An investor survey found that the luxury sector is considered most at risk for reputational damage from overseas manufacturing. Investors view reputational risk as equally important to cost when evaluating luxury sector investments. Companies are advised to take a holistic view of their manufacturing strategy to balance brand benefits, quality control, and reputational risks of domestic vs. overseas production. Moving manufacturing entirely domestic is not a simple solution given risks like higher costs and protecting intellectual property.
This document introduces the BrandZ Top 100 Most Valuable Global Brands report for 2011. It provides an overview of the report, which ranks the 100 most valuable global brands based on quantitative consumer research and financial analysis. New sections this year include commentary on trends influencing brands and brand valuations, as well as in-depth reports on brand development in Brazil, China, and India. Brands are analyzed across 13 sectors and the rankings provide insight for business leaders making strategic decisions.
The GCC will not be spared, as the region’s governments try to make sense of an untested leader entering at a particularly turbulent time. Yet for all of Mr Trump’s controversy, GCC governments remain tepidly optimistic about his arrival.
The following briefing, put together by our experts in the region, outlines where that optimism comes from and the hidden challenges that the region may face.
This document discusses the risks of outsourcing software development projects offshore. It identifies the five most common risks as: misunderstanding requirements, quality assurance issues, intellectual property protection, differing internal processes, and communication barriers due to cultural/language differences. For each risk, it provides details on how the risk can occur and recommendations for mitigating the risk, such as clearly documenting requirements before starting development to prevent misunderstandings. The key message is that identifying and addressing these risks early is important for avoiding problems that can undermine the benefits of outsourcing.
The document discusses the importance of reputation resilience planning for businesses. It argues that reputation is an intangible asset determined by stakeholder perceptions, not owned by the organization. While operational resilience focuses on continuing operations during crises, reputation resilience requires sustaining positive stakeholder views. The Sony hack is used as an example of how a crisis can damage a company's reputation. The document advocates for integrating reputation risk management into overall risk processes to improve reputation competence across an organization.
The document announces the 3rd Annual New Generation Operational Risk conference to be held in London on March 14-15, 2017. It will bring together operational risk professionals from major banks and regulatory agencies to discuss key topics such as regulatory agenda, conduct risk, lines of defense, enterprise risk management, reputation risk, scenario analysis, risk appetite, vendor risk, and emerging risks. The conference will feature keynote addresses from the PRA and FCA as well as panels discussions with over 20 senior operational risk professionals from Credit Suisse, Santander UK, RBS, HSBC, MUFG Securities, UBS, Wells Fargo, and the Bank of England.
As the Brexit negotiations continue, the only certainty we have, is that there will be uncertainty for many businesses in the months to come.
Are you aware of the impact the UK's departure will have on your business? On your cash flow, your supply chain and your market? Businesses that properly plan for the impact will be better equipped to survive, or even thrive.
Venturezen is a unique network of professionals who enjoy helping businesses prosper, and acting as critical friends to support your growth. We want to share our expertise to help you make your venture more resilient to the challenges ahead.
Please do not hesitate to contact us here at Venturezen if you require support.
The document discusses strategies for airlines to build brand value and influence in a challenging economic environment. It outlines four key principles: 1) Stand for something by connecting emotionally with customers on issues they care about; 2) Do remarkable things through innovative experiences that capture customers' imaginations; 3) Cultivate advocates by empowering customers to spread positive messages; 4) Collaborate across departments to ensure consistency in delivering the brand promise. Examples are given of airlines like Emirates, Sama Airlines, JetBlue, and American that have successfully applied these principles.
This document provides a summary of Marketing 571 Class 5, which took place on Friday, September 11, 2009. The class covered several topics:
- Housekeeping matters including Classic Airlines Papers and an upcoming group project.
- A concept review on entering foreign markets, discussing factors companies consider when choosing new markets and Bechtel Corporation's process for evaluating overseas markets.
- Channel strategies, reviewing consumer and industrial marketing channels and the value-adds versus costs of different channels.
- A debate on whether advertising should focus on accountability or branding.
- Outdoor advertising was also briefly discussed as a topic.
This document introduces the BrandZ Top 100 Most Valuable Global Brands report for 2011. It provides an overview of the report, which ranks the 100 most valuable global brands based on quantitative consumer research and financial analysis. New sections this year include commentary on trends influencing brands and brand valuations, as well as in-depth reports on brand development in Brazil, China, and India. Brands are analyzed across 13 sectors and the rankings provide insight for business leaders making strategic decisions.
The GCC will not be spared, as the region’s governments try to make sense of an untested leader entering at a particularly turbulent time. Yet for all of Mr Trump’s controversy, GCC governments remain tepidly optimistic about his arrival.
The following briefing, put together by our experts in the region, outlines where that optimism comes from and the hidden challenges that the region may face.
This document discusses the risks of outsourcing software development projects offshore. It identifies the five most common risks as: misunderstanding requirements, quality assurance issues, intellectual property protection, differing internal processes, and communication barriers due to cultural/language differences. For each risk, it provides details on how the risk can occur and recommendations for mitigating the risk, such as clearly documenting requirements before starting development to prevent misunderstandings. The key message is that identifying and addressing these risks early is important for avoiding problems that can undermine the benefits of outsourcing.
