The document provides results and analysis from the 2018 Extel survey. It names the top brokers, research providers, and analysts as voted by buy-side firms. Exane BNP Paribas was named best overall broker and for research. Kepler Cheuvreux received awards for best sales and corporate access. Numis Securities won for UK small and midcaps. Absolute Strategy Research was recognized for independent research. The document discusses the methodology and voter demographics of the Extel survey. It also includes comments from award-winning firms on what makes them successful and the value of the Extel survey.
This document summarizes the key findings of a survey of 278 senior procurement professionals. It finds that while most procurement managers believe they could add more strategic value to their organizations, they often lack support and influence within their companies. Nearly 60% do not have a procurement officer on the board, and 99% say procurement does not have a high enough profile. However, 94% believe more investment in procurement would boost profits. The document also discusses how Brexit uncertainty presents an opportunity for procurement to prove its strategic value through cost control and supply chain management. It provides examples of how an advisory firm helped clients achieve significant cost savings.
This document summarizes the key findings of a survey of 278 senior procurement professionals. It finds that while most procurement managers believe they could add more strategic value to their organizations, they often lack support and influence within their companies. Nearly 60% do not have a procurement officer on the board, and 99% say procurement does not have a high enough profile. However, 94% believe more investment in procurement would boost profits. The document also discusses how Brexit uncertainty presents an opportunity for procurement to prove its strategic value through cost control and supply chain management. It provides examples of how an advisory firm helped clients achieve significant cost savings.
1. Background
2. Return on Investment for Lead Generation
3. Lead Generation Survey Research
4. Effective Lead Generation Strategies
5. Outsourcing Online Lead Generation
6. Lead Generation Essentials
7. Finding Quality Lead Suppliers
8. AchievingYour Best ROI
- The document discusses innovation in recruitment process outsourcing (RPO). It highlights a disconnect between RPO providers and clients that is hindering innovation.
- Research with 21 organizations found that RPO providers are mainly seen as processors focused on cost and outputs rather than strategic partners that add value. Attempts at innovation are seen as "noise" rather than true innovation.
- To drive innovation, the research argues that RPO providers need to better engage clients, act as advisors rather than sellers, focus on outcomes over outputs, and partner more closely with clients rather than taking a "one-size-fits-all" approach. Workforce planning, branding, and flexibility were also cited as areas where R
Managing Uncertainty Report from Supply Management Insider & ERA Alan Birse
This survey, produced by Supply Management in conjunction with Expense Reduction Analysts, explores attitudes to Procurement within different organisations. It reviews how Procurement can help address businesses' profitability in a period of increasing uncertainty.
The document summarizes a presentation on branding procurement. It discusses how procurement has traditionally focused on cost cutting but now needs to shift focus to driving supplier innovation and reducing supply chain risk. It provides examples of how procurement can champion innovative ideas from suppliers like the upside down ketchup bottle. It also notes that few companies have effective supplier screening programs and that formal risk management can generate higher returns. The presentation encourages procurement to expand its horizons and embrace new trends in order to effectively brand its value to organizations.
Burford Capital 2016 Litigation Finance SurveyBurford Capital
Burford's 2016 Litigation Finance Survey shows that litigation finance continues to grow and evolve. Outside capital helps lawyers meet clients' need for cost containment without putting undue burden on the firm.
This document discusses the work of Chartered Business Valuators (CBVs) in 3 paragraphs:
CBVs determine the value of businesses, assets, brands, and help settle legal disputes. They use various valuation methods and draw on experience to assess worth, even for intangible assets. Their designation signifies expertise and adherence to standards, lending credibility to valuations. CBVs help clients understand the value of their assets, such as helping a software company realize they could sell for $8.3 million instead of the initial $4 million offer.
This document summarizes the key findings of a survey of 278 senior procurement professionals. It finds that while most procurement managers believe they could add more strategic value to their organizations, they often lack support and influence within their companies. Nearly 60% do not have a procurement officer on the board, and 99% say procurement does not have a high enough profile. However, 94% believe more investment in procurement would boost profits. The document also discusses how Brexit uncertainty presents an opportunity for procurement to prove its strategic value through cost control and supply chain management. It provides examples of how an advisory firm helped clients achieve significant cost savings.
This document summarizes the key findings of a survey of 278 senior procurement professionals. It finds that while most procurement managers believe they could add more strategic value to their organizations, they often lack support and influence within their companies. Nearly 60% do not have a procurement officer on the board, and 99% say procurement does not have a high enough profile. However, 94% believe more investment in procurement would boost profits. The document also discusses how Brexit uncertainty presents an opportunity for procurement to prove its strategic value through cost control and supply chain management. It provides examples of how an advisory firm helped clients achieve significant cost savings.
1. Background
2. Return on Investment for Lead Generation
3. Lead Generation Survey Research
4. Effective Lead Generation Strategies
5. Outsourcing Online Lead Generation
6. Lead Generation Essentials
7. Finding Quality Lead Suppliers
8. AchievingYour Best ROI
- The document discusses innovation in recruitment process outsourcing (RPO). It highlights a disconnect between RPO providers and clients that is hindering innovation.
- Research with 21 organizations found that RPO providers are mainly seen as processors focused on cost and outputs rather than strategic partners that add value. Attempts at innovation are seen as "noise" rather than true innovation.
- To drive innovation, the research argues that RPO providers need to better engage clients, act as advisors rather than sellers, focus on outcomes over outputs, and partner more closely with clients rather than taking a "one-size-fits-all" approach. Workforce planning, branding, and flexibility were also cited as areas where R
Managing Uncertainty Report from Supply Management Insider & ERA Alan Birse
This survey, produced by Supply Management in conjunction with Expense Reduction Analysts, explores attitudes to Procurement within different organisations. It reviews how Procurement can help address businesses' profitability in a period of increasing uncertainty.
