the bulletin - results...

Enterprise Mobility

Merkle acquires PeriscopixContent meets techCaptify secures funding

ISSUE 65

Leading advisor on M&A and fundraising to the global marketing, technologyand healthcare sectors

THE BULLETIN

ALSO IN THIS ISSUE

Units

(m

illio

ns)

02012

20142016E

2018E

500

Smartphones Tablets/hybrids

1,000

1,500

2,000

2,500

870.3

1,530.0

1,698.0

2,159.0

725.3

145.0 1,300.4

229.6

263.0

1,435.0

286.0

1,873.0

312

21

21

4

116

125

109

22

geographical split

North America

South America

PEbackeddeals

Crossborderdeals

UKWestern EuropeEastern Europe

Middle East

AfricaAPAC

deal type

57

217

volume of deals

730

US$11.7bn

deal value

$

monthly deal volume

9

top marcoms buyers

top marcoms sectors

266

198

266

Jan

78

Feb

102

Apr

72

May

69

Jun

57

Jul

106

Aug

74

Sep

86

Mar

86

Content

30

Social Media

31

Mobile

48Website Design & Build

34

Direct Marketing

37

Events & Experiential

38

Printing & Publishing

53

Advertising

42

Public Relations

57

Full Service Digital

78

WPP41

2015

13

10

7

6

54

3 3 3 3 3

Omnicom

Dentsu Aegis

MDCPartners

Havas

Hakuhodo

CHR Group

Bertelsmann

Communisis

CVC Capital

Edelman

Publicis

STW Group

IPG

2

FOREWORD

IN THIS ISSUE...

A warm welcome to this new issue of the Bulletin

3

8-9

13

4-5

10-11

14

12

6-7

15

www.resultsig.com

REST OF THE WORLD

CAPTIFY SECURES FUNDING

MERKLE ACQUIRES PERISCOPIX

CONTENT MEETS TECH

M&A: H1 2015IN FOCUS

DEALS & REPORTSCHARITY & THE TEAM

CYBERSECURITY& mHEALTH

Technology, changing consumer behaviour and disruptive business models are forcing unprecedented levels of transformation across the three sectors we work in – marketing, technology and healthcare.

I don’t think any other industries are

characterised by innovation, disruption

and creativity in quite the same way, and

we consider ourselves very lucky to work

in such a dynamic environment. In this

Bulletin we have focused in particular on

some of the common themes which impact

these sectors; mobility, data, content and

internationalisation, as well as taking a

deeper dive into M&A and fundraising trends.

The year so far has been an exciting one for

Results International, with many of the deals

we have worked on reflecting the changing

face of advertising and marketing.

We were delighted to advise Periscopix, a

leading UK-based performance marketing

agency, on their transaction with Merkle,

one of the largest independent players in the

US online advertising market and one with

a very strong position in the world of CRM

and data. On page three Craig Dempster of

Merkle outlines the rationale behind the deal

as well as the company’s acquisition and

expansion strategy.

We are also delighted to have advised the

team at Captify, the pan-European leader

in Search Retargeting on their £8 million

Series B fundraising. Search Retargeting

is one of the fastest growing segments in

the digital media industry, and has a unique

position sitting as it does at the meeting

point between search and display. Dominic

Joseph, Co-founder and CEO of Captify,

shares his thoughts on page twelve.

Globalisation remains a key theme in our

markets, particularly the ongoing emergence

of acquirers from Asia. We were very

pleased to work with Cheil Worldwide on

their continued international expansion, as

they invested in independent agency iris.

Looking ahead, we have a fantastic line

up of speakers confirmed for our annual conference, taking place on 8th October at

the London Film Museum. The spotlight

will be on the ongoing transformation of

advertising and marketing, and our speakers

include some of the most disruptive players

in the sector including Accenture, Facebook,

Merkle, Vice and You & Mr. Jones. You can

find out more details and how to buy tickets on our website and in this Bulletin.

We hope you enjoy our new look Bulletin.

ENTERPRISEMOBILITY

Julie LangleyE [email protected]

Julie LangleyPartner

3

MERKLE ACQUIRES PERISCOPIX

In May 2015, Merkle, the largest independent data driven performance marketing agency in the US, acquired UK-based digital conversion specialists Periscopix (advised by Results) in a deal which spearheaded their push into Europe.

This hotly followed an announcement by

CEO David Williams, that Merkle was

planning to spend $1 billion on acquisitions

in the next five years to ensure that, along with fast organic growth, they double in

revenue to $1 billion.

We caught up with their Digital Agency head

Craig Dempster to discuss what they look

for when acquiring businesses, why M&A is

so important to them and how companies

like Periscopix can go about attracting more

investment from the US.

So, why Europe?

Periscopix was the first acquisition for Merkle in Europe, following a few years

of successful growth in Asia. When asked

what was driving this European expansion,

Dempster admitted that they were starting

to get more and more pressure from US

multinational clients that are US-based but

doing business worldwide. “They require

similar services and capabilities in global

territories, especially in the UK, which we

could not deliver to the same standard

without a presence on the ground.”

Now that Merkle has made its first steps into Europe, will there be more acquisitions and, if so, what are they looking for?

In Dempster’s eyes, there are three key

criteria: capabilities, culture and scale.

“Merkle’s value proposition is about the

combination of next generation marketing

services. This is made up of information

analytics and technology for marketing

and performance marketing. It’s these two

worlds brought together that create the

CRM agency value proposition. When we’re

looking for companies to acquire they are

going to fit into one of these core areas and ultimately will provide services that

enable customer experiences whether that

be the creative, the media or the channel

experience creation capabilities. Once we

acquire or attract the customer through

our media capabilities, a lot of interaction

happens at the site level and the key

question for us is how do we optimise that

experience?” Here Dempster references

Merkle’s acquisition of Pointmarc in April

2015, a company that uses analytics and

data to effectively optimise the experience of

sites to create better conversion.

Second on the list for Dempster is the quality

and ambition of the management team and

the culture of the company. “This is such a

critical component to our decision making

criteria. There has to be real compatibility

in terms of the culture and mind-sets of the

management team. When we meet the

management for the first time, we’re either excited or we’re not. It’s polarising. It just

feels right or it doesn’t. It’s black and white,

we walk out saying yes or no just from

that first meeting. We’re a work hard play hard organisation that spends a lot of time

together so we want to spend our time with

like-minded/smart people we enjoy being

around”.

Finally, Merkle are looking for scale. “There

are things you experience as part of a 30

person company and things you experience

having grown to a 100 person company.

There’s a big difference between the

two. We are looking for those 100 person

companies with a revenue profile of $15-40 million and margins of at least 20%.”

What is your view on structure and life post-acquisition?

