Rethinking Thought Leadership - Oxford Economics · 2014-02-18 · Our thought leadership team regularly conducts interviews with key decision-makers from government, business, and

Rethinking Thought Leadership

Influencing decision-makers through evidence-based research

Introduction

Advisory Panels and Peer Interchange

Charts, Infographics, and Dashboards

Global Surveys

Quantitative and Economic Analysis

Social and Digital Media

Research and Delivery

Social media research

Analytical Tools and Models

Executive Interviews and Case Studies

White Papers, Briefings, and Think Pieces

Microsites and presentations

Contact InfoOXFORD ECONOMICS

Introduction

A true evidence-based thought leaderFounded in 1981 as a joint venture with Oxford University, Oxford Economics is a world leader in global quantitative analysis and evidence-based thought leadership. We combine the analytical skills of our economists with the editorial and marketing expertise of our publishing team to deliver unique and ground-breaking thought leadership.

By drawing on a full array of quantitative and qualitative research methods, from global surveys and interviews to impact analysis and market forecasts, we create must-have decision-support for executives and policy-makers.

To maximize the value to your audience, we deliver our research through a blend of media, including white papers, case studies, infographics, interactive models, microsites and executive programs.

What sets our thought leadership apart?Evidence-based focus: Out-of-the-box thinking to create truly innovative, evidence-based thought leadership that will set your organization apart.

World-class team: 10 thought leadership specialists supported by an in-house team of over 80 economists and a global network of experts.

Sophisticated models: for global forecasting, market sizing, scenario analysis, and economic impact.

Rich database: figures, forecasts, and analysis on 200 countries, 100 industrial sectors and 3,000 cities.

A distinctive brand: a globally recognized name without the editorial restrictions of a media company.

www.oxfordeconomics.com/thought-leadership

OXFORD ECONOMICS www.oxfordeconomics.com/thought-leadership

Introduction



Global Surveys









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SMEs: Equipped to CompeteSMEs are adopting a global mindsetSMEs are internationalizing their operations … Technology underpins global growth …

… driven by customer demand and other trends… but domestic growth still matters

22% 17%

49% 38%

21% 15%

13% 4%38% 48%

19% 26%

32% 48%

47% 68%

Now

Now

Now

Now

In 3 years

In 3 years

In 3 years

In 3 years

0% revenue generated outside HQ country

21% or more revenue generated outside HQ country

Economic uncertainty

Shifting customer expectations & demand

Increasing labor costs

Increasing global competition

Growth opportunities in regional or wider markets

Greater supply chain complexity

32%

32%

28%

26%

23%

20%

Which of the following trends are most affecting your

business today?

52% are collaborating with other firms via online business networks to drive innovation and growth

59% say they are now competing with larger companies

Business

management software

Data

analytics

Mobile devices

Social media

Cloud

computing

Future Investment 34%36%37%43%50%

Domestic expansion Global expansion

34%29%

Data based on Oxford Economics research. To access the detailed findings, visit www.oxfordeconomics.com/sme

Research techniquesGlobal surveys: We are experts at conducting and analyzing surveys for virtually any target demographic, across the c-suite, across any industry, in any country and any language

Executive interviews and case studies: Our global network of experienced journalists gives us unparallelled access to corporate executives at the highest levels

Advisory panels and peer interchange: High-level peer interchange sparks discussion and unique insights that critically shape our programs

Social media and web analytics: Enrich your results by using the latest web tools, such as social media hubs and sentiment analysis

Quantitative and economic analysis: Our models can be used to validate findings, add insights, or provide a strong business case

Delivery formatsWhite papers, briefings, and think pieces: Our reports deliver fresh thinking, expert analysis, and case studies on a full array of business issues

Charts, infographics, and dashboards: At-a-glance rankings and “charticles” tell the story visually to busy executives

Analytical tools and models: Interactive tools for benchmarking, forecasting and assessing business conditions and impacts

Social and digital media: Thought leadership reinvented for the digital age, through videocasts, webinars, and social media

Microsites and executive programs: Build ongoing interaction with your clients through high-tech, high-touch executive programs

Rethinking Risk in

Financial Institutions

Making the CFO-CRO Partnership Work


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Global Surveys









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Global Surveys

Global surveys Our quantitative expertise enables us to conduct surveys that can support innovative thought leadership programs.