The document discusses the importance of reputation resilience planning for businesses. It argues that reputation is an intangible asset determined by stakeholder perceptions, not owned by the organization. While operational resilience focuses on continuing operations during crises, reputation resilience requires sustaining positive stakeholder views. The Sony hack is used as an example of how a crisis can damage a company's reputation. The document advocates for integrating reputation risk management into overall risk processes to improve reputation competence across an organization.
The document announces the 3rd Annual New Generation Operational Risk conference to be held in London on March 14-15, 2017. It will bring together operational risk professionals from major banks and regulatory agencies to discuss key topics such as regulatory agenda, conduct risk, lines of defense, enterprise risk management, reputation risk, scenario analysis, risk appetite, vendor risk, and emerging risks. The conference will feature keynote addresses from the PRA and FCA as well as panels discussions with over 20 senior operational risk professionals from Credit Suisse, Santander UK, RBS, HSBC, MUFG Securities, UBS, Wells Fargo, and the Bank of England.
As the Brexit negotiations continue, the only certainty we have, is that there will be uncertainty for many businesses in the months to come.
Are you aware of the impact the UK's departure will have on your business? On your cash flow, your supply chain and your market? Businesses that properly plan for the impact will be better equipped to survive, or even thrive.
Venturezen is a unique network of professionals who enjoy helping businesses prosper, and acting as critical friends to support your growth. We want to share our expertise to help you make your venture more resilient to the challenges ahead.
Please do not hesitate to contact us here at Venturezen if you require support.
The document discusses strategies for airlines to build brand value and influence in a challenging economic environment. It outlines four key principles: 1) Stand for something by connecting emotionally with customers on issues they care about; 2) Do remarkable things through innovative experiences that capture customers' imaginations; 3) Cultivate advocates by empowering customers to spread positive messages; 4) Collaborate across departments to ensure consistency in delivering the brand promise. Examples are given of airlines like Emirates, Sama Airlines, JetBlue, and American that have successfully applied these principles.
This document provides a summary of Marketing 571 Class 5, which took place on Friday, September 11, 2009. The class covered several topics:
- Housekeeping matters including Classic Airlines Papers and an upcoming group project.
- A concept review on entering foreign markets, discussing factors companies consider when choosing new markets and Bechtel Corporation's process for evaluating overseas markets.
- Channel strategies, reviewing consumer and industrial marketing channels and the value-adds versus costs of different channels.
- A debate on whether advertising should focus on accountability or branding.
- Outdoor advertising was also briefly discussed as a topic.
This document summarizes a presentation on leading risk culture change by Linda Conrad of Zurich, Paul Walker of St. John's University, and Johan Willaert of Agfa Corporate Center. It discusses establishing leadership support for enterprise risk management (ERM), defining the scope of risk initiatives, mapping strategic risks, conducting risk assessments, setting action plans, and periodically reviewing risk management processes. The presentation emphasizes aligning ERM with business strategy, quantifying risks, gaining senior management buy-in, and communicating with stakeholders to develop a proactive risk culture.
Supply Chain Risk Strategies for Emerging Markets by Brittain LaddBrittain Ladd
This document discusses supply chain risk strategies for companies operating in emerging markets. It notes that while emerging markets offer growth opportunities, they also present significant risks that companies need to manage. The document outlines various types of supply chain risks, such as macroeconomic risks, risks from partners and internal operations. It emphasizes that companies should take a holistic approach to assessing risks across their entire supply chains and implement resilience strategies to mitigate vulnerabilities. Managing supply chain risk is particularly important in emerging markets due to factors like unclear regulations and infrastructure challenges.
Willis_FinancialInstitutionsRiskIndex2025_NETPUB_GC (1)Elizabeth Smith
The document summarizes the findings of the Willis Financial Institutions 2025 Risk Index, which surveyed 150 C-suite executives from financial institutions globally to identify the major risks and trends facing the financial sector over the next decade. It found that the top risks were regulatory changes and complexity, global talent shortages, and demographic shifts. The index also identified six megatrends driving risk: regulatory changes, business model pressures, changes in investment and capital, digitalization, demographic shifts, and skills shortages. C-suite executives viewed regulatory changes as posing the biggest risk. The document analyzes each megatrend and the associated risks identified by the survey respondents.
The document discusses lessons that can be learned from analyzing the top 15 luxury brands in 2008. Some key lessons include:
1) Luxury brands must maintain control over their entire supply chain and brand experience to ensure consistent high quality.
2) Extending brands into new categories or markets can dilute the brand if not done carefully. Maintaining exclusivity and scarcity is important.
3) Luxury brands must say "no" to some customers and opportunities in order to avoid compromising the brand or losing its aspirational appeal. Managing demand is as important as creating it.
Unleaded is a marketing think tank based in Dallas that blends traditional and new media strategies. They have worked with over 500 clients ranging from large brands to startups. Unleaded focuses on tone, relevance, and speed to create engaging campaigns. They develop concepts from start to finish and integrate multiple mediums. Unleaded bases their compensation on campaign results. They have experience across many deliverables and capabilities to drive business results for clients.
