosen onclient-by-client basis

Building the clientrelationship

Coffee table book(or alternative,based on wishesof client)

Low Hard-copy only


Engaging events

Done well, events can give you a fantastic opportunity to speak directly to your target audience. While the GAA conference is a great started point werecommend TFO builds on the success it has had with this event and offers a range of event-based opportunities for clients and potential clients.


Targetoutcomes

Functionality Priority

GAAConference

See New Ideas section. Private andInstitutionalinvestors

Building thecommunity

Thoughtleadership

2/3 day event with a seriesof closed-door side-eventsfor individual audiences

High

Seminars A series of seminars held in different cities in theregion, providing a short introduction to key topicson TFO’s radar.

The events materials – presentations, hand-outs –should be made available on the website, requiringlog-in. The manner in which individual clientsand/or prospects interacted with this informationwould provide vital information for future clientrelationship management.

All Developingnewrelationships

Building yourdatabase

2-hour seminars followedby Q&A in cities across GCC

Medium

Developingthe nextgeneration

See New Ideas section. Private investorclients andprospects

Deepeningrelationshipswithin thefamily

A series of seminarstailored for managingfamily wealth

Medium

Ad-hoc eventinvitations

Building a better understanding of your clientsthrough your interactions, you are well placed toadvise them of events that may be of particular

Selected clientsand key targetsonly

Building areputation forunderstanding

Development of a databaseof key events andconferences, and a database

Low


interest to them.

These may not be directly linked to theirinvestments but are of interest to them asindividuals, such as conferences on emergingmarkets or the wider financial world. The offercould include flights and accommodation, with afocus on events in cities you have offices, to allowfor your local investment staff to meet with yourclients.

their needsand forimpartiality

of client interests


A table showing the relevance of initiatives for each stage of the connect, engage and retain journey

Profile Raising

- Media coverage • •

- Development of TFO people • • •

- Sponsorship

Content Strategy

- Online Content Hub • •

- Authored Articles (for media relations) • • •

- Blog • •

- Rapid Response emails •

- Foreign visit newsletters • •

- Essays/Book •

- TFO Magazine • •

- Film Content • •

Events

- GAA Conference • •

- Seminars • • •

- Next Generation Training Academy •

- Living Case Study • • •

Connect Engage Retain


5: Draft timetable

We have put together a draft timetable showing how we would tackle the high priority initiatives.

Ongoing Processes Activities Deliverables

Jun/Jul 2011

Agree 12 month communication strategy, confirmresources, set budgets and finalise success criteria

Discuss, refine and agree key messaging with TFO

TFO Brand refresh

Scope TFO website

Communication implementation plan

Key messages document

TFO website brief

Aug 2011 TFO Branding completed

Commence development of TFO website

Authored article placed with key media in run-up toLiving Case Study

Media training for Abdulmohsin and/or key TFO staff

New Brand Book

Article placed in media

Sep 2011 Launch basic TFO website

Creation of new TFO brand templates

GAA Conference Structure & Agenda agreed

First foreign visit newsletter in new format

TFO website

Brand templates

Agenda agreed

A template and process for writing eachforeign visit newsletter

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First ‘Essay’ written and distributed to mailing list – topictbc

Essay distributed (either by email or hard-copy)

Oct 2011 ‘Rapid Response’ Plan agreed

Authored article based on the upcoming GAA conference

Plan in place, email mailing process

Article placed in media

Nov 2011Dec 2011 Launch full TFO content-hub

Launch of TFO blog

Authored Article – tbc

Content-hub

Blog

Article placed in mediaJan 2012 GAA Conference

Essay distributed – to coincide with GAA

Communications support & advisoryaround the event

Essay distributedFeb 2012 Authored Article – tbc Article placed in media

Mar 2012

Apr 2012 Authored Article – tbc Article placed in media

May 2012

Jun 2012 Authored Article – tbc Article placed in media

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6: How we can work together - fees

Monthly retainer

We suggest a monthly retainer of $50,000 per month for the first 3 months, falling to $40,000 per month after this. The higher fee in the first threemonths takes into account the extra initial resources required for the brand refresh and initial content development.

