|
Thomson Financial Services – Public Relations
The
Challenge: The merger of three independent Thomson businesses created confusion among client base and press. Thomson Electronic
Settlements Group needed to establish a unified identity and to elevate its profile, beyond that as a product vendor, to become
an authority on key industry issues.
The Solution: Establish a new identity for Thomson ESG and successfully
tie organizational strategy to key industry issues (T+3 trade settlement, Straight-Through-Processing, Conversion to the Euro,
Global Trade Messaging Standards) by developing industry white-papers and proactively positioning spokespeople as reputable
authorities on speaking panels and industry conferences.
The Results: More than 400 media placements in leading
financial press within eight months (including several cover stories). Numerous speaking engagements in global forums. Establishment
of Sr. Managers as leading industry authorities on key issues and an overall expansion of solution (vs. product) sales that
were directly attributable to Thomson’s public positioning.
Thomson Financial Services – Digital Strategy
The
Challenge: Thomson ESG had multiple legacy product lines that were operating on legacy silo technology platforms (DOS,
Client-Server architecture). The requirement was to devise a new technology and data architecture that utilized Internet technologies
to capture, store and deliver data elements securely on an on-demand basis around the globe, 24X7.
The Solution:
Development of the ITM Intelligent Trade Management platform that allowed clients to network virtually and to capture, retrieve
and communicate relevant trading and settlement information on a real-time basis vs. the former model of batch communication
and storage. The ITM platform and subsequent product line migration revolutionized delivery of trade and settlement instructions
and set a new operational industry standard.
The Results: Rapid industry adoption, and a dramatic increase
in revenues over a four year period. Former products were effectively replaced and new transaction product lines deepened
and expanded existing client relationships, providing annuity revenues that grew from $12million to $80million over three
years.
© 2005, Verve Partners
617-699-4362
sueb@vervepartners.com
|