So with a number of acquisitions on the

horizon, we wanted to know what the typical

deal structure looks like for a Merkle deal.

“We want to pay fairly for a business and we

tend to do cash at closing plus an earn-out

but we are generally quite flexible. We love paying the earn-out, it means we got what

we wanted: a successful company. We are

looking for the management team to commit

and to stay around…we’re interested in

people who are looking at the next three to

five years and running with us.

When it comes to multiples, Merkle is a tech

enabled services company and a service

company should be making money from

day one. We’re not going to be buying

companies off multiples of revenue, but off

EBITDA.”

Merkle take life post-acquisition very

seriously. “We have a very deliberate

process from a brand integration standpoint.

The day we acquire the company it becomes

“Company name - a Merkle company”

and then ultimately that brand goes away

because we’re not a holding company. It’s

about one integrated company, one brand,

one team.”

So, what’s next for Merkle?

Now that they’ve conquered the

performance media space, we asked

Dempster what was next on his agenda.

“The next thing you will see us do in the UK

is information analytics and technology that

ultimately can be coupled with performance

media to offer a similar type of value

proposition that we have in the US. We will

start in London and then potentially move

into France and Germany. Following that

we will be looking at continued expansion in

China and then onto LATAM.”

How can European companies attract investment from the US?

“Most importantly, work with global brands.

Next, make sure you illustrate a value in

Europe, not just a specific territory within Europe. For buyers to have to go around

and build businesses territory by territory

is an expensive scheme and strategy, so if

they can get to Europe through a company

that can deliver across Europe or major

countries within Europe, that is attractive.

Finally, there are a lot of companies that

are stuck in that £3-7 million space which

suggests a lot of fragmentation in the

market and inability for people to achieve

scale. Companies that break out of that

group, such as Periscopix, will be more

attractive for US buyers as they require less

management for further growth.”

And is hungry for more

www.resultsig.com

Craig DempsterExecutive Vice President, Digital Agency Group Leader, Merkle

Julia Crawley-BoeveyE [email protected]

4

What’s the current relationship between content and tech?

Until recently, both tech and content have

been developed independently of one

another. But no more is this the case

– tech platforms are sophisticated and

now offer brands an ability to scale their

message, voice and advertising, globally

and frequently with the push of the button.

But widespread and frequent circulation

is redundant unless the content being

distributed is of the highest quality. No

brand wants to buy advertising space or

pay for editorial that isn’t of the highest

quality and on-message. So both content

and technology are now finding a way to co-exist, both growing together in sophistication

and efficacy and new-age content agencies in particular are focusing on rapidly

developing content to keep up with the scale

and frequency that tech now demands.

The rapid rise and continued growth of

native advertising is absolutely an example

of the two working together harmoniously

and effectively, generating relevant and

contextually ‘native’ content, ensuring

that ads delivered are audience relevant

and consequently generate excellent

engagement and return.

Still fairly nascent, the native market is still

finding its feet although brand clients of both agency and tech companies are adopting

native content and advertising strategies

with great success – ultimately native (and

whether it should be referred to as a specific channel remains up for debate, according

to our panel) tackles what brands really

want – delivering all content that is most

relevant to the audience. This is what the

entire advertising industry has always tried

to tackle, from humorous creative through to

data-driven or algorithmic targeting. What

is key however, is that brand demand now

is underpinning the co-existence of content

and tech and we’re all excited about the

future of this trend in the industry.

Who handles content and native budgets?

Content developers and tech platforms can

find themselves talking to a wide group of people about the budgets for their services

– from brand content teams and other brand

teams, content agencies, media agencies,

research teams and PR people. The

consensus around the table is that the lines

remain blurred.

“Whereas before there weren’t really

content marketing briefs out there, media

agencies now often have a big brand

coming in saying, we’ve got a content

The online content landscape is shifting as fast as the technology enabling it evolves. Results International invited eight industry experts from across the full spectrum of the content world to a round table discussion on the future of content in an increasingly programmatic world. This was chaired by Dominic Mills, former Campaign editor and Mediatel columnist and was held at The Gherkin.

CONTENT MEETS TECHSweet spot or illusory dream?

www.resultsig.com

The Experts

Francis Turner, Managing Director, Adyoulike

Nick Stewart, Global Head of Digital, Bacardi

Jamie Toward, Head of Content, MEC

Mark Hawkins, CEO, One Two Four

Richard Nunn, COO, Powerlinks

Sean King, CEO, Seven

Julia Crawley-Boevey and Mark Williams, Results International

5

marketing strategy, can you come and help

us to deliver it? Brands have woken up and

decided they’ve got to sort this out; it’s no

longer a downstream issue that they can just

hand to marketing managers.”

According to brands, the budget question is

largely about planning. Three or four years

ago it was ‘we need broadcast assets, we

need some outdoor assets, we need a bit of

digital and we need a press release’.

Now it involves asking who the audience is

for this particular brand and this particular

proposition; what does the ecosystem look

like and therefore ‘what do we need to fill it?’

When brands’ content is going to be playing

out, over time, in lots of different ways

using various content assets ranging from

the six-second Vine up to the thirty-minute

documentary, it puts different stresses on

what is spent and where.

Who creates the content?

One member of the panel explained that

“The lines between partner, client and

competitor have become very blurred –

requiring content agencies to have very

grown-up and transparent conversations

from the outset. In creative areas they have

to be very transparent with clients and the

partners they work with, because they might

be buying one part of the solution from one

but another part from somewhere else in the

value chain.”

Brands have also noticed the challenge

of big agencies moving and changing

more slowly than newer ‘next-gen’ content

agencies, which are now under threat

by these new agencies that are building

specialist content capability in-house,

gearing themselves up for rapid but still

high quality content development and

at the same time saving a lot of money

on production which, of course the large

agencies do slower and at significantly

greater scale and cost. “There is a sense

that these new agencies are actually moving

faster than some of their bigger agency

partners.”

Is the tech tail wagging the quality and creativity dog?

Technology is a means to an end and crucial

to help drive efficiency. In years gone by,

creativity was art and science played second

fiddle. It’s now a much more level playing

field where the science is informing the art.

There are usually three simple questions

that advertisers need to answer:

1 – is it the right thing for the audience?

2 – is it the right thing for the brand?

3 – is it contextually appropriate?

Advertisers want to be less interruptive with

their online presence and tech is allowing

them to be more immersive with content that

is appealing to people in general, enabling

more pull.

“You might only have room for 150 sales

people and they can only do what they do

seven or eight hours a day, but a 24/7 tech

platform is always on.”

However, smarter tech may not always

be the Holy Grail some claim it is: there

is consensus that some brands may feel

forced to compromise on the quality of their

content in order to deliver the scale and the

efficiency.