The monthly retainer will cover the following:

• Strategy development – immediate, with regular measurement and revision• Branding and key message development• Media relations - ongoing• Authored articles – 6 per year• In-depth essays – 4 per year• Media training for Abdulmohsin and selected senior staff – ongoing as necessary• GAA support – content, agenda development, speakers, speeches• Blog/newsletter content – 5-6 articles per month• Foreign visit newsletter content and distribution – 2 per month• Bladonmore in-house presence 5 days’ per month. Unlimited support from Bladonmore’s offices in London and Abu Dhabi

What is not included by the retainer:

• Website development, content writing & hosting• GAA logistics support• Printing/production• ‘Developing the next generation’ content & logistics• Seminar logistics & content• Sponsorship• Heirloom items• Film content• Press cutting service


Project fees

A number of major projects will be outside the scope of the retainer. We have listed below estimated budgets for each initiative outlined above. At this stagethey are rough estimations, based on our previous experiences:

Initiative Estimated BudgetTFO Website redevelopment $125-200,000 (depending on scope)

Film content – 6-7 minute film for use as introduction toTFO, with shorter edited versions for other uses

$60 – 100,000 (depending on scope)

Heirloom stories & book – including research, content,design & printing

$55-75,000 per book (depending on scope)


7: Case Studies

Talisman Global Asset Management

Talisman is the fund management arm of a wealthy family. Incorporated in 1999, it currently has assets under management of £1.6bn. In 2010 Talismandecided to open its doors to new investors, giving them the opportunity to invest alongside and aligned with its existing investor.

Bladonmore was asked to develop Talisman’s investor materials and train senior investment professions to present the business.

As part of a follow-up project, Bladonmore developed a media relations strategy and created a set of key messages that would appeal to the investmentmedia.

Since February 2011, Bladonmore has been retained as an adviser on both media and investor relations and works with Talisman’s in-house marketing andinvestor relations teams to create and execute an investor marketing and communications plan and engineer media and speaking opportunities to raise theprofile of Talisman.

Talisman has recently featured in a number of relevant publications; including Financial News, thewealthnet, The London Evening Standard and The DailyTelegraph.

See our most recent coverage at http://www2.goldmansachs.com/gsam/uk/advisors/products/focus-funds/n-11/index.html


Aldar Properties PJSC

Bladonmore been Aldar’s corporate communication and investor relations advisor since January 2009.

This is a wide-ranging communications brief that includes regional and international media work, strategic advice, corporate positioning, investor relationsinternal communications, marketing collateral creation and training.

As a high-profile organization that is publicly quoted on the Abu Dhabi Securities Exchange and charged with delivering some of Abu Dhabi’s most high-profile real estate projects, Aldar has relied on Bladonmore to deliver key communications initiatives on a number of critical issues and projects toshareholders, partners, employees, the media and the Abu Dhabi government, including:

- Annual Reports copywriting

- Authored Articles – placed in key local media

- Ongoing media training for Chairman and CEO

- Quarterly Project Progress Updates

- Communications support for Commercial Leasing team

- Film shot, edited and distributed as a Video News Release via Associated Press, Thomson Reuters and directly to local news stations for theopening of Ferrari World Abu Dhabi - http://www.youtube.com/watch?v=rzPL3UFFrYw

- Speechwriting for CEO and Chairman

This has been conducted during times of economic uncertainty and has enabled the Bladonmore team to demonstrate its abilities to help organizations planfor and respond to complex issues and manage situations before they emerge or escalate into critical problems.


Goldman Sachs Asset Management / Goldman Sachs

Bladonmore has been working with GSAM and GS for more than three years and has created a wide range of editorial, film , online and event-based contentto enrich GSAM’s relationships with investor and potential investors in the US, Europe, the Middle East and Asia. Our work targets institutional investors,Government pension funds, third party distribution channels and investment consultants.

Our recent projects include:

- Film and online content for GSAM’s Key Themes event programme. See http://www.gsamkeythemes2011.com/

- Event film for use at a BRICs-focused event

- Film and editorial content following the BRICs-focused event to engage with both those who attended the event and those that did not

- Editorial content for short, educational ‘Pocket Guides’ on a variety of topics: equities, fixed income, money markets, currency, derivatives, privateequity. See http://www.gsam-ml.com/insights/pocket-guides

- Websites for third party advisers at Merrill Lynch and Citi who were promoting GSAM products. See http://www.gsam-citi.com/

- Film content to support the launch of new investment products in US, Europe and Asia.

See Absolute Return film at http://www2.goldmansachs.com/gsam/uk/advisors/products/focus-funds/us-earp/index.html

See BRICs films at http://www2.goldmansachs.com/gsam/uk/advisors/products/focus-funds/n-11/index.html

- Media training for a number of senior figures at GS, including Ben Broadbent (Chief UK Economist and member of Bank of England MonetaryPolicy Committee)

Helping The Family Office to connect, engage and retain - TFO... · Your prospects will not be sold...

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