■ World-class survey team: A leader in global quantitative analysis, Oxford has a dedicated team of survey specialists supported by over 80 economists, statisticians, and survey specialists, backed by a network of more than 500 analysts and researchers around the world that can perform on-the-ground analysis.

■ Unique analytical capabilities: Our survey team knows how to do professional surveys that engage the market and get the results. We have the ability to field, analyze and present results in multiple formats - we can even turn a survey into meaningful thought leadership by presenting is as a benchmarking tool or a model.

■ Unparalleled access to global executives: In addition to our own global client base, Oxford has unique access to executive panels of multiple research alliance partners. As a result, we can ensure responses from executives targeted by industry, job title, country, and topic within just 3-4 weeks.

■ A respected, independent brand: With ties to Oxford University, a reputation for objectivity, and the ability to translate questions into any language, our surveys receive high completion rates by executives.

Fig. 1: Survey respondents by industry and country

Companies by industry segment Country in which company is headquartered

Aerospaceand Defense

16%

Automotive16%

MedicalDevices

17%

IndustrialEquipment

17%

Electronics/High Tech

17%

Consumer/Retail/Apparel

17%

US

China

Japan

Germany

South Korea

Taiwan

France

Denmark

Norway

Sweden

Finland

0 5 10 15 20% of respondents

25 30

http://www.oxfordeconomics.com/thought-leadership/research-techniques/global-surveys/overview


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Executive interviews and case studies Our thought leadership team regularly conducts interviews with key decision-makers from government, business, and other organizations to gain valuable qualitative insights into their views, strategies, and plans.

Interviews provide useful context to quantitative findings, give an inside look into corporate or government best practices, and enable a case study approach to the assessment of economic impact.

Our ability to conduct interviews rests on several key strengths:

■ A renowned global brand with linkages to Oxford University and other parts of the global academic and NGO communities;

■ Wide access to corporate decision-makers in over 800 client organizations, financial institutions, government agencies, and trade associations; and

■ A world-class team of editors and journalists, each with a rich set of local contacts and the capability to conduct interviews in the local language.

3

We surveyed 280 CEOs online from over 21 countries across the world to understand how they viewed current global challenges and what they saw as the priorities in leading their way through them. We followed this up with in-depth interviews with 17 CEOs, chairmen and other business leaders who between them are responsible for over 2.1 million jobs and market capitalisation of $1trn. Their overwhelming response was that the human dimensions of business – for example, customer and supplier relationships, talent development as well as intellectual capital – will be the focus over the next 18-24 months.

We probed further to understand how we are going to move beyond merely paying lip service to customers, employees and partners, to transform what we know into hard reality. What are the obstacles and challenges? Where do companies need to focus their effort?

Our 280 CEOs consider that the first challenge is to understand value – where it comes from and how much there is of it. They see people’s ideas, skills, knowledge and relationships representing the unique value of their companies. The need to measure and manage the human dimension, although difficult, has never been greater if companies are to achieve long-term sustainable success. CEOs acknowledge a clear imperative to go way beyond the financials, and see this as an increasingly important issue to tackle. They need people who are equipped for this task and able to develop the tools that can make the difference.

