Reuters Holdings PLC
Reuters Holdings PLC
85 Fleet Street
London EC4P 4AJ
United Kingdom,
(071)250 1122
Public Company
Incorporated: 1865 as Reuter’s Telegram Company Limited
Employees: 10,000
Sales £1.19 billion (US$2.30 billion)
Stock Exchanges: London New York
Reuters Limited is the principal subsidiary of Reuters Holdings PLC. As the world’s leading news organization and supplier of computerized information services, Reuters serves the financial and business communities in all of the world’s major markets and the news media in more than 150 countries. The range of products includes real-time financial data and transaction services, access to numerical and textual historical databases, news, and news pictures. Data are drawn from exchanges and over-the-counter markets. Currency exchange rates and other market information are also contributed directly by subscribers. Reuters journalists, photographers, and cameramen from Visnews make up a worldwide news reporting network.
Reuters takes its name from its founder, Julius Reuter, from Cassel, Germany. During a short visit to London in 1845, he changed his name from Israel Beer Josaphat. After working as a publisher in Berlin, he fled the city during the revolution of 1848 and arrived in Paris. Here he is said to have worked for Charles Havas, the French news agency pioneer, before setting up in business himself. In 1849 Reuter started his own news-sheet, containing information taken from French newspapers, and sent this to provincial papers in Germany. The business failed after a few months. Reuter left for Germany to establish a service in Aachen, supplying financial and general news to the merchants and bankers in Cologne, and elsewhere. He used carrier pigeons to bridge the gap in the telegraph line then existing between Aachen and Brussels. This meant that news from the financial centers of Paris, Brussels, and Berlin arrived seven hours earlier than if it came by the mail train.
By the end of 1850 the gap in the telegraph line was closed and Reuter moved to London. In response to the laying of a cable across the English Channel, linking the stock exchanges of London and Paris, he opened an office near the London Stock Exchange in October 1851. In addition to being the financial center of the Victorian world, London was becoming the communications center for the growing world telegraph network. Free trade and a free press added to the atmosphere Reuter needed to succeed in his new venture. He had long been impressed by the potential of telegraphic communication and the profits to be derived from the sale of news and information via this medium. Twice a day, for a fixed-term payment, his Submarine Telegraph office provided London and Paris brokers and merchants with opening and closing prices in both capitals. He gradually widened his range and in 1857 made a contract with the recently established telegraphic news agency in Russia.
The repeal of the newspaper stamp duty—a tax on the sale of newspapers—in 1855 was to transform the British press, making way for the penny daily papers and the rise of popular journalism. Newspapers had more space for news, and their readership extended rapidly. The London Times already had its own network of correspondents in Europe, the Near East, India, China, and the United States, and refused to make any contract with Reuter. In 1858, despairing of The Times, Reuter approached several other London daily papers and persuaded them to subscribe to his news service. This was a breakthrough. The Times eventually softened its attitude and made a contract for telegrams.
Reuter was now offering general and political news, received by telegraph from all over Europe, as well as financial information. Reuter’s first news scoop came from Turin in 1859, heralding the war of Italian liberation. Unfortunately, several attempts to lay a cable across the Atlantic failed. A successful cable was not laid until 1866. By this date Reuter was already receiving news from agents in many parts of the world beyond Europe. His correspondent in the United States reported the Civil War and was two hours ahead of rivals in announcing the news of the assassination of President Abraham Lincoln in 1865.
Julius Reuter was a businessman, collecting and selling news, rather than a journalist. The first editor was Sigismund Englánder, a Viennese revolutionary, who had fled to Paris at the same time as Reuter in 1848. Englánder was one of several emigrés employed in the early years of the business. His great knowledge of the politics and culture of Europe opened many doors. When the Russo-Turkish War broke out in 1877, he went to Constantinople as chief correspondent.
In 1865 Julius Reuter’s private business became Reuter’s Telegram Company Limited. The new company was incorporated with a nominal capital of £250,000. Reuter was appointed managing director. One reason for the restructuring was to raise capital to pay for a cable from England to Norder-ney on the north German coast. This cable became the link in the first telegraph to India in 1866. In pursuing his grand design of creating a world news agency, Reuter was ready to become a cable owner as well as a cable user. In 1869 he and Baron Emile d’Erlanger, a Paris banker, financed a French cable across the Atlantic. This company was absorbed by its rival, the Anglo-American Telegraph Company, in 1873. After this, Reuters became less exposed to the charge of seeking to monopolize news supply.
