bluuebunny/crossref_metadata_2025 huggingface dataset:
Staking a claim on the dotbrand frontier: A brand perspective
Authors: Norambuena Paola
Published: July 2024

In 2013, the bedrock of the internet's naming structure — the dotcom — will be shaken to its core as generic Top-Level Domains (gLTDs) are allowed to begin existing under a far more liberalised naming convention. For brands, opting whether to simply be themselves on the web — pepsi.cola without the familiar ‘.com’ suffix at the tail, for instance — through an expensive, detailed registration process should be a highly individualised decision that is far different from the necessity of simply being present on the web. Chiefly, opportunity in the dotbrand realm will exist first for brands with robust digital strategies already in place. Those aspiring to a streamlined, more cohesive structure on the web could find a smart investment in a gLTD. Others might harness the new freedom to lease personalised URLs with their corporate or brand suffixes attached (.eBay, as an example). In addition, a gLTD could be the right tonic also for a fragmented master brand, driving equity back to the parent. For most, however, a wait-and-see approach will be best. Cautionary tales abound in consumer-brand relationships, with sudden, top-down shifts often met with irritation or outright mutiny. Moreover, a trend toward URL shortening, propelled by the advent of mobile, reduces the importance of a root address.
Lowering the cost of doing business in Africa: Leveraging the COMESA Regional Payments and Settlement System (REPSS)
Authors: Ssonko George Wilson
Published: July 2024

Africa contributes only a meagre proportion of global trade. Intra-regional trade among nations on the continent of Africa remains below that of other regions such as Asia, Europe, North America and so on. As part of the continent’s strategy to alleviate this shortcoming, efforts to promote trade have taken centre stage, with the creation of Regional Economic Communities (RECs). The Common Market for Eastern and Southern Africa (COMESA) is one of these RECs, and comprises 21 countries. In order to consolidate regional trade among these countries, COMESA put in place a secure, reliable and efficient payment system called the Regional Payment and Settlement System (REPSS). The REPSS denominates its transactions in US dollars and euros. Despite the many benefits attributable to the REPSS, uptake remains low because of technological glitches, stagnation of economic growth and structural transformation, as well as technological appropriation that has facilitated the proliferation of ‘illegal’ cross-border retail payment systems.
Market abuse: The new challenges further to ESMA’s technical advice to the European Commission on the review of the Market Abuse Regulation
Authors: Sirtori Stefano
Published: July 2024

In September 2020, ESMA issued its technical advice to the European Commission on a potential review of the European Union (EU) Market Abuse Regulation. This paper describes ESMA’s main proposals for a legislative change and the relevant rationale, also vis-à-vis the feedback received to the public consultation. It also analyses why, in several instances, ESMA did not propose a legislative change to the European Commission, discussing the alternative tools at ESMA’s disposal and the Authority’s commitment to issue further guidance to the market participants. The paper also highlights the several instances where ESMA, whilst not making any express proposal for a legislative change, took the opportunity to express its views on number of grey areas that still call for a regulatory clarification. For each of the main areas touched by the ESMA’s advice are highlighted the rationale and the implications for supervised entities and investors.
JetBlue and airline–airport partnerships
Authors: Smyth Richard
Published: July 2024

In its brief 15-year history, New York-based JetBlue Airways has evolved from mere concept to a strong, viable, low-fare alternative to America's legacy network carriers and a survivor in an industry littered with the names of defunct carriers. JetBlue's successful evolution through one of aviation's most turbulent times, moving from a niche player in New York to a leading airline across the Americans and a member of the Fortune 500, was enabled in large part by solid working relationships with airport authorities and government officials that recognised the competitive value an airline like JetBlue could deliver to communities. JetBlue's experience at three airports outlined here – Boston Logan International Airport (BOS), New York's John F. Kennedy International Airport (JFK), and Ronald Reagan Washington National Airport (DCA) – is illustrative of the key role those positive relationships can play in creating conditions for success across three stages of the carrier life-cycle: market introduction, expansion, and long-term sustainability. These are among the countless examples in which airports have recognised the tremendous benefit the carrier can bring to their facilities in the form of lower fares and increased traffic – and have seized on those opportunities to create an environment where all parties can thrive.
The future of work will change everything
Authors: Miscovich Peter J.
Published: July 2024