How do you measure the success of content and native advertising?

The measurement of content efficacy is

a long way behind the measurement of

more traditional above-the-line TV and

traditional media campaigns when it comes

to demonstrating ROI and brand awareness

which makes it harder to prove the case for

content to CMOs.

Agencies are looking to link standard

metrics with viewed duration and the like,

plus multi-variant testing when brand logos

are introduced inside a video, what size

the logo is etc. and seeing variances in

brand health at the end of it. They believe

that we’re going to end up, within a year,

with something that looks like a fairly solid

measurement standard.

Historically this has been an audience-driven

issue. “Interruption-based advertising is

easier to measure because it happens pretty

quickly and you go in and you come out the

other side. Content marketing exercises are

often longer, so there’s a cultural issue that

most measurement is based on the shorter

term rather than the longer term.”

Driving credible output should make a

better case for clients to secure larger

content budgets. We’re now at the stage of

testing online tools with brands that should

measure the effectiveness of content around

brand association and the attributes that

drive behaviour, so agencies can say this

is actually delivering what we want it to

deliver.”

Ultimately, it was agreed that if providers

want to get more money into content –

they’ve got to be able to prove that it’s

working and bring in more analysts and

researchers.

What’s the logical transition for native and content advertising?

The panel discuss possible consolidation in

the content space and suggests that AOL or

Google will continue to buy tech to build on

existing platforms faster.

Others are more tentative about M&A in

the space, warning that consolidation has

a potentially negative effect on innovation.

However, innovation is precisely why large

vendors consolidate in the first place.

Interestingly however, as brands require the

scale of content marketing on a global basis,

it might not be just consolidation of the big

boys - smaller groups might well partner or

acquire because they need to achieve scale

to make them attractive to their brand clients

and then ultimately, in the future when they

are established globally, attractive to the

large vendors with the deep pockets to pay a

top price for global capability.

So what does the future hold?

Some of the panel still see a lot of money

going into display and continuing arguments

over measurement, while others suggested

there might be agency consolidation while

personalisation arrives en masse.

What seems certain is that there will be a

continued evolution of native programmatic,

as brands like Google and Facebook enter

the fray to shake up the industry and assert

their dominance on the sector.

www.resultsig.com

Mark WilliamsE [email protected]

6

M&A: H1 2015 IN FOCUS

In the marketing and communications sector,

Dentsu Aegis Group was the most prolific buyer in H1 2015, with 4% of all deals. Although not in the top 10 buyers, business

services groups Deloitte and Accenture were

back among the top buyers for the first time in a while with two deals each. However,

in the first half of the year we also saw acquisitions from less well-known buyers

such as Paperhat Group, a UK-based

Marcoms company specialising in creative,

consulting and procurement, and MCI, a

Swiss events company that acquired three

other events companies.

It is the first time that WPP has fallen from the top spot in a number of years for

Marcoms deals. However, it looks as though

WPP’s efforts in H1 2015 have been to focus

on the AdTech space as WPP accounted for

4% of all AdTech and MarTech deals in H1

including the acquisitions of ActionX and

comScore.

Private Equity interest in the Marcoms sector

still remains strong, accounting for 7% of

all deals done. However, this is a lower

percentage than in previous years as the

valuations and deal structures emerging

from the strategic buyers are proving too

competitive for many PE investors. PE

activity in the AdTech and MarTech sector

remains very low, with many companies still

focused on top-line growth and sacrificing profitability for scale. Only 5% of the AdTech M&A deals in H1 2015 (7% in H1 2014)

were backed by traditional PE, although

fundraising levels remain high.

The number of cross-border deals in H1

2015 was slightly down on 2014, from 29% of the market to 27%, and more than half

of all global sports marketing deals were

international. In fact, two-thirds of the M&A

involving sports marketing businesses was

cross-border in the first half of the year.

Comparing the first half of 2015 to the same period last year, M&A activity involving North

American targets rose from 44% to 47% of the market, while the UK’s share dropped

from 15% in H1 2014 to 11% in H1 2015.

The most active sector in H1 was full-service

digital (10% of the total) followed closely by

PR and branding, which has seen a big jump

in interest since H1 2014, where it didn’t feature in the top 10 sectors.

geographical split

PEbackeddeals

Crossborderdeals

deal type

31

126

volume of deals

464

US$6.4bn

deal value$

monthly deal volume6 top marcoms buyers

top marcoms sectors

WPP

19

15

10

7

3

3

3

3

33 3

Omnicom

Keda Group

Letong Chemical

Sandbox Group

DentsuRuder Finn

Publicis

The Reach Group

Havas

MCI

Jan Feb Mar Apr May Jun

218 246

64

7480 82

78

86

Creative 20

Advertising 23

Events & Experiential 26

Direct Marketing 26

Integrated 26

Website Design & Build 27

Mobile 29

Branding 30

Public Relations 30

Full Service Digital 47

220

10 4

5

84

78

5112

North America

South America

UK Western EuropeEastern Europe

Middle East

AfricaAPAC

geographical split

PEbackeddeals

Crossborderdeals

deal type

31

126

volume of deals

464

US$6.4bn

deal value$


top marcoms sectors

WPP

19

15

10

7

3

3

3

3

33 3

Omnicom

Keda Group

Letong Chemical

Sandbox Group

DentsuRuder Finn

Publicis

The Reach Group

Havas

MCI


218 246

64

7480 82

78

86

Creative 20

Advertising 23


Direct Marketing 26

Integrated 26


Mobile 29

Branding 30

Public Relations 30


220

10 4

5

84

78

5112

North America

South America


Middle East

AfricaAPAC

geographical split

PEbackeddeals

Crossborderdeals

deal type

31

126

volume of deals

464

US$6.4bn

deal value$


top marcoms sectors

WPP

19

15

10

7

3

3

3

3

33 3

Omnicom

Keda Group

Letong Chemical

Sandbox Group

DentsuRuder Finn

Publicis

The Reach Group

Havas

MCI


218 246

64

7480 82

78

86

Creative 20

Advertising 23


Direct Marketing 26

Integrated 26


Mobile 29

Branding 30

Public Relations 30


220

10 4

5

84

78

5112

North America

South America


Middle East

AfricaAPAC

Creative 20

Advertising 23


Direct Marketing 26

Integrated 26


Mobile 29

Branding 30

Public Relations 30


The global M&A market for Marcoms, AdTech and MarTech has remained stable from H1 2014 to H1 2015 but, overall, we saw 4% fewer deals being completed this half than last. In 2015, Q2 has seen 10% more activity than Q1 and of all the global deals done in H1, 73% were by companies that made just the one acquisition reflecting a raft of new entrants into the global acquisitions market – an exciting development. geographical split