1. The report discusses the book "Connective Branding" which provides a new framework for branding in today's complex environment.
2. It outlines 5 key insights from the current branding landscape including the need to regain consumer trust, involve employees to strengthen the brand from within, and adopt a networked approach across the organization.
3. The book's core model focuses on aligning brand promises with experiences and strengthening emotional connections with stakeholders. It provides a 5-step process for brands to increase this alignment.
My idea of the integrated marketing communication plan for the newly developed product ( imaginary product). Consists of the market and industry analysis, customer profile, my idea of mixed marketing communication tools from above the line and below the line marketing, following the budgeting and proposed methods for control and evaluation of the campaign.
The document discusses how political, economic, ecological and social uncertainty have changed risk/reward calculations for offshore outsourcing. It provides a methodology for ranking 125 offshore locations based on surveys of outsourcing clients. The rankings assess locations' downstream risks from issues like terrorism, natural disasters, crime and corruption. It identifies the safest locations as being in Central/Eastern Europe and Latin America, while most of Southeast Asia and Africa pose more dangers. The document outlines 15 steps companies can take to mitigate risks when outsourcing offshore and predicts outsourcing trends for 2009, such as a preference for nearshore/sameshore locations and stronger outsourcing governance.
This document discusses the differences between reputation and brand, and how corporate reputation can be impacted during times of crisis. It notes that while a corporation owns its brand, stakeholders own its reputation. It also discusses how technology now allows for more rigorous analysis of social media and other sources to better understand stakeholder perceptions that drive reputation. The document argues that traditional risk management may not fully account for reputation risks, and that trademark lawyers can help by providing reputation intelligence and advising clients to consider stakeholder perceptions.
Companies that export a third more likely to increase profits than those staying at home.
Regus' survey of 24,000 global business leaders highlights the many obstacles preventing more firms expanding abroad .
This document discusses entering foreign markets and new product development. It begins with an overview of the major decisions involved in international marketing, such as deciding which markets to enter, how to enter the market, and determining the marketing program and organization. Next, it discusses how companies evaluate potential foreign markets, with examples of considering neighboring countries first due to understanding their culture and controlling costs more effectively. The document also outlines Bechtel Corporation's process for strategic market analysis and criteria for ideal new markets.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
Factors influencing successful brand extensionsLaiqa Ahmed
This document discusses factors that influence the success of brand extensions. It presents four hypotheses: 1) Extensions into more similar categories will be more accepted; 2) Brands with higher reputations will have more favorable extensions; 3) Higher perceived risk of the extension category will lead to more positive evaluations; 4) Consumers' innovativeness will lead to more positive evaluations. The document reports on research testing these hypotheses for fast-moving consumer goods, durable goods, and services brands. Descriptive, bivariate, and multivariate analyses provide support for the hypotheses.
Building trust means managing both the conditions and consequences of reputation risk. This presentation looks at how to integrate reputation management and reputation risk into the enterprise, across functions.
Key Takeaways from the Unisource Strategic Branding Conference (Hotel & Lodging)Unisource Worldwide, Inc.
The Unisource Strategic Branding Conference, Hotel & Lodging was a free event dedicated to Hotel Management Professionals. Industry leaders came together to discuss current issues, best practices, and innovative new ways to maintain, protect, and grow an organization’s brand.
Speakers included Dr. Chekitan S. Dev of the Cornell University School of Hotel Administration, Julie Cottineau, Founder and CEO of BrandTwist (formerly with Virgin Group), Chris Crenshaw, Vice President at STR, and Tony Pollard, President, Hotel Association of Canada.
The role of AI in identifying emerging risks in financial servicesMaeva J. Charles
The session explores the role of AI and big data in improving risk management and building business resilience in Financial Services. You will get a broader perspective into emerging (also referred as non-financial or Environment, Social and Governance (ESG)) risks in Financial Services. Finally you will be walked through a case study with a leading bank on their use of AI to future-proof their organization.
This is a presentation that's part of a series in which LinkedIn Influencers analyze the state and future of their industry. You can read the posts at https://www.linkedin.com/channels/the_economy?trk=prod-inf-myindustry-0325-cutline
Study on the Impact of Industry Prosperity on the Level of Corporate Risk Takingijtsrd
Based on the principal agent theory, we construct a research framework of external environment—investment efficiency—corporate risk taking level. Utilizing data on industry prosperity from 2019 to 2023 and combining panel data on corporate risk taking levels in the eastern, central, and western regions of China, we employ a multi time point DID model for OLS regression to analyze the impact of industry prosperity on the level of corporate risk taking under regional differences. The results indicate 1 Companies in industries with higher prosperity tend to have higher investment efficiency and more stable revenue, leading to lower levels of corporate risk taking 2 Higher market freedom weakens the influence of industry prosperity on the local corporate risk taking level 3 The degree of market liberalization in the eastern, central, and western regions of China is gradually decreasing, making the impact of industry prosperity on the risk taking level of companies highest in the western region, followed by the central region, and the eastern region experiencing the smallest impact. Zhang Beiheng "Study on the Impact of Industry Prosperity on the Level of Corporate Risk Taking" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-6 , December 2023, URL: https://www.ijtsrd.com/papers/ijtsrd61201.pdf Paper Url: https://www.ijtsrd.com/management/accounting-and-finance/61201/study-on-the-impact-of-industry-prosperity-on-the-level-of-corporate-risk-taking/zhang-beiheng
The document discusses several factors that have contributed to the flattening of the world and increased globalization, according to Thomas Friedman. These include the fall of the Berlin Wall, the rise of the internet and web browsers, and the emergence of workflow software, which created online platforms for increased collaboration globally. Subsequent factors discussed are uploading, outsourcing, offshoring, supply-chaining, insourcing, and informing, which represent new forms of global collaboration enabled by technological advances. The document also discusses implications for international business and theories of internationalization.