Key actions for growth in the next 18-24 months

Entering emerging markets 6%

Entering markets where low

presence 5%

Upgrading talent 7%

Strengthening management team 8%

Embedding finance staff across the business 2%

Geographies11%

Human 17%Financial 17%

Reducing costs 11%

Acquiring or merging aligned business 4%

Reducing headcount 2%

Investing in technology 10%

Technology 10%

Strategy 7%

Distribution 6%New

distribution channels

6%

Developing new products 9%

Investing more in R&D 6%

Innovation 15%

Investing more in marketing 8%

Increasing production for market share 6%

Marketing 14%

Supply chain 3%Supply

chain 3%

Changing business strategy

7%

REBOOTING BUSINESS:

VALUING THE

HUMAN DIMENSION

Coca-Cola Rethinking supply-chain fulfillment The new intricacies related to global supply-chain fulfillment as well as the sweeping geographic expansion companies are carrying out puts a premium on HR managers who can find executives to manage complex problems across a challenging and culturally varied landscape. Coca-Cola, for instance, faces significant supply-chain needs that must constantly be addressed as it determines where to build new plants and align distribution centres.

Finding talented employees who can “think strategically and with a global perspective is not easy,” explains Libby Wanamaker, Global Director of Program Development for Coca-Cola. She notes that logistics personnel are among the hardest for her firm to recruit.

“Our supply-chain needs are pretty vast,” she says. “We operate in over 200 countries, manufacturing, delivering, and selling a large variety of beverages in each location. Given this scope, for us logistics is an imperative.”

In some fast-growing global markets, like China, firms like Coca-Cola are forced to compete aggressively in order to retain the talent they’ve hired. In others, they must help develop an infrastructure of training that can create the talent to meet the firm’s future goals.

As a result, Coca-Cola believes that in the future it will need to consider partnerships with universities to develop its own pool of supply-chain experts. “We realize that we might have to become the educator to ensure we have access to the kind of talent we need,” Ms Wanamaker says.

As a company that operates in thousands of unique individual markets, but also possesses global reach, Coke has recently determined that it needs to create more standard HR processes and operations across geographies. “As we’ve gotten more global and grown more focused on the value of scalability, it’s becoming really clear to us that we need to be able to have more consistent ways of measuring, tracking, and talking about HR as a business,” Ms. Wanamaker says.

As new approaches take hold, one thing remains universal across the firm’s global operations: HR executives are finding themselves engaged in more strategic conversations than in the past. “HR has become more strategic because of the recognition that in the end, talent is what is going to make or break us,” Ms Wanamaker says.

“HR has become more strategic because of the recognition that in the end, talent is what is going to make or break us.” Libby Wanamaker Global Director of Program Development, Coca-Cola

November 2012 www.oxfordeconomics.com/ casestudies

http://www.oxfordeconomics.com/thought-leadership/research-techniques/executive-interviews-and-case-studies/overview

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/executive-interviews-and-case-studies/Rebooting_Business.pdf

http://www.oxfordeconomics.com/publication/download/222662


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Advisory panels and peer interchange Advisory panels and executive meetings are effective ways to gain insights into latest trends, exchange management viewpoints, benchmark corporate strategies, and provide input into research projects.

By drawing on our worldwide base of 800 clients and high-level contacts, Oxford Economics can organize thought leadership meetings of key decision-makers from business, government, and academia. Our panels typically focus on a single executive function, including CFOs, CIOs, CMOs, or CHROs, although cross-functional panels also can be established.

These meetings typically include 10 to 15 senior executives who come together in person in key cities such as New York, London, or Hong Kong, or via webinars or teleconference calls. We have organized meetings across a range of topics, such as digital megatrends, the economic outlook, talent management, innovation, and diversity.

Advisory panel for Digital Megatrends:

Bennett Ruiz, AVP, Global Segment Marketing, AT&T

Stuart Taylor, Principal Engineer, Cisco

Gary Greenwald, Digital Money and Mobile Payments Executive, Citi

Kevin Cox, Senior Director, SAP

A report produced in collaboration with Towers Watson, AIG, American Express, British American Tobacco, the Center for Effective Organizations at the University of Southern California, Cummins, Coca-Cola, Edison International and the Organization of American States

Global Talent 2021How the new geography of talent will transform human resource strategies Digital Megatrends 2015