PEbackeddeals

Crossborderdeals

deal type

31

126

volume of deals

464

US$6.4bn

deal value$


top marcoms sectors

WPP

19

15

10

7

3

3

3

3

33 3

Omnicom

Keda Group

Letong Chemical

Sandbox Group

DentsuRuder Finn

Publicis

The Reach Group

Havas

MCI


218 246

64

7480 82

78

86

Creative 20

Advertising 23


Direct Marketing 26

Integrated 26


Mobile 29

Branding 30

Public Relations 30


220

10 4

5

84

78

5112

North America

South America


Middle East

AfricaAPACgeographical split

PEbackeddeals

Crossborderdeals

deal type

31

126

volume of deals

464

US$6.4bn

deal value$


top marcoms sectors

WPP

19

15

10

7

3

3

3

3

33 3

Omnicom

Keda Group

Letong Chemical

Sandbox Group

DentsuRuder Finn

Publicis

The Reach Group

Havas

MCI


218 246

64

7480 82

78

86

Creative 20

Advertising 23


Direct Marketing 26

Integrated 26


Mobile 29

Branding 30

Public Relations 30


220

10 4

5

84

78

5112

North America

South America


Middle East

AfricaAPAC

TOP MARCOMS BUYERS

MARCOMS GEOGRAPHICAL SPLIT OF TARGETS MARCOMS MONTHLY DEAL VOLUME

MARCOMS DEAL TYPE

TOP MARCOMS SECTORS

www.resultsig.com

New buyers are emerging

7

Advertising platforms continue to be the most

active sector within Adtech and comprised

a third of all global M&A deals in H1 2015

as they did in H1 2014. M&A transactions involving social media businesses were also

remarkably consistent as a percentage of

total deal value accounting for 17% in both

H1 2014 and H1 2015.

In addition, marketing automation

businesses saw activity double from the

first half of 2014 to the first half of this year, from 8% to 15% of all global AdTech deals.

However, mobile has seen a decline from

26% to 17% in the same period.

Key acquisitions In H1 of note in the space

include Chango and The Rubicon Project,

WPP and Comscore, Verizon and AOL,

Infosys and Skava, Neilsen and Exelate and

Dun & Bradstreet and NetProspex.

Geographically, North America remained the

most active location for AdTech transactions

with 54% of all deals in H1 2015 (64% in H1 2014). Also in H1 2015 as compared to the same period last year: UK fell from 7%

to 5%; APAC increased from 8% to 15%;

Western Europe increased from 14% to 16%; and South America increased from 2%

to 4%.

The disclosed value of $1.4 billion comes from 98 deals (32 for advertising platforms, 20 in marketing automation, 16 for mobile,

14 for social media, nine for eCommerce

and seven in video) with the top AdTech and

MarTech sector buyers being WPP with four

and two by Hi-Media. All deals worth over

$100 million were for ad platforms.

What are our predictions for the rest of the 2015?

In areas such as digital and mobile, M&A is

seen as a cost-effective and straightforward

way to get the expertise agencies need. With

the rise of consumer power, the need for

data is at its highest and agencies that can

create relevant content on multiple platforms

will be top targets as buyers continue to

value hard-to-find revenue growth and capability they don’t currently have.

As the market becomes more and more

fragmented, acquisitions of ad platforms

will continue to dominate due to a desire for

better digital advertising technology among

both the big networks and smaller players.

Emerging players in eCommerce and social

media platforms will continue to invest in the

sector to help monetise their growth, and

the big players such as Google, Facebook

and Twitter will continue to make moves into

mobile and video to consolidate the market.

On top of all this, the IPO market is buoyant

once again, meaning there will be some well

funded new potential buyers coming into the

market in the months to come.

It will also be intriguing to see if the trend

of deal activity moving away from North

America continues over the coming months,

or if this first half was just a flash in the pan. The region is still far and away the

major force in AdTech M&A, but there are

emerging centres of AdTech and MarTech

in APAC and Western Europe that we

believe will see many more deals over the

coming years – particularly as the large

dominant US players seek international

growth and look overseas for innovation and

differentiation.

geographical split of targets

PEbackeddeals

Crossborderdeals

deal type

10

62

volume of deals

199

US$9.2bn

disclosed deal value$

monthly deal volume6 top adtech and martech buyers

top adtech and martech sectors

4

4

8

32

2

2

22

2

2

2

22

2

Nielsen

ProSiebenSat. 1

Twitter

Vista Equity PartnersYello Mobile

Google

AppNexusBlueFocus

AppLift

Hi-Media

Leo Group

Flipkart

Gravity4

WPP

Sprinklr

Mobile 34

Marketing Automation 30

eCommerce 22

Video 12

Advertising Platform 67

Social 34


98 101

29

35 3432

41

28

108

8 3

5

32

29

104

North America

South America


Middle East

AfricaAPAC


PEbackeddeals

Crossborderdeals

deal type

10

62

volume of deals

199

US$9.2bn




4

4

8

32

2

2

22

2

2

2

22

2

Nielsen

ProSiebenSat. 1

Twitter


Google

AppNexusBlueFocus

AppLift

Hi-Media

Leo Group

Flipkart

Gravity4

WPP

Sprinklr

Mobile 34


eCommerce 22

Video 12


Social 34


98 101

29

35 3432

41

28

108

8 3

5

32

29

104

North America

South America


Middle East

AfricaAPAC


PEbackeddeals

Crossborderdeals

deal type

10

62

volume of deals

199

US$9.2bn




4

4

8

32

2

2

22

2

2

2

22

2

Nielsen

ProSiebenSat. 1

Twitter


Google

AppNexusBlueFocus

AppLift

Hi-Media

Leo Group

Flipkart

Gravity4

WPP

Sprinklr

Mobile 34


eCommerce 22

Video 12


Social 34


98 101

29

35 3432

41

28

108

8 3

5

32

29

104

North America

South America


Middle East

AfricaAPAC


PEbackeddeals

Crossborderdeals

deal type

10

62

volume of deals

199

US$9.2bn




4

4

8

32

2

2

22

2

2

2

22

2

Nielsen

ProSiebenSat. 1

Twitter


Google

AppNexusBlueFocus

AppLift

Hi-Media

Leo Group

Flipkart

Gravity4

WPP

Sprinklr

Mobile 34


eCommerce 22

Video 12


Social 34


98 101

29

35 3432

41

28

108

8 3

5

32

29

104

North America

South America


Middle East

AfricaAPAC


PEbackeddeals

Crossborderdeals

deal type

10

62

volume of deals

199

US$9.2bn




4

4

8

32

2

2

22

2

2

2

22

2

Nielsen

ProSiebenSat. 1

Twitter


Google

AppNexusBlueFocus

AppLift

Hi-Media

Leo Group

Flipkart

Gravity4

WPP

Sprinklr

Mobile 34


eCommerce 22

Video 12


Social 34


98 101

29

35 3432

41

28

108

8 3

5

32

29

104

North America

South America


Middle East

AfricaAPAC

Mobile 34


eCommerce 22

Video 12


Social 34

TOP AdTech/MarTech SECTORS

AdTech/MarTech GEOGRAPHICAL SPLIT OF TARGETS

AdTech/ MarTech MONTHLY DEAL VOLUME

TOP AdTech/ MarTech BUYERS

AdTech/MarTech DEAL TYPE

www.resultsig.com

James KesnerE [email protected]

