About Colors Advertising
Discuss about the Role of Analysts Forecasts in Momentum.
Colors advertising commenced its business in the year 2013 in Sydney. It offers all the kind of advertisement methods like hoardings, banner, pamphlets, online advertisements and many other methods also. The overall approach of the company is to offer value to the consumers. They believe that their job is to help clients by building strong brands that become the part in the lives of the consumers. They try to earn the loyalty and confidence of the consumers. They believe for this company is that brands are the living things, it require nourishment, to be nurtured and cared also. They are passionate thinkers and innovative creators. They create those brands to which people can relate themselves (Crawley, 2010).
The main vision of its founder and CEO Harry Shaw is to expand their business to other premises also in some of the major cities in America. They also give opportunity of franchising the brand of Colors Advertising.
Colors advertising are a trustable company that uses reliable source of data. All the data and resources is collected from the previous activities of the company, current publications and by the company itself. Their main attempt is to remove all the unpredictable obstacles that can occur in the project.
This project is based on the financial calculations of present and future data; the efficiency of the project is affected by the financial crisis and increase in inflation (Hartman, 1997).
Enterprises are constantly looking for ways to improve customer experience. In the “old days,” enterprises had far fewer channels of customer engagement — in some cases, just a single channel. Those days are long gone, with almost every enterprise adding more channels of interaction with customers and evolving to multichannel engagement strategies. It is now common for a large number of channels to be in action, including storefront, sales associates, contact centers, channel partners, web/portal sites, email and mobile apps, to name a few. Many enterprises deliver multichannel or cross-channel customer experiences, but this can lead to disconnected experiences and silos of customer engagement. Frequently, not all channels are linked, and even those that are enjoy limited sharing of experiences, processes or data. A unified omnichannel engagement strategy provides a holistic approach to engagement channels. Customers are able to take journeys, which will span many channels and devices, in a seamless manner. Multiple channels aren’t perceived as multiple companies, or even as different parts of a single company; rather, the channels are linked in a way that hides the silos of engagement and makes the enterprise’s organization chart irrelevant to the customer.
Different customer-facing departments (such as the sales, commerce, marketing and service departments) frequently have their own technologies, processes and data. Likewise, geographic units are set up separately (sometimes in competition with each other) and brand units create their own silos. Silos of customer engagement are pervasive and, with the advent of the Internet of Things (IoT), the number of channels and devices is set to explode, as will the number of technologies, processes and data needed to support them.
Vision for the Future
With so much focus and press on innovation and disruption as strategies to leverage in the move to digital business, much attention gets placed on high-profile companies that have succeeded in this manner. Google is one of the companies most admired and associated with innovation and disruption. Although there is much to be gleaned from possible emulation of the company’s efforts, many organizations rightly recognize that they aren’t Google and don’t have the same resources. However, by understanding Google and its intent and multiple disruptive strategies, organizations can better identify what can be leveraged from the strategies of Google and other well-known disruptors. Part of Google’s strategy is to enable customers to leverage their capabilities to this end.
Enterprises are constantly looking for ways to improve customer experience. In the “old days,” enterprises had far fewer channels of customer engagement — in some cases, just a single channel. Those days are long gone, with almost every enterprise adding more channels of interaction with customers and evolving to multichannel engagement strategies. It is now common for a large number of channels to be in action, including storefront, sales associates, contact centers, channel partners, web/portal sites, email and mobile apps, to name a few.
Silos of customer engagement are tall, rigid and multifaceted; it is impossible to knock them down. This is primarily due to the inertia created by the channel leaders who “own” the silos. They have built their careers on getting their silos exactly the way they want them to be. They are compensated on optimizing their silo, not helping other silos. The attitude of “if it ain’t broke, don’t fix it” causes silos to remain isolated. In clean-slate environments such as startups, silos can be avoided from the start, but for the vast majority of enterprises, they are already in place and require a bridging strategy.
While silos significantly impact the customer experience (CX), they also impact the experiences of other audiences. In particular, the employee experience (EX) has been forsaken for decades. If an organization’s employees have a poor EX, this will generally lead to a poor CX. Different customer-facing departments (such as the sales, commerce, marketing and service departments) frequently have their own technologies, processes and data. Likewise, geographic units are set up separately (sometimes in competition with each other) and brand units create their own silos. Silos of customer engagement are pervasive and, with the advent of the Internet of Things (IoT), the number of channels and devices is set to explode, as will the number of technologies, processes and data needed to support them.
