Embedding Commerciality Whitepaper (1)

ft.com/corporate
EMBEDDING COMMERCIALITY
WHITE PAPER
Practical guidance on how firms are growing
professionals’ business awareness

In 2012, the Financial Times (FT) commissioned a report
investigating the relationship between professional advisers
and their clients, in collaboration with Meridian West and
the Managing Partner’s Forum (MPF). This report was based
on 569 respondents from around the world. It revealed that
clients want their professional advisers to deliver more
commercial advice as shown by the following statistics:
1. A lack of understanding of clients’ business is the biggest
factor that damages client relationships – cited by 52% of
clients – ahead of provision of inappropriate advice (45%)
and slow response to communication (45%).
2. However, only one third of advisory firms provide training
on business and commercial issues.
To investigate how leading firms are tackling the issue
of commerciality, the FT commissioned further research.
The goal of the research was to gauge the extent to which
commerciality remains a high priority for firms and how it is
linked to business outcomes, in an effort to highlight what
professional firms are doing to address commerciality gaps,
and to identify best practice for improvement.
The research was extensive, with over 1,000 participants
from around the globe – 457 advisers and 625 clients of
professional service firms. This was supplemented with
28 in-depth interviews with a mixture of fee earners and
learning and development (L&D) personnel at professional
firms, as well as buyers of professional services.
This white paper, written by Longitude Research, relies
on our primary research to investigate perceptions of the
FT and the role it can play in cultivating commerciality
among professionals.
By learning more about their clients and the industries in
which they operate, fee earners can engage more effectively
with clients, identify new opportunities and build better
client relationships. As part of Pearson, the world’s largest
education provider, the FT is used by organisations to
address gaps and develop commerciality skills.
This paper goes on to explore this topic in more detail and
demonstrate how the FT is used by individuals at all levels of
an organisation to develop their business acumen for more
effective decision-making, improved communication across
silos and better client service.
The challenges: developing commercial skills of technical advisers
In an uncertain business environment, clients increasingly expect professional advisers
to identify future risks and deliver commercially-savvy advice to keep them ahead. As
a result, business acumen or commercial awareness has become a critical factor in the
success of individuals and organisations; however, it is often a capability most in need
of development.
Commercial awareness, or business acumen,
has been defined by the FT Lexicon as a
“keenness and speed in understanding
and deciding on a business situation.”
It can be further broken down into the
following components:
Market awareness
An in-depth knowledge of the industry and markets
in which the business or client’s business operates.
Strategic perspective
The ability to take a ‘big picture’ view of the business,
its strategic objectives and the connections between
customers, suppliers and competitors.
Financial understanding
An understanding of the financial flow of the
business, performance metrics and the commercial
pressures facing a business or industry.
02ft.com/corporate

The importance of commercial awareness
Clients are increasingly demanding financial and legal advice and solutions that are
tailored to meet the specific business pressures they face. Hence, commercial awareness
is increasingly seen by professional firms as a differentiator in a competitive market.
More than four-fifths (83%) of clients of professional service firms said that a firm’s commercial awareness is important when
deciding whether to select them, while three quarters (72%) said it is an important factor when deciding whether to retain
their services.
Equally, advisers agree commercial awareness contributes
to achieving business outcomes such as client wins and
retention. 89% believe it helps them win new business, while
eight out of ten say it helps client retention. By being well
informed, professionals find it easier to engage with clients –
either in terms of winning new business or providing advice
in market context; thereby increasing the value they deliver.
Improving the level of commerciality within a firm is
not a simple task, however. Overseeing the transition of
professionals from inward-looking technical experts to
client-centric commercial advisers will involve encouraging
professionals to broaden their business experiences,
as well as implementing commercial training and
development programmes.
This cannot be achieved overnight. More than half (53%) of
our survey respondents said that professional services firms
are currently hindered from improving their commerciality by
education and training that focuses too narrowly on technical
skills, rather than broader business knowledge. Pressures
created by profit targets are limiting progress here too –
44% of respondents said the need to account time to billable
hours was holding them back. The third most significant
barrier to improving commercial awareness was a lack of
confidence to engage in broad business conversations
with clients, cited by 36% of respondents.
As these firms begin the process of enacting deeper
organisational change to address these deficiencies,
they will also need to consider how a speedier impact
can be achieved.
72%Retain an organisation
83%Select an organisation
89%Win new business
81%Retaining clients
77%Recommend an organisation
Offer a competitive advantage 89%
Terminate a relationship 53%
Question posed to clients of professional service firms:
Please rate the importance of a professional service firm’s commercial awareness when deciding to:
The role of commercial awareness in driving business outcomes
Questions posed to professional service advisers:
Please rate the importance of commercial awareness in achieving the following business outcomes?
“Our real competitors, the competitors
that we’re up against time and again,
can arguably do the legal work as well
as us. So you have to differentiate
on another ground, and part of our
differentiation is that, actually, we
understand your business better.”
Head of Client Relations,
Leading International Law Company.
Find out how an FT corporate licence can help you engage better with clients and prospects
at ft.com/corporate
03ft.com/corporate