REST OF THE WORLD8

North America

1. Verizon acquired digital trailblazer AOL

for $4.4 billion, which was a huge step forward for the advertising industry as it

allows Verizon to provide solutions to

target consumers on mobile devices.

Verizon now hopes to advance from a

limited telecom provider to a mobile-first ad driven company, in the same way that AOL

transformed from an early internet access

provider to an online advertising and content

leader with the ability to provide solutions to

a number of audiences.

2. More brands are now trying to put

programmatic advertising to work through

self-service platforms, thus, entirely by-

passing agencies. Marketers have also

found success in targeting consumers with

multichannel strategy using personalisation

and engaging content.

3. The upturn in the US economy has led to

greater consolidation as more companies

have cash to make acquisitions. The US

stock market is at near record levels,

which also provides equity currency for

large companies to execute an acquisition

strategy. The increase in consumer

spending has translated into more ad dollars

spent as providers take advantage of the

additional revenue opportunities in the

goods and services market.

4. The following US emerging buyers should

be on the radar screens:

Merkle – Acquired: Periscopix, Pointmarc,

500friends, RKG, New Control

Rubicon Project – Acquired: Chango,

Shiny Ads, iSocket

Gravity4 – Acquired: adX Search AB,

Triggit, Zurmo, Argyle Social

AppNexus – Acquired: Yieldex, Mediaglu,

Xaxis’ Open AdStream, Alenty

IgnitionOne – Acquired: Human Demand,

Knotice

5. a) Mobile and Video - Mobile ad spend is

expected to double desktop spending,

reaching $50 billion in the next two

years. Users are spending more time

on mobile games

and commerce.

Furthermore,

video is growing

exponentially

and a driver of that

is the explosion of

mobile video consumption,

which has successfully

engaged users and achieved

higher advertising rates.

b) Big Data Analytics - Customer

acquisition has always been the

top priority for marketers.

Companies are allocating more

budget to use specialised

software to analyse consumer

behaviour that would allow them to

create more personalised content

and higher customer conversion.

c) Self-Service Platforms - Conventional

advertising methods will become a

thing of the past. Instead, smart

self-service platforms will provide all

the essential tools for brands to create

and run their advertising campaigns

on. Next-level features and benefits will also allow brands to measure

precisely the ROI impact of targeted

content marketing.

Latin America

1. There have been no landmark

M&A transactions so far this year in

the region, with only a few deals

mostly in digital and PR.

2. In general, Latin

America follows the trends

of the industry in the Northern

Hemisphere. The region has

an enormous market still to be

explored in terms of new technology,

platforms and new media tools, etc.

A lot still remains to be adopted

and implemented to achieve

the same levels as the USA

and Europe. We have observed

interesting movements in

the area of PR, with the

global networks making

acquisitions of some

local players, a trend

which seems set

to continue in the

months ahead.

3. Uncertainties

remain high in both

the economic and

political world which is

reflected in the business climate. A recovery is expected

next year, but at a slow pace.

4. The established Brazilian ABC

Group continues to be active as

well as Globant, an Argentina-

based digital services company listed in the

US.

5. a) Tremendous growth in programmatic

media and mobile.

b) Mergers of competitors, especially in

events, activation and digital.

c) An increase of business initiatives in

digital through innovative business

models developed by new, young

entrepreneurs, especially in urban

mobility, entertainment and social

media.

www.resultsig.com

Regional insight from our global team

What has been the most impactful and interesting deal in 2015?

What are the key new industry trends?

How has the current macroeconomic climate affected the industry?

1 4

2 5

3

Who are the emerging buyers?

What are your top three predictions for 2016?

9

North Asia

1. In China we are witnessing significant M&A activity. Four of the top 15 internet

companies globally are based in China

(Alibaba; Tencent; Baidu; JD.com). In

Japan the successful integration of Aegis

into Dentsu is driving more focused M&A

and SoftBank is positioning investment in

overseas internet-related business as its

new growth driver, moving away from its

prior focus on domestic telecommunications.

In South Korea, a relatively new kid on the

block, Yello Digital Marketing raised funds

and bought two more domestic firms, but

declared its strategic intent

when it announced plans

to acquire at least 20

marketing companies in

Asia in the coming year.

2. The Marcoms

landscape continues to be

transformed by technology

with mobility and eCommerce

increasingly driving a transaction focus to

win a share of the consumer’s wallet. New

behaviours are attracting new players, new

business models and an ever increasing

willingness to bring new technology to

market more quickly.

3. With such industry flux and newly empowered/informed consumers the rate of

innovation seems independent of macro-

economic trends. That said, the Shenzhen

Composite continues to perform well, despite

recent volatility, and is up over 100% in the

last year.

4. China – Alibaba, Tencent, Blue Focus.

Japan – Dentsu, SoftBank, Hakuhodo,

CyberAgent, Rakuten.

South Korea – Yello, Cheil, Innocean,

Daehong Comms (Lotte Group).

5. a) Innovation around mobility will have

more focus on smart phone

configuration and Ad formats optimised for mobile will include more video.

b) Earned media will become more

important to brand owners.

c) The line between B2B and B2C

content will continue to blur as

storytelling and customer experience

becomes more important than ever.

South Asia

1. There was no unusual big-bang deal in

marcoms in South Asia, though interest in

digital agencies, especially social media

agencies, and now data

analytics firms is high and will

continue to drive

M&A activity.

2. The big activity

has been in the

eCommerce space,

where there has

been intense M&A,

VC funding and

consolidation plays.

Indigenous eCommerce companies like

Flipkart took over Myntra and Jabong

and received almost $1 billion in funding;

Snapdeal received $600 million from

Softbank; Amazon too has stepped up

activity. This boom is fuelled not so much

by fixed line internet penetration as it is by mobility and mobile app development. In

its report on India’s telecom sector, Morgan

Stanley said that driven by falling handset

prices, rise in smartphone penetration and

faster bandwidth, data subscribers in India

are likely to grow an average 25% every

year to reach 519 million by 2018 with internet users rising to 330 million in 2016.

