Enquirer Consulting Group

Reachable Buyer Map

Prepared for Emily Valentina · Fusion Media · UK market · August 2026
From the outside, Fusion reads as reputation-led. In cycling, outdoor and active lifestyle a known name travels, and that is a real asset. A channel like that has a ceiling built into it: it reaches the part of the market that already overlaps the network, and it is silent about the rest. This map is the rest. The UK segments your two published service lines sell into, who signs inside each one, and roughly how many sit there.
Cycling brands, e-bike makers and their UK distributors
The category you lead with publicly and the one where a specialist agency is chosen on category fluency rather than on a credentials deck. Note the shape of it: most of the spend sits with a UK distributor or country operation rather than with the parent brand.
Who signs: marketing director, brand manager, UK country manager, head of ecommerce, and at owner-run brands the founder.
700 to 1,000
UK companies registered across bicycle manufacture, wholesale and specialist retail; the brand owner and distributor layer inside that is roughly 200 to 350
Outdoor, camping and vehicle-based recreation
The fastest-moving consumer category on this page and the one closest to the work you show publicly. Products here sell on a lifestyle picture rather than on a spec sheet, which is exactly the brief a consumer marketing team gets bought to solve.
Who signs: marketing director, brand and communications manager, head of ecommerce, and the founder at the challenger end.
1,400 to 1,900
UK companies across outdoor and camping equipment manufacture, wholesale and branded retail
Sportswear, footwear and technical apparel
Larger by count and more crowded by agency, but it is also the category with the most seat turnover, so the roster reopens more often here than anywhere else on this page.
Who signs: marketing director, head of brand, senior brand manager, and the UK general manager where the parent sits overseas.
2,200 to 2,800
UK companies across sports and technical apparel manufacture, wholesale and branded retail; roughly 400 to 600 are large enough to fund a retained agency
Sports nutrition, wearables and connected fitness
A category where the product is a subscription or a repeat purchase, so the marketing question is retention as much as awareness. That makes the buying decision quicker and the budget easier to defend internally.
Who signs: head of growth, marketing director, head of brand, director of ecommerce.
800 to 1,100
UK companies across sports nutrition production, wearable and fitness technology, and connected fitness services
Governing bodies, sport charities and membership groups
The public affairs buyer rather than the consumer marketing one. These bodies carry a policy agenda and a member base at the same time, and they are the organizations most likely to buy campaigning work rather than brand work.
Who signs: director of communications, head of policy and public affairs, chief executive, head of membership.
300 to 450
UK national governing bodies, sport and active travel charities and membership groups, counted across registered charities and companies limited by guarantee
Councils, combined authorities and transport bodies
The most finite audience on this page and the one almost nobody works properly. Active travel money is allocated locally, which means the decision to appoint outside help sits with a named officer in a named authority rather than with a market.
Who signs: head of transport policy, active travel lead, director of communications, cabinet portfolio holder, project officer.
380 to 420
UK principal local authorities, plus about a dozen combined authorities and a small set of national transport and active travel bodies

Where the openings are

1
Two service lines, two buyers, one channel. Consumer marketing is bought by a brand or marketing director inside a company. Public affairs is bought by a policy, communications or external affairs lead, usually inside a body, a charity or a public authority. Those two people do not read the same things, do not attend the same events and almost never refer to each other. A reputation channel reaches whichever one already knows you.
2
The UK subsidiary layer is the underworked one. Most global sports and outdoor brands reach Britain through a UK country manager or an appointed distributor, and that seat appoints the agency here, not the parent's marketing team. Those people do not appear on the parent's public structure, so they are reached by name or they are not reached at all. Anyone buying an off-the-shelf list of sports brands gets the head offices and misses the buyer.
3
Seat turnover reopens the roster on a schedule. Brand manager and marketing director seats in this category move often, and a new one almost always reviews the incumbent agency inside the first two quarters. A channel built on named roles catches that window while it is open. A relationship channel hears about it after the decision.
4
The public affairs audience is small enough to finish. Around 380 to 420 principal authorities and 300 to 450 bodies and charities. That is not a market, it is a list, and a list can be covered properly one name at a time. It is the rare case where a channel can reach every buyer rather than sample them, and it is precisely the coverage a referral channel never gets to.
Built from public market data covering UK registered companies, charities and public authorities, current to 2026. Counts are banded deliberately. Company registers record what a company files, not what it sells, so category counts describe the shape of a market rather than a verified list. Owner-only and very small companies are under-represented, and UK operations of overseas brands are recorded inconsistently, which is why the distributor layer is called out separately above. It describes the market rather than your business, and there is nothing to buy at the end of it.
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