The document summarizes a presentation on branding procurement. It discusses how procurement has traditionally focused on cost cutting but now needs to shift focus to driving supplier innovation and reducing supply chain risk. It provides examples of how procurement can champion innovative ideas from suppliers like the upside down ketchup bottle. It also notes that few companies have effective supplier screening programs and that formal risk management can generate higher returns. The presentation encourages procurement to expand its horizons and embrace new trends in order to effectively brand its value to organizations.
Burford Capital 2016 Litigation Finance SurveyBurford Capital
Burford's 2016 Litigation Finance Survey shows that litigation finance continues to grow and evolve. Outside capital helps lawyers meet clients' need for cost containment without putting undue burden on the firm.
This document discusses the work of Chartered Business Valuators (CBVs) in 3 paragraphs:
CBVs determine the value of businesses, assets, brands, and help settle legal disputes. They use various valuation methods and draw on experience to assess worth, even for intangible assets. Their designation signifies expertise and adherence to standards, lending credibility to valuations. CBVs help clients understand the value of their assets, such as helping a software company realize they could sell for $8.3 million instead of the initial $4 million offer.
VISION 2020
WELCOME TO THE FUTURE OF PROCUREMENT
Imagine it's the year 2020. Procurement has evolved so much that you barely recognize it. Its functions have been decentralized – or outsourced! – leaving leadership to focus on very different things. Job descriptions have changed dramatically. What's more, suppliers seem to have infiltrated the organization!
In this provocative report, visionary procurement leaders predict the future of procurement. They also advise how to prepare for it.
They agree about many things, but does that make them right?
BTI Business Development Opportunity Zones 2016 Executive SummaryBTI Consulting Group
BTI Business Development Opportunity Zones helps you create your best path to growth in 2016. See WHERE there will be opportunities to grow in 2016 with BTI’s Industry Opportunity Matrix. Find out HOW to target and win those market advantages with in-depth Practice Area Assessments. Chart the best course of action for YOUR firm with detailed Strategies for Success. Order Your BTI Business Development Opportunity Zones 2016 now for the data and strategies to jump start your firm’s growth today.
This document summarizes a Forrester Consulting study on the total economic impact of Cardlytics' purchase-driven marketing solution. Forrester interviewed 4 Cardlytics customers to understand the benefits, costs, and risks of using the solution. It found that reallocating a portion of marketing spend to Cardlytics improved return on ad spend from 1.5:1 to 4:1-6:1, resulting in $13.8 million in benefits versus $6 million in costs. This provided an ROI of 129% and net present value of $7.8 million over 3 years for a composite organization based on the interviewed customers.
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
Mercer Capital's Value Focus: FinTech Industry | Third Quarter 2017 Mercer Capital
Mercer Capital’s quarterly newsletter, FinTech Watch, provides an overview of the FinTech industry, including public market performance, valuation multiples for public FinTech companies, and articles of interest from around the web. This newsletter focuses on FinTech segments, including payment processors, technology, and solutions companies, examining general economic and industry trends as well as a summary of M&A and venture capital activity.
The document discusses changes in the legal services market driven by factors such as new entrants, client demand, talent supply, and substitutes. It outlines the traditional "OldLaw" model and contrasts it with the emerging "NewLaw" model characterized by alternative fee arrangements, process optimization, and a focus on efficiency. It notes consolidation and increased competitive intensity among incumbent firms, as well as the rise of in-house legal teams and outsourcing as substitutes. The legal market is transitioning to one with three segments: high-value specialized work, sophisticated daily work, and large-scale process work. Firms must differentiate to survive in this evolving landscape.
GT Events and Program Guide is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
This document discusses outside investment in law firms, using the example of Australia which deregulated the legal industry. It summarizes the debate around allowing outside ownership of law firms, noting arguments on both sides. It also outlines how the traditional "BigLaw" model compares to the "NewLaw" model emerging from deregulation and new entrants. Finally, it provides options for traditional law firms to consider in response to changing market conditions, such as differentiating services, reducing costs, or investigating consolidation.
Selasturkiye Real Estate Business Model By FnisZiya NISANOGLU
The document discusses how changes in the real estate industry, including the shift in leverage from brokers to agents resulting in declining broker profitability, have necessitated that brokers reevaluate and "remargin" their businesses. It describes current and emerging business models brokers can adopt, such as offering ancillary services or using different compensation structures for agents, to increase profit margins. The key is for brokers to change their business model in order to adapt to the new environment and remain profitable.
Customer Experience and Your Bottom LineFilipp Paster
- Focusing on customer experience drives significant business benefits including increased revenues, customer satisfaction, and financial performance better than competitors. Organizations see a $3 return for every $1 invested in customer experience.
- Competition is a bigger driver for prioritizing customer experience than direct customer feedback. Only 14% of organizations feel they are ahead of changing customer expectations.
- Key obstacles to good customer experience are outdated systems and lack of skills. Organizations are overcoming these through technology upgrades, third-party expertise, and skills development.
- Customer experience management is seen as most important for marketing ROI and strong customer experience. Most organizations plan to invest further in this area.
What can be learned from the private sector and should housing become more commercial? What are your strategic goals over the coming years and what are your concerns for reaching them? A panel of industry experts will gather to answer your questions and debate how we can reduce costs and innovate sourcing methods to better develop procurement and meet strategic targets.