The Role of Technology in the New Normal Market

A research summary written in cooperation with AT&T, Cisco, Citi and SAP

Advisory panel for the Global Talent Program:

Ravin Jesuthasan, Global Practice Leader for Talent, Towers Watson

John Boudreau, Professor and Research Director, Center for Effective Organizations

Walter Hurdle, Global Chief Diversity Officer, AIG

Samira Kaderali, Vice President, Strategic Workforce Planning, American Express

Borwin Jung, Group Head of Leadership & Talent, British American Tobacco

Paul Wright, Global Diversity Special Projects Manager, Cummins

Libby Wanamaker, Global Director Program Development, Talent and Development, Coca-Cola

Paul Boyett, Director, Talent Management & Acquisition, Edison International

Rosine Plank-Brumback, Principal Specialist, Organization of American States

http://www.oxfordeconomics.com/thought-leadership/research-techniques/advisory-panels-and-peer-interchange/overview

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/global-talent-2021.pdf

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/advisory-panels/Digital_Megatrends.pdf


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Social media research We use social media as a research tool to gather the important insight and perspective that shapes our research programs. With this instrument, we can:

■ Review and compare current thought leadership on the topic in the marketplace to distinguish our program and position it effectively against the competition.

■ Build a social media research hub to provide the foundation for a successful web research program.

■ Engage the online community to gather fresh perspectives and insights from other executives and experts.

■ Launch topic-specific Twitter feeds and other social media campaigns to connect with our target audience.

■ Use the latest web tools to go beyond the edge of current thinking and find the key influencers and inflection points. We can perform sentiment analysis and forecasting to understand the latest opinions and emerging trends around a given topic.

■ Partner with media firms, NGOs, and trade associations. We can draw on our relationships with such top media firms as Forbes and Bloomberg, and with organisations such as the UN Project Link, Knowledge@Wharton, and CIMA to build traffic and engagement.

http://www.oxfordeconomics.com/thought-leadership/research-techniques/social-media-and-web-analytics/overview

http://cloudplatformtrends.com/


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Quantitative and economic analysis Oxford Economics has one of the largest macroeconomic and consultancy teams in the private sector, allowing us to go deeper and further than other economic advisory firms:

■ Detailed, insightful, and forward-looking analysis. We analyze data by target industry sector or geography, and can build forecasting models and benchmarking tools.

■ Forecasts and market sizing. Our global models provide a platform for creating visionary thought leadership on business and economic trends.

■ Scenario framing. Our global economic and industry models provide the ideal framework to explore alternative scenarios and risk assessments.

■ Public policy research. Our economic model provides a framework to assess the economic impact of macro policy proposals at a national and global level.

■ Economic impact analysis. We assess the contribution of a sector, company, industry, or investment, gauge the effects of regulations and tax changes, and quantify the value of future markets and technologies.

– 2 2 – G L O B A L M E T R O M O N I T O R

high

average

20 m

5 m

low

NaplesTurin

Zurich

Porto

NewOrleans

Milwaukee Detroit

RochesterHartford

LouisvilleTokyo

NagoyaOsaka

Bangkok

Berlin

Riga

Vilnius

BangaloreHyderabad

Dubai

Abu DhabiShenzhen

Beijing

Shanghai

Tianjin

Guangzhou

Moscow

Sofia

Dublin

Las Vegas

Performance

Source: Analysis of Oxford Economics, Moody‘s Economy.com, and Cambridge Econometrics data.

Figure 3-5. Metro Performance During Pre-Recession Period (1993–2007)The strongest-performing metros in the pre-recession period could be found in emerging nations of Asia and Latin America, as well as in the American Southwest and Eastern Europe.

The weakest-performing metros were split among these same world regions, including many older industrial areas of the United States and Western Europe, as well as Japanese and Southeast Asian economies that experienced economic difficulties in the 1990s.

Labeled metro areas are the 15 top and bottom ranked performers.