In the 1860s Reuters faced two main news agency rivals, Charles Havas in Paris and Bernard Wolff in Berlin. From this period until the 1930s Reuters, Havas, and Wolff divided most of the news of the world outside North America between themselves. The leading member of the “ring combination” was Reuters. The company’s exclusive territories were the most extensive, and its network of offices and agencies, correspondents and stringers made it the largest news contributor to the pool. This activity, and Britain’s predominance within the world telegraph system, made the Reuter office—by now in Old Jewry, London—the international clearing center for news. Reuters had established an enviable reputation for speed, accuracy, and impartiality in news collection and distribution.
In 1865 Reuters opened an office in Alexandria, its first office outside Europe. Offices were established in Bombay and other Indian cities from 1866. India became an important territory for Reuters. As the world’s communications network spread to India and the East, the company followed the cable to China and Japan in 1871 and on to Australia in 1872. The prestige of Reuters—and also its profitability—came to depend heavily upon the growing British Empire. Reuters was to report the many wars which accompanied imperial expansion. From the 1870s the transmission of private telegrams for both businesses and individuals within the empire became a major Reuter activity. This was especially successful in the East where the substitution of code words for common phrases saved words and thus money. The revenue from this enterprise helped to pay for the news services, which increasingly lost money.
In 1878 Reuter retired as managing director. He had been granted a barony in 1871 by the Duke of Saxe-Coburg-Gotha, a title recognized by Queen Victoria in 1891. His son Herbert succeeded him as managing director. Baron Herbert de Reuter did not possess the same business acumen as his father, but he raised the standard of journalism within Reuters, meeting the public demand for more popular news in the 1890s. He introduced the latest technology into Reuters, but he also led the company down some dangerous paths. Forays into advertising and banking very nearly led to financial ruin. The setting up of a Reuters bank was his final mistake. Business worries and the death of his wife contributed toward his suicide in 1915.
The Boer War of 1899-1902 had been a great drain on the company’s resources, but it had been well reported and enhanced the reputation of Reuters for impartiality. It had placed correspondents on the Boer side as well as the British. From this scene of operations came the new head of Reuters. Soon after Herbert’s death, Roderick Jones, manager in South Africa, became the first non-family managing director. To escape a hostile takeover bid, the company returned to private ownership in 1916. Jones and Mark Napier, the company’s chairman, formed a group to buy the entire shareholding. Reuter’s Telegram Company now became Reuters Limited. Napier died in 1919, leaving Roderick Jones as the principal proprietor and executive head, a post which he held until 1941.
World War I was a difficult time for the company. The cost of reporting was high both in terms of profits and of the independence that Reuters strove to achieve in all its business and news transactions. The private telegram business was no longer so profitable, since the censors would not allow the use of codes. Reuters was accused of being in the pay of the British government, and this was a difficult charge to deny. Roderick Jones was also head of the Department of Propaganda at the Ministry of Information, work for which he was knighted.
As head of Reuters between the two world wars, Roderick Jones ran the business as an autocracy. Reuters found it hard to keep its lead over the other international news agencies, especially the Associated Press and the United Press, both U.S. agencies. Jones thought that Reuters could seek to work with the British government, so long as it was not seen to be working for it. Reuters badly needed government subscriptions. Jones was careful not to ask for subsidies.
In 1920 Reuters set up a trade department to expand the distribution of business news. This was followed three years later by a service of price quotations and exchange rates sent in morse code by long-wave radio to Europe. This became the company’s chief commercial service in Europe, later reaching other parts of the world via more powerful radio transmitters. In 1927 Reuters started using teleprinters to distribute news to London newspapers. In 1934 the company began news transmission to Europe by Hellschreiber, a forerunner of the radio teleprinter.
