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‘Huthwaite Collaborative’  – A genuine step change in helpingsales leaders to upskill their teams, without the hurdles of traditional training

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‘Huthwaite Collaborative’  - A genuine step change in helpingsales leaders to upskill their teams, without the hurdles of traditional training

Faster skills improvement, less time off the job, transparency, measurability and value from the offset–just some of the benefits Huthwaite International’s new learning model is promising to deliver. Huthwaite’s Robin Hoyle takes us behind the scenes and explains why it’s more than just a promise.

Many think that collaborative learning has had its day; failing, as it has, to achieve anything like the anticipated sustainable behaviour changes many business leaders had hoped.

Throughout its rise and fall Huthwaite’s learning innovation experts have stayed firmly on the sidelines, watching with interest. Validation is key for any new delivery method entering the Huthwaite portfolio and for them collaborative never quite cut the mustard. Until now.

After a year of development, 18 months of successful live trials, and an international award already under its belt, Huthwaite Collaborative is here. Fresh and new but building on the rigour of Huthwaite’s core approach, it’s giving those sales organisations with a genuine learning culture,a faster, more measurable, more sustainable route to achieving high performing sales and negotiating teams.

Where did collaborative come from, why did it fail

It’s an eternal problem.

, while continuing to meet targets and minimise downtime?  Add on ever increasing workloads and operational pressures and it’s no surprise when leaders and their teams admit they simply can’t spare the time ‘off the job’ for training. Enter the collaborative learning model in 2014. A learning technology that would enable communication and shared working with no downtime was welcomed with a fanfare of enthusiasm from L&D and sales leaders alike. But the adulation was short lived. Data later suggested collaborative learning was not the panacea many hoped it would be. Rather than an uplift in the value delivered there had actually been a fall.

Robin and his Huthwaite colleagues believe there are a number of reasons for the demise of traditionally managed collaborative programmes:

  1. The technology had been oversold. Its introduction was based on the idea that somehow collaborative would do things for the organisation rather than enable the organisation to do things for itself. Perhaps, a naïve belief in the power of automation means that businesses think that once they have bought a technology platform, they need to do less than before when it comes to learning and development.
  2. The technology was badly designed.  Digital learning resources can be expensive to create – especially if their creation is outsourced.  Once made, they are rolled out as extensively as possible, regardless of whether they are fit for purpose or even relevant to the individuals required to use them. They also have a shelf life, a period beyond which they feel out of date and may have been overtaken by more recent developments.
  3. The purpose of the collaboration – and what it delivers – as clearly articulated. If we use LinkedIn, Twitter, Facebook or Instagram, we have a reason for using each platform. They provide different connections, in a different context for different parts of our life. However, in learning, the purpose of this connection is not always clear, and how this all contributes value to the business is often consigned to the ‘too-difficult’ box.

What needed to change for collaborative learning to work? 

Despite these common challenges, Robin and the team weren’t ready to give up on the collaborative idea. They believed it had merit but that its success would depend on certain stipulations, that had previously been absent.

Robin explains, “To be an effective learning delivery mechanism collaborative must be delivered in conjunction with a strategic and robust selling skills methodology. That means having expert coaches throughout the process coupled with an understanding that not every sales culture lends itself to a collaborative intervention. One does not fit all.”

The Huthwaite team were convinced they could deliver a collaborative learning environment addressing these prior shortcomings, with a clear purpose, a clear role for sales managers and which would transparently demonstrate the value of the learning intervention – both to those involved and the wider enterprise. In short, they set about proving that rather than being written off collaborative learning had a big future.

So, what does effective collaborative learning look like for sales teams and how can Huthwaite Collaborative succeed, when others’ attempts have failed? 

Robin shares what his team believe are the six fundamental and integrated components to a successful collaborative model.