3. India now has a majority-party government

after 30 years, and Prime Minister Narendra

Modi has achieved a landslide mandate

on a platform of accelerated economic

growth. GDP is projected to grow by 7.5%

in the current year and India is poised to

overtake China as the fastest growing

economy in the world by 2017. The South

Asian stockmarket indices have jumped by

over 30% in the past year and the marcoms

industry is expected to grow by 10% in

2015-16 to reach almost $8 billion.

4. The Western global networks continue to

dominate, but heightened activity has now

started to come from Dentsu Aegis. Cheil is

also stepping up its presence.

5. a) Mobile content and apps will grow

exponentially.

b) Branded Content will be key.

c) Emerging opportunities for

partnerships/acquisitions as the trend

towards analytics and digital

accelerates.

South East Asia

1. Yello Digital Marketing acquired GushCloud, a Singapore-based influencer marketing network. This is the first acquisition by the Korean group of the stated 20 in the past 12 months.

2. As in most other markets, the Marcoms sector continues to be transformed by technology, mainly in the area of mobile and eCommerce although unlike more mature and bigger markets, multinational companies rather than independents are driving this.

3. The current macroeconomic climate has affected the industry with significantly lower growth being experienced in the key

markets of Singapore, Indonesia and Thailand primarily due to reduced demand for exports primarily to China and Europe.

4. There are very few firms with the critical mass and ambition to emerge as buyers from the region. Saying that, on the Marcoms side, there has been an acquisition push by the Australian Group STW within the region and SingTel has been actively acquiring US mobile technology firms.

5. a) Focus on increasing data management and analytics capabilities. b) Branded content will continue to grow in importance. c) Acquisition activity and interest will move from the mature market of Singapore to developing countries namely Indonesia, Thailand and Indo- China.

www.resultsig.com

10

ENTERPRISE MOBILITY

As emerging mobile native players such

as Uber, Airbnb, Spotify and others use

software to disrupt traditional industries, a

huge and as yet relatively untapped market is

emerging, assisting established businesses

in transforming their entire operations by

putting software, mobility and agility at the

core of their business, not at the periphery as

it has been to date. This increase in mobility

awareness combined with the surge of Bring

Your Own Device (“BYOD”) has led to the

rapid rise of the enterprise mobility market,

which has moved beyond stand alone mobile

solutions to an enterprise-wide approach

to mobility as evidenced by partnerships

between Apple and IBM and Samsung and

Blackberry.

However, the technology is at an adolescent

stage, and has significant room to improve. Innovation around the enterprise mobility

space in mobile app management, mobile

data management, IAM and mobile security

continues. As enterprises’ use of mobility

becomes increasingly complex, their

requirements to protect data and support

users will become increasingly complex as

well.

The rise of the enterprise smartphone and tablet at the expense of the PC

Mobile devices are changing from content

consumption to enterprise application tools

and are becoming the primary platform for

business processes. Smartphones and

tablets in the enterprise are becoming

the norm and are increasingly displacing

stationary workstations. We are seeing

strong adoption of tablets in the enterprise

as a means to improve the point-of-sale

experience and drive efficiencies e.g. medical professionals in hospitals. Mobile

devices are now increasingly being used

for enterprise application delivery providing

instant access to a range of tasks from

timekeeping, travel and expenses to

customer-related sales and marketing

information.

The installed base of business smartphones

Uni

ts (

mill

ions

)

02012 2014 2016E 2018E

500


1,000

1,500

2,000

2,500

870.3

1,530.01,698.0

2,159.0

725.3

145.0 1,300.4

229.6263.0

1,435.0

286.0

1,873.0

Uni

ts (

mill

ions

)

02012 2014 2016E 2018E

100

50

150


200

250

300

400

350

251.5271.4

325.0357.0

242.0

235.7 253.6 253.0

71.4

35.7

104.0

9.5

Uni

ts (

mill

ions

)

270

280

290

300

310

320

330

340

350

360

2012 2013 2014 2015E 2018E

350.6

313.8316.5

306.3

317.8

SMARTPHONES AND TABLETS/HYBRIDS MARKET GROWTH

Source:Gartner

Source:Gartner

Source:Gartner

INSTALLED BASE OF BUSINESS SMARTPHONES AND TABLETS/HYBRIDS

GLOBAL SHIPMENTS OF PCS

www.resultsig.com

and tablets/hybrids has increased in recent

years and has far outgrown the global

shipments for PCs. Gartner estimates

that the total installed base for business

smartphones and tablets/hybrids will

increase from 251.5 million units in 2012

to 357.0 million units in 2018 with the more

significant growth coming from tablets/hybrids (increasing from 10 million to 104 million during the same period).

Whilst there has only been a slight

increase in the installed base of business

“Got mobile?” If not, you can bet your competitors are eating your lunch!

The enterprise today is changing rapidly. The intersection of cloud, mobility, social networking and the Internet, what Gartner calls the “Nexus of Forces”, is making most medium and large enterprises rethink their enterprise mobile strategies.

11

www.resultsig.com

smartphones, there has been a clear

platform shift away from the more secure

BlackBerry to the more device friendly

iPhone and Android. The iPhone has

changed so much about enterprise

mobility – creating the discussions today

around mobile apps, security, BYOD,

consumerisation – and the methods to

employ these changes.

The key trends of policy (BYOD/

consumerisation, regulations, security),

mobile apps and focus on security started

back in 2007 when iPhones began seriously

entering the enterprise market.

The ongoing security challenge

There is increased focus on the software

and platform innovation required to manage

the growing number of devices (iOS,

Android, BYOD) and the effects it is having

on enterprises.

CTOs and IT departments are concerned

about the security challenges as enterprise

data leaves the perimeter. In many cases,

smartphones and tablets are neither

governed nor monitored, meaning that they

can introduce network threats and negatively

impact an organisation’s compliance status.

Today’s organisations need a solution that

provides them with tools to proactively

monitor, control and protect the enterprise

from end to end – across devices, apps,

data and network – where IT departments

are the gatekeepers of corporate data and

applications, and are less concerned about

the specific devices in users’ hands.

Instead IT departments will focus on users

and their roles, determining the level of

access they have to enterprise data based

on their level of trust and responsibility. As

solutions solidify their secure access and

logging, we expect even broader and more

pervasive adoption from enterprises.

Google’s new Android for Work solution may

well be a game-changer for driving broader

adoption of Android in the enterprise. CTOs

have typically been concerned with the more

open approach in Android around versions

and applications versus iOS, which tends to

be a more tightly controlled ecosystem.