FT accelerates commercial awareness across all levels of an organisation
The creation of more ‘T shaped’ advisers, who understand clients’ markets and can apply this knowledge across multiple
disciplines, has become a key driver of growth for advisory firms. Organisations around the world are using the FT as a
practical tool to help their fee earners develop a more commercial skill set in addition to technical competencies. By reading
the FT, advisers develop a comprehensive understanding of their markets and industries, learn about the world of business
and help ‘join the dots’ across multiple disciplines and jurisdictions to put together the big picture. In doing so, they can
engage more effectively with clients, identify new opportunities and build better client relationships. One respondent said.
“The FT will help advisers understand not only our business but the wider business world, thus helping them see beyond the
confines of the domain they’re working in.”
04
24%
45%
Lack of confidence to have broad business conversations with clients
Education and training focuses on technical skills,
less on broader business skills
47%Need to account time to billable hours
20%
10%
The barriers to commercial success
Question posed to advisers:
What is preventing you/and your firm from being more commercially aware?
Fear of liability / contravening professional regulations
Other
Over four-fifths (84%) of the advisers we surveyed said that reading the FT helps them to be more commercially aware,
while 74% of client respondents said that it would help their advisers become more commercially aware. As one survey
respondent reported:
Reading the FT helps me be more commercially aware
Question posed to advisers:
To what extent do you agree that reading the FT helps me become more commercially aware?
“The FT is the sort of business tool which organisations should use more extensively to
develop commercial awareness. It is well written and provides intelligent and credible
points of view that can be used by people as the basis for discussing and shaping their
own views.”
Department Head, Travel & Leisure, UK.
ft.com/corporate
84% of advisers agree that reading the FT helps them be more commercially aware