In 1925 the Press Association (PA) had taken a majority shareholding in Reuters. It followed this in 1930 by purchasing the remainder of the Reuter shares, except for 1,000 retained by Roderick Jones. In 1941 the PA directors forced Jones to resign. It felt that he had compromised the agency in his dealings with the British government. The government itself helped to ease Jones out. The Reuter Trust was now established to ensure the independence of the agency. From 1941 the company was jointly owned by the PA and the Newspaper Proprietors’ Association (NPA). A commonwealth dimension was added when the Australian Associated Press (AAP) and the New Zealand Press Association (NZPA) joined the partnership in 1947. The Press Trust of India joined in 1949, only to leave four years later.
Christopher Chancellor was general manager during the 1940s and 1950s. Under his leadership Reuters did not crumble along with the British Empire, despite the growing ascendency of the U.S. news agencies. The range of economic services expanded, and Reuters assisted in the establishment of news agencies in postwar Europe, and later in the Third World. In Chancellor’s day, the newspaper owners of Reuters were not adventurous. They were aiming at little more than balancing the books. They expected to pay the minimum annual contribution towards the running of Reuters and to get their news cheap.
Walton Cole, who succeeded Chancellor in 1959, had strengthened the news file during the later stages of World War II as managing editor. Cole died in 1963. His successor, Gerald Long, sought to make Reuters an aggressive and profitable international news organization. Notably, he persuaded a reluctant Reuters board to enter the market for computerized information. This initiative was eventually to transform the company’s character and to earn it huge profits. Long encouraged Michael Nelson, the manager of Reuters Economic Services, to lead Reuters into price reporting via computer terminals. In partnership with Ultronic Systems Corporation of the United States, Reuters started a desktop market-quotation system called Stockmaster in 1964. It served Reuters clients throughout the world outside North America. In just ten years the profits from Stockmaster and its successor Videomaster amounted to £4 million.
In 1971 the collapse of the Bretton Woods Agreement, which had regulated rates of exchange, encouraged Reuters to undertake another daring yet calculated initiative. This was the introduction of the Reuter Monitor Money Rates service in 1973. Catering to the needs of the decentralized money markets, Monitor was the first of a number of contributed data products designed to serve the international business community. The Reuter Monitor Dealing service followed in 1981. This enabled dealers in foreign currencies to conclude trades over video terminals. These innovations gradually made Reuters more profitable than ever before. In 1963 the company had made a profit of £51,000; in 1973 profits reached more than £709,000; in 1981 profits were more than £16 million; and in 1989, £284 million.
On the news front, there were similar technological advances. In 1968 an Automatic Data Exchange (ADX)—a computerized message-switching system for faster handling and distribution of news throughout the world—went into operation in the London editorial offices. This was the first of its kind to be used by an international news organization. In 1973 Reuters formed a U.S. subsidiary, Information, Dissemination and Retrieval Inc. (IDR), to develop and manufacture systems and equipment for the company’s use in cable television news and retrieval services. For the first time in 1973 Reuter journalists in New York began to use video display units for writing and sending news. Reuters went into the international news picture business in 1985 when it purchased the United Press International picture service. A news picture terminal was launched in 1987. In 1985 Reuters acquired control of Visnews Ltd., the international television news agency. It had held a share in the agency since 1959.
Glen Renfrew became managing director in 1981. He continued to build upon Long’s achievements. In 1984 Reuters Limited was floated as a public company, Reuters Holdings PLC. As part of the restructuring, the composition of the board was broadened to make it more international, and the number of directors was increased to include the first representatives from outside the newspaper world. A separate company, Reuters Founders Share Company, was formed to maintain the Reuter Trust principles. Through this company the trustees and their chairman retain a single share with the power to outvote all other shares to prevent a takeover bid. Sir Christopher Hogg, chief executive of Courtaulds pic, became chairman of Reuters in 1985.
The flotation raised about £52 million of new capital which was available for investment in new products and new technology. Worldwide staff numbers rose dramatically in the 1980s. In 1980 the number stood at fewer than 3,000, and in 1989 it peaked at more than 10,000. From 1984 Reuters has acquired a number of U.S. and U.K. companies. Reuters services are now categorized under five areas—real-time information, transaction products, trading room systems, historical information, and media products. These look towards the 21st century—Equities 2000, Money 2000, Dealing 2000, and Triarch 2000. In 1989 Reuters was reorganized into geographical areas covering three time zones—Reuters Asia, Reuters America, and Reuters Europe, Middle East and Africa. From Reuters Asia came Peter Job, Renfrew’s successor from March 1991.