Android for Work, which derives from

Samsung’s KNOX platform, may help drive

incremental demand as Google works

to create an enterprise-class platform.

MobileIron, Airwatch and others have

indicated support for this platform.

The emergence of the app but the UX still lags

As enterprises advance in their mobility

deployments, mobile apps will become an

integral part of critical business processes

rather than an optional feature for business

applications. However, in terms of usability

and design, enterprise mobile apps are yet

to catch up with mainstream consumer apps

with business and technical requirements

having always taken precedence with user

testing and validating always something that

was done at the end of the project.

With IT spend in mobile app development

set to increase, organisations will require

end-to-end monitoring, analytics tools to

measure and understand user behaviour,

as well as performance metrics for all

the elements that can impact the mobile

experience across the user lifecycle,

including app crashes, processing on the

device, network performance and backend

business application performance. This is

already evident in the case of customer-

facing apps in verticals such as mobile

commerce, retail and travel; while these are

the early adopters, best practices in mobile

analytics and user engagement are already

spreading across the enterprise. SAP has

recently declared that the mission of its

UX is to ‘Deliver attractive applications that

make people successful at work’ with the

goal of providing employees with the right

tools and data, when and where they need

them, regardless of their location or the

device they choose to use.

This growing trend is

supported by M&A. Since

2012 there have been c.450 M&A transactions in the

enterprise mobility space, of

which c.65% have related

to supporting and developing applications.

Notable transactions have included Oracle’s

$550 million acquisition of TOA (US-based

in-field workforce management solution), SAP’s $7 billion acquisition of Concur

(US-based workforce travel and expense

management solution), Yahoo’s $270 million

acquisition of Flurry (US-based mobile app

analytics and advertising startup), Infosys’

$120 million acquisition of Kallidus (US-

based mobile eCommerce website and

app developer) and Twitter’s $38 million

acquisition of Crashlytics (US-based

software that identifies and prevents app crashes). This flurry of activity already looks set to continue in 2015 and beyond.

The growing impact of wearable tech

In contrast to UX, wearable tech is

catching on more quickly in the enterprise

than with consumers, largely because of

the compelling business use cases with

large software vendors such as SAP and

Salesforce having already brought solutions

to the market that utilise wearables, with

companies such as Epson, Google, LG,

Samsung, Sony and other device makers

also supporting the charge.

But why do wearables have the potential to

be so disruptive? For starters, they can

(i) boost employee efficiency by providing real-time data access while freeing the

hands to hold tools or equipment;

(ii) can enable a powerful new level of

video collaboration, e.g. by connecting field workers with more experienced colleagues,

who can then see exactly what the field worker is seeing; and

(iii) can make it faster and easier for

enterprises to make business decisions,

compressing the time between intention and

action to literally seconds.

Given the value proposition for enterprises,

it is not surprising that industry analysts and

other companies are predicting wearables

will be big business. Gartner forecasts

that smartglasses will make employees

more efficient, adding more than $1 billion per year to company profits by 2017 and APX Labs, maker of smartglass software,

estimates there are

approximately 40 million deskless workers in the US

alone who could benefit from wearables, spanning

all industries. And with the

ongoing enhancements to wearable tech

hardware (battery life, display technology,

processing power, durability, connectivity

capabilities) this impact will only increase.

Richard LatnerE [email protected]


We are delighted to have advised Captify on their £8 million Series B investment led by Smedvig Capital, with follow on commitment from existing investor Panoramic Growth Equity.

Captify is the latest international success

story emerging from the London AdTech

ecosystem, the company is already the pan-

European leader in the highly disruptive area

of Search Retargeting, and now has the

funding to become the leading player in the

market globally.

Dominic Joseph and Adam Ludwin founded

the business in 2011, and have built the

company into one of the fastest growing

advertising technology businesses in

Europe. The company received £1.2 million

of Series A investment from Panoramic

Growth Equity in 2013. Within two years, it

increased its gross revenue by almost 300%

and its employee base from 11 to 65. It has

opened offices in Hamburg and Kiev, with a third to open in Paris this summer, and is

expected to achieve revenues of over

£15 million this year.

Search Retargeting is one of the fastest

growing segments in the digital media

industry, sitting at the meeting point between

search and display, combining the accuracy

of search with the scalability of display,

and performs at all levels of the purchasing

funnel including customer prospecting and

conversion.

Captify has developed the largest

independent search data network in Europe,

covering 550 million unique users globally

and billions of searches. Captify works with

over 88 media agencies in the UK and over

100 in Europe; and runs campaigns on

behalf of the world’s largest brands including

Microsoft, British Airways, Barclays, Warner

Brothers, SKY, BMW, Hilton and American

Express; all of whom use its proprietary

technology to engage with consumers at the

key point of intent.

Captify has already established itself as

a pioneer in search intelligence and this

investment will facilitate further product

innovation. Captify plans to add new

channels to its product suite, launching the

world’s first mobile search product (with the global market for mobile advertising and

analytics currently valued at $18 billion,

rising to $42 billion in 2017 according to Gartner); as well as video products this year

(capitalising on a market that is currently

valued at $4 billion, and experiencing 43% year on year growth).

This fundraising demonstrates that

investor appetite remains very strong for

advertising technology businesses that

have proprietary technology, first party data, ambitious management teams and a

clearly differentiated service proposition for

advertisers. The market for digital advertising

is constantly evolving and that brings with it

huge opportunity for innovative companies

like Captify. We expect to see continued high

levels of investor interest for disruptive and

high-growth companies in the sector.

12

£8 million Series B round led by SmedvigDominic JosephCo-founder & CEO, Captify

www.resultsig.com

Julie LangleyE [email protected]

1. Why is now the right time to raise your Series B round?

Make no mistake, raising growth capital is

not an easy process at any stage, it is a

large distraction away from the running of

the business. However it can be the key

ingredient to putting your business on the

global stage and a superior position within

your market. Series B funding enables you

to make the right decisions, hire the key

team members that will be the core to your

growth structure, scale the business without

the potentially crippling pressures of cash

flow issues, and take on your competition.

2. What were you looking for in an investor?

We were looking for an investor that could

add more than just funding but also bring

value to the table, through their contacts

and experience in building and expanding

overseas high growth companies with the

right financial and infrastructure systems in place.

This hugely varies from investor to investor,

so it is important to ask plenty of questions

and remember that they are a partner for

you and your company as well.

3. Why did you choose Smedvig as your partner for the next phase of growth?

Smedvig’s hands on approach to building

businesses are exactly what we were

looking for and so far we are enjoying a

detailed and close relationship and they are

already having a huge impact and genuinely

helping us to move forward as a group.