05ft.com/corporate
Client relationships
A strong understanding of a client or potential clients’ commercial objectives,
and the business realities within their sector, is crucial to developing long-term
profitable relationships.
The FT can serve professionals at different stages of the
client relationship journey, as well as serving their evolving
commercial awareness needs throughout the different stages
of their careers – from graduate or induction programmes to
fast track schemes for high potential employees and senior
leadership courses.
Winning business
Businesses today demand different types of skills, new ways
of thinking and new capabilities. At the first stage of client
engagement, when a firm is trying to win new business,
clients will be swayed not only by technical expertise and
cost, but also by an understanding of the business context
in which their services are required. As one survey
respondent explains: “When bidding for a new client we
can use the FT to research the client, their competitors and
their target markets quickly and easily, therefore sounding
more knowledgeable about their commercial position,” CEO,
Management Consulting, Singapore. While an adviser
that we surveyed says:
If a firm understands the environment in which a client
is working, it is far easier to diagnose their problems and
propose how best to resolve them. 79% of advisers stated
that the FT is a useful resource in understanding specific
issues relating to their business and industry. This was
echoed by clients. Over 70% stated that reading the FT
would enhance adviser’s understanding of their business
and the industry they operate in.
As a resource, the FT can provide detail and insight on a
particular sector through its news and analysis that can give
advisers the context they need when assessing solutions for
potential clients. The FT also regularly calls upon industry
leaders and other expert commentators to deliver their
opinions on the latest issues affecting the sector – such as
incoming regulations and debates around policy direction
– putting it at a distinct advantage when it comes to
understanding the key issues that businesses face.
At the same time, this information can assist advisers in
anticipating risks and identifying opportunities for clients.
This is evident from our survey responses, with 68% of
advisers stating the FT helps them to recognise risks and
regulatory issues their client’s business may be facing,
and 43% reporting that it helps them to spot business
opportunities. “Much of my work requires a sense of
the contemporary, and whether the trends are of the
moment, or have much longer implications. By reading the
FT on a regular basis, I have an understanding of whether
something is a trend of significance or a blip,” says one
survey respondent.
Arming themselves with the knowledge delivered by the
FT enables a firm’s professional service providers to align
their proposition more closely with a prospective client’s
commercial objectives, and imparts confidence in the client
that the firm has the specialist knowledge they need.
Unrivalled insight:
FT helps Hay drive business development
Global management consulting firm Hay
Group, which operates in 49 countries working
with clients in every major industry, views the
FT as an integral tool in helping it to acquire
and retain clients.
As a consultancy firm, it is paramount that Hay’s people
are able to create and build extremely strong client
relationships. The key to doing so, according to Hay’s
Knowledge and Information Manager, Gary Spokes, is
“acquiring a deep understanding of client businesses
and local markets”.
A key part of Hay’s strategy to achieve this is to tap
external information sources for timely insights into
developments affecting their clients. The firm opted to
make the FT part of its information strategy in a bid
to deliver this. FT.com has now been deployed to all
consulting practices in Hay Group. They access FT.com
on a daily basis and use tools such as email alerts and
briefings for updates on specific topics or companies –
either via mobile devices or laptops.
While FT.com has become an integral tool to support
client engagements and discussions with senior
leadership teams, it has a vital role in business
development too. “The FT is a valuable tool for providing
timely leads into the issues facing our clients,” says
Jennie Wright, Head of Marketing at Hay Group.
The firm also takes advantage of news and special reports
on FT.com organised by country and industry, to help
research prospective clients and understand the potential
opportunities in a market.
“The FT provides the intelligence
to widen my work and bids into
international markets.”
Director, Accounting and Advisory
Organisation, US.

Building and maintaining relationships
Once a relationship has been established with a client,
professional services firms must work to build their trust
in order to prolong the relationship. Ultimately, the aim
is to become the “go-to” firm for a particular client on a
given area.
Succeeding in this aim involves staying at the cutting edge
of the client’s industry, and keeping up to speed with trends
and developments that will open up new opportunities and
threats for those clients.
The FT can provide firms with a strong platform for this.
In our survey, 79% said FT intelligence can help to increase
awareness of recent deals and opportunities that may be of
interest to clients; and 84% of advisers said reading the FT
helps to give them talking points and conversation starters
that will aid them in strengthening relationships with clients.
FT tools:
Getting ahead of client concerns
The FT delivers the information that
professional services advisers need to keep on
top of critical issues impacting their clients in
an increasingly tailored manner.
Economic calendar
The FT’s tear sheets and interactive calendar can help
advisers to understand a company’s share price and
overlays, which shows company articles tracked and
published against share price at the time.
Special reports
These reports provide time-saving overviews of key
business topics, countries and industries.
Theme and topic tracking
Firms can follow specific keywords that instantly notify
them of the latest happenings related to their client’s
industry and business.
Email alerts
Customised e-alerts enable advisers to keep on top of
news related to their client or prospect, their industry,
and the markets they’re operating in.
How reading the FT helps me/my advisers
Understand specific issues relating to my (client’s)
business and industry
79%
71%
Recognise risks and regulatory issues that my (client’s)
business may be facing
68%
68%
Increase their awareness of recent deals (e.g. M&A, JVs)
and opportunities that may be relevant to or of interest
to my (client’s) company
79%
77%
Keep abreast of the activities of my company’s
(client’s) competitors
64%
57%
Offer advice on my (client’s) objectives in context
50%
42%
Have confidence when advising my company /
speaking to clients
67%
43%
By providing conversation starters/ talking points
84%
63%
Have a shared reference point with me (clients) for news,
current affairs, etc
74%
70%
Spot business opportunities for my (client’s) company
43%
43%
Advisers Clients
“Advisors tend to focus on the
technical aspects - great advisors
have the big picture that benefits
clients. This comes from being
widely read using the FT.”
Partner, Financial Services, US.
06ft.com/corporate