The company has led the way in the electronic information age. Moving into satellite distribution the Integrated Data Network (IDN) is set to become the delivery medium for many Reuters services, gradually replacing the Reuter Monitor. Competitors are trying hard to catch up—Telerate and Quotron in the money markets, AP-Dow Jones and Knight-Ridder in financial news, and Associated Press and Agence France Presse in news-agency reporting. Even so, through its financial news services (from which it draws more than 90% of its revenue) Reuters still holds a key position in the business world.
Yet to those outside the world of finance and banking, Reuters is still essentially a news agency. It is the media heart (worth only 7% of the company’s turnover) and the combination of providing economic information and the means to distribute and deal which makes Reuters unique.
Principal Subsidiaries
Reuter Nederland BV (Netherlands); Reuter Services SARL (France); Reuters AG (West Germany); Reuters Australia Pty Ltd. (Australia); Reuters Hong Kong Ltd. (Hong Kong); Reuters Information Services Inc. (U.S.A.); Reuters Italia S.p.A. (Italy); Reuters Japan K.K. (Japan); Reuters Ltd. (99.7%); Reuters Middle East Ltd. (Bahrain); Reuters SA (Switzerland); Reuters Singapore Pte Ltd. (Singapore); Reuters Svenska Aktiebolag (Sweden); Rich Inc. (U.S.A.); L.H.W. Wyatt Brothers Ltd.; Instinet Corporation (U.S.A.); I.P. Sharp Associates Ltd. (Canada); Visnews Ltd. (51%).
Further Reading
Collins, Henry M., From Pigeon Post to Wireless, London, Hodder and Stoughton, 1925; Jones, Roderick, A Life in Reuters, London, Hodder and Stoughton, 1951; Storey, Graham, Reuters Century, London, Max Parr-ish, 1951; Desmond, R.W., The Information Process: World News Reporting to the Twentieth Century, Iowa City, University of Iowa Press, 1978; Boyd Barrett, Oliver, The International News Agencies, London, Constable, 1980; Fenby, Jonathan, The International News Services (A Twentieth Century Fund Report), New York, Schocken Books, 1986; La-wrenson, John, and Lionel Barber, The Price of Truth: The Story of the Reuters Millions, London, Sphere, 1986; Read, Donald, The Power of News: The History of Reuters, forthcoming, Oxford, Oxford University Press, 1992.
—Justine Taylor
Reuters Holdings PLC
Reuters Holdings PLC
85 Fleet Street
London EC4P 4AJ
England
+ 441712501122
Fax: +441715105896
Web site: http://www.reuters.com
Public Company
Incorporated: 1865 as Router’s Telegram Company
Limited
Employees: 15,500
Sales:£2.9 billion (US$4.2 billion) (1995) Stock Exchanges: London NASDAQ SICs: 7383 News Syndicates; 7375 Information Retrieval
Services; 4899 Communications Services, Not
Elsewhere Classified
As the premier news organization and supplier of computerized financial information services, Reuters Holdings PLC serves financial and business communities in all of the world’s major markets and the news media in more than 160 countries. Though it is widely recognized as a news agency, news services generate a mere five percent of annual revenues. However, news remains a significant contributor to the Reuters package, for these stories influence the sale and transmission of financial data, which constitutes the remaining 95 percent of the company’s sales. Reuters’ network of dedicated computers boasts more screens than its top three competitors combined, transmitting over two-thirds of the world’s foreign exchange data and one-third of the market for equity information. Reuters products include real-time financial information and transaction services, numerical and textual historical databases, as well as news, news pictures, and news video. Financial data are drawn from exchanges and over-the-counter markets, while currency exchange rates and other market information are contributed directly by subscribers. Reuters journalists, photographers, and cameramen make up a worldwide news reporting network.
Reuters has from its inception employed any and all means at its disposal to achieve timely dissemination of news and information. From the founder’s mid-19th-century use of carrier pigeons to scoop the competition to the late 20th-century exploitation of satellites and global computer networks to provide round-the-clock data, this company has remained at the forefront of its industry.
