While bartering may be an old concept, it still has enormous contemporary relevance as a tool that businesses of all sizes can utilize to more extensively maximize their cash reserves and to attract customers.
As reported in a related article in this issue bartering is not negotiating! Bartering is “trading” for a service, or for the goods you want. In essence, bartering is simply buying or paying for goods or services using something other than money (coins or government printed paper currency). Thus defined, bartering has been around much longer than money as we know it today. Recent estimates indicate that at least 60 percent of companies on the New York Stock Exchange use the principles of bartering as a standard business practice.
Some would be surprised to know that today corporate bartering is a multi-billion dollar industry. “In 2007, the total value of commercial barter transactions reached $6.5 billion, up slightly from the previous year”, said Krista Vardabash, investor relations director for International Monetary Systems Ltd. of New Berlin, Wisconsin, one of the biggest bartering businesses worldwide.
In Jamaica, Pulse Investments Limited, a Jamaica-based company engaged in activities such as model agency representation, multi-media production, marketing, and show production and promotion, has successfully used bartering to grow revenues and profitability.
For the financial year ended June 30, 2008, the company reported net profit attributable to members of $429,891,292, or diluted earnings per stock unit of 1580 cents on operating revenue of $1,356,745,012, against net profit attributable to members of $266,143,476 or diluted earnings per stock unit of 101 cents on operating revenue of $788,791,615, for the same period a year ago.
Pulse now boasts a balance sheet valued at $1.5 billion heavily weighted in advertising contract entitlements – $924 million – which represent future revenue for the agency. For the financial year to June 2008, company profit jumped 45% to $430 million, or $1.58 per share. Its operating profit at $435 million was up 63% despite a 77% or $400 million jump in operating expense to $921 million.
“We do not view their profit and loss as a true statement of income,” said Michelle Hirst, analyst with Kingston brokerage Stocks
and Securities Limited.”
Pulse banking on new projects to diversify income
Published: Friday | October 24, 2008 Sabrina N. Gordon, Jamaica Gleaner Business Reporter
Revenues climbed by more than half a billion to $1.36 billion; but what was driving this massive growth in revenues and profitability. At the core of Pulse performance is a whopping 97.3 per cent of its income from ‘advertising entitlements’. This according to company Executive Chairman Kingsley Cooper is what firms pay to have their brands displayed at Pulse’s events, and critically, the value of the advertising time and space it receives from media as “sponsors” of its events.
In other words rather than collect hard cold cash for it events and media properties, the company has opted to exchange this for entitlements with the related sponsoring company. Put another way, Pulse is bartering its products and services for products and services of sponsoring companies.
For 2007, Pulse carried on its balance sheet as an asset $476.5 million in unused advertising entitlements, which is booked as income as it is used. A year later, those entitlements had doubled to $924 million. Pulse however did collect some cash, so while “advertising” revenue rocketed, other income streams, including model agency fees and earnings from property lease dipped marginally from $37.8 million to $36.7 million.
Pulse’s overall balance sheet points to a strong financial position, but only if the value of advertising assets carried on its balance sheet can be easily realized or converted to cash. For the financial year ending June 30, 2008, Pulse Investments received well over $1.3 billion in sponsorship, which was nearly all of the company’s revenue during the year.
The Kingsley Cooper led company is coming a long way having restructured and relisted on the Jamaica Stock Exchange (JSE) in 2006. At a recently held investor briefing, Cooper issued a two page Frequently Asked Questions (FAQ) sheet on the merit and strategic benefits to the company of bartering entitlements.
According to Cooper, most of the non-cash revenue in the financial report presented represents advertising entitlements and market sponsorship. Advertising entitlements he said are available ad slots during the broadcast of Pulse television productions.
He said, “Producers (like Pulse) have two ways to earn money from broadcasting television shows. They can sell the shows directly to the broadcaster or split the advertising slots with the broadcaster. Pulse earns more by splitting the advertising slots with television stations. In the case of Pulse TV, entitlements are perfect for us; television stations will be happy to offer entitlements because of the downturn and cash shortage. But we have to manage this skilfully in order to make money.”
“For example, a half-hour television show of similar quality to Pulse’s product would sell to broadcasters in the Caribbean for somewhere between US$500 and US $1,000. By splitting the six minutes of advertising (legally allowed in such a programme) between Pulse and the broadcaster, as is the usual agreement, Pulse ends up getting three minutes of ads (six 30 seconds ads) every time the show is broadcast or rebroadcast. Given the fact that some of these programmes are looped and rebroadcast several times on cable and at least twice on free to air TV, and given ad rates of anywhere between US $100 and US$500 per 30 second spot, Pulse earns between US$3,600 and US$6,000 per programme per broadcast. This is much more than the company would have received in a cash sale,” he said.