The Brunswick Group conducted an online survey among buy-side investors and sell-side analysts to understand how investors use digital media platforms to research and make an investment decision.
Digital media in this report is defined as social media platforms such as Facebook and LinkedIn, as well as online tools such as search engines.
Brunswick surveyed 150 investor and analysts across North America, Europe, the UK, and Asia between November and December of 2017. Tracking data from previous waves in 2016 and 2015 is included for comparison.
King Salman of Saudi Arabia appointed his 31-year-old son, Prince Mohammed bin Salman, as Crown Prince, breaking with succession norms. This consolidates Prince Mohammed's power over the kingdom's economic reforms and more assertive foreign policy. As defense minister and head of the Public Investment Fund, he is pushing to diversify the economy away from oil and modernize Saudi society. His rapid rise centralizes decision-making and ensures his vision of Saudi Arabia's future will define policies for decades.
This document summarizes a presentation on leading risk culture change by Linda Conrad of Zurich, Paul Walker of St. John's University, and Johan Willaert of Agfa Corporate Center. It discusses establishing leadership support for enterprise risk management (ERM), defining the scope of risk initiatives, mapping strategic risks, conducting risk assessments, setting action plans, and periodically reviewing risk management processes. The presentation emphasizes aligning ERM with business strategy, quantifying risks, gaining senior management buy-in, and communicating with stakeholders to develop a proactive risk culture.
Supply Chain Risk Strategies for Emerging Markets by Brittain LaddBrittain Ladd
This document discusses supply chain risk strategies for companies operating in emerging markets. It notes that while emerging markets offer growth opportunities, they also present significant risks that companies need to manage. The document outlines various types of supply chain risks, such as macroeconomic risks, risks from partners and internal operations. It emphasizes that companies should take a holistic approach to assessing risks across their entire supply chains and implement resilience strategies to mitigate vulnerabilities. Managing supply chain risk is particularly important in emerging markets due to factors like unclear regulations and infrastructure challenges.
Willis_FinancialInstitutionsRiskIndex2025_NETPUB_GC (1)Elizabeth Smith
The document summarizes the findings of the Willis Financial Institutions 2025 Risk Index, which surveyed 150 C-suite executives from financial institutions globally to identify the major risks and trends facing the financial sector over the next decade. It found that the top risks were regulatory changes and complexity, global talent shortages, and demographic shifts. The index also identified six megatrends driving risk: regulatory changes, business model pressures, changes in investment and capital, digitalization, demographic shifts, and skills shortages. C-suite executives viewed regulatory changes as posing the biggest risk. The document analyzes each megatrend and the associated risks identified by the survey respondents.
The document discusses lessons that can be learned from analyzing the top 15 luxury brands in 2008. Some key lessons include:
1) Luxury brands must maintain control over their entire supply chain and brand experience to ensure consistent high quality.
2) Extending brands into new categories or markets can dilute the brand if not done carefully. Maintaining exclusivity and scarcity is important.
3) Luxury brands must say "no" to some customers and opportunities in order to avoid compromising the brand or losing its aspirational appeal. Managing demand is as important as creating it.
Unleaded is a marketing think tank based in Dallas that blends traditional and new media strategies. They have worked with over 500 clients ranging from large brands to startups. Unleaded focuses on tone, relevance, and speed to create engaging campaigns. They develop concepts from start to finish and integrate multiple mediums. Unleaded bases their compensation on campaign results. They have experience across many deliverables and capabilities to drive business results for clients.
1. The report discusses the book "Connective Branding" which provides a new framework for branding in today's complex environment.
2. It outlines 5 key insights from the current branding landscape including the need to regain consumer trust, involve employees to strengthen the brand from within, and adopt a networked approach across the organization.
3. The book's core model focuses on aligning brand promises with experiences and strengthening emotional connections with stakeholders. It provides a 5-step process for brands to increase this alignment.
My idea of the integrated marketing communication plan for the newly developed product ( imaginary product). Consists of the market and industry analysis, customer profile, my idea of mixed marketing communication tools from above the line and below the line marketing, following the budgeting and proposed methods for control and evaluation of the campaign.