Metropolitan Population 2010 estimates

http://www.oxfordeconomics.com/thought-leadership/research-techniques/quantitative-and-economic-analysis/overview

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/quantitative-and-economic-analysis/Brookings_global_metro_monitor.pdf

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/quantitative-and-economic-analysis/Creating%20Global%20Skills%20Index%202013.pdf


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White papers, Briefings, and Think Pieces We are experts at analyzing the latest business issues through the prism of economics. That’s why our papers go well beyond simple reporting of facts and figures. Within 90 days, we can publish thought-provoking white papers on a diverse array of issues. We can publish under our brand, the client’s brand, or in partnership. Typically 15-20 pages in length, these papers can include the following elements:

■ An executive summary highlighting key findings.

■ In-depth interviews with senior executives.

■ Case studies and vignettes from leading firms and organizations.

■ Engaging charts, tables, and graphics to illustrate the key points of the research.

■ A press release to help socialize key findings.

OXFORD ECONOMICS 1

Manufacturing Transformation Achieving competitive advantage in a changing global marketplace

Manufacturing TransformationAchieving competitive advantage in a changing global marketplace

A report produced in partnership with

Manufacturing TransformationAchieving competitive advantage in a changing global marketplace

Page: 1 2 3 4 5 6 7 8 9 10 11 PTC.com

Manufacturing Transformation OverviewRethinking Risk in Financial InstitutionsMaking the CFO-CRO Partnership Work

http://www.oxfordeconomics.com/thought-leadership/delivery-formats/white-papers-briefings-and-think-pieces/overview

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/executive-interviews-and-case-studies/PTC/Manufacturing%20Transformation%20130607.pdf

www.oxfordeconomics.com/Media/Default/Thought%20Leadership/social%20digital%20media/OxfordEconomicsOveview_ebk_ENG.pdf

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/white%20papers/Accenture-Rethinking-Risk-Financial-Institutions-CFO-CRO.pdf


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Charts, infographics, and dashboards Our economists, editors, and designers work together to produce a variety of visually powerful elements to illustrate the findings of our research. Together, we can:

■ Conceive and design infographics to enhance thought leadership papers and websites with provocative data and charts.

■ Develop filtering tools that help executives assess key trends.

■ Produce web-based dashboards to help executives track and benchmark performance.

■ Provide data-rich charts and tables. Our reports and other research outputs includes professionallydesigned charts and tables to give readers a clear understanding of trends, risks, and opportunities.

What sets risk masters apart?Risk Masters have more highly developed risk management capabilities that they apply effectively across the enterprise to achieve competitive advantage and mitigate risk. They comprise approximately 8% of our surveyed population.

For more information, please visit: www.accenture.com/globalriskmanagementresearch2013

Masters rely on a CROmore than non-masters

Masters are more focused on strategic and emerging risks

Enabling long-term profitable growth

Reduction in the cost of capital

Innovation & product development

Managing reputation with stakeholders

18%24%

36%

39%

48%

20%

29%

28%

Masters Non-masters Non-mastersMasters

Masters are better at recruiting, retaining and training staff

85%

76%

70%

64%

61%

59%

58%

44%

49%

49%

Effective retentionstrategies or programs

Not impeded by high compensation requiredby personnel with the necessary skills

Adequate personnel withthe necessary skills

Effective recruitment strategies

Sufficient training programs

Masters Non-masters

58% 42%

Risk management for an era of greater uncertaintyFocus on the banking and capital markets sector

For more information, please visit: www.accenture.com/globalriskmanagementresearch2013

Top external pressures… Are causing banking and capital markets firms to integrate risk management into decision-making

But there is still room for improvement in managing risk

For credit and operational risk, more than 60% of banks spend at least a quarter of their time on manual tasks

Nearly half of capital markets firms take a proactive approach to regulatory change by centralizing compliance management

84% of capital markets firms plan to upgrade risk infrastructure capacity over the next year or so

What percentage of the total analysis/reporting time in risk management is spent on manually performing tasks such as data management (collecting/aggregating/cleansing)?