Tremendous converging forces are radically reshaping the world of work as we know it. Emerging technologies will have an impact on every aspect of the working world and every aspect of our working lives for the next 20 years. Accelerating business model transformation and increasing workplace complexity will challenge global organisations. The Fourth Industrial Revolution enabled by Third Platform emerging technologies will change the future of work for every organisation within every industry sector during the 21st century. New innovative workforce models are emerging, including ‘the liquid workforce’ and ‘the human cloud’, which will displace traditional enterprise workforce models. The human workforce will need to adapt to increasingly sophisticated machine-to-human and machine-to-machine collaborative ecosystems — employees will be working seamlessly with our very competent robotic colleagues. Leading corporate real estate (CRE) organisations will seek to integrate digital workplace technologies that will enable these new dynamic workforce models. Global CRE organisations must embrace digital workplace transformation as it accelerates and intensifies across all industry sectors. Global CRE executives must respond to these disruptive business changes and workforce challenges while also maintaining operational excellence and providing strong ROI and financial performance. As the world of work is transformed, a core question emerges: how can CRE organisations be agile and develop effective strategies within a continually disruptive and evolving business environment?
Organisational approaches to brand identity on social media: Comparing brand websites and Facebook pages
Authors: Peruta Adam , Ryan William , Acquavella Gregory
Published: July 2024

Corporate branding online is currently at a crossroads. Branding involves using symbols, names or visual designs to communicate the identity and tone of a corporation. With the arrival of social media, however, corporations need to rethink and restructure their branding efforts. The structure of social media sites changes the way brand values and philosophies are communicated to the consumer. Sites such as Facebook provide a way for corporations to interact directly with and respond to their consumers. Through an exploratory content analysis, this study examines 40 of the brands listed on Interbrand’s list of the 100 best global brands of 2011 and compares the brands’ websites and Facebook pages. The study documents that while these brands are adding content to their Facebook pages, they are not utilising or leveraging their brand identity to interact with consumers on these sites. This finding presents a huge opportunity for brands looking to extend their exposure to consumers through social media.
A strategic framework for managing operating and compliance risk in the payments business
Authors: Robertson David C. , Larock Paul
Published: July 2024

A variety of environmental factors have combined to raise the risk inherent in processing payment transactions. Among other factors, risk is increasing because payment methods and channels are proliferating and becoming more complex, settlement infrastructures are expanding access in order to compete, and the velocity and leverage of financial transactions are increasing. In response, regulators have raised the bar, and Boards of Directors and senior management at both banks and other financial services providers are asking tough questions. This paper reviews some of the key forces driving increased operating and compliance risk in the payments industry and outlines an approach for effectively managing this risk. The authors recommend that payment risk be viewed in its component parts at a foundational level and also offer a more comprehensive framework for risk management that includes not only compliance and control, but also customer experience, efficiency and delivery architecture. Finally, an industry-wide approach to identifying and eliminating risk more rapidly and effectively through a consortium that would share information on payment risks is suggested. This consortium could ultimately also provide a basis for more transparent measurement, monitoring and insurance of payment risk.
Learning to walk a tightrope: Challenges DPOs face in the day-to-day exercise of their responsibilities
Authors: Eggl Barbara
Published: July 2024

The present paper takes the provisions of the General Data Protection Regulation (GDPR) on the data protection officer (DPO) as a starting point to assess how the role is developing in practice, and discusses the challenges DPOs may face in the day-to-day exercise of their responsibilities. In particular, the paper focuses on how the stipulations covering the function can be implemented in practice, taking into account that a balancing act may often be required when designing it, and when choosing the best person for the role. The paper explores how the functional independence of the DPO can be ensured, discussing the tension between the role of DPO as independent advisor of the organisation, while still either being an employee or a contractor of the organisation. Attention is being paid to design of the position, that is, the positioning of the DPO (internal versus external DPO, part-time or full-time DPO), the hierarchical position in the organisation and the resourcing of the DPO, as well as the required knowledge (data protection expertise, legal background, IT background, risk management and audit experience, but also in-depth understanding of the controllers’ processing operations). The paper concludes that all elements set down in the GDPR must be duly combined and weighed in order to ensure that the DPO can fulfil their role in a manner that not only complies with the letter, but also with the intention of the law. As time progresses, it will not become easier for DPOs to fulfil their tasks, but rather more demanding. On the one hand, this is due to the increasing complexity of processing operations (including the fact that processing for various reasons is taking place in the cloud), which requires DPOs to understand both the business needs, but also technical intricacies in more detail. On the other hand, organisations are fascinated by and want to make use of new technologies, which may often be challenging from a data protection point of view. The paper concludes that, like the tightrope walker, the DPO is constantly balancing — when the balance is right, both the organisation and the DPO benefit.
Design for engagement in digital omni-channel: From funnel to loop
Authors: Lautner Seann
Published: July 2024