The document discusses how political, economic, ecological and social uncertainty have changed risk/reward calculations for offshore outsourcing. It provides a methodology for ranking 125 offshore locations based on surveys of outsourcing clients. The rankings assess locations' downstream risks from issues like terrorism, natural disasters, crime and corruption. It identifies the safest locations as being in Central/Eastern Europe and Latin America, while most of Southeast Asia and Africa pose more dangers. The document outlines 15 steps companies can take to mitigate risks when outsourcing offshore and predicts outsourcing trends for 2009, such as a preference for nearshore/sameshore locations and stronger outsourcing governance.
This document discusses the differences between reputation and brand, and how corporate reputation can be impacted during times of crisis. It notes that while a corporation owns its brand, stakeholders own its reputation. It also discusses how technology now allows for more rigorous analysis of social media and other sources to better understand stakeholder perceptions that drive reputation. The document argues that traditional risk management may not fully account for reputation risks, and that trademark lawyers can help by providing reputation intelligence and advising clients to consider stakeholder perceptions.
Companies that export a third more likely to increase profits than those staying at home.
Regus' survey of 24,000 global business leaders highlights the many obstacles preventing more firms expanding abroad .
This document discusses entering foreign markets and new product development. It begins with an overview of the major decisions involved in international marketing, such as deciding which markets to enter, how to enter the market, and determining the marketing program and organization. Next, it discusses how companies evaluate potential foreign markets, with examples of considering neighboring countries first due to understanding their culture and controlling costs more effectively. The document also outlines Bechtel Corporation's process for strategic market analysis and criteria for ideal new markets.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
The document discusses how globalization has impacted industry analysis and competitive advantage for multinational corporations. It notes that internationalization has led to more competition as barriers to entry have fallen and national markets are now served by a more diverse set of global competitors. This has driven down industry concentration and profitability in many sectors. It also explains how a firm's competitive advantage is influenced not just by its own resources and capabilities, but also by the national environment in which it operates, such as the availability of key resources in that country.
Factors influencing successful brand extensionsLaiqa Ahmed
This document discusses factors that influence the success of brand extensions. It presents four hypotheses: 1) Extensions into more similar categories will be more accepted; 2) Brands with higher reputations will have more favorable extensions; 3) Higher perceived risk of the extension category will lead to more positive evaluations; 4) Consumers' innovativeness will lead to more positive evaluations. The document reports on research testing these hypotheses for fast-moving consumer goods, durable goods, and services brands. Descriptive, bivariate, and multivariate analyses provide support for the hypotheses.
Building trust means managing both the conditions and consequences of reputation risk. This presentation looks at how to integrate reputation management and reputation risk into the enterprise, across functions.
Key Takeaways from the Unisource Strategic Branding Conference (Hotel & Lodging)Unisource Worldwide, Inc.
The Unisource Strategic Branding Conference, Hotel & Lodging was a free event dedicated to Hotel Management Professionals. Industry leaders came together to discuss current issues, best practices, and innovative new ways to maintain, protect, and grow an organization’s brand.
Speakers included Dr. Chekitan S. Dev of the Cornell University School of Hotel Administration, Julie Cottineau, Founder and CEO of BrandTwist (formerly with Virgin Group), Chris Crenshaw, Vice President at STR, and Tony Pollard, President, Hotel Association of Canada.
The role of AI in identifying emerging risks in financial servicesMaeva J. Charles
The session explores the role of AI and big data in improving risk management and building business resilience in Financial Services. You will get a broader perspective into emerging (also referred as non-financial or Environment, Social and Governance (ESG)) risks in Financial Services. Finally you will be walked through a case study with a leading bank on their use of AI to future-proof their organization.
This is a presentation that's part of a series in which LinkedIn Influencers analyze the state and future of their industry. You can read the posts at https://www.linkedin.com/channels/the_economy?trk=prod-inf-myindustry-0325-cutline
Study on the Impact of Industry Prosperity on the Level of Corporate Risk Takingijtsrd
Based on the principal agent theory, we construct a research framework of external environment—investment efficiency—corporate risk taking level. Utilizing data on industry prosperity from 2019 to 2023 and combining panel data on corporate risk taking levels in the eastern, central, and western regions of China, we employ a multi time point DID model for OLS regression to analyze the impact of industry prosperity on the level of corporate risk taking under regional differences. The results indicate 1 Companies in industries with higher prosperity tend to have higher investment efficiency and more stable revenue, leading to lower levels of corporate risk taking 2 Higher market freedom weakens the influence of industry prosperity on the local corporate risk taking level 3 The degree of market liberalization in the eastern, central, and western regions of China is gradually decreasing, making the impact of industry prosperity on the risk taking level of companies highest in the western region, followed by the central region, and the eastern region experiencing the smallest impact. Zhang Beiheng "Study on the Impact of Industry Prosperity on the Level of Corporate Risk Taking" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-6 , December 2023, URL: https://www.ijtsrd.com/papers/ijtsrd61201.pdf Paper Url: https://www.ijtsrd.com/management/accounting-and-finance/61201/study-on-the-impact-of-industry-prosperity-on-the-level-of-corporate-risk-taking/zhang-beiheng
The document discusses several factors that have contributed to the flattening of the world and increased globalization, according to Thomas Friedman. These include the fall of the Berlin Wall, the rise of the internet and web browsers, and the emergence of workflow software, which created online platforms for increased collaboration globally. Subsequent factors discussed are uploading, outsourcing, offshoring, supply-chaining, insourcing, and informing, which represent new forms of global collaboration enabled by technological advances. The document also discusses implications for international business and theories of internationalization.
