One GroupFocused Strategy
.jpg)
/ad_factsheet_bot(1).png)
Our strategy
The Group has identified four pillars of sustainable growth and differentiation which we believe will drive the future growth of the Group.
1. Insight and Intelligence
The role of this pillar is to formulate a strategic vision of how Creston should evolve its insight and intelligence offering to cement existing client relationships. We will invest in people, processes and products that can deliver greater value for money, practitioner pre-eminence and client lock-in over the long term.
The Group will draw from the expertise across the whole Group as well commit to the investment in realising the plan in terms of people, training, acquisition, affiliations and/or start ups.
2. Digital
Creston has developed a long term, insight-led digital vision that will directly influence both organic and acquisitive growth within the Group.
Our strategic aim is to invest in and drive our digital products, expertise and delivery and maintain our leading-edge positioning within the industry. Only by ensuring optimal delivery of our offering will we satisfy client demand and retain our best-in-class reputation. We aim to grow revenue faster than our competitors, whilst optimising margins through the best business process, production practices and cost control in the Creston group companies.
We will achieve this combination by investment in our business to drive client-led digital innovation and new solutions, coupled with rigid control of costs and class leading project management.
Engaging early with emerging techniques and technologies and the formation of our Digital Forum will help us develop new ways of carrying out our client work and our production functions.
3. Healthcare
Creston currently owns two specialist healthcare communications practices - RDC (PR and Medical Education) and PAN (Advertising and Branding). The Creston health pillar is best described as 'a family of healthcare communications experts' - the current synergistic relationship that exists between the companies is being built upon to enable them to prosper further both collectively and individually. Creation of cutting edge campaigns and services with other Creston group companies will put Creston's healthcare offering ahead of competitors - the addition of insight through our market research agencies ICM and MSL, new cutting edge CRM and digital offerings through partnership with TMW plus other specific direct marketing campaigns with TRA.
4. Group Offering (a branded house as well as a house of brands)
This pillar involves working with the operating companies and management in order to identify individuals, practice areas, products/services and geographic priorities deemed to be strategic priorities in order to create a compelling Group and integrated offer. It's not about identifying specific target companies, but rather, identifying target competencies and services to 'fill out' the Creston offer.
When these priorities become realities it is planned that the head of the pillar will develop and lead the seamless addition of the individual/company/product or service into the Group.
|
|
|
|