In the information-loaded digital age, the modern customer interacts with businesses through a multitude of channels, including websites, social media, physical stores, mobile apps, in-person and more. As a result, customer engagement has become increasingly complex and fragmented, and the traditional linear marketing funnel approach is no longer sufficient to meet the needs of modern customers. Instead, businesses must embrace a continuous loop of engagement and interaction across channels, known as the omni-channel approach, to create seamless and personalised customer engagement. This paper explores this shift in customer engagement strategies from a linear funnel approach to a continuous loop of interaction in an omni-channel environment. It provides a platform to share insights and best practices in designing engaging and seamless customer journeys that span multiple touch points. The scope of the paper includes, but is not limited to, such topics as customer experience, omni-channel marketing, loyalty programmes, emerging technologies, user behaviour and centralised data platforms. The paper takes a multidisciplinary approach, drawing on such fields as digital marketing, design, psychology and technology, in the context of experience design strategy, to provide a comprehensive understanding of engagement design in an omni-channel context. It also addresses the challenges and opportunities presented by the emerging subscription model as a new loyalty strategy and how it fits into the loop of engagement design. The paper contributes to the development of a holistic approach to engagement design that prioritises the customer’s needs, preferences and behaviours, and recognises the importance of continuous and personalised interactions across channels. By sharing knowledge and insights, this paper can help create meaningful and long-lasting relationships with customers and achieve sustainable engagement in a rapidly changing digital ecosystem.
Automating the OTC derivative collateral management function
Authors: Ciulla Thomas , Bloom Daniel , Ages Justin
Published: July 2024

As the use of OTC derivatives continues, financial services participants are placing greater demands on their post-trade operations. This increased demand has directly affected the collateral management services that are essential to mitigate credit risk between trading counterparties. It has also placed additional pressure on collateral management professionals to devise automated and scalable solutions to facilitate the accurate and timely exchange of collateral between counterparties. Since central counterparties (CCPs) do not eliminate the need for automation, straight through processing (STP) margin rules, coupled with electronic messaging between counterparties greatly enhance the efficiency of an organisation’s collateral and credit risk functions. This paper provides an overview of some of the solutions that are currently being developed and utilised by organisations to automate their collateral management processes. It also provides an understanding of how organisations can employ STP and electronic messaging and will also include examples of STP margin call rules. Lastly, the paper will describe the approach that each of the leading vendors is taking to develop STP and electronic messaging functionality.
The elusive omni-channel advantage: How to make the complex simple using scalable technology
Authors: Cummings Christopher
Published: July 2024

Omni-channel customer experience is re-emerging as a top business priority. With consumers now using so many different digital channels, businesses are struggling to keep pace with their customers’ demands to engage on their preferred channels. This paper details how Security First Insurance uses scalable technology to differentiate itself in the market and communicate with customers in a timely, relevant manner. The paper defines a typical customer journey, outlines where and why businesses may lose customers, and explains how to harness the power of data, describing the technology required to transform the customer experience.
Banks, be bold! A step-by-step guide to moving from legacy to open banking
Authors: Kyprianides Natasha
Published: July 2024

This paper shares the experience of Hellenic Bank in pursuing revenue opportunities by forming strategic alliances to leverage diverse knowledge and capabilities to build value for customers at pace. To get there, the bank has embraced the idea that it cannot do it all itself, and that there are significant advantages to partnerships with others. In this way, the bank has been able to benefit from the agile expertise of third parties while contributing its resources and experience. In two years, it has managed to transform itself from a traditional, legacy system bank to a bank with a leading position in innovation. This proves that the banks that will lead as disruptors are those that adopt a new ‘ecosystem’ approach to banking services and technology development, rather than going it alone. According to the World Retail Banking Report 2017, 1 91.3 per cent of banks and 75.3 per cent of FinTechs expect to partner with each other in the future. Open banking, as its name suggests, is a great way to start. As stated elsewhere, 2 application programming interfaces (APIs) can be an important enabler to ensure frictionless partner integration. They facilitate innovation by allowing third parties to build entirely new apps that can be combined with the bank’s products, services, data and processes. And that means that the bank will be able to expand its customer-facing touchpoints in a really efficient way.
Defining business models for near-field communication payments
Authors: Nordlund Sirpa , Bentsen Bent , Guaus Jordi
Published: July 2024