The Brunswick Group conducted an online survey among buy-side investors and sell-side analysts to understand how investors use digital media platforms to research and make an investment decision.
Digital media in this report is defined as social media platforms such as Facebook and LinkedIn, as well as online tools such as search engines.
Brunswick surveyed 150 investor and analysts across North America, Europe, the UK, and Asia between November and December of 2017. Tracking data from previous waves in 2016 and 2015 is included for comparison.
King Salman of Saudi Arabia appointed his 31-year-old son, Prince Mohammed bin Salman, as Crown Prince, breaking with succession norms. This consolidates Prince Mohammed's power over the kingdom's economic reforms and more assertive foreign policy. As defense minister and head of the Public Investment Fund, he is pushing to diversify the economy away from oil and modernize Saudi society. His rapid rise centralizes decision-making and ensures his vision of Saudi Arabia's future will define policies for decades.
OECD's Base Erosion and Profit Shifting ProjectBrunswick Group
The document discusses the OECD's Base Erosion and Profit Shifting (BEPS) project which will require multinational corporations to disclose tax and financial information on a country-by-country basis. This will increase reputational risk for companies by exposing tax structures and potentially showing some pay little tax relative to their operations. The document advises companies to prepare for these disclosures by assessing risks, engaging stakeholders, gaining executive support, and developing effective messaging to explain their tax practices. Brunswick Group offers services to help companies mitigate risks and protect their reputations surrounding the BEPS tax transparency changes.
The document discusses the changing political environment in Europe regarding foreign investment, particularly from China. Recent actions from the European Commission and some EU member states indicate a desire for stronger policies to review foreign takeovers in strategic industries. While foreign investment is generally welcomed, there are increasing concerns about state-backed Chinese acquisitions and technology transfers. The European Commission may propose rules allowing member states to block foreign investments deemed politically motivated, focusing on key sectors like transportation and technology, but implementing any EU-wide laws will be difficult due to differing national interests.
Brunswick ISMEA Quarterly Newsletter - May 2017 Brunswick Group
The document discusses various topics related to financial technology (FinTech) across different regions including India, Singapore, and the Middle East. In India, the transition towards a less cash economy has opened opportunities for FinTech companies and startups, while also necessitating greater collaboration between new and traditional financial players. RegTech is emerging in Singapore to help automate regulatory compliance. In the Middle East, financial centers like Dubai and Abu Dhabi are establishing FinTech hubs and accelerators to attract startups and develop links to other regions like Asia.
Brunswick Group - ISMEA Newsletter - May 2017Brunswick Group
The document discusses various topics related to financial technology (FinTech) across different regions including India, Singapore, and the Middle East. In India, the transition towards a less cash economy has opened opportunities for FinTech companies and startups, while also necessitating greater collaboration between new and traditional financial players. RegTech is emerging as an important new category focusing on technology solutions for regulatory compliance. In the Middle East, financial centers like Dubai and Abu Dhabi are establishing FinTech hubs and accelerators to attract startups and position themselves as leaders in the industry.
Brunswick Group, an advisory firm, is expanding its operations in Germany by opening an office for its creative agency MerchantCantos in Berlin. MerchantCantos will advise Brunswick's clients in Germany on issues like digitization, branding, and sustainability. The new Berlin office was opened to better serve MerchantCantos' growing client base in Germany by being closer to clients and able to offer integrated advisory and creative solutions. The office opening supports Brunswick's broader advisory capabilities and digital offerings for its clients.
This document summarizes the findings of a study on students' perceptions of the mining industry in the UK and South Africa. The key findings were:
1) Students have a negative perception of mining as dangerous, exploitative and stagnant. They are unaware of the range of professional careers available beyond manual labor jobs.
2) When presented with information about the variety of roles in mining, students' views shifted positively as they were surprised by the opportunities.
3) Mining companies need to better communicate and engage with students early in their careers to attract talent and shift perceptions by highlighting innovation, careers and contributions to society.
Brexit in perspective article 50 notificationBrunswick Group
The UK government has formally triggered Article 50, beginning Brexit negotiations. Over the next two years, the UK and EU will discuss key issues like the rights of EU citizens, Britain's exit bill, and future trade relations. While both sides call for minimizing disruption, their views diverge on whether withdrawal terms and a new partnership can be negotiated simultaneously within the two-year timeframe. The start of Brexit talks marks the beginning of complex negotiations that will involve EU institutions and governments.
Brunswick takes a deeper look at why this election matters, the key issues that will shape Hong Kong’s future direction, and how the candidates are perceived to measure up in addressing them.
The fifth and final session of the 12th National People’s Congress concluded with no significant change in policy direction. While there were few surprises in this year’s gathering, the meetings gave a fresh view on the priorities of the administration and the implications for those operating in China.