Panelists:
John Wallace, Head of Procurement & Purchasing at Anchor Trust Leisa Hewitt, Procurement Director at PfH
Mike Doyle, Assistant Director at NHS North West Procurement Development
John Durrell, Director for Private Sector at Inprova Group
GT Events & Program Guide: ForwardThinking October/November 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
This document discusses commitment management in procurement and supply chain management. It provides definitions of commitment management from IACCM as applying quality principles to business terms and processes to improve negotiation, contract performance, and relationship standards. It also summarizes the IACCM's top 10 best practices for commitment management and discusses challenges procurement organizations face with maintaining savings, technology/talent, operational challenges, risk, and increasing demands. Frameworks for understanding commitment management drivers from Aberdeen Group are also outlined.
How to Align with Finance and Procurement to Demonstrate Business ImpactBravoSolution
Supply management is a crucial component requiring a broad range of capabilities to continually maximize value to the business. Measuring this value is all about alignment: how well the processes are performing and the integration in the horizontal business process. When aligned, finance and supply management can allow for greatly improved performance and demonstrable business impact.
During this presentation, you will learn best practices for measuring alignment and maturity and developing the capabilities required for supply management success.
This document summarizes findings from Ephor Group's analysis of the front office BPO market landscape for contact center CRM services. Some key points include:
- The overall BPO market is growing in the single digits, with some niche segments growing double digits. Demand is being driven by factors beyond just labor costs such as expertise, compliance, and customer experience solutions.
- Leading BPO vendors can provide full customer lifecycle solutions using advanced technologies. Business process as a service is also extending the scope of services.
- M&A activity in the sector will depend on economic conditions but is expected to remain strong as companies look to consolidate and bolster capabilities. Valuations for large enterprises range from
The document outlines the key steps in a marketing plan: 1) setting goals and tracking metrics, 2) gaining insights and targeting audiences, 3) developing messaging and offers, 4) producing marketing assets, 5) planning media and budget, and 6) executing the plan and analyzing results. It also quotes Professor Mark Ritson saying companies should focus more on the 95% of marketing that is the same across different contexts rather than differences.
Every year, Equiteq publish their Global Consulting M&A Report, which is the only publicly available information on the Global Consulting M&A market. It covers professional services companies across all major industry segments including: management consulting, IT consulting and services, media consulting, engineering consulting and HR services.
This presentation presents a summary of these findings and the key implications for consulting firm owners in each core market segment.
Fullerton Securities & Wealth Advisors Limited was selected as the Fastest Growing Equity Broking House (Mid-size firms) for the 'BSE IPF - Dun & Bradstreet Equity Broking Awards 2011'. The awards ceremony was held in Mumbai where Rajnish Kumar received the award on behalf of Fullerton Securities. Dun & Bradstreet used various financial and non-financial parameters from participating companies to determine award winners in categories such as retail broking, distribution network, and online broking.
ERA is a network of procurement advisors that helps organizations save money and improve business performance through strategic procurement, supplier management, and reducing spending. ERA delivers long-term savings and benefits by developing expertise in key supply areas, positively influencing supply chains, and fostering a culture of smarter spending. Client testimonials highlight large cost savings and procurement benefits achieved through ERA's services.
www.trinityp3.com
Introducing TrinityP3
• In 2000, Darren Woolley, a scientist and advertising creative director, founded TrinityP3 in Australia. His purpose was to help people to achieve commercial purpose through creative process. People, Purpose, Process – the ‘3P’s’ of TrinityP3.
• Sixteen years on, we’ve grown significantly, in size and in scope. We are Asia Pacific’s leading strategic marketing management consultancy with an international network of industry professionals, consulting at the leading edge of decision making in the marketing and advertising industry.
• Our aim is simple. We want to improve the marketing output of every single organisation that engages us.
• Generating improvement can mean challenging the norm and changing values within a marketing team or broader organisation. We guide our clients on this journey, emerging in a better place for the marketing team and its attributable effect on the organisation.
• We have built significant proprietary IP over the last sixteen years, including sophisticated agency search functionality, detailed financial benchmarking capability, extensive contractual experience and app or web-based evaluation tools.
• Our client base includes more than 50 of the world’s top 100 advertisers. We continue to grow in experience, geographical footprint and expertise. We continue to challenge thinking – our own, and that of our clients.
• Our consultants all possess at least ten years of experience in a specialised field within marketing and procurement.
• We enjoy a high profile in the Australian market and have produced extensive industry material in the form of articles, blog posts, webinars, speaking engagements and opinion pieces. To see the extent of our work in this area, please visit http://www.trinityp3.com/blog/.
ROI Definitions
Typically, TrinityP3 adds value in a pitch process by ensuring the following:
1. That the needs of marketing and advertising are clearly articulated and fulfilled by the process.
2. That the process meets the highest standards of due diligence and corporate governance.
3. That the principles of procurement and marketing are accommodated in the process to achieve the best outcome for both the client and the suppliers.
We flex within the requirements of specific clients as much as possible, within scope; no two processes are exactly alike.
For clarity, we have split the definition of ROI into three components.
Financial ROI: Optimal Efficiency, Optimal Effectiveness.
Operational ROI: Refined Process, Refined Delivery.
Post-Project ROI: The Benefits of a Productive Agency Relationship.
VISION 2020
WELCOME TO THE FUTURE OF PROCUREMENT
Imagine it's the year 2020. Procurement has evolved so much that you barely recognize it. Its functions have been decentralized – or outsourced! – leaving leadership to focus on very different things. Job descriptions have changed dramatically. What's more, suppliers seem to have infiltrated the organization!
In this provocative report, visionary procurement leaders predict the future of procurement. They also advise how to prepare for it.
They agree about many things, but does that make them right?