This paper highlights what needs to happen to make near-field communication (NFC) contactless mobile payments at the point of sale a mass-market reality. The paper demonstrates how, as NFC technology continues to gain momentum, stakeholders can assess different implementation options, define the business case and roles that will meet their requirements, and establish a clear go to market strategy with essential partnerships. The ultimate aim of analysing the different implementation models available is to speed up the development and use of NFC technology for payments. The work that Mobey Forum has done within this area evaluates the current ecosystem and showcases different types of technology and deployment strategies, explaining how these can be assessed to identify the implementation model that best aligns with a stakeholder’s commercial needs. Finally, the paper demonstrates how, if the industry fails to come together in a collaborative and interoperable manner, NFC contactless mobile payments may never achieve mass-market deployment.
Change management: A framework for measuring and implementing organisational change
Authors: Leung Christa Y. , Barclay Jason E. , Botz Catherine T. , Hanf Nicole K. , Jasperson Jan C. , Kirby Keri N. , Mull Christopher J. , Shinde Archana S. , Vogl Matthew M.
Published: July 2024

In 2018, Mayo Clinic completed the largest transformational project in its 150-year history. Mayo Clinic was prepared to take on the implementation of new software systems (Epic Systems Corp) as an integrated electronic health record (EHR) and revenue cycle management (RCM) system across all sites of the enterprise. Three foundational teams were launched for this project: leadership, project management and change management. In a project such as this, a common pitfall is to focus completely on the system and lose sight of the end users. For Mayo Clinic, the people side of change was at the forefront of the project. A robust change management team was budgeted, staffed and engaged with an experienced outside consulting partner. A goal for the change management team centred on the best way to measure the change management impact and the degree to which it was making a positive contribution in driving successful adoption of the new EHR and RCM system. With literature lacking in this area, the team moved forward with courage and quickly learned that the easy part was the development of a survey with questions mapped to the six components of the change management strategy and the phases of the awareness, desire, knowledge, ability, reinforcement (ADKAR) Model (Prosci Inc). The hard part was building the infrastructure to visually display millions of rows of data that needed to be positioned, filtered and analysed for all affected locations. The authors share the methods to measure change and explain the importance of developing a comprehensive and robust means of gathering and displaying large volumes of change management data at the project onset. This paper prepares the reader to confidently develop an organisational framework to measure and report the effectiveness of a change management strategy.
Ensuring trust in electronic payment media
Authors: Heikkinen Päivi , Iivarinen Timo
Published: July 2024

The currently dominant payment instruments do not meet the requirements of new technolo­gical environments such as the internet or mobile. Recognising the importance of efficient and safe electronic payments such as card payments, internet payments or e-banking, it is important that public trust in these payment instruments is retained. There is a lack of consistent data on electronic payments fraud, but already the reported losses are huge. This paper highlights the difference between the direct, indirect and social costs of payment fraud and calls for a more holistic approach to security in payment instrument design. The payment industry has done a lot, but it should do even better and make use of customer-specific parameters and take a stronger role in the whole payment processing chain.
Data as sword and shield: How regulated entities in the banking and securities industries can utilise data analytics to improve compliance and manage enforcement risk
Authors: Montgomery Brian H. , Oliwenstein David
Published: July 2024

This article examines the role of Big Data in the regulation of the consumer finance and securities industries in the United States. Because many major international financial institutions are located in New York, this paper discusses the role of both federal and New York state regulators. These regulators increasingly rely on data to conduct risk analyses and shape examination priorities, which, in turn, can lead to investigations and enforcement actions (that are also increasingly driven by data analysis). This article also discusses regulators' expectations regarding the role of data analytics in the development of effective compliance programmes and how regulated entities can leverage data to proactively address issues before they become subject to regulatory scrutiny, and use this information during the course of examinations, investigations and enforcement actions.
Is preparedness for CBRN incidents important to general practitioners in East London?
Authors: Dabrera Gavin , Anyaegbu Emmanuel , Addiman Sarah , Keeling David , Ashton Charlotte , Whala Shakeel , Dunne Adrienne , Figueroa Jose , Lovitt Chris , Basnett Ian , Balasegaram Sooria
Published: July 2024

General practitioners (GPs) have an important role in public health response to CBRN incidents, including disseminating information to worried patients and undertaking risk assessments of patients. The authors undertook the first known UK survey of GPs’ CBRN preparedness to assess knowledge and attitudes towards CBRN preparedness among GPs in East London, in the area of the Olympic Park. A questionnaire was developed, focusing on GPs’ self-preparedness for, and perceived roles in CBRN incidents, and GPs’ access to resources and policies for dealing with such incidents. Of 157 GPs, 56 responded, although some responded collectively for their practice. The majority of respondents recognised roles for themselves in CBRN incidents, including recognition of illness, supporting decontamination, and appropriate reporting. However, 79 per cent of GPs also felt unprepared for such incidents. The most popular topic for training to address this was clinical presentation of CBRN exposures. Most practices had no policy for dealing with suspect packages and white powder incidents. Since this survey, guidance and training has been made available to local GPs. As the UK will host more events like the 2012 Olympics, preparedness for GPs will continue to be an important consideration in the UK.
Health-care delivery and cancer care systems: Economics and a market perspective of the cancer care spectrum
Authors: Mantravadi S.
Published: July 2024