Mid-19th-century Origins
Reuters is named for its founder, Julius Reuter. A native of Germany, Reuter was born Israel Beer Josaphat in 1816. He converted from Judaism to Christianity and adopted his new name while on a brief trip to London in the 1840s. After working as a publisher in Berlin, he fled the city during the revolution of 1848 and arrived in Paris. Here he is said to have worked for Charles Havas, the French news agency pioneer, before setting up in business himself. In 1849 Reuter started his own newssheet, translating information taken from French newspapers into German and sending this data to provincial papers in his homeland. The business failed after a few months. Reuter left for Germany to establish a service in Aachen, supplying financial and general news from the financial centers of Paris, Brussels, and Berlin to the merchants and bankers in Cologne and elsewhere. The enterprising Reuter used carrier pigeons to bridge the gap in the telegraph line then existing between Aachen and Brussels, thereby achieving a seven-hour jump on the local mail train.
By the end of 1850 the gap in the telegraph line was closed and Reuter moved to London. In response to the laying of a cable across the English Channel, linking the stock exchanges of London and Paris, he opened an office near the London Stock Exchange in October 1851. In addition to being the financial center of the Victorian world, London was becoming the communications center for the growing world telegraph network. Free trade and a free press added to the atmosphere Reuter needed to succeed in his new venture. He had long been impressed by the potential of telegraphic communication and the profits to be derived from the sale of news and information via this medium. Twice a day, for a fixed-term payment, his Submarine Telegraph office provided London and Paris brokers and merchants with opening and closing prices in both capitals. He gradually widened his geographic range and in 1857 made a contract with the recently established telegraphic news agency in Russia.
The repeal of the newspaper stamp duty—a tax on the sale of newspapers—in 1855 was to transform the British press, making way for the penny daily papers and the rise of popular journalism. Newspapers had more space for news, and their readership extended rapidly. The London Times already had its own network of correspondents in Europe, the Near East, India, China, and the United States, and refused to make any contract with Reuter. In 1858, despairing of the Times, Reuter approached several other London daily papers and persuaded them to subscribe to his news service. This was a breakthrough. The Times eventually softened its attitude and made a contract for telegrams.
Reuter was by this time offering general and political news, received by telegraph from all over Europe, as well as financial information. Reuter pioneered the information embargo and foreshadowed real-time transmission of information in 1859, when he persuaded Napoleon III to give him an advance copy of a speech. Reuter held the address until the French leader began speaking, then transmitted it to the newspapers via telegraph. The speech heralded the war of Italian liberation.
After several unsuccessful attempts to lay a cable across the Atlantic, a transatlantic line was finally laid in 1866. By this date Reuter was already receiving news from agents in many parts of the world beyond Europe. His correspondent in the United States reported the Civil War and was two hours ahead of rivals in announcing the news of the assassination of President Abraham Lincoln in 1865.
Julius Reuter was a businessman, collecting and selling news, rather than a journalist. The first editor was Sigismund Englander, a Viennese revolutionary, who had fled to Paris at the same time as Reuter in 1848. Englander was one of several emigres employed in the early years of the business. His great knowledge of the politics and culture of Europe opened many doors. When the Russo-Turkish War broke out in 1877, he went to Constantinople as chief correspondent.
Incorporation in 1865
In 1865 Julius Reuter’s private business became Reuter’s Telegram Company Limited. The new company was incorporated with a nominal capital of £250,000. Reuter was appointed managing director. One reason for the restructuring was to raise capital to pay for a cable from England to Norderney on the north German coast. This cable became the link in the first telegraph to India in 1866. In pursuing his grand design of creating a world news agency, Reuter was ready to become a cable owner as well as a cable user. In 1869 he and Baron Émile d’Brianger, a Paris banker, financed a French cable across the Atlantic. This company was absorbed by its rival, the Anglo-American Telegraph Company, in 1873. After this, Reuters became less exposed to the charge of seeking to monopolize news supply.