Extent that risk management is integrated within other business functions What risks do executives see rising most over the next two years?

25% 74%Managing volatility

25% 68%Product development

26% 94%Reputation

28% 78%Reduce losses

31% 79%Enabling growth

42% 99%Compliance

32% 78%Risk culture

Focus areas for capital markets firms in next 12 to 18 months

44% 27% 18% 11%

Centralized but coordinated across all business categories

Centralized but teams operate independently

Organized separately for each regulatory change

Organized by major line of business

Credit risk Operational risk Market risk

62% 62% 52%

Risk infrastructure capacity

Collateral and margin calculation

Market risk data and reporting Compliance function capability

67%

56%

Strategic planning

New product development

Financing Budgeting and forecasting

Performance management

60%

61%74%

87%

89%

91%

Business

Credit

Regulatory

OperationalStrategic

Political

LiquidityLegal

Market

Emerging

53%

52%

54%

51%

40%

43%

60%

50%46%

37%

Organization

84%

64%

Current capability for managing risk activities

Importance of risk organization as means of achieving

How are regulatory change programs currently managed and delivered in your organization?

Copyright © 2013 AccentureAll rights reserved.

SMEs: Equipped to CompeteSMEs innovate to differentiateSMEs emphasize innovation …

Mobility is a change agent Technology and differentiationMore-profitable firms place more emphasis on innovation*

… to stand out in a world of empowered customers

Data based on Oxford Economics research. To access the detailed findings, visit www.oxfordeconomics.com/sme

+24%

+27%

+37%

+34%

+8%

56%say they are more nimble

than competitors

59%say they are more innovative

than competitors

64%say they focus on transforming

operations to stay ahead

51% say cost reduction and efficiency

are most important to growth 49%say expanding product and

service offerings is critical to growth

47%cite customer

expectations, demand and empowerment as trends most affecting

their business

Product/service development ranked as a benefit of technology adoption

Innovation has been the main benefit of adopting …

25%23%

Top benefit of mobility is improved customer service

Top benefit of mobility is improved product/ service development

say mobile technologies are transforming their business

1st

2nd

3rd

WholesaleRetailProfessional

servicesConsumer products

Discrete manufacturing

Mobile Analytics

Cloud Social BMS

Cloud BMS

Mobile Analytics

Social

Mobile Analytics

Cloud Social BMS

Cloud

Mobile Analytics

Social BMS

Mobile

Cloud

Analytics Social BMS

60%

Cloud

Analytics

Mobile

BMS

Social

* Firms with 15% or more profit vs. those with 0-8% profit.

BMS = Business Management Software

BMS = Business Management Software

http://www.oxfordeconomics.com/thought-leadership/delivery-formats/charts-infographics-and-dashboards/overview

http://www.oxfordeconomics.com/my-oxford/projects/243644

http://www.oxfordeconomics.com/Media/Default/Landing%20pages/SAP%20SME/Graphics/SAP_SME_infographic_4_V3.pdf


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Analytical tools and models Oxford can incorporate a panoply of analytical and decision-support tools into your thought leadership program. Our quantitative expertise combined with our knowledge of business applications make us the ideal partner to meet your needs for the following analytical tools:

■ Global forecasting databanks and models. We can build databanks and models to project country, industry, and city trends covering a range of variables, from broad macroeconomic forecasts to specifics on employment supply by industry, wealth by city, and market size for products.

■ World rankings and indices. We have created rankings for an assortment of topics—from countries, industries, and cities to market conditions, business risks, income levels, and future trends.

■ Interactive benchmark tools. Oxford can develop web-based interfaces that permit companies to benchmark trends, views, and practices against a range of performance metrics and peer segments.

■ Scenario mapping. Our models deliver forecasts on how economic and industrial conditions would change under alternate scenarios.