4. What advice would you give to other entrepreneurs looking to raise their second round of institutional funding?

At Series B stage, you have proven your

model works. Now it is all about scaling.

Growth and scale happens when you focus

your attentions on the areas that you know

you need to improve.

Q&A with Captify’s CEOFace up to these, get on the front foot

as these areas of weakness can be

strengthened through Series B investment

and will become areas of strength.

5. What will be the next big shifts in advertising technology?

Advertising is becoming more and

more automated. Technology and data

management is enabling companies to trade

more efficiently with transparency, control and accuracy so our industry will continue to

shift towards programmatic.

This is leading to a further industry

shift with ongoing consolidation, M&A

and partnerships between CRM, CMS,

advertising and data players and growing

convergence between the worlds of

marketing technology and advertising

technology.


13

More and more, the public sector, while

seeking to optimise access and quality,

is looking towards the private sector for

innovation and efficiency. mHealth enables

both sectors in this regard, helping to

improve access and quality while at the

same time providing dramatic innovation

and generating significant cost reduction

opportunities.

Industrialisation of the healthcare

sector, already in motion, and driven

by technologies including electronic

medical records, remote monitoring and

communication platforms, is in many

ways the prerequisite for the flourishing of

mHealth. Patient-centric, ‘care anywhere’,

using big data and analytics, is becoming

a reality.

Healthcare is moving towards a precision

and outcomes based model. As a result

of the greater understanding of the human

genome, together with other technologies,

the industry has transformed to one that is

predictive, personalised, participatory and

preventive and mHealth is a major factor in

providing personal toolkits that help manage

predicted vulnerabilities, chronic illness and

episodic acute conditions.

Enabled by technology, connectivity and

data, mass customisation continues and

mHealth solutions are flourishing.

mHEALTH

A crucial battle – and one the bad guys are winning (for now)

The mHealth marketplace has lived up to its hype, with the number of apps doubling in two and-a-half years to 100,000 with market revenue projected to grow to $26 billion by 2017.

This emergence has addressed one of

the most pressing global challenges:

making healthcare more accessible, faster,

better and cheaper and is enabling and

accelerating three major global trends

already in play.

Regulatory reform driven by demographic

changes, such as ageing and chronic

illness, is redressing the balance between

public and private sector participation in

healthcare.

www.resultsig.com

The RSA Conference, the IT security industry’s largest annual get-together, was bigger than ever this year. The 33,000 attendees crammed into San Francisco’s Moscone Center demonstrated the level of importance once again being placed on the solutions developed by cybersecurity vendors large and small.

Key takeaways:

1: The number and complexity of attacks

is increasing: Symantec CEO, Michael

Brown unveiled a report showing that 83%

of all organisations with more than 2,500

employees will be the subject of a targeted

attack in 2015.

2: “security has failed…”: Not our words,

but those of RSA President Amit Yoran who

called for a fundamental change of approach

in his keynote address. Despite billions of

Dollars spent on product development and

the collective resolve of the industry, it is

received wisdom that fully protecting the

perimeter is no longer possible.

3: …but the fight-back is on: As well as

multiple vendors showing off their latest

solutions for detection and remediation, many

others were pushing new approaches to

proactive defence of both the endpoint and

the network.

4: There will be no silver bullet: Attacks

are more sophisticated, more targeted and

the attack surface is ever larger. As a result,

there will be no ‘one-size-kills-all’ solution

even from the largest or the most innovative

vendors. Instead, a layered defence of point

solutions bolstered by a holistic view of the

complete IT infrastructure and user-friendly,

threat intelligence data will continue to be the

most effective ways of securing the enterprise

against breaches.

5: People are the weakest link: Be it at

the user level or at the Security Operations

level where the imbalance between threat-

related information and the number of

qualified professionals continues to grow, the technological solutions to cyberattacks

need to be viewed as part of a people-centric

approach to keeping the enterprise secure.

6: British takeaway is popular: Well done

to the UKTI for generating one of the longest

queues at the show with its very tasty fish and chips!

CYBERSECURITY

Why is it attracting so much attention?

Chris LewisE [email protected]

Richard LatnerE [email protected]

OUR LATEST DEALS14

Please view all these reports on our website: www.resultsig.com/insights/knowledge-page or email us to join our mailing list: [email protected]

has made a significant initialinvestment in

has been acquired bySeries B funding round

Results International actedfor Cheil Worldwide

Results International actedfor Periscopix

Results International actedfor Captify

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CHARITYResults International supporting Age UK

This year at Results, we chose to support Age UK. We strongly believe that nobody should be lonely in later life, and understand how important it is to support the older generation. Age UK do some great work to help support the elderly and ensure that they ‘love later life.’

So far this year we’ve had several office sweepstakes on sporting events, as well as a

very successful team of runners completing

the Crystal Palace 10K run for Age UK. Our

top runner, Dan Lee, completed the run in a

seriously speedy 43 minutes!

We are also planning to organise a

Christmas dinner for some of the elderly

residents of Westminster later in the year

and send a team to ‘adopt a charity shop’

for the day to help out there. Our main

fundraising event this year centred around

the Age UK ‘Big Chinwag’, an initiative which

encourages people to get together for a good

old natter and raise money for the charity

whilst doing so. Our event took place on the

3rd July, and involved a picnic in the park,

with entertainment, games and a bake sale.

It was a great day and we raised £500 for

Age UK.

Age UK have several fundraising

opportunities running throughout the

year, including marathons, Ride 100 and

triathlons, as well as less active events such

as carol concerts and ‘the big knit’. For more

info please visit their website to find out more and get involved.

After all, the over 60s is the fastest growing

group in society and it’s important we protect

them, along with the long term interests of

future generations.

OUR QUARTERLY REPORTS

Imad KablawiRegional Partner, MENA

Sunil GuptaManaging Partner, South Asia

Chris BeaumontManaging Partner, North Asia

Eduardo SteinerManaging Partner, Latin America

Pierre-Georges RoyPartner, USA

Andrew KeffordManaging Partner, APAC & MENA

Maurice WatkinsPartner, USA

Andy CollinsSpecial Adviser

Kevin BottomleyManaging Director

Richard EyreNon-Executive Director

Keith HuntManaging Partner

Julie LangleyPartner

Chris LewisManaging Director

Anthony HarringtonDirector

Julia Crawley-BoeveyDirector

Mark WilliamsDirector

www.resultsig.com

Chloe FraserE [email protected]

Authorised and regulated by the Financial Conduct Authority

Chris JonesNon-Executive Chairman

FOR MORE INFORMATION: www.resultsig.com/ngft

Our Partners Media Partner

Thursday 8th October 2015, 2pm London Film Museum

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