In the 1860s Reuters faced two main news agency rivals, Charles Havas in Paris and Bernard Wolff in Berlin. From this period until the 1930s Reuters, Havas, and Wolff divided most of the news of the world outside North America between themselves. The leading member of the “ring combination” was Reuters. The company’s exclusive territories were the most extensive, and its network of offices and agencies, correspondents and stringers made it the largest news contributor to the pool. This activity, and Britain’s predominance within the world telegraph system, made the Reuter office—by now in Old Jewry, London—the international clearing center for news. Reuters had established an enviable reputation for speed, accuracy, and impartiality in news collection and distribution.
In 1865 Reuters opened an office in Alexandria, its first office outside Europe. Offices were established in Bombay and other Indian cities from 1866. India became an important territory for Reuters. As the world’s communications network spread to India and the East, the company followed the cable to China and Japan in 1871 and on to Australia in 1872. The prestige of Reuters—and also its profitability—came to depend heavily upon the growing British Empire. Reuters was to report the many wars which accompanied imperial expansion. From the 1870s the transmission of private telegrams for both businesses and individuals within the empire became a major Reuters activity. This was especially successful in the East where the substitution of code words for common phrases saved words and thus money. The revenue from this enterprise helped to pay for the news services, which increasingly lost money.
Company Perspectives:
The Reuter Trust Principles: that Reuters shall at no time pass into the hands of any interest, group or faction; that the integrity, independence and freedom from bias of Reuters shall at all times be fully preserved; that Reuters shall supply unbiased and reliable news services to newspapers, news agencies, broadcasters and other media subscribers and to businesses, governments, institutions, individuals and others with whom Reuters has or may have contracts; that Reuters shall pay due regard to the many interests which it serves in addition to those of the media; and that no effort shall be spared to expand, develop and adapt the news and other services and products of Reuters so as to maintain its leading position in the international news and information business.
In 1878 Reuter retired as managing director. He had been granted a barony in 1871 by the Duke of Saxe-Coburg-Gotha, a title recognized by Queen Victoria in 1891. His son Herbert succeeded him as managing director. Baron Herbert de Reuter did not possess the same business acumen as his father, but he raised the standard of journalism within Reuters, meeting the public demand for more popular news in the 1890s. He introduced the latest technology to Reuters, but he also led the company down some dangerous paths. Forays into advertising and banking very nearly led to financial ruin. The setting up of a Reuters bank was his final mistake. Business worries and the death of his wife contributed toward his suicide in 1915.
Reuters Taken Private in 1916
The Boer War of 1899-1902 had been a great drain on the company’s resources, but it had been well reported and enhanced the reputation of Reuters for impartiality. It had placed correspondents on the Boer side as well as the British. From this scene of operations came the new head of Reuters. Soon after Herbert’s death, Roderick Jones, manager in South Africa, became the first non-family managing director. To escape a hostile takeover bid, the company returned to private ownership in 1916. Jones and Mark Napier, the company’s chairman, formed a group to buy the entire shareholding. Reuter’s Telegram Company now became Reuters Limited. Napier died in 1919, leaving Roderick Jones as the principal proprietor and executive head, a post which he held until 1941.
World War I was a difficult time for the company. The cost of reporting was high both in terms of profits and of the independence that Reuters strove to achieve in all its business and news transactions. The private telegram business was no longer so profitable, since the censors would not allow the use of codes. Reuters was accused of being in the pay of the British government, and this was a difficult charge to deny. Roderick Jones was also head of the Department of Propaganda at the Ministry of Information, work for which he was knighted.
As head of Reuters between the two world wars, Roderick Jones ran the business as an autocracy. Reuters found it hard to keep its lead over the other international news agencies, especially the Associated Press and the United Press, both U.S. agencies. Jones thought that Reuters could seek to work with the British government, so long as it was not seen to be working/or it. Reuters badly needed government subscriptions. Jones was careful not to ask for subsidies.
In 1920 Reuters set up a trade department to expand the distribution of business news. This was followed three years later by a service of price quotations and exchange rates sent in Morse code by long-wave radio to Europe. This became the company’s chief commercial service in Europe, later reaching other parts of the world via more powerful radio transmitters. In 1927 Reuters started using teleprinters to distribute news to London newspapers. In 1934 the company began news transmission to Europe by Hellschreiber, a forerunner of the radio teleprinter.