The purpose of this study is to evaluate and classify the economic market structure of cancer care in the United States, across the spectrum of cancer care. The author reviewed current published reports regarding demand, growth and costs of cancer care and oncological health service. The market structure for several product lines in the oncological services industry were compared against currently established economic models. A structural approach, based on economic theory, was used to evaluate the various market structures involved in the continuum of cancer care products. An overview of healthcare markets is described. In general, at a national level, cancer care follows a monopolistic competition market, where each centre competes with cancer centres, hospitals, outpatient facilities and heath organisations that meet the cancer care needs. Specialised cancer centres also fall into a unique category for research and survivorship programmes, forming a natural monopoly. Healthcare organisations that provide all forms of cancer care services need to be able to adapt to meet the need of each market position.
Confessions from the nonprofit world: How nonprofits are using social media (and how they need to change their approach)
Authors: Goodenough Ryan
Published: July 2024

Social media present a tremendous opportunity for nonprofit organisations to increase membership, awareness and fundraising. When leveraged correctly, these new tools can be truly transformational. But nonprofits are struggling with understanding the resource commitment, the ways to use these tools, and the need to stay ahead of the curve. A successful social media strategy for nonprofit organisations must be based on forward thinking and executive support. Without those two key ingredients, the social media recipe for nonprofits simply does not work.
Developing an organisation-wide business continuity programme in the public sector: Case study of the Government of Manitoba
Authors: Holowachuk Brock
Published: July 2024

In January 2006, the Government of Manitoba began developing a business continuity plan (BCP) to provide protection of all functional areas. With an employee base of 13,000, widespread geographic locations and a broad range of services, the planning challenges for the organisation are diverse and complex. Manitoba Emergency Measures Organization (EMO) was tasked with developing and implementing the provincial BCP programme. The experience of Manitoba EMO was informed by the well-established body of knowledge and best practices for business continuity planning, but also required adaptation of these guidelines to lead to effective implementation in a public sector environment. As the initial development of this programme has been reached and implementation has begun, this paper reviews the lessons learned and examples of how a BCP programme can be effectively developed in large public sector organisations.
Eco-friendly FMCG products and premiumisation purchasing habits
Authors: Faganel Armand , Dessardo Maurizio
Published: July 2024

This paper analyses consumers' awareness using the example of fast-moving consumer goods (FMCG). In this regard, two concepts are discussed in the theoretical part: premiumisation and eco-friendly products (EFPs). The empirical part utilises two methods for collecting primary data: semi-structured interviews with representatives of two companies and a questionnaire survey for end customers. Subsequently, consumers' awareness and purchasing habits have been examined based on a large international company's FMCG products, specifically for personal hygiene, cosmetics and detergents. Management in the FMCG sector has to focus on changing consumer habits. Marketers have to be aware of the desires, trends and demands of their customers.
Effective crisis decision-making
Authors: Kaschner Holger
Published: July 2024

When an organisation’s reputation is at stake, crisis decision-making (CDM) is challenging and prone to failure. Most CDM schemes are strong at certain aspects of the overall CDM process, but almost none are strong at all of them. This paper defines criteria for good CDM schemes, analyses common approaches and introduces an alternative, stakeholder-driven scheme. Focusing on the most important stakeholders and directing any actions to preserve the relationships with them is crucial. When doing so, the interdependencies between the stakeholders must be identified and considered. Without knowledge of the sometimes less than obvious links, wellmeaning actions can cause adverse effects, so a cross-check for the impacts of potential options is recommended before making the final decision. The paper also gives recommendations on how to implement these steps at any organisation in order to enhance the quality of CDM and thus protect the organisation’s reputation.
Digital wallet war in Asia: Finding the drivers of digital wallet adoption
Authors: Fanuel Putri Natasya , Fajar Ahmad Nurul
Published: July 2024