BTI Business Development Opportunity Zones 2016 Executive SummaryBTI Consulting Group
BTI Business Development Opportunity Zones helps you create your best path to growth in 2016. See WHERE there will be opportunities to grow in 2016 with BTI’s Industry Opportunity Matrix. Find out HOW to target and win those market advantages with in-depth Practice Area Assessments. Chart the best course of action for YOUR firm with detailed Strategies for Success. Order Your BTI Business Development Opportunity Zones 2016 now for the data and strategies to jump start your firm’s growth today.
This document summarizes a Forrester Consulting study on the total economic impact of Cardlytics' purchase-driven marketing solution. Forrester interviewed 4 Cardlytics customers to understand the benefits, costs, and risks of using the solution. It found that reallocating a portion of marketing spend to Cardlytics improved return on ad spend from 1.5:1 to 4:1-6:1, resulting in $13.8 million in benefits versus $6 million in costs. This provided an ROI of 129% and net present value of $7.8 million over 3 years for a composite organization based on the interviewed customers.
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
Mercer Capital's Value Focus: FinTech Industry | Third Quarter 2017 Mercer Capital
Mercer Capital’s quarterly newsletter, FinTech Watch, provides an overview of the FinTech industry, including public market performance, valuation multiples for public FinTech companies, and articles of interest from around the web. This newsletter focuses on FinTech segments, including payment processors, technology, and solutions companies, examining general economic and industry trends as well as a summary of M&A and venture capital activity.
The document discusses changes in the legal services market driven by factors such as new entrants, client demand, talent supply, and substitutes. It outlines the traditional "OldLaw" model and contrasts it with the emerging "NewLaw" model characterized by alternative fee arrangements, process optimization, and a focus on efficiency. It notes consolidation and increased competitive intensity among incumbent firms, as well as the rise of in-house legal teams and outsourcing as substitutes. The legal market is transitioning to one with three segments: high-value specialized work, sophisticated daily work, and large-scale process work. Firms must differentiate to survive in this evolving landscape.
GT Events and Program Guide is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
This document discusses outside investment in law firms, using the example of Australia which deregulated the legal industry. It summarizes the debate around allowing outside ownership of law firms, noting arguments on both sides. It also outlines how the traditional "BigLaw" model compares to the "NewLaw" model emerging from deregulation and new entrants. Finally, it provides options for traditional law firms to consider in response to changing market conditions, such as differentiating services, reducing costs, or investigating consolidation.
Selasturkiye Real Estate Business Model By FnisZiya NISANOGLU
The document discusses how changes in the real estate industry, including the shift in leverage from brokers to agents resulting in declining broker profitability, have necessitated that brokers reevaluate and "remargin" their businesses. It describes current and emerging business models brokers can adopt, such as offering ancillary services or using different compensation structures for agents, to increase profit margins. The key is for brokers to change their business model in order to adapt to the new environment and remain profitable.
Customer Experience and Your Bottom LineFilipp Paster
- Focusing on customer experience drives significant business benefits including increased revenues, customer satisfaction, and financial performance better than competitors. Organizations see a $3 return for every $1 invested in customer experience.
- Competition is a bigger driver for prioritizing customer experience than direct customer feedback. Only 14% of organizations feel they are ahead of changing customer expectations.
- Key obstacles to good customer experience are outdated systems and lack of skills. Organizations are overcoming these through technology upgrades, third-party expertise, and skills development.
- Customer experience management is seen as most important for marketing ROI and strong customer experience. Most organizations plan to invest further in this area.
What can be learned from the private sector and should housing become more commercial? What are your strategic goals over the coming years and what are your concerns for reaching them? A panel of industry experts will gather to answer your questions and debate how we can reduce costs and innovate sourcing methods to better develop procurement and meet strategic targets.
Panelists:
John Wallace, Head of Procurement & Purchasing at Anchor Trust Leisa Hewitt, Procurement Director at PfH
Mike Doyle, Assistant Director at NHS North West Procurement Development
John Durrell, Director for Private Sector at Inprova Group
GT Events & Program Guide: ForwardThinking October/November 2017Grant Thornton LLP
ForwardThinking is a look ahead at the latest knowledge and insights available from Grant Thornton LLP. It includes a collection of our research, thought leadership and a schedule of upcoming webcasts and events.
This document discusses commitment management in procurement and supply chain management. It provides definitions of commitment management from IACCM as applying quality principles to business terms and processes to improve negotiation, contract performance, and relationship standards. It also summarizes the IACCM's top 10 best practices for commitment management and discusses challenges procurement organizations face with maintaining savings, technology/talent, operational challenges, risk, and increasing demands. Frameworks for understanding commitment management drivers from Aberdeen Group are also outlined.
How to Align with Finance and Procurement to Demonstrate Business ImpactBravoSolution
Supply management is a crucial component requiring a broad range of capabilities to continually maximize value to the business. Measuring this value is all about alignment: how well the processes are performing and the integration in the horizontal business process. When aligned, finance and supply management can allow for greatly improved performance and demonstrable business impact.
During this presentation, you will learn best practices for measuring alignment and maturity and developing the capabilities required for supply management success.
This document summarizes findings from Ephor Group's analysis of the front office BPO market landscape for contact center CRM services. Some key points include:
- The overall BPO market is growing in the single digits, with some niche segments growing double digits. Demand is being driven by factors beyond just labor costs such as expertise, compliance, and customer experience solutions.
- Leading BPO vendors can provide full customer lifecycle solutions using advanced technologies. Business process as a service is also extending the scope of services.