In 2014, the FT / Meridian West report Restoring Client
Trust, found that 73% of high net worth individuals who
rated their advisers in the wealth / asset management sector
as outstanding, did so simply because they had kept in
regular contact.
The FT provides talking points and conversation starters to
ensure that professionals remain front of mind with clients
– and most importantly, that they do this at the right times
and in relation to the right issues. For example, the FT’s Gift
Article tool simplifies the sharing of articles of relevance
with clients, allowing you to share up to 10 articles a month
through email to non FT subscribers.
Many clients will be very receptive to this. “We encourage
the building of the relationships with our professionals. I
am active in keeping that relationship and also developing
long term relationships, because it’s only if they understand
us that we can get the proper help that we need,” says a
UK buyer of professional services. And as one of our client
survey respondents says of advisers: “If they don’t read the
FT already, I wouldn’t even be talking to them!”
Nurturing client relationships can often mean something as simple as picking up the
phone to a client to reassure them about a burning issue in their sector.
Catalyst for conversation:
Linklaters uses FT to build relationships
Global law firm Linklaters says the majority of
its corporate, finance, and commercial work
for clients has a cross-border element. And
in today’s complex international markets, the
firm needs a more sophisticated approach to
building client relationships.
Linklaters recognised the need to make a fundamental
shift from being partner-centric technical experts to
client-centric commercial experts. It has turned to an FT
corporate subscription to provide its lawyers with the
knowledge they need to engage clients in the types of
conversation they’re interested in.
Meanwhile, capital markets practice partner Paul Lewis
is taking a targeted approach to relationship building
through applying information provided by the FT.
“The FT is a catalyst to conversations, it can act as a
spark,” he says. “We look for potential connections when
reading a story in the FT and then discuss with colleagues
and clients to see what might come from that. And the
market insight and market knowledge in the FT is superb,”
he says.
“The FT provides context for client
conversations and advice. Our clients
don’t want to talk about the law, they
want to talk about their business, so it’s
important that we remain well informed
about the context.”
John Tucker, Partner,
Banking Practice, Linklaters.
07ft.com/corporate
Read how organisations worldwide use the FT as a means to engage in conversation and
foster client relationships ft.com/corporate

The FT’s analysis of different industry sectors can also prove invaluable
for specialist professional services firms in deepening ties with clients.
FT tools:
Strengthening ties
The FT provides a range of tools to deliver
content and information in a way that
provides greatest assistance to professional
services advisers as they seek to strengthen
relationships with clients.
Content sections
View content by industries, sectors, regions and
companies to keep on top of events that may affect
clients’ or prospects’ day-to-day business, for instance,
regulation, market movements and competition. This will
enable firms to demonstrate in-depth knowledge about
clients that will make them feel valued.
FT Headline API
The Headline API provides flexible access to the broad
range of content published by the FT, so you can define
the information that is most relevant to your practice
areas or fee earners and integrate it into your existing
workflow solutions.
FT News feed app for Salesforce
Stay abreast of global company and sector issues
affecting your clients and prospects, as they happen, by
integrating relevant public listed company and industry
headlines from the FT seamlessly into your CRM systems,
without the need to switch applications.
Gift Article tool
Stay front of mind with clients using the FT’s Gift Article
tool, which enables you to share FT.com articles with
clients, without the need for them to have an FT digital
subscription. They’ll be able to read the full article for free
without having to create an FT.com account.
For instance, special reports that deliver overviews of
specific industries or business topics can help to ensure
there is a two-way flow of commercial insight during client
meetings. Clearly, the FT has a strong focus on banking and
finance to offer as well. “For economic insights, the FT is, for
me, by far and away the best place to go. And, for anyone
operating in the city, it’s a compulsory read,” says Julian
Howard, Managing Partner, MacFarlanes, UK.
Meanwhile, a former buyer of professional services at
a multinational pharmaceutical corporation, says that
“not only is the FT perceived as having its finger on the
pharmaceutical sector’s pulse from a content perspective,
but creates networking opportunities within the sector too.”
“The FT is viewed as a brand with high
integrity and deep knowledge in the
sector – its life sciences conference in
London is an example of that in action,”
Buyer, Multinational Pharmaceutical
Corporation, US.
08ft.com/corporate
As part of Pearson, the world’s largest education provider, the FT is used across organisations
to address learning goals. Visit ft.com/corporate to find out more.