Takeover by Newspaper Cartel in 1925
In 1925 the Press Association (PA) had taken a majority shareholding in Reuters. It followed this in 1930 by purchasing the remainder of the Reuter shares, except for 1,000 retained by Roderick Jones. In 1941 the PA directors forced Jones to resign. It felt that he had compromised the agency in his dealings with the British government. The government itself helped to ease Jones out. The Reuter Trust was now established to ensure the independence of the agency. From 1941 the company was jointly owned by the PA and the Newspaper Proprietors’ Association (NPA). A commonwealth dimension was added when the Australian Associated Press (AAP) and the New Zealand Press Association (NZPA) joined the partnership in 1947. The Press Trust of India joined in 1949, only to leave four years later.
Christopher Chancellor was general manager during the 1940s and 1950s. Under his leadership Reuters did not crumble along with the British Empire, despite the growing ascendancy of the U.S. news agencies. The range of economic services expanded, and Reuters assisted in the establishment of news agencies in postwar Europe, and later in the Third World. In Chancellor’s day, the newspaper owners of Reuters were not adventurous. They were aiming at little more than balancing the books. They expected to pay the minimum annual contribution towards the running of Reuters and to get their news cheap.
Computerized Information Brings Rapid Expansion in Late 20th Century
Walton Cole, who succeeded Chancellor in 1959, had strengthened the news file during the later stages of World War II as managing editor. Cole died in 1963. His successor, Gerald Long, sought to make Reuters an aggressive and profitable international news organization. Notably, he persuaded a reluctant Reuters board to enter the market for computerized information. This initiative was eventually to transform the company’s character and to earn it huge profits. Long encouraged Michael Nelson, the manager of Reuters Economic Services, to lead Reuters into price reporting via computer terminals. In partnership with Ultronic Systems Corporation of the United States, Reuters started a desktop market-quotation system called Stockmaster in 1964. It served Reuters clients throughout the world outside North America. In just 10 years the profits from Stockmaster and its successor Videomaster amounted to £4 million.
In 1971 the collapse of the Brenon Woods Agreement, which had regulated rates of exchange, encouraged Reuters to undertake another daring yet calculated initiative. This was the introduction of the Reuter Monitor Money Rates service in 1973. Catering to the needs of the decentralized money markets, Monitor was the first of a number of contributed data products designed to serve the international business community. The Reuter Monitor Dealing service followed in 1981. This enabled dealers in foreign currencies to conclude trades over video terminals. These innovations gradually made Reuters more profitable than ever before. In 1963 the company had made a profit of £51,000; in 1973 profits reached more than £709,000; and in 1981 profits were more than £16 million.
On the news front, there were similar technological advances. In 1968 an Automatic Data Exchange (ADX)—a computerized message-switching system for faster handling and distribution of news throughout the world—went into operation in the London editorial offices. This was the first of its kind to be used by an international news organization. In 1973 Reuters formed a U.S. subsidiary, Information, Dissemination and Retrieval Inc. (IDR), to develop and manufacture systems and equipment for the company’s use in cable television news and retrieval services. For the first time in 1973 Reuter journalists in New York began to use video display units for writing and sending news.
1984 IPO Presages Rapid Growth
Glen Renfrew, a 32-year veteran of Reuters, became managing director in 1981. Charged with the development of Reuters’ computer services since their inception in 1964, Renfrew has been hailed as the architect of the media firm’s spectacular growth throughout the 1980s. A key to his strategy was the 1984 flotation of Reuters Limited as a public company, Reuters Holdings PLC. As part of the restructuring, the composition of the board was broadened to make it more international, and the number of directors was increased to include the first representatives from outside the newspaper world. A separate company, Reuters Founders Share Company, was formed to maintain the Reuter Trust principles. Through this company the trustees and their chairman retained a single share with the power to outvote all other shares to prevent a takeover bid. Sir Christopher Hogg, chief executive of Courtaulds pic, became chairman of Reuters in 1985.