- M&A activity in the sector will depend on economic conditions but is expected to remain strong as companies look to consolidate and bolster capabilities. Valuations for large enterprises range from
The document outlines the key steps in a marketing plan: 1) setting goals and tracking metrics, 2) gaining insights and targeting audiences, 3) developing messaging and offers, 4) producing marketing assets, 5) planning media and budget, and 6) executing the plan and analyzing results. It also quotes Professor Mark Ritson saying companies should focus more on the 95% of marketing that is the same across different contexts rather than differences.
Every year, Equiteq publish their Global Consulting M&A Report, which is the only publicly available information on the Global Consulting M&A market. It covers professional services companies across all major industry segments including: management consulting, IT consulting and services, media consulting, engineering consulting and HR services.
This presentation presents a summary of these findings and the key implications for consulting firm owners in each core market segment.
Fullerton Securities & Wealth Advisors Limited was selected as the Fastest Growing Equity Broking House (Mid-size firms) for the 'BSE IPF - Dun & Bradstreet Equity Broking Awards 2011'. The awards ceremony was held in Mumbai where Rajnish Kumar received the award on behalf of Fullerton Securities. Dun & Bradstreet used various financial and non-financial parameters from participating companies to determine award winners in categories such as retail broking, distribution network, and online broking.
ERA is a network of procurement advisors that helps organizations save money and improve business performance through strategic procurement, supplier management, and reducing spending. ERA delivers long-term savings and benefits by developing expertise in key supply areas, positively influencing supply chains, and fostering a culture of smarter spending. Client testimonials highlight large cost savings and procurement benefits achieved through ERA's services.
www.trinityp3.com
Introducing TrinityP3
• In 2000, Darren Woolley, a scientist and advertising creative director, founded TrinityP3 in Australia. His purpose was to help people to achieve commercial purpose through creative process. People, Purpose, Process – the ‘3P’s’ of TrinityP3.
• Sixteen years on, we’ve grown significantly, in size and in scope. We are Asia Pacific’s leading strategic marketing management consultancy with an international network of industry professionals, consulting at the leading edge of decision making in the marketing and advertising industry.
• Our aim is simple. We want to improve the marketing output of every single organisation that engages us.
• Generating improvement can mean challenging the norm and changing values within a marketing team or broader organisation. We guide our clients on this journey, emerging in a better place for the marketing team and its attributable effect on the organisation.
• We have built significant proprietary IP over the last sixteen years, including sophisticated agency search functionality, detailed financial benchmarking capability, extensive contractual experience and app or web-based evaluation tools.
• Our client base includes more than 50 of the world’s top 100 advertisers. We continue to grow in experience, geographical footprint and expertise. We continue to challenge thinking – our own, and that of our clients.
• Our consultants all possess at least ten years of experience in a specialised field within marketing and procurement.
• We enjoy a high profile in the Australian market and have produced extensive industry material in the form of articles, blog posts, webinars, speaking engagements and opinion pieces. To see the extent of our work in this area, please visit http://www.trinityp3.com/blog/.
ROI Definitions
Typically, TrinityP3 adds value in a pitch process by ensuring the following:
1. That the needs of marketing and advertising are clearly articulated and fulfilled by the process.
2. That the process meets the highest standards of due diligence and corporate governance.
3. That the principles of procurement and marketing are accommodated in the process to achieve the best outcome for both the client and the suppliers.
We flex within the requirements of specific clients as much as possible, within scope; no two processes are exactly alike.
For clarity, we have split the definition of ROI into three components.
Financial ROI: Optimal Efficiency, Optimal Effectiveness.
Operational ROI: Refined Process, Refined Delivery.
Post-Project ROI: The Benefits of a Productive Agency Relationship.
In our push to uncover more insight within the Extel database. The attached provides interesting reading from our 2017 survey and some comparisons to 2007. How times have changed.
Beaton's five cities seminars march 2016George Beaton
This document summarizes key points from a seminar on making profitable top line growth a priority in 2016. It discusses delivering more value to clients without discounting, the importance of industry specialization, winning new clients without being the lowest bidder, retaining best clients, and attracting competitors' clients. Charts show rising client expectations around value and cost, and how industry specialists command premium prices. The document emphasizes that expertise, understanding clients' businesses, and responsive service are most important in driving client consideration and purchase decisions. It promotes Beatons' consulting services to help firms grow profitably.
The document discusses market trends in research provision and corporate access based on a survey of over 1.28 million responses from 11,333 investment professionals. Some key findings include:
- Buy-side clients value written research the most and prefer it to be delivered passively through email or portals. Direct analyst access and roadshow meetings are also highly valued.
- There is a shift towards wanting fundamental stock coverage and research focusing on "nuts and bolts" rather than ideas/thematics.
- Access to liquidity is important for trading, potentially challenging brokers without balance sheets.
- Corporates are shifting IR budgets from formal disclosure to external IR services and smaller analyst days with a focus on out
Quality leads are the lifeblood of every successful business. In a recent InsideUp survey of successful B2B marketers, participants listed access to quality leads among the top five factors that had contributed to their success.
Bizwit Research & Consulting LLP | Company PresentationAmol Meshram
Bizwit Research & Consulting LLP is a global provider of business intelligence & consulting services. We have a strong primary base of key industry leaders along with the chain of industry analysts to analyze the market trends and its future impact in order to estimates and forecast different business segments and markets. We incorporate big data, expert analysis, and huge industry database to deliver client-focused business consulting reports. Our analysts perform unbiased measurement and assessment of market opportunities to comprehend detailed market forecast. Our team of key opinion leaders evaluates the market size, growth prospects, end-use, applications, value & supply chain and top vendors in the industry to help the clients to take conversant business decisions without any vague assumptions.