This year’s meetings are the warm up act to the much more important 19th Party Congress at the end of this year when Xi Jinping will end his first five-year term as head of the Communist Party of China and when a number of the most senior members of the Party are expected to retire. The question is not if Xi Jinping stays for a second term (that’s a certainty), it is who will join him in the Politburo and the Standing Committee as this will influence the next five years and give early indication whether he may break with recent precedent and stay for a third term (2022-2027).
In this year’s report we look at how the Chinese authorities are seeking to balance growth, economic reform, and stability. Last year, the authorities spelled out a desire to achieve growth and reform—including drastically reducing overcapacity—while ensuring stability and enduring minimal pain. Achieving this simultaneously remains extremely challenging. This year they talked extensively about the reform agenda and its role in ensuring long-term growth, yet the importance of stability leading into the 19th Party Congress later this year is potentially even more important. “Stability is of overriding importance,” stressed Li Keqiang. Other key topics at this year’s sessions beyond ensuring reform and continued growth included a focus on job creation and poverty alleviation.
Stakeholder management in getting the deal doneBrunswick Group
It is probably a lazy truism that regulatory and political clearance has become the most challenging and unpredictable factor in executing complex, crossborder mergers and acquisitions.
This article originally appeared in DealMakers magazine
India, Singapore, Middle East and Africa – quarterly reviewBrunswick Group
This quarterly newsletter focuses on the three overarching themes impacting the region: Connectivity, Commodities and Energy, and the Rising New Middle Class. The unprecedented connectivity between these nations is enabling unprecedented movement of people, goods, services, and ideas accelerated by innovation and new technologies. Their economies are driven by commodities and energy fueling economic growth and creating future opportunity, while presenting long-term challenges from pollution to climate change.
France 2017 elections – The left wing primariesBrunswick Group
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Learn more about the five main contenders.
Brunswick Paris office: www.brunswickgroup.com/contact-us/paris/
Brunswick intelligence - Brexit in perspectiveBrunswick Group
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An inside view from Brussels.
Building an opportunity oriented reputation culture.
In order to answer questions about communications professionals’ current understanding of corporate reputation and how to build an organizational culture focused on proactive reputation building, Brunswick Insight, surveyed senior in-house European communications professionals. The results of our study suggest that the most forward-thinking organizations are positioning their entire organization to build reputation proactively.
Perceptions of Chinese businesses going globalBrunswick Group
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In Brunswick’s report, “Deals, Dreams & Doubts,” we go beyond the traditional deal volume and deal value data to understand the perceptions of those with a stake in Chinese outbound investment from Chinese business leaders to opinion elites. We surveyed 1,600 top decision makers in China and three of the top markets for Chinese outbound investment – the United States, the United Kingdom and Germany – to gain an insight into what drives the decision to invest and what impacts the decision to approve or reject investments by Chinese companies.
Infographic - Perceptions of Chinese businesses going globalBrunswick Group
Brunswick surveyed 1,600 top decision makers in China and three of the top markets for Chinese outbound investment – the United States, the United Kingdom and Germany – to gain an insight into what drives the decision to invest and what impacts the decision to approve or reject investments by Chinese companies.
Perceptions of Chinese businesses going global - ChineseBrunswick Group
This document appears to contain statistical data presented in tables with percentages. The data seems to be results from multiple waves of a survey or poll broken into categories. Various percentages ranging from the teens to high 60s are provided across multiple tables without any additional context. The document contains numerous copyright notices but no other explanatory text.
2. INTRODUCTION
The way in which investors are assessing the risks and benefits of
manufacturing overseas is changing, with cost no longer eclipsing all other
factors that influence decision-making. This new reality is especially true for
the luxury sector, where consumer expectations are particularly high and the
erosion of the perceived quality of a product or brand can have a material
impact on the business.
Our survey of more than 200 U.S.-based investment professionals shows that investors rank the luxury
sector as more exposed to overall reputational risk from overseas manufacturing than six other sectors.
Moreover, a majority of investors place as much emphasis on reputational risk as they place on cost
when making luxury sector investment decisions.
These results suggest that luxury companies should take a holistic look at their manufacturing operations
to determine the right geographic balance for their brand. Convincing investors that a thoughtful strategy
is in place requires identifying where product advantages can be realized from manufacturing at home,
and where the cost-benefit of producing overseas may outweigh the reputational risk. Regardless of the
precise market mix, it is important to articulate the benefits of products made in home markets while
proactively minimizing reputational risk in complex political and social ecosystems in other corners
of the globe.
Susan Gilchrist
Group Chief Executive, Brunswick Group LLC
3. As investors place equal emphasis on reputational risk and
cost, companies should take a holistic view of their
manufacturing strategies to determine where significant brand
or product advantages can be realized from manufacturing at home,
and where the cost-benefit of producing overseas may outweigh the
reputational risk. A thoughtful strategy that considers
the right balance for your brand will be viewed by
investors as an asset rather than a liability.
4. research Implications
Investors want to know that companies are deriving brand and business benefits when manufacturing
at home and taking proactive steps to manage reputational risk overseas.