  1. Have one role for sales managers and a different role for team members. Most collaborative or social learning – however facilitated by technology – is based on individuals working together to solve problems. The Huthwaite model doesn’t lend itself to a group trying to work out what the answers are. Instead, it’s a collaborative environment which has one role for sales managers and senior people and a different role for sellers. Sales managers and senior people play an important part in in supporting learners and in creating the environment in which it’s OK to be a learner.
  2. Many sales organisations profess to have a coaching culture. But from our own experience we know this isn’t always the case. Huthwaite wanted to create a new route for managers to support their team members. One that would combine coach, facilitator, mentor and assessor. We called this role ‘The Enabler’. There is a vast difference between being an exceptional seller and an average one, the Enabler must be able to judge what excellent looks like, what the building blocks of sales success are and be able to give supportive and constructive feedback.
  3. Create a genuine Learning Journey. Since the phrase ‘Blended Learning’ became a little hackneyed and started to fall out of favour, many organisations have created a so-called learning journey. However, our approach was to build a genuine learning journey – detailing what happens in detail at each stage and spending more than twice as much travelling time after the classroom component than before it. This is where the rubber hits the road and it’s where the biggest barriers to the success of the sales learning intervention will be.
  1. Don’t forget the classroom. We equip people with high performance behaviours which are used by skilled and successful sellers. However, the classroom remains important in helping participants practice those skills in a safe space and gain encouragement and expert feedback. This experiential element is important. We know how difficult it is to get people away from the day job.Time is tight and to make the most of that time commitment means doing things in the classroom that we simply can’t do elsewhere. With the input of their Enablers, participants are ready to benefit from the intensive classroom experience before they walk through the door, not have them sat being told things that could have been included in an e-learning module.
  1. Reinforce, Implement, Embed. Unlike most programmes, in which the classroom is seen as an end point, in the true collaborative experience this is where the work really starts. It is here that the Enablers come into their own, supporting action plans, holding their charges to account for implementing their nascent skillset. Mostly though it is facilitated reflection which delivers the high-performance behaviour change. Enabler and participant will agree targets, as they are completed they are checked off. Each target should be clearly linked to an existing Key Performance Indicator (KPI) and each task will have a noticeable, positive impact on one of those KPIs.
  1. Properly measuring success. As mentioned earlier, a key challenge for any sales leader is in demonstrating the value of any learning investment. Because we tie the transition from skills to behaviours – so specifically to real live selling – each task generates evidence of impact. The Enablers are invested in the performance of their people. The participants are engaged in a collective endeavour. Each individual aspires to be successful. Because the behaviours which we have introduced, explained, trained, coached and enabled are based on what successful sellers do, Huthwaite Collaborative gives them the best chance of achieving high performance through behaviour change.

How to know if this newcollaborative model is right for your team?

“Huthwaite Collaborative is a new evolution but it’s not a panacea. For this new evolution in collaborative learning to be effective, it has to be implemented within the right sales organisation, possessing a culture and ethos that fits with the open, supportive and collaborative ethos of the training methodology itself,” explains Robin.

How do you know if your sales organisation has the right foundations in place? “It’s not so hard,” Robin continues, “There are some quite simple questions to ask.”He splits them into three main areas; attitudes towards technology, team dynamics and culture, and finally, attitudes towards skills and developments.

Attitudes to technology:

  • Can your team members can find information, people and learning opportunities easily on their organisation’s network?
  • Does your organisation use technology in a smart way?
  • Do your teams frequently use social media to communicate with their colleagues about work issues?
  • Does your organisation have online forums where anyone can post questions and gain answers from experts?

Team dynamics and culture:

  • Are your team members highly competitive? Do they strive to be the best in their team/region or department?
  • Do staff regularly receive coaching?
  • Do people speak their mind?
  • Do people like to share what they know?
  • Does your organisation like their people to stand out?
  • Are mistakes seen as learning experiences?
  • Do individual teams know what they are doing?

Attitudes to skills and development:

  • Are line managers recognised and rewarded for coaching their team members?
  • Does your organisation expect its people to keep their skills up to date?
  • Does everyone have a personal development plan agreed with their manager?
  • Are training programmes followed up by managers who expect trainees to show how they have used what they have learned?
  • Do skilled and experienced colleagues share what they know?
  • Is there a desire to show that money invested in improving capability has delivered value?

