http://www.manchestereveningnews.co.uk/news/business/s/236/236732_pooling_their_talents_pays_off.html
Pooling their talents pays off
Simon Donohue
20/ 2/2007
IT might be something of a corporate clich', but `blue sky thinking' really did play a part in the birth of the Hasgrove Group.
Chief executive Rod Hyde was on a sunshine holiday on the Greek island of Lefkas when he chanced upon fellow founding director Rob McLoughlin at a cocktail party welcome meeting.
During the course of the week, the two men came up with a plan to capitalise on the way technology was changing the world's communications needs.
"We come from totally different parts of the world of communications but realised that our worlds were coming together," said Mr Hyde, 57. "My background was one of technology, I'd previously worked in software and finance, while Rob's background was one of media and marketing services.
"We realised that we knew quite a few of the same people, but had never met each other. We decided there and then that there was an opportunity to do something exciting together. It happened in Manchester because that's where we both live."
Hasgrove Group was officially created in November 2004, with a third founding director, `finance man' Godfrey Taylor, an award-winning TV presenter and producer who used to be a director of Granada Television.
The three men raised a fighting fund of '1.6m - much of it their own money - and set off on the acquisition trail.
Poolside
And, in just three years, that same poolside dream has evolved into a pan-European marketing communications group boasting a market value of '27m and a listing on the Alternative Investment Market which raised an additional '5.4m last November.
Key to the group's vision is adapting to the needs of the marketplace while bringing together companies with complementary communications skills.
Eight deals totalling '19.6m have been completed to date.
The first deal came in March 2005 with the '2.2m acquisition of Connectpoint, an integrated marking consultancy offering advertising, PR and marketing services from a base in Quay Street, Manchester.
At the same time, Hasgrove did deals totalling '300,000 for the Flent Public Relations and Carm Media businesses.
Hasgrove paid '11,000 for the On-Line Direct Marketing company in October 2005. The Chase - a respected design agency with offices in Manchester, Preston and London - was acquired last March for '1.6m.
The group's largest acquisition to date was the '6m purchase of Interel SA, which is based in Brussels and has offices in Paris and Prague. Its services include corporate communications, brand marketing and government relations.
It spent '11,400 on Spirit Marketing Communications in August 2004 and in February purchased Cabinet Stewart in a '1.59m deal. The Brussels-based EU Public Affairs consultancy is seen as being `highly complementary to' Interel. The Hasgrove Group now has more than 200 employees and a similar number of clients.
Brands
They include some of the world's best-known brands, many of whom - Swinton Insurance, Keycamp and drinks giant Diageo - are already utilising the skills of more than one Hasgrove Group company. Other clients include MUTV and Co-operative Funeralcare (advertising), Nivea and Nokia (PR), UNISYS and CISCO (PA), informa and SurgiCare (digital) and YorkshireWater and Citibank (design).
Indeed, Hasgrove sees cross referrals between its brands as one of the key factors for organic growth.
But the company is still acquisitive. It has a '6m war chest and could pull off even bigger deals by offering a mix of a cash and shares to potential targets.
In particular, Mr Hyde says he would like to work with some of the smaller, pioneering technology companies which exist across Manchester.
"They will be working on ideas within the world of communications which we haven't imagined yet," he said. "What we can provide is a bigger platform."
The Hasgrove philosophy is one of allowing the companies it buys to continue with minimal interference, Mr Hyde explains.
"We have great teams working for us. We essentially buy in their vision and support them.
"We are not going to try and change the cultures of those organisations. My main role is to spend time supporting the management in growing that vision faster and that's really exciting."