jerryking + deloitte   17

Technology has upended the world’s advertising giants - Mad men adrift
March 31st, 2018 | The Economist |

The world’s advertising giants are struggling to adapt to a landscape suddenly dominated by the duopoly of Google and Facebook. Some of their biggest clients, such as Procter & Gamble (P&G) and Unilever, are also being disrupted, in their case by smaller online brands and by Amazon. They are cutting spending on advertising services, and also building more capabilities in-house. Consultancies with digital expertise such as Deloitte and Accenture are competing with agencies, arguing that they know how to connect with consumers better, and more cheaply, using data, machine learning and app design.......This month Marc Pritchard, chief brand officer of P&G, criticised their (i.e. the ad giants) model as a “Mad Men” operation that is “archaic” and overly complex in an era when campaigns and ads need to be designed and refined quickly across lots of platforms.

Technological forces are buffeting this model.

(1) The first big challenge is disintermediation. Despite the growing backlash against the tech giants, Google and Facebook make it easy for firms big and small to advertise on their platforms and across the internet via their powerful ad networks.
(2) The second headache is the rise of ad-free content for consumers, especially on Netflix, and the corresponding disruption of ad-supported television, which has declining viewership globally.
(3) Third, Amazon’s e-commerce might, and the growing clout of internet-era direct-to-consumer upstarts, have weakened the distribution muscle and pricing power of the advertising giants’ biggest clients.....cost discipline among clients is driven partly by the influence of thrifty private-equity investors like 3G, the Brazilian owner of AB InBev, the world’s largest brewer......Sir Martin argues that the budgetary pressures that have forced his clients to cut back on advertising are a cyclical problem, not like the structural challenges posed by technological disruption.

In private, however, a senior executive at a rival ad-holding firm rejects much of this optimism. Technological disruption and disintermediation, he says, will only deepen. The efficiency of targeted digital ads means companies can spend less for the same outcome in branding. ....The advertising firms are responding by hiring away talent, acquiring businesses (in 2015 Publicis bought Sapient, a digital consultancy, for $3.7bn) and gradually changing how they make money. Their plans mostly boil down to two things: investing in digital services and consolidating their collections of businesses so that they can provide a range of services to one client more cheaply under one account.
advertising  economics  marketing  advertising_agencies  Martin_Sorrell  digital_strategies  WPP  Google  Facebook  Amazon  competitive_landscape  P&G  Unilever  disruption  Deloitte  Accenture  Publicis  Omnicom  via:sparkey  ad-tech  programmatic  direct-to-consumer 
april 2018 by jerryking
Technology, Media & Telecommunications Predictions 2017 |
Indoor mapping 101

Googled: "retail space" headwinds "indoor mapping".

Also, 17 best images about Retail Tech on Pinterest
Deloitte  management_consulting  location_based_services  navigation  mapping  beacons  sensors 
july 2017 by jerryking
The value shift: Why CFOs should lead the charge in the digital age | Deloitte US | CFO Program
William (Bill)J. Ribaudo, a partner at Deloitte & Touche LLP

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

Four business models driving value

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

Asset Builders. These companies build, develop, and lease physical assets to make, market, distribute, and sell physical things. Examples include everything from automakers to chemical manufacturers, big box retailers, and distribution and delivery businesses.
Service Providers. These companies hire employees who provide services to customers or produce billable hours for which they charge. Examples include consulting firms and financial institutions.
Technology Creators. These companies develop and sell intellectual property such as software, analytics, pharmaceuticals, and biotechnology. Examples include software, big-data tools, and medical-device companies.
Network Orchestrators. These companies create a network of peers in which the participants interact and share in the value creation. They may sell products or services, build relationships, share advice, give reviews, collaborate, co-create, and more. Examples include online financial exchanges, social media businesses, and credit card companies.
Deloitte  business_models  CFOs  digital_economy  orchestration  information_flows  networks  platforms  multiplier_effect  physical_assets  intangibles  valuations  multiples  ecosystems  value_creation  shareholder_value  value_migration 
september 2016 by jerryking
Deloitte snaps up legal outsourcing firm - The Globe and Mail
JEFF GRAY
Deloitte snaps up legal outsourcing firm Add to ...
Subscribers Only

The Globe and Mail

Published Monday, Jan. 20 2014
Bay_Street  Outsourcing  law_firms  Deloitte  Jeff_Gray 
january 2014 by jerryking
The strategy consultants in search of a strategy - FT.com
August 28, 2013 | FT | By John Gapper.
The strategy consultants in search of a strategy

Two decades ago, 70 per cent of McKinsey’s revenues were from strategy and corporate finance but most now flow from hands-on work on risk, operations and marketing.
management_consulting  strategy  professional_service_firms  McKinsey  BCG  Bain  Monitor  Deloitte  winner-take-all 
september 2013 by jerryking
Stalling startups stretch Canada’s productivity gap: report - The Globe and Mail
BARRIE McKENNA

OTTAWA — The Globe and Mail (Includes correction)

Published Monday, Oct. 01 2012
productivity  Canada  start_ups  Deloitte 
october 2012 by jerryking
It’s All About Focus - New York Times
By BARRY SALZBERG; as told to EVE TAHMINCIOGLU
Published: January 20, 2008
CEOs  Deloitte  diversity  movingonup 
march 2012 by jerryking
HR getting short shrift: study
May 30, 2007 | The Globe and Mail. pg. C.1 | Virginia Galt.

"Over the past decade, there has been much talk about HR becoming a strategic business partner within the company, but we find HR is still primarily viewed as a cost centre or administrative function," Margot Thom, a partner with Deloitte Canada, said in releasing the report..."When business executives talk about HR, they focus on things like benefits, performance evaluations and HR operating efficiency. But when those same executives talk about 'people issues,' they focus on strategic challenges, such as talent management, work force productivity and leadership development - and in many cases the HR function isn't even mentioned," Ms. [Margot Thom] said, adding organizations are leaving HR "out of the loop" at their peril.
ProQuest  Virginia_Galt  human_resources  Deloitte  Octothorpe_Software  talent_management  productivity  leadership_development 
november 2011 by jerryking
Big Four preach virtues of scale
Mar 19, 2007 | Financial Times. pg. 2 | ROSS TIEMAN. Wider
corporate creditor pools and increased competition creating a new
paradigm in business restructuring;
PwC  KPMG  E&Y  Deloitte  paradigm_shifts 
june 2009 by jerryking
globeandmail.com - Learning to thrive in fertile niches
Sept. 20, 2007 G&M by Simon Avery. Deloitte Technology's
10th annual ranking of the 50 fastest growing Canadian technology
companies.
Deloitte  high_technology  Canadian  ranked_list 
february 2009 by jerryking
globeandmail.com - Hire local, think global
Jan. 26, 2009 article by Terence Belford on the benefits of
assembling a workforce that reflects the wider community. Features
American Express and Deloitte Touche.
diversity  UFSC  hiring  recruiting  Amex  Deloitte  Terrence_Belford 
january 2009 by jerryking

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