The combination of collaborative learning, teamed with a world class sales methodology and an expert coach represent a genuine step change in collaborative learning. Commercially focused, it is a learning delivery model that enables a faster improvement in skills over a larger population. And it is this integrated approach that offers sales leaders the chance to upskill their teams, while overcoming the key hurdles associated with delivering new methodologies. Providing, of course, they are ready for it.

What are we now?

Trials over, Huthwaite Collaborative is already proving its worth. Learners are more engaged and motivated, new selling skills are put to practice ‘on the job’ immediately and the value of classroom (or so called ‘downtime’) is massively enhanced. In June 2018 Huthwaite and one of our early Collaborative clients ITN Productions won ‘Sales Process of the Year’ at the highly coveted international Promote awards in Stockholm.

It’s not for everyone but with the right components in the right environment, professionals sceptical about collaborative might just want to think again.

Source: https://huthwaiteinternational.com/horizons/huthwaite-collaborative-a-genuine-step-change-in-helping-sales-leaders/

Authored and contributed by: https://huthwaiteinternational.com/

Business

The 2020 Outbound Email Data Breach Report Finds Growing Email Volumes and Stressed Employees are Causing Rising Breach Risk   

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The 2020 Outbound Email Data Breach Report Finds Growing Email Volumes and Stressed Employees are Causing Rising Breach Risk    1

Research by Egress reveals organisations suffer outbound email data breaches approximately every 12 working hours 

Egressthe leading provider of human layer data security solutions, today released their 2020 Outbound Email Data Breach Report, which highlights the true scale of data security risks related to email use. 93% of IT leaders surveyed said that their organisation had suffered data breaches through outbound email in the last 12 months. On average, the survey found, an email data breach happens approximately every 12 working hours.* 

Rising outbound email volumes due to COVID-19-related remote working and the digitisation of manual processes are also contributing to escalating risk. 94% of respondents reported an increase in email traffic since the onset of COVID-19 and 70% believe that working remotely increases the risk of sensitive data being put at risk from outbound email data breaches. 

The study, independently conducted by Arlington Research on behalf of Egress, interviewed 538 senior managers responsible for IT security in the UK and US across vertical sectors including financial services, healthcare, banking and legal. 

Key insights from respondents include: 

·         93% had experienced data breaches via outbound email in the past 12 months 

·         Organisations reported at least an average of 180 incidents per year when sensitive data was put at risk, equating to approximately one every 12 working hours 

·         The most common breach types were replying to spear-phishing emails (80%); emails sent to the wrong recipients (80%); incorrect file attachments (80%) 

·         62% rely on people-led reporting to identify outbound email data breaches 

·         94% of surveyed organisations have seen outbound email volume increase during COVID-19. 68% say they have seen increases of between 26 and 75% 

·         70% believe that remote working raises the risk of sensitive data being put at risk from outbound email data breaches 

When asked to identify the root cause of their organisation’s most serious breach incident in the past year, the most common factor was “an employee being tired or stressed”. The second most cited factor was “remote working”. In terms of the impact of the most serious breach incident, on an individual-level, employees received a formal warning in 46% of incidents, were fired in 27% and legal action was brought against them in 28%. At an organisational-level, 33% said it had caused financial damage and more than one-quarter said it had led to an investigation by a regulatory body. 

Traditional email security tools are not solving this problem  

The research also found that 16% of those surveyed had no technology in place to protect data shared by outbound email. Where technology was deployed, its adoption was patchy: 38% have Data Loss Prevention (DLP) tools in place, while 44% have message level encryption and 45% have password protection for sensitive documents. However, the study also found that, in one-third of the most serious breaches suffered, employees had not made use of the technology provided to prevent the breach. 

Egress CEO Tony Pepper comments: “Unfortunately, legacy email security tools and the native controls within email environments, such as Outlook for Microsoft 365, are unable to mitigate the outbound email security risks that modern organisations face today. They rely on static rules or user-led decisions and are unable to learn from individual employees’ behaviour patterns. This means they can’t detect any abnormal changes that put data at risk – such as Outlook autocomplete suggesting the wrong recipient and a tired employee adding them to an email.”  

