recentpopularlog in

jerryking : shareholder_value   4

The value shift: Why CFOs should lead the charge in the digital age | Deloitte US | CFO Program
William (Bill)J. Ribaudo, a partner at Deloitte & Touche LLP

Given CFOs’ fiduciary responsibility to deliver shareholder value, it makes sense that they should be leaders in digital business model innovation. When the evidence shows that each marginal dollar can be spent to generate value at a multiplier of 1, 2, 4, or 8 times revenue.

Four business models driving value

The rise of intangibles as a part of total market and corporate value has occurred in conjunction with the proliferation of new business models. Our research, in fact, shows that almost every company fits into one of four types business models, regardless of industry or function—and each one corresponds to a shift in technology and asset structure. Specifically, companies predominantly fall into one of the following categories, based on the way they create value:

Asset Builders. These companies build, develop, and lease physical assets to make, market, distribute, and sell physical things. Examples include everything from automakers to chemical manufacturers, big box retailers, and distribution and delivery businesses.
Service Providers. These companies hire employees who provide services to customers or produce billable hours for which they charge. Examples include consulting firms and financial institutions.
Technology Creators. These companies develop and sell intellectual property such as software, analytics, pharmaceuticals, and biotechnology. Examples include software, big-data tools, and medical-device companies.
Network Orchestrators. These companies create a network of peers in which the participants interact and share in the value creation. They may sell products or services, build relationships, share advice, give reviews, collaborate, co-create, and more. Examples include online financial exchanges, social media businesses, and credit card companies.
business_models  CFOs  Deloitte  digital_economy  ecosystems  information_flows  intangibles  multiplier_effect  multiples  networks  orchestration  platforms  physical_assets  shareholder_value  taxonomy  valuations  value_creation  value_migration 
september 2016 by jerryking
The 9 Characteristics Of A Strong Brand:
October 26, 2008 | Branding Strategy Insider| Posted by Martin Roll.
1. A brand drives shareholder value
2. The brand is led by the boardroom and managed by brand marketers with an active buy-in from all stakeholders
3. The brand is a fully integrated part of the entire organisation aligned around multiple touch points
4. The brand can be valued in financial terms and must reside on the asset side of the balance sheet
5. The brand can used as collateral for financial loans and can be bought and sold as an asset
6. Customers are willing to pay a substantial and consistent price premium for the brand versus a competing product and service
7. Customers associate themselves strongly with the brand, its attributes, values and personality, and they fully buy into the concept which is often characterized by a very emotional and intangible relationship (higher customer loyalty)
8. Customers are loyal to the brand and would actively seek it and buy it despite several other reasonable and often cheaper options available (higher customer retention rate)
9. A brand is a trademark and marquee (logo, shape, colour etc) which is fiercely and pro-actively protected by the company and its legal advisors
brand_purpose  brands  branding  ksfs  large_companies  Fortune_500  emotional_connections  goodwill  customer_loyalty  brand_equity  boards_&_directors_&_governance  logos  trademarks  intangibles  shareholder_value  assets  collateral 
november 2012 by jerryking
Miles and Rouse: After the Merger, How Not to Lose Customers - WSJ.com
March 14, 2012 | WSJ | By LAURA MILES AND TED ROUSE.

After the Merger, How Not to Lose Customers
Customer defections are a major reason why more than half of all mergers fail to improve shareholder value.
mergers_&_acquisitions  M&A  customer_churn  customer_defections  value_creation  customer_experience  customer_loyalty  customer_centricity  shareholder_value 
march 2012 by jerryking
Contrary Rules for Business Success
Jun. 24, 2009 | The Globe & Mail | by Harvey Schachter.
Reviews The Moneymakers, by Anne-Marie Fink, Crown Business, 310
pages, $32. Fink gets paid to separate the wheat from the chaff in the
corporate world or, to put it in business terms, separate the
moneymakers from the destroyers of shareholder value. Fink is an equity
analyst with J.P. Morgan Asset Management, she has billions of dollars
resting on her assessment of companies and their management.
equity_research  investment_research  books  rules_of_the_game  book_reviews  Harvey_Schachter  slight_edge  signals  noise  value_creation  value_destruction  shareholder_value  JPMorgan_Chase 
february 2010 by jerryking

Copy this bookmark:





to read