Using data sourced from a quantitative study of 457 digital wallet users in Indonesia, this paper aims to find the drivers of digital wallet adoption. The study uses a comprehensive technology acceptance model that combines both social environment and technological characteristics in order to predict intention to use digital wallet services. The study finds that the drivers of intention to use digital wallet technology are usefulness, ease of use and innovativeness. The study also finds that digital wallet adoption is influenced by personal experience, perceived security, subjective norms and job relevance. The paper discusses both the theoretical and practical implications of the research findings so that digital wallet providers can devise appropriate business strategies to encourage the wider acceptance of digital wallet technology. The paper also enhances the current knowledge about the drivers of digital wallet acceptance using modified TAM2, which has never been done before.
De-risking procurement by digitalising spend monitoring
Authors: Banerjee Shouvik
Published: July 2024

Managing procurement risk through a conventional adoption of the three lines of defence model does not work effectively. This is primarily because digitalisation is restricted to the first line only through spend management systems, while the second and third lines rely on people armed with checklists undertaking periodic sample-based audits. This allows sub-optimal purchases, non-compliance, process abuse and fraud to slip through undetected and cause irreversible damage. A novel way forward would be to digitalise spend monitoring and create a second line of defence against such issues. Digitalising spend monitoring would entail several actions for it to make a significant dent in reducing procurement risk. The paper discusses how, first, an enterprise needs to study its past behaviour and identify what is abnormal and worth monitoring. Second, the enterprise needs to build an ability to correlate information from both within and outside its boundary so as to take the right decisions. Third, the enterprise needs to digitise a catalogue of controls that can be configured to continuously monitor and flag live transactions based on past and current observations. Fourth, the enterprise needs to build an ability to get actionable recommendations on anomalous transactions and intercept them immediately. Finally, the enterprise needs to ensure that this spend monitoring setup is continuously learning from its users’ actions and tuning itself to improve its accuracy. Meeting all the above criteria will ensure that such a system has a good signal-to-noise ratio and appeals to several stakeholders simultaneously within an enterprise. Global business service (GBS) owners and operations managers could use it to screen transactions at various approval tollgates in the procure-to-pay process and reduce the risk of waste, non-compliance and process abuse. Sourcing directors and category managers could use it to tune sourcing strategies and monitor their effectiveness to reduce supplier and category risk. Risk and compliance officers could use it to continuously audit 100 per cent of transactions and reduce the risk of non-compliance or fraud.
Who shows more emotion when interacting with a company on social media? A study of political orientation and tweet sentiment
Authors: Lee Jong Seok , Kaleta Jeffrey P.
Published: July 2024

This study provides insights into how consumers interact with companies on social media. The study draws upon the theory of personality and political orientation to examine the relationship between consumers’ political orientation and the emotion used in their online interactions with companies. To provide additional understanding of this relationship, the study incorporates the political orientation of companies as a moderator. Leveraging Twitter (now known as ‘X’) as a research context, the study provides empirical evidence that more conservative consumers show less positive emotion when interacting with companies. The findings suggest that this relationship is weaker when the company involved has a more conservative (or less liberal) political orientation. Finally, the main effect follows a non-linear pattern that becomes stronger at an exponential rate among the most conservative consumers.
Asbestos in buildings
Authors: Dawson Mick
Published: July 2024

The Control of Asbestos Regulations 2006 place obligations on dutyholders to assess and manage asbestos in buildings. There is a common misconception however, that compliance is a one-off exercise when in fact, it is an ongoing process, particularly in premises that need regular maintenance or are subjected to building services modifications, cable installation, IT roll-outs and space remodelling. There are three strands to compliance; first, the initial assessment and identification of asbestos containing materials (ACM); secondly, the preparation and implementation of a management system to hold asbestos information and documentation such as the Asbestos Register and Asbestos Management Plan; and thirdly, ongoing management arrangements including the implementation of safe procedures as well as subsequent invasive surveys whenever any maintenance, installation or building work is to be carried out. The ultimate goal is to be able to prevent the disturbance of any ACM in the building and so avoid exposure of persons working in the premises. This can only be done if all building work is controlled and the Asbestos Register consulted before any work takes place. After all, it is the workers who need protecting as they are the ones most at risk.
Rethinking business continuity: Emerging trends in the profession and the manager’s role
Authors: Phelps Regina
Published: July 2024

Where is business continuity going in the future? What should continuity professionals be planning for in their programmes and in their career? This paper offers an in-depth look into both of these questions and provides the reader with eight activities for reinventing their continuity programme and career.
Fourth parties: Concentration risk and its mitigation
Authors: Stewart Gemma
Published: July 2024