The flotation raised about £52 million of new capital which was available for investment in new products and new technology. Reuters Monitor quickly expanded to become the agency’s largest operation. The company went into the international news picture business in 1985 when it purchased the United Press International picture service, and launched a news picture terminal in 1987. In 1985 Reuters acquired control of Visnews Ltd., the international television news agency in which it had held a stake since 1959. Revenues more than doubled from less than US$1 billion in 1986 to over US$2.7 billion by the time Renfrew retired in 1991. Net income nearly quadrupled from US$119 million to US$430 million during that same period, while earnings per share tripled. In line with this remarkable financial performance, Reuters’ stock price shot from US$8.25 at issue to nearly US$29 at the close of 1991. Worldwide staff numbers more than tripled from less than 3,000 in 1980 to more than 10,000 by 1991.
A 1989 reorganization categorized Reuters’ services under five areas—real-time information, transaction products, trading room systems, historical information, and media products. The related products were named with a view to the 21st century— Equities 2000, Money 2000, Dealing 2000, and Triarch 2000. That same year, Reuters’ geographical divisions were organized according to three time zones—Reuters Asia; Reuters America; and Reuters Europe, Middle East, and Africa.
The 1990s and Beyond
Former foreign correspondent Peter Job was selected to succeed Renfrew as managing director in March 1991. Though Reuters made a number of significant acquisitions in the early 1990s, Job emphasized the internal development of new products to serve emerging information needs over the purchase of market share in existing segments. Key to this strategy was Reuters New Media Inc., a division created in 1993 to foster fresh markets. Andrew Nibley, executive vice-president of the new operation, told Editor & Publisher’s Jodi Cohen that New Media’s chief objective was “to be the number one news application in cyberspace.” In doing so, the company placed a strong emphasis on the Reuters brand, transforming it from a behind-the-scenes role to a distinct image as the leader in “the business of information.”
Reuters launched the next-generation versions of its core product lines—Markets 3000, Treasury 3000, Securities 3000, and Money 3000—in 1996. The company continued to grow vigorously in the early 1990s, increasing revenues from US$2.7 billion in 1991 to US$4.2 billion by 1995. Though net income grew more slowly, from US$430 million to US$642 million, the company boasted a US$1.4 billion stockpile by the end of 1996.
Principal Subsidiaries
Reuter Nederland BV (Netherlands); Reuter Services SARL (France); Reuters AG (West Germany); Reuters Australia Pty Ltd.; Reuters Hong Kong Ltd.; Reuters Information Services Inc. (U.S.A.); Reuters Italia S.p.A. (Italy); Reuters Japan K.K.; Reuters Ltd. (99.7%); Reuters Middle East Ltd. (Bahrain); Reuters SA (Switzerland); Reuters Singapore Pte Ltd.; Reuters Svenska Aktiebolag (Sweden); Rich Inc. (U.S.A.); L.H.W. Wyatt Brothers Ltd.; Instinct Corporation (U.S.A.); I.P. Sharp Associates Ltd. (Canada); Visnews Ltd. (51%).
Further Reading
Boyd Barrett, Oliver, The International News Agencies, London: Constable, 1980.
Chen, Jodi B., “Invasion of the Body Snatchers,” Editor & Publisher, May 25, 1996, pp. 28-30.
Collins, Henry M., From Pigeon Post to Wireless, London: Hodder and Stoughton, 1925.
Desmond, R. W., The Information Process: World News Reporting to the Twentieth Century, Iowa City: University of Iowa Press, 1978.
Fenby, Jonathan, The International News Services (A Twentieth Century Fund Report), New York: Schocken Books, 1986.
Hayes, John R., “Acquisition Is Fine, But Organic Growth Is Better,” Forbes, December 30, 1996, pp. 52-55.
Jones, Roderick, A Life in Reuters, London: Hodder and Stoughton, 1951.
Lawrenson, John, and Lionel Barber, The Price of Truth: The Story of the Reuters Millions, London: Sphere, 1986.
Read, Donald, The Power of News: The History of Reuters, Oxford: Oxford University Press, 1994.
Six Drown Saving Chicken: And Other True Stories from the Reuters “Oddly Enough” File, New York: Carroll & Graf Publishers, 1996.
Storey, Graham, Reuters Century, London: Max Parrish, 1951.
—Justine Taylor
—updated by April Dougal Gasbarre