At home
• Define excellence. Tout the benefits of highly skilled craftsmen that deliver superior quality products.
• Display your heritage. Associations with strong heritage can deliver brand benefits and marketing
opportunities that increase customer loyalty and perceived value.
• Protect your assets. An established and familiar legal system allows for close control over
intellectual property.
Overseas
• Be your own watchdog. Devote more resources and have an active presence in areas where risk
is higher to ensure that quality and safety are tightly controlled.
• Build relationships with a cross section of stakeholders. Regularly engage with local NGOs,
government and labor groups to understand the complexities of the market, better anticipate issues
and solidify relationships before an issue arises.
• Engage wisely. Assess the landscape of stakeholders to understand the centers of influence and
identify contentious players.
• Collaborate with peers. Working together facilitates a more productive dialogue with local
stakeholders and gives you a stronger collective voice.
5. Supply chain risk is a top consideration for investors
and a majority place equal weight on
reputational risk and potential cost savings
associated with overseas manufacturing when
considering luxury sector investments.
6. Factors Driving Investment Behavior
Over the last 12 months, have you Commodity Prices
made an investment decision about
a company based on any of the Eurozone Crisis
following factors? Supply Chain Risk
China Not Delivering on Growth
Sector Fragmentation
Climage Change
Which ONE do you consider MORE Potential cost savings
when making investment decisions? for luxury goods
companies as they
move manufacturing
operations overseas
Potential reputational
harm for luxury goods
companies as they move
manufacturing operations
overseas
7. Investors believe luxury is among the top sectors
exposed to significant risk on the issues of quality control
and protection of intellectual property rights, and is
considered most exposed of all sectors on overall
reputational risk when manufacturing overseas.
8. Risk Exposure for the Luxury Sector
Which ONE of the following sectors is exposed to the most ______ through overseas manufacturing?
QUALITY CONTROL RISK INTELLECTUAL PROPERTY RISK REPUTATIONAL RISK
Healthcare Products Technology Consumer Goods Luxury Consumer Goods
Luxury Consumer Goods Luxury Consumer Goods Healthcare Products
Technology Consumer Goods Healthcare Products Consumer Durable Goods
Consumer Durable Goods Consumer Durable Goods Technology Consumer Goods
Non-Luxury Consumer Goods Heavy Industrial Goods Non-Luxury Consumer Goods
Heavy Industrial Goods Non-Luxury Consumer Goods Heavy Industrial Goods
9. Eighty percent of investment professionals see
the reputational risk from overseas
manufacturing beginning to outweigh
potential cost benefits, but moving manufacturing
to home markets is not a silver-bullet solution for
the luxury sector.
10. On-Shore vs. Off-Shore Manufacturing
Do you agree or disagree with the following? disAgree
The reputational risk associated with
off-shore manufacturing is beginning
to offset the cost savings for
luxury goods manufacturers...
Agree
What is the biggest risk
that luxury goods companies
face when manufacturing
in U.S. and European
home markets?
11. “[Luxury companies] have got to protect their
name…that is the key to their competitive
success. I think they just don’t recognize the breadth
of some of the threats that they can face.”
— University Academic on Luxury Sector Risk
12. ABOUT BRUNSWICK
Brunswick Group is an international corporate communications partnership that helps businesses and other organizations
address critical communications challenges. We started in London in 1987 and have grown organically into a private
partnership of 21 cities around the world. Today we have around 90 Partners – senior professionals from a range of industry
backgrounds – and a total staff of more than 600. We offer our clients a range of specialist capabilities – by issue, transaction,
sector or audience – designed to deliver the desired outcome. Brunswick operates as a one-firm firm, offering a seamless
service across international boundaries.
www.brunswickgroup.com
Read The Brunswick Review, a journal devoted to communications and corporate relations,
at www.brunswickgroup.com/review
ABOUT BRUNSWICK INSIGHT
Brunswick Insight is the Group’s opinion research practice, specializing in assessing global business issues and corporate
reputation. Operating globally, we use a range of qualitative and quantitative research techniques in order to help companies
and organizations inform and measure their communications and policy strategies.
ABOUT THE SURVEY
Brunswick Insight fielded this survey among 205 U.S.-based professional investors on both the buy-side and sell-side at
investment banks, hedge funds, and private equity firms. The data was collected online between January 3rd and 7th, 2013.
The survey has an overall margin of error of ± 6.8% at the 95% confidence interval.
13. London
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Frankfurt
Berlin
Munich Beijing
Vienna Shanghai
Paris Hong Kong
New York Milan
Washington, DC Rome Abu Dhabi
Dallas Dubai
San Francisco Johannesburg
São Paulo
BRUNSWICK OFFICES
14. For more information, contact:
Susan Gilchrist, Group Chief Executive
sgilchrist@brunswickgroup.com
+1 212 333 3810
Katie Foley Ioanilli, Director, New York
kioanilli@brunswickgroup.com
+1 212 333 3810
Sparky Zivin, Director, Brunswick Insight, Washington, DC
szivin@brunswickgroup.com
+1 202 393 7337