■ Economic impact analysis. Our models can quantify the impact of investments, projects, industries, technology, and even public policies.

http://www.oxfordeconomics.com/thought-leadership/delivery-formats/analytical-tools-and-models/overview

http://www.pwc.com/US/EN/RISK-ASSURANCE-SERVICES/KEY-SURVEY-RESULTS.JHTML

http://www.webfoundation.org/PROJECTS/THE-WEB-INDEX/


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Social and digital media Our team of experts have launched websites, curated content and produced online events for the best business media brands, such as Bloomberg, Thomson Reuters, Forbes, Harvard Business Review, and The Economist. With the skills and know-how to deliver a range of compelling digital content, we can:

■ Write blogs and moderate debates. We can help you find a new audience, create interest in a recent project, and moderate online discussions and debates.

■ Disseminate research findings. We are skilled in the use of social networks or more traditional channels.

■ Film and produce professional videocasts. We work with our clients to develop the overall approach and script for the video.

■ Present research results via live or pre-taped online broadcasts. Our economists and analysts are skilled public speakers and can discuss research findings with clients, executives, and members of the media.

■ Cultivate and curate online communities. We work closely with our clients to target key audiences

The service function is the top driver of competitive advantage for large firms

In the future, high-revenue firms (over $1.25 bn./year) believe that service will be the most important driver of competitive advantage.

Across firms of all sizes, service is only slightly behind R&D and manufacturing— and catching up fast.

25.3% 24.2% 12.6% 12.6% 11.6% 9.5% 8.4%

Service R&D/ engineering

Supply chain

Sales &marketing

Corporate managementManufacturing IT

0%

5%

10%

15%

20%

25%

16.7%

11.0%

Service Cross-functional/ corp. management

Supply chainSales & marketingR&D/Engineering

Manufacturing IT

22.0% 21.7%

18.3%

15.0%

9.7%

6.0%

3.3%

9.0%6.7%

23.3%22.0%

20.7%

6.1% growth 1.5% growth12.7% growth

11.1% growth

13.8% growth

100% growth50.0% growth

Now

In 3 years

http://www.oxfordeconomics.com/thought-leadership/delivery-formats/social-and-digital-media/overview

http://184.105.128.3/slideshow/images/1990/index.php

http://cloudplatformtrends.com/

http://www.oxfordeconomics.com/Media/Default/Thought%20Leadership/social%20digital%20media/PTC_presentation_FINAL.pdf


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Microsites and presentations Microsites draw together key research components into a valuable decision-support tool. Oxford Economics can develop targeted microsites and executive programs that extend the visibility and life of the research, driving greater overall value. Specifically, we help our clients:

■ Conceive, design, and build targeted microsites aimed at generating interest and leads through innovative digital delivery. Microsites can provide content on a topic in general, or can provide actionable insight to executives.

■ Provide compelling content on an ongoing basis. This includes reports, videos, online polling, interactive tools, and charts—virtually all of our deliverables can feed into an executive microsite.

■ Identify and target an audience of key executives, policy-makers, and other stakeholders, and invite them to share their views, either through a microsite or at a live event.

■ Produce in-person events, at your corporate offices or ours, or at a separate location.

http://www.oxfordeconomics.com/thought-leadership/delivery-formats/microsites-and-executive-programs/overview

http://www.businessinrealtime.com/

http://www.oxfordeconomics.com/sme/country-snapshots


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Contact InfoContact Info

Contact Global OfficesEast

Thomas Cheriyan Tel: +1 (646) 503-3063 [email protected]

MidwEst

Monika March Tel: +1 (312) 214-3545 [email protected]

wEst

Peter Suomi Tel: +1 (310) 492-8854 [email protected]

Latin aMErica

Greg Ewing Tel: +1 (954) 923-3610 [email protected]

OXFOrd Abbey House, 121 St Aldates Oxford, OX1 1HB, UK Tel: +44 1865 268900

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Documents

Rethinking Thought Leadership - Oxford Economics · 2014-02-18 · Our thought leadership team regularly conducts interviews with key decision-makers from government, business, and