The aim of this paper is to describe various types of concentration risk in the supply chain, provide some examples and explain why these are important to regularly analyse. In addition, it sets out why we should be including fourth parties in our analysis and some suggestions of how this can be done. The paper demonstrates that the key to efficient concentration risk analysis is being data-driven and linking this back to an organisation’s own business resilience. The reader can expect to have a good understanding of the types of concentration risk and how to start gathering data to drive the necessary analysis.
How to win in an area commonly perceived as a commodity business: Practical advice from one product manager's experience
Authors: Wiles Thomas H.
Published: July 2024

American Express Bank (AEB), operating in an area frequently referred to as a commodity business, has consistently achieved growth rates several times that of the market as a whole, launched award winning products, and is consistently rated among the best providers in terms of customer satisfaction. This paper shares the author's views on the payments business and discusses specific approaches that contribute to developing winning products. The reader will learn that, while an individual payment may be a commodity, with the right perspective the payments business does not have to be. An effective product manager can avoid a commodity mindset by always keeping the customer's perspective in mind. In this practical exploration into the world of payments, filled with specific examples from the author's experience as a Global Head of eBusiness Development for Financial Institutions Group of AEB, the author suggests three rules that will serve a product manager well in achieving the customer's perspective: (i) perpetually ask 'Why?'; (ii) focus on what people do, not what they say; (iii) address tomorrow today.
How to write a B2B social media strategy that will impress your CEO
Authors: Biggins David
Published: July 2024

Does social media work in a business-to-business (B2B) market? Can it drive revenue? The answer to both of these questions is absolutely! But only if you have a strategy that your business is committed to, from the chief executive officer (CEO) downwards. This paper acknowledges the difficulties that many practitioners face when convincing their leaders of the value of social media, and it provides an overview of how to approach writing a solid social media strategy that aligns with your business goals and objectives. It will guide you on how to convince your management and executive teams of the value of social media as well as how to gain buy-in and support from across the business, including, crucially, your sales team.
Delivering a first class travel experience for passengers
Authors: Harrison Vincent
Published: July 2024

Airport travel has become a great contradiction. Airport managers find themselves at the helm of an operation that has the potential to create great joy and excitement among passengers at one moment and engender frustration and stress at another. In a complex, multifaceted airport experience and in an era where technology is changing rapidly, where safety and security challenges arise constantly and where passengers tread this knife edge of positive and negative emotions, how can airport managers hope to deliver a ‘first class travel experience’? This paper provides some insight into how one airport in Dublin, Ireland, has taken on this task. From a comprehensive research and feedback programme, monitoring performance statistics as well as wider trends influencing passengers, to a strategy based on passenger needs, Dublin Airport has substantially turned the dial in terms of passenger satisfaction. Leveraging available data and online and mobile channels with innovation in its thinking and approach, Dublin Airport has implemented a range of helpful solutions for its passengers. These initiatives are wrapped up in a service promise that has real people at its core and a positioning that recognises that ‘value for money’ and ‘value for time’ are key features of a ‘first class travel experience’.
Bank capital allocation and performance management under multiple capital constraints
Authors: Klaassen Pieter , Van Eeghen Idzard
Published: July 2024

To measure performance of individual businesses and maximise shareholder value for the firm as a whole, banks need to decide how much capital to allocate to each business and what cost of capital to charge. Capital is typically allocated to reflect differences in risks and/or regulatory capital requirements. The cost of capital has typically been set more judgmentally and often is not differentiated across business lines. This paper outlines why the authors believe the focus needs to shift to the determination of the appropriate cost of capital. If the cost of capital accounts for differences in risk across business lines, the amount of allocated capital can be chosen more freely and naturally as a function of all competing regulatory and internal capital requirements. This paper describes how differentiation in the cost of capital can be achieved in a practical manner, and how a lack of differentiation leads to flawed pricing incentives and wrong conclusions about the contribution to shareholder value of individual business lines.
Application of group psychology to the brand community programme: Guidelines for creating a strong brand community
Authors: Karimova Gulnara Z.
Published: July 2024

The aim of this paper is to draw the attention of researchers to several phenomena pertaining to the behaviour of an individual in a group that can significantly contribute to the theory of customer loyalty. This study investigates the application of group psychology to the theory of customer loyalty with the aim of generating guidelines for creating and maintaining strong customer clubs and brand communities. Based on the analyses of the conditions for raising collective consciousness and the case studies of Harley-Davidson and BMW’s marketing strategies, this paper develops guidelines for creating strong brand communities. The paper equips managers with guidelines for creating customer club and brand community programmes to achieve their specified goals. The principles of group psychology provide material for elaborating the theory of customer club and practically improving the functionality of brand communities.
Asset managers and outsourced activities: What other industries can learn
Authors: Wright Susan
Published: July 2024

