Value at stake
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Our clients must adapt in order to continue creating value for their stakeholders. This requirement can arise as a result of a strategic turnaround decision or as a result of unexpected issues or crises.
In reality, we enjoy dealing with complex communication issues. Our approach is straightforward, and it is founded on long-term professional relationships with our clients. In order to produce the most impactful outcomes for the most important organizational problems, we are solution-oriented and dare to be bold in our strategic guidance.
[email protected]’s founder and managing partner. He counsels clients on crisis and conflict management in corporate relations. He has spent the last few years concentrating on reorganizing communications. In 2015, he briefed V&D Group’s board of directors and served as a spokesman for the company’s board and administrators. Edwin was the head of a leading international relations agency’s financial communications practice before forming [email protected] He also ran marketing departments at Delta Lloyd, Robeco, and MeesPierson, among other financial services firms.
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In the tech world and beyond, creating use cases is an important part of demand creation. The best examples are those that can be applied to a wide range of customer scenarios. But can you come up with a single rationale that works in all cases, in all countries, for the next ten years? Cisco believes so, and has coined the term “Internet of All” to describe its new model (IoE).
Many people may be more familiar with the word “Internet of Things.” It was first proposed by Kevin Ashton in 1999, and it applied to the integration of data from the real world – from ‘Things’ – into the vast amounts of data traveling on the Internet, which was mostly generated by humans at the time. “You can’t eat pieces, burn them to keep warm, or put them in your gas tank,” Ashton says. Ideas and knowledge are valuable, but items are even more so. Nonetheless, today’s information technology is so reliant on human-generated data that our computers are more knowledgeable about ideas than things.” Data from objects could and should move on the Internet, Ashton claimed, to improve physical world management, and the technology to do so was available because anything could be assigned a unique identifier that could be tagged and tracked.
Connect: the value at stake in stakeholder engagement
One of the most significant market disruptions in recent years has been retailing, the most recent trend of airline sales and distribution. In a nutshell, retailing enables airlines to market new goods in novel ways to customers directly. To get there, airlines and those in the existing sales and delivery framework have introduced three key new concepts, beginning with the New Distribution Capability (NDC), a technology that enables airlines to provide a lot more content (such as legroom, seat pitch, ancillary deals, and other important attributes) in their offerings to travel agencies and customers. Similarly, ONE Order consolidates hundreds of requests and confirmations for each component of the offering into a single order-management framework. Finally, a third aspect, dynamic deals, builds on these innovations to give consumers more choice in what they want and similar pricing flexibility to airlines.
Several of the world’s largest airlines have already embraced retailing and begun developing processes and standards that will serve as a model for the rest of the industry. These early adopters are now selling a sizable portion of their tickets through novel retailing methods and non-traditional distribution networks. Many others, on the other hand, have remained silent. Some airlines have stated that they are hesitant to invest in concepts that they believe are undeveloped. Others, particularly smaller and regional carriers, see the opportunity but are unsure how they will fit in.
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In several executive suites around the world, the expanding position of governments in the marketplace has become a hot topic. But, in the aftermath of the 2008 financial crisis, how much value is at risk from government intervention? According to our calculations, global earnings before interest, taxes, depreciation, and amortization (EBITDA) are close to $800 billion a year, on top of the $2.8 trillion on the table prior to the crisis.
The effect of regulation varies by industry: half of the new value at stake is in banking and insurance, 15% in the automobile industry, and the remaining 35% is spread through various industries. The banking and insurance industry’s EBITDA has increased by nearly $400 billion as a result of government action and regulation, totaling $970 billion (exhibit). This suggests that two-thirds of the earnings in the industry are now at risk.
The fact that the recession has had such a significant regulatory effect on just a few sectors does not mean that executives in other industries should relax. Telcos, transportation and distribution firms, energy suppliers, retailers, pharmaceutical companies, and health-care providers have all been heavily regulated by the government for a long time. These sectors continue to account for the majority of the regulatory importance at stake globally. With a total of $3.6 trillion on the table each year, most CEOs’ agendas are bound to include an efficient plan for engaging government.