For example, newly qualified professionals need to focus
on commercial awareness if they want to succeed.
Underlining this, 50% of our survey respondents said that
they would increasingly seek to recruit people with industry
experience. As commerciality becomes an increasingly
important attribute, trainees must work hard to develop a
broad basic knowledge and understanding of how business
works. While firms are still working out best practice in such
development, the FT can serve as a helpful tool to bolster
trainees’ knowledge and bring them up to speed faster. As
one survey respondent noted: “The FT provides a library of
global learning.”
As professionals progress within a firm, they will begin to
manage projects and need to be able to speak the language
of clients and particular sectors. And, at later stages of their
careers, as they move into more senior management and
leadership roles, it will be important to maintain awareness
of the latest industry and market shifts around the globe to
aid identification of business development opportunities.
The box below outlines several ways in which the FT can
serve professionals in a learning capacity as they move
through these phases of their careers.
“When I talk to law students they
inevitably ask me, ‘What do I need to
do to get hired?’ I often tell them to
read the FT.”
John Tucker, Partner,
Banking Practice, Linklaters.
“The FT provides an impartial holistic
view that aides the development of vision
and strategy.”
Partner, Health & Pharmaceuticals, US.
FT learning solutions
Topics: Filtered information on the most important
issues impacting businesses around the world.
Unbiased: An independent and neutral perspective to
inform decision-making.
Coverage: Daily business briefing to help ‘join the dots’
and develop a strategic perspective.
Case studies: Extensive archive of material to build
case studies and understand trends.
Newslines: Notes and comments from leading business
school faculties from around the world.
FT Mobile: Access to FT journalism on the move and
for learning outside of office hours.
Explainers: Custom starter guides for key topics/site
sections based on your requirements.
Implementation: Demos and training sessions to
help your team to support the service roll out.
Tracking progress: Regular reporting so you can
understand how much users are engaging with
the material.
Career progression
Professionals have different development needs at different stages of their careers and, in
order for firms to extract the most value from their people, they need to understand and
cater for those requirements.
Mr. Howard says that the FT is important in helping him to
manage the business more effectively. “I read the FT every
day, primarily for insight into what’s going on in the markets,
for the economic indicators and forecasts, and insight into
clients, the sorts of things that I need to keep an eye on in
running a firm,” he says.
At the same time, experienced professionals are expected
to impart more specialist knowledge, and possess more
leadership and consultative oriented skills. Following
the FT closely can not only help professionals to keep
their knowledge current, but can provide profile building
opportunities too. As a respected, experienced adviser,
commenting on the latest developments in a sector can
spark new client conversations. “There’s no question that
if a particular article in the FT is pertinent to one of our
businesses, I would phone the lawyer, the accountant or the
advisers within 24 to 48 hours, most definitely,” says a buyer
of professional services in the UK.
For early/mid career: Use induction and training
programmes to help new hires understand the business
across multiple disciplines and regions.
For client facing teams: Take advantage of user
workflows and systems to create on the job learning
materials that build the confidence and credibility of
sales executives.
For technical specialists: Complement technical
expertise with a broader commercial skillset to make a
bigger impact on your or your client’s business.
For leadership: Ensure your senior managers and
rising stars are internationally aware and have the
business savvy skills to take your organisation forward
and lead effectively.
ft.com/corporate 09