As more firms outsource parts of their back and middle-office functions, care must be taken not to outsource the responsibility for these activities. In December 2012, the UK asset management industry was taken by surprise when a ‘Dear CEO’ letter from the regulator was sent to 125 asset managers. All others across the industry were warned to take notice of this letter. Although no attestation of compliance with European rules on outsourcing was required by the UK regulator, asset managers were asked to consider the contents of the letter and those concerns raised by the regulator. A working group was formed in conjunction with the Investment Management Association (IMA) and five months later a much wider industry working group was created that included those who were carrying out the servicing of outsourced activities (service providers, often part of global banks) and the Big Four consulting firms. Although the focus has been on asset managers in relation to outsourcing, it would not be difficult for the UK regulator to ask other areas of the financial services industry the same questions about their governance of outsourced activities.
MACRA: Charting your course using CMS data
Authors: Hancock Melinda , Davis-Jacobsen Doral
Published: July 2024

The purpose of this paper is to connect MACRA’s QPP payment reform program to overall organisational strategy. Focusing on integrating these programs holistically rather than a siloed approach has many benefits. This paper pulls those pieces together through an overview of the important elements of MACRA’s QPP and explores how organisations can use Centers for Medicare and Medicaid Services (CMS) data to design a comprehensive strategy. This paper presents a case study on how a large academic health system (Virginia Commonwealth University Health) designed and implemented a strategic and ongoing response to MACRA. This paper concludes with a checklist of recommended actions to take during the initial years of MACRA’s QPP implementation to ensure that the focus is on asking the right questions, at the right time, to effectively prepare for the future.
Snap (or Tweet) out of it: Now is the time to allocate resources to higher education social media efforts
Authors: Karol Kristofer
Published: July 2024

Most colleges and universities want to get on social media or to improve their digital presence, but it is a lot more complicated than hitting the ‘login’ button. Marketers and communicators need to take the time to develop a focused strategy, evaluating the time, money, people power and content at their disposal. From there, they must research what others have done before crafting a strategy that outlines clear goals, objectives, strategies and tactics, as well as which metrics will be used to gauge ‘success.’ At least one Big Ten university has taken this message to heart — especially at two of its campuses — launching engaging and effective social media campaigns that bring real-world campus life to the digital stage.
Structuring for the future: Systemic payments reform in Australia
Authors: Lewis Shannon , Pragnell Brad
Published: July 2024

A perceived need for systemic change has driven regulators and governments to push for systemic reform within their national payments systems. This has recently been experienced in Australia with the Reserve Bank of Australia’s Strategic Review of Innovation in the Payments System, which concluded in mid-2012. The Australian industry responded to the policy objectives of the RBA with a February 2013 proposal to develop new infrastructure to deliver fast payments by 2016. This outcome has been many years in the making within the context of a robust policy dialogue between the Reserve Bank of Australia, as the public regulator for payments, and the Australian industry, through the Australian Payments Clearing Association. This dialogue between the regulator and industry has been essential in finding broad agreement on the direction of systemic change that seeks to achieve public policy outcomes while providing opportunities for sustainable innovation by industry participants.
A museum goes meta: Initiating enterprise content management at the Minneapolis Institute of Art
Authors: Lloyd-Baynes Frances , Lynn Joshua
Published: July 2024

In the 21st century, cultural heritage organisations' reliance on digital content has grown exponentially. The Minneapolis Institute of Art (Mia) is hard at work building practical capacity for the full range of digital media created by its staff. Recently, with the support of grant funding, Mia developed new conceptual models and a new metadata specification that is driven by standards, which it is actively sharing with the field. This paper will describe Mia's enterprise content management project, its efforts to improve digital content management in order both to maximise the resources being channelled into content creation and to provide the deep level of engagement with museum collections that digital resources can deliver. It will explain the project outputs: a metadata specification, a new open source digital asset management system and a federated search interface, and will share some lessons learned along the way.
Strategies for managing the serviced office portfolio
Authors: Ellis Robert Mark
Published: July 2024

This paper considers serviced offices and explains why they comprise a mismanaged part of most client portfolios. Serviced offices are often referred to as the ‘blind spot’ in any real estate portfolio for two reasons: they usually are not the biggest part of a portfolio and, consequently, some brokers do not pay much attention to them because the commissions are not high enough. But significant savings and tremendous operational flexibility can be achieved by knowing who best to work with, what negotiation strategies to employ and how to continue to work the market and avoid the auto-renewal death spiral.