Next Consulting Group is a procurement consulting and outsourcing firm that helps clients reduce costs and optimize business processes. They have experts with over 10 years of experience achieving millions in savings for large companies. Their services include comprehensive cost reduction solutions, procurement consulting, and procurement outsourcing which typically results in 40-60% savings on procurement spend. Their fee is 50% of the savings achieved from tenders they conduct.
ERA is a specialist procurement firm that helps organizations save money and boost performance through effective procurement. They deliver long-term savings and benefits beyond what consultants or in-house teams can provide. ERA works with clients across sectors to audit costs, identify savings opportunities, implement bespoke plans, and help clients manage suppliers and costs into the future. They have helped clients like the National Pharmacy Association, Volkswagen, and Aston Villa Football Club achieve significant savings.
The document provides several case examples of how the company works with clients to identify opportunities for growth:
1) The company conducts quantitative and qualitative analysis to help a client assess international expansion opportunities and identify promising markets.
2) Through customer segmentation and sales process improvements, the company helped an industrial manufacturer improve margins and cash flow.
3) A thorough market assessment found a textile manufacturer's market opportunity assumptions were inaccurate.
ROI for Optimal Lead Quality for B2B Demand GenAsad Haroon
This document discusses the importance of measuring lead quality using ROI metrics for B2B marketers. It recommends tracking contact rates, quote rates, and monthly ROI to evaluate lead performance. Calculating customer lifetime value is also important to consider long-term profit from customers over years. Not all leads are equal - high quality leads from reputable sources will be actively seeking services, verified and targeted prospects. Measuring leads helps optimize budgets and improve sales conversion.
Nicholas Metzgen presents on finding value in mergers and acquisitions through the use of data analytics. He launched a new team at KPMG that uses Alteryx and proprietary code to provide faster key value driver analysis for clients doing M&A deals. The traditional model of M&A analysis spends most time on data integration and least on analysis, but the new SPI model integrates data quickly and increases time for customized analysis. SPI provides granular insights at the transactional level that go beyond traditional financial due diligence. This helps clients find hidden value and opportunities.
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2. 2018
AWARDS
FOREWARD
Aligning client consumption, value and service: As I can
personally attest, client strategy and resource allocation
was almost solely focused on a gross commission
number (whether real or potential). It is now clear that
whilst there is more transparency, the art of client
strategy is much more complex: How a client consumes,
what they value and the service provided as part of a
procurement process has placed increased emphasis on
understanding how sell side service “matches” value to
buy-side need, with which partners Corporates choose
to work with and what access they provide to investors.
Changing landscapes: A focus on integrity saw a decline
in buy-side participants at the lower end. Whether this
is caused by avoiding contradictory messages (not
aligning to research payment) or that fewer brokers are
servicing smaller funds. Regardless, this change
improves the integrity of the survey as fringe votes fall
by the wayside. More significantly, fewer brokers were
recognised by investors and this decline was across all
broker types (global, regional, local). Could this be the
tip of the iceberg? (the Buy-side has promised
consolidation for years; MiFID II is the catalyst). The fall
has been most marked in the Band 10 firms (US$30m+
in commission), as the number of sell-side firms voted
has reduced by every investor across the band.
At Extel our own change this year is to increase focus on
helping clients understand their business. Rather than
results being just a validation exercise, we hope to
continue to engage with our partners throughout the
course of the year; helping inform client strategy,
vendor selection and providing transparency on best
practice.
We will surface data that you have not seen historically
and with the breadth of data available in conjunction
with our new parent we look forward to partnering with
you in the future.
While the Extel survey is reflective of 2017 service
provision it is hard not to dwell on the impact of MiFID II
on all parties within the research provision process.
Indeed, Extel 2018 is the most robust analysis of the
research landscape since the regulatory change.
MiFID II has increased transparency between sell-side
firms and buy-side; but pressure to increase
performance and reduce budgets makes identifying
excellence more valuable than ever before. These
trends, coupled with improvements made to our
service, have increased demand for a different
approach to understanding what clients really value.
We would like to believe that the changes to our survey
output and analysis have been the core driver to our
increased client engagement, but I am more confident
that it highlights the need for a robust independent
source of intelligence from a business that, uniquely,
works across the Sell-side, Buy-side and Corporates.
During our discussions in to the lead up to the survey
and now in our results, there are some very clear trends
that have emerged:
A focus on integrity: Our buy-side voters have made a
concerted effort to improve their submissions and this
has resulted in what we consider as our most robust
survey ever. As we dig into results it is clear that the
historic “vote instead of payment” has ceased to be
ample reward; regulations have placed an increased
responsibility on buy-side firms to understand who they
are partnering with, and why. Indeed, Extel’s buy-side
engagement has increased dramatically as firms seek to
audit their partnerships more effectively.
I am delighted to present
Extel 2018 results in a year
that is one of transition;
2018 presented unique
challenges, set against dual
headwinds of regulatory
change and a contracting
industry
“MiFID II has increased transparency
between sell-side firms and buy-side; but
pressure to increase performance and
reduce budgets makes identifying excellence
more valuable than ever before.”
3. 2018
AWARDS
METHODOLGY
INTRODUCTION: The Extel survey is a
consensus based qualitative survey.
Our approach is to work with the Sell-side to
understand the client landscape and verify this
with Buy-side and Corporate participants.
During the review process we progressively
scrutinize the votes received and how they
aggregate to their respective awards.
We are continually seeking greater intelligence
and transparency on commission banding and
are happy to discuss weightings.
VOTE VALIDITY: A significant proportion of
votes are submitted centrally from a control
function or an existing broker evaluation.