Credibility and reach
For professional services firms, ensuring credibility within a specific sector,
and of its advisers’ knowledge, are of paramount importance.
At the same time, in today’s globalised economy, more firms
than ever are working for international clients that demand
professionals with a global outlook.
A large part of establishing that credibility is clearly
demonstrated through an adviser’s training and academic
credentials. But this is reinforced through the interactions
clients have with those professionals on a day-to-day basis,
which means supplementing that expertise with current
knowledge from a credible source has huge benefit.
One respondent argues that the FT is a key resource for
professionals in this sense. “It [the FT] is obviously more
credible – anyone can put something on a website and
Google will find it – but you know with the FT that it is
consolidated, accurate, timely and reliable,” he says.
Professionals obviously want to enhance, not damage, their
standing in the eyes of clients, so they need to be stringent
when selecting sources from which to build their knowledge.
“If a story is in the FT, I would expect it to be thoroughly
researched, and have an opinion, so I think it’s the trust
in the brand actually, that it has some credibility,” says
Nigel Spencer, Global Director of Learning and Development
at Reed Smith.
The FT stands above other information sources as far as
advisers are concerned because it provides the assurance
that its content is produced by highly-trained journalists,
with a reputation for attention to detail, integrity and
expertise in their field. The FT employs over 600 journalists
to do a daily global information search, filter out noise and
add insight. At the same time, the strength of the 125-year-
old FT brand means its journalists gain direct access to key
influencers around the world.
The global reach of the FT is highly valued by advisers too,
as they find their work has an increasingly international
focus. “I think especially for the big four, we are seeing a
more global approach to service offerings – this is becoming
a very attractive option for the young accountants, as well
as the great differentiator in the market,” explains Niels Ter
Mors, Global Firm Wide Learning Leader at Ernst & Young
(EY). Its global coverage means that the FT is an effective
means of obtaining information across international markets
without the need to scan across multiple publications. As one
of our survey respondents explains: “Having many clients
in America, Africa and Asia, it is great to be able to suggest
that they see the world from different viewpoints. The FT
is brilliant in its coverage of global issues and offers a great
balance to regional news, which may let their bias show.”
Its global coverage means that the FT is
an effective means of obtaining information
across international markets without the
need to scan across multiple publications.
10ft.com/corporate
“Having many clients in America,
Africa and Asia, it is great to be able
to suggest that they see the world
from different viewpoints. The FT is
brilliant in its coverage of global issues
and offers a great balance to regional
news, which may let their bias show.”
Partner, Financial Services, US.
Discover how the FT can help client facing professionals expand their existing bank of
business and drive growth ft.com/corporate

Conclusion
Businesses world-wide have some significant challenges to overcome as they seek to
foster a greater degree of commerciality within their professionals.
Furthermore, whilst business acumen is seen as a critical
capability, few firms know how to define or measure
performance in this area. The FT’s research has highlighted
the potential value of a measure for commercial awareness,
which the FT is currently exploring with clients.
For many, to develop commercial skills, a cultural shift will be
needed so that more time may be allocated to developing
a better understanding of a client’s business, rather than
solely focusing on maximising billable hours at all costs. At
the same time, professional qualifications and development
training will need to be re-examined to make commercial
awareness a core focus area.
Incentivising commerciality may also prove a necessary
means of embedding this behaviour. Implementing such
measures will, however, involve a long process of trial and
error, not to mention significant costs. On the other hand,
perhaps the easiest, simplest and fastest way of improving
commercial awareness is to ensure that more professionals
understand the business and economic context in which they
are working.
Organisations world-wide rely on the FT as a source of
accurate, well researched information for understanding
pertinent business topics and forming opinions. It delivers
the strength of analysis and insight that professionals need
to better understand the sectors in which their clients are
operating. When combined with its international scope, its
ability to draw upon industry leaders, and its renowned
credibility as an information source, it represents a very
practical solution to the commerciality deficiencies that
concern today’s professional services firms.
In helping individuals develop their business acumen, the FT
contributes to the achievement of critical business outcomes
such as increased client wins and retention rates.
Furthermore, as learning has become more digital in
nature, the FT has introduced new platforms and tools to
help employees gain the know-how they need from the
convenience of their own office or on the move. Access via
desktop, mobile, tablet or integrate FT content into your
workflow with over 40+ third-party channel partners and a
suite of APIs. The FT allows you to choose the content that is
most relevant and integrate it into the learning management
systems or applications that suit your organisation best.
Irrespective of the way people learn, the FT serves as a
proven business tool to accelerate commercial development
across all levels of an organisation.
Want to find out more?
By learning more about their clients and the industries
in which they operate, fee earners can engage more
effectively with clients, identify new opportunities and
build better client relationships.
As part of Pearson, the world’s largest education
provider, the FT is used by organisations to address gaps
and develop commerciality skills.
It helps individuals at all levels of an organisation
develop their business acumen for more effective
decision-making, improved communication across silos
and better client service.
A Financial Times licence offers a convenient digital
learning resource for new hires, client facing teams and
senior leaders to gain the know-how they need from the
convenience of their own office or on the move.
Find out more at ft.com/corporate
11ft.com/corporate

To explore the idea of developing a more commercial skill set within your organisation using
content and tools from the Financial Times, please contact one of our product specialists
on licensing@ft.com or call +44 (0)207 873 4001, +1 877 843 3399 (US toll free) or visit
ft.com/corporate

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