Over the last 12 months, Gartner has held more than 7,100 client interactions on channel strategies. In March 2017, there was a 32% year-over-year increase in the number of inquiries related to channel strategies. Channel strategies are a critical element for success, and dealing with siloed channels is one of the biggest key initiatives underway in IT teams that are supporting customer solutions.
Multichannel customer engagement is a requirement for most businesses. Even “mom and pop” boutique shops have websites. Most organizations have moved beyond multichannel to cross-channel customer engagement, where two or more channels work in a more synchronized fashion, at least to some degree. But the bar continues to be raised, and multichannel engagement strategies are no longer considered to be leading edge. The next step is to implement a unified omnichannel engagement strategy, which is now the goal for most enterprises. Yet, this goal remains elusive. A combination of technology and people issues gets in the way of achieving omnichannel.
The first approach to creating unified omnichannel customer engagement is to focus on unifying the digital experience, regardless of the channel. In order to deliver a seamless digital CX, you must integrate the technologies used to create websites, portal sites, commerce sites, social media sites and mobile apps. Indeed, the digital experience must extend to wearables, connected vehicles, IoT devices, in-store connected displays, and anywhere digital technology is used for customer engagement. These digital channels must also seamlessly integrate with physical channels, such as the store, branch, dealer or salespeople. However, trying to address all of these channels and all the associated politics is often too big a task to undertake in one step. In order to minimize risk, consider focusing first on the digital channels, building a seamless digital user experience before reaching out to more-traditional analog channels.
A second approach to creating unified omnichannel customer engagement is to focus on unifying the customer-facing processes so that they work in the same way, regardless of the channel, and are consistent as the processes span channels. Different customer-facing departments (such as the sales, commerce, marketing and service departments) frequently have their own technologies, processes and data. Likewise, geographic units are set up separately (sometimes in competition with each other) and brand units create their own silos. Silos of customer engagement are pervasive and, with the advent of the Internet of Things (IoT), the number of channels and devices is set to explode, as will the number of technologies, processes and data needed to support them.
|
Initial Investment |
($660,000) |
($360,000) |
|
1 |
$128,000 |
$88,000 |
|
2 |
$182,000 |
$120,000 |
|
3 |
$166,000 |
$96,000 |
|
4 |
$168,000 |
$86,000 |
|
5 |
$450,000 |
$207,000 |
|
NPV @ 13% |
$51,445.02 |
$38,480.74 |
|
IRR |
16% |
17% |
|
Payback |
greater than 4 years |
Less than 4 years |
Nick Crawley (2010). Which industry sector would benefit the most from improved financial modelling standards?, fimodo.com. Retrieved May 07, 2017
Low, R.K.Y.; Tan, E. (2016). “The Role of Analysts’ Forecasts in the Momentum Effect”. International Review of Financial Analysis. doi:1016/j.irfa.2016.09.007. Retrieved May 07, 2017
Joel G. Siegel; Jae K. Shim; Stephen Hartman (1 November 1997). Schaum’s quick guide to business formulas: 201 decision-making tools for business, finance, and accounting students. McGraw-Hill Professional. ISBN978-0-07-058031-2. Retrieved 12 November 2011. §39 “Corporate Planning Models”. See also, §294 “Simulation Model”. Retrieved May 07, 2017
See for example, Valuing Companies by Cash Flow Discounting: Ten Methods and Nine Theories, Pablo Fernandez: University of Navarra – IESE Business School. Retrieved May 07, 2017
Danielle Stein Fairhurst (2009). Six reasons your spreadsheet is NOT a financial model, fimodo.com. Retrieved May 07, 2017
Krishna G. Palepu; Paul M. Healy; Erik Peek; Victor Lewis Bernard (2007). Business analysis and valuation: text and cases. Cengage Learning EMEA. pp. 261–. ISBN978-1-84480-492-4. Retrieved May 07, 2017
Richard A. Brealey; Stewart C. Myers; Brattle Group (2003). Capital investment and valuation. McGraw-Hill Professional. pp. 223–. ISBN978-0-07-138377-6. Retrieved May 07, 2017
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