For individual votes we undertake the
following verification protocols to ensure that
the voter is relevant to the industry. Votes that
do not comply are excluded:
• Fund – size, type, commission banding and
relevance to the market.
• Individual - votes must originate from a
valid, verified professional email address
• Role - the voter must be a recognized
investment professional
• Registered – all voters have to be verified
through reference to the registered
company using independent sources
• Relevance - votes must be in sectors
relevant to coverage/strategy. (e.g. equity
votes but running FICC strategies
BAND WEIGHTS: Our results are aligned to
commissions paid (in 2017). We weight all
Institutional voters by commission band.
This weighting is a multiple of x30 for the
largest firms paying over US$30m in gross
commission (Band 10) to no multiple for those
with a gross commission wallet of less than
US$250k (Band 1). We use AUM in UK SMID
and Investment Trusts for those categories.
Further detail on these bandings can be found
by clicking here
IMPORTANT NOTE:. Extel is a registered trade mark and can only be used with express consent from Extel
Surveys.
RESEARCH PAYMENTS: For 2018 Extel’s vote
weighting is based upon gross commission in
order to reflect the 2017 research
engagement.
Going forward we endeavor to re-weight
voting in research categories based on
research payment.
Should you wish to have a bespoke cut of
results based on research spend please
contact us.
4. 2018
AWARDS
VOTER DEMOGRAPHICS
BUY SIDE
VOTES
FIRMS:
INDIVDUALS:
2,682
7,721
SELL SIDE
VOTES
FIRMS:
INDIVDUALS:
241
2,040
CORPORATE
VOTES
FIRMS:
INDIVDUALS:
1,099
1,572
TOTAL FIRMS: INDIVIDUALS: VOTES:
4,022 11,333 1.28m
BAND 10:
• BlackRock Investment Management (UK)
• Capital International
• Capital Research Global Investors
• Capital World Investors
• Fidelity Management & Research
• GLG Partners
• MFS Investment Management
• Millennium Management
• Wellington Management
BAND 9:
• Citadel Investment
• GIC
• Point72 Asset Management
BAND 8:
• Moon Capital Management
BAND 7:
• York Capital Management
• Artemis Investment Management
• Generali Investments
BAND 5 & 4:
• Abu Dhabi Investment Authority
• Adelphi Capital
• Brandes Investment Partners
• Marshall Wace
• Universities Superannuation Scheme
23 BUY SIDE FIRMS
25% of Total Points
33% of Commission
Firms
1 x BAND 10
3 x BAND 9
1 x BAND 8
2 x BAND 7
Firms
7 x BAND 6
12 x BAND 5
6 x BAND 4
4 x BAND 3 (and below)
36 CO-ORDINATED VOTERS:
FIRMSBYNUMBER:
FIRMSBYPOINTS:
Band 10 to 8 Band 7 to 4 Band 4 to 1
CENTRALISED BROKER VOTES
6. 2018
AWARDS
INDIVIDUAL AWARDS
Best Broker Best Research Best Sector Research
Best Sales Best Equity Sales Best Execution
Best Corporate Access Best UK SMID Best IRP
Best Equity Analyst Best Specialist Sales Best IRO
MAJOR AWARDS
1st Exane BNP Paribas
2nd UBS IB
3rd Morgan Stanley
1st UBS IB
2nd Kepler Cheuvreux
3rd B of A Merrill Lynch
1st Exane BNP Paribas
2nd UBS IB
3rd J.P. Morgan
1st Kepler Cheuvreux
2nd Exane BNP Paribas
3rd UBS IB
1st Kepler Cheuvreux
2nd Exane BNP Paribas
3rd Oddo BHF / Natixis
1st Numis Securities
2nd Peel Hunt
3rd Liberum
1st Absolute Strategy
2nd GaveKal Research
3rd New Street Research
1st Hannes Wittig
2nd Christian Becker
3rd Arnaud Courtial
1st Gerard Zaffram (Exane BNP)
2nd Vishal Lakhani (Exane BNP)
3rd Chris Buxton (Exane BNP)
1st Jeff Stent (Exane BNP)
2nd Eamonn Ferry (Exane BNP)
3rd Mark Manduca (BofA ML)
1st Exane BNP Paribas
2nd UBS IB
3rd Morgan Stanley
1st Exane BNP Paribas
2nd UBS IB
3rd Morgan Stanley
IMPORTANT NOTE:. Extel is a registered trade mark and can only be used with express consent from Extel Surveys.
7. 2018
AWARDS
Best Overall Broker
AWARDS
Exane BNP
Paribas
Best Overall Research
Exane BNP
Paribas
About Exane BNP Paribas:
Exane BNP Paribas is one of Europe’s leading equities
businesses. We are a joint venture partnership between
Exane Group and BNP Paribas.
Exane BNP Paribas offers a high quality execution
platform with a tier 1 electronic trading capability. This is
combined with a research product renowned for its
depth & quality, experienced Sales and Specialist Sales
teams and a premium corporate access service.
Our Success:
Exane BNP Paribas is successful because we have great
people and we are always trying to improve. With the
support of BNP Paribas, we have invested in top people
and a leading platform. Consistent investment across
multiple cycles has helped us to build a team of high
quality, hard-working professionals.
Content is key. We try to produce the best quality
research content in the market. We aim at the insightful,
in-depth analysis which is most highly valued by
investors yet most scarce in the market.
Everything we do goes through a rigorous quality control
process – if the quality threshold isn’t met, the work
doesn’t go out.
Clients have always been at the heart of our business.
Our singular focus on European Cash Equity research,
advice and execution services has allowed us to
specialise & develop a really strong expertise.
Why is Extel a valuable service for Exane BNP Paribas:
Extel is the key benchmark of quality in the European
equities industry. Thanks to the high participation from
key investors and a robust methodology based on
commissions paid, this survey is the definitive guide to
the most influential thinkers in the market.
Best Equity Analyst
1st Jeff Stent
2nd Eamonn
Ferry
Other Results (by Rank):
1
2
1
1
2
Overall Broker
Overall Sales
Equity
Sales
Equity
Research
Corporate
Access
1
Overall
Research
8
Execution
8. 2018
AWARDS
Best Overall Sales:
AWARDS
Kepler
Cheuvreux
Best Corporate Access:
Kepler
Cheuvreux
About Kepler Cheuvreux:
Kepler Cheuvreux is a leading independent European
financial services company which specializes in
research, execution and advisory services. The
company has four business lines: Equities, Debt &
Derivatives, Investment Solutions and Corporate
Finance. Headquartered in Paris, the group employs
around 550 staff. This multi-local company is also
present in Amsterdam, Boston, Brussels, Frankfurt,
Geneva, London, Madrid, Milan, New York, Oslo,
Stockholm, Vienna, Zurich.
Management and staff are the largest shareholders:
major European financial groups, including Crédit
Agricole CIB, UniCredit, Rabobank, Swedbank and
Belfius are also important shareholders.
Kepler Cheuvreux employs over 120 equity research
analysts who research 1,000 European companies.
Kepler Cheuvreux has the largest equity research
footprint in Continental Europe.
Our Success:
Our multi-local research & distribution is a
differentiated model. An open architecture
partnership model (e.g. five ECM research &
distribution agreements) has allowed us to become a
consolidator among European research providers. We
have signed 440 Mifid II research agreements as clients
need breadth (1,000 companies under coverage) and
quality (cf Extel rankings).
Why is Extel a valuable service for Kepler Cheuvreux
Extel rankings are an important benchmark for
multiple stakeholders: shareholders in our business,
our ECM partner banks, corporate issuers, asset
managers and, of course, our staff.
The ease of use of the survey web-site has improved
dramatically over the years as well as the granularity of
analysis of the survey results.
We would encourage all asset managers to download
their internal votes / scoring of Mifid II interactions to
Extel in order to ease their work-flow and to prevent
them from being solicited during the vote campaign.
Other Results (by Rank):
5
1
8
10
1
Overall Broker
Overall Sales
Equity
Sales
Equity
Research
Corporate
Access
7
Overall
Research
2
Execution
9. 2018
AWARDS
Best UK Small & MidCap
AWARDS
Numis
Securities
About Numis Securities:
Numis is one of the UK’s leading independent
institutional stockbrokers and corporate
advisors. We offer a full range of research,
execution, corporate broking and advisory
services to companies of all sizes quoted in the
UK and their investors.
We are recognised as being one of the leading
providers of access to capital for UK listed
companies.
Our Success:
Relentless in the pursuit of success for our
clients, we are acknowledged for the quality of
our people and our focus on providing old
fashioned client service and advice, set in a
modern context.
Numis has a strong culture of integrity and hard
work. Our partnership ethos drives long-term
relationships and echoes the service culture of
the past.
Why is Extel a valuable service for Numis
Securities
The annual Extel survey is the premier external
benchmark for the quality of UK and European
Research, Sales and Execution services.
We have been clients of the survey for many
years. It continues to be one of the most useful
sources of data for helping us to refine our
service to institutional clients, as we endeavour
to deliver continuous improvement.
Rank Name
2nd Will Wallis
3rd Paul Richards
4th Howard Seymour
5th David Toms
7th Gareth Davies
1
1
2
1
Best SMID
SMID Sales
Corporate
Broking
Investment
Trusts
2
SMID
Research
SMID Leading Individuals
1
SMID Trading
10. 2018
AWARDS
Best Independent Research
AWARDS
Absolute
Strategy
Research
About Absolute Strategy Research:
Founded in 2006, Absolute Strategy Research is one
of Europe's most experienced global investment
strategy/macro teams. Research coverage extends
across three global macro pillars: Investment
Strategy, Multi-Asset Strategy, and Economics. The
firm also conducts quantitative analysis, technical
strategy, political research and has developed a suite
of proprietary data and analytical tools including the
widely-followed ASR Multi Asset survey.
Our Success:
Absolute Strategy Research is focused on providing
the highest quality, actionable investment research
for institutional clients around the world. ASR’s
experienced macro-strategy research teams has a
reputation that delivers ‘insight with
accuracy’. Research is built on the foundation of
world leading economic and thematic analysis; that
challenges the consensus and provides solid
investment conclusions. An extensive library of
macro-to-market relationships and proprietary data
tools, provide the context necessary to navigate the
volatile macro-environment.
ASR is valued for partnerships, building relationships
to understand client needs for bespoke macro
insights by an experienced and highly rated macro
specialist sales team.
As an Independent Research Provider, ASR is free of
conflicts of interest, trusted by clients to build ASR
research into strategic asset allocation processes.
Why is Extel a valuable service for ASR:
With MIFID 2, Extel has become even more
important in providing an external validation of
‘quality’ in an environment where such metrics are
hard to find. ASR views Extel as one of the principal
routes for ensuring we are recognised as a valued
resource for investment institutions globally.
9
8
5
9
10
Economics & Strategy
Global
Economics
GEM
Economics
& Macro
Multi-Asset
Research
GEM Strategy
6 Valuation &
Accounting
3
Global
Strategy
9 Index
Analysis
Rank Name
4th David Bowers
6th Ian Harnett
21st Dominic White
25th Charles Cara
Economics & Strategy Leading
Individuals