“This problem is only going to get worse with increased remote working and higher email volumes creating prime conditions for outbound email data breaches of a type that traditional DLP tools simply cannot handle. Instead, organisations need intelligent technologies, like machine learning, to create a contextual understanding of individual users that spots errors such as wrong recipients, incorrect file attachments or responses to phishing emails, and alerts the user before they make a mistake.” 

Organisations still cannot paint a full picture of the risks, relying on people-led reporting to identify email breaches, despite severe repercussions 

When an outbound email data breach happens, IT leaders were most likely to find out about it from employees. 20% said they would be alerted by the email recipient, 18% felt another employee would report it, while 24% said the employee who sent the email would disclose their error. However, given the penalties that respondents said were in place for employees who cause a breach, it is not guaranteed that they will be keen to own up, especially if the incident is serious. 46% said that the employee who caused a breach was given a formal warning, while legal action was taken in 28% of cases. In 27% of serious breach cases, respondents said the employee responsible was fired. 

Tony Pepper comments: “Relying on tired, stressed employees to notice a mistake and then report themselves or a colleague when a breach happens is unrealistic, especially given the repercussions they will face. With all the factors at play in people-led data breach reporting, we often find organisations are experiencing 10 times the number of incidents than their aware of. It’s imperative that we build a culture where workers are supported and protected against outbound email breach risk with technology that adapts to the pressures they face and stops them from making simple mistakes in the first place. As workers get used to more regular remote working and reliance on email continues to grow, organisations need to step up to safeguard both employees and data from rising breach risk.” 

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Creating an engaging email marketing campaign that avoids the junk folder

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Creating an engaging email marketing campaign that avoids the junk folder 2

By David Wharram, CEO of Coast Digital

With more than 280 billion emails sent every day, email marketing is a tried and tested marketing method with a multitude of benefits. In addition to resonating with those looking to save on their marketing spend, email marketing generates significant ROI for businesses. Statistics have shown that email marketing significantly outperforms social media when trying to reach customers, while also proving more cost-effective. Additionally, Mckinsey found that email marketing is 40 times more successful at gaining customers than Twitter and Facebook combined.

As business owners digest these facts – low cost, high return – it can be tempting to plan a barrage of untargeted marketing emails to both prospective and existing customers. Yet, this “spray and pray” approach may not generate as many sales leads as you’d hope. In fact, this method often tends to deter prospective customers and impact the relationship with existing clients, resulting in your emails consistently making their way into the junk folder. The key to a successful email marketing campaign is investing in the right tools to plan, automate, track, and analyse your outreach.

Effective planning

Like other marketing channels, email marketing takes effective planning and the right strategy to make it work. Rather than trying to sell a product or service from the outset, you need to engage with the customer and build trust with them first. To do this, you need to consider who the customer is, how to reach them and what information they are likely to want. For example, returning customers will be much more receptive to an email presenting discounts and timed offers. However, new or prospective customers would most likely prefer to familiarise themselves with your businesses first in order to understand how your product or service will benefit them.

Not only do you need to identify different audiences and identify how to engage them, but you should also consider the frequency of communication. Too often, and your emails could appear as spam. Too irregular and there’s a risk the customer might forget about you or turn to a competitor.

A crucial part of planning the overall strategy is considering the ideal outcome. Whether this is to attract new customers, send product or service updates, or retain customers through offers and discounts, the objective will determine the scope of the entire campaign.

The results of a well thought out email marketing strategy can drive brand awareness, boost lead generation and increase revenue. The results of a poorly planned strategy often lead to disgruntled recipients and a high number of unsubscribes.

Keep content relevant, personal and useful

In addition to planning the overall strategy of your campaign, you need to consider the content you will push out to your audience. From our experience, this will largely depend on which goals have been determined during the planning process.

It’s essential to ensure you’re providing something of value. While you want to make sure that your email marketing campaigns generate ROI, you also need to make the recipients feel that they’re not always being sold to. The key to this is by building a level of trust with the audience, which can be achieved by providing relevant advice and insights, or by asking for feedback.

Additionally, audiences are more receptive to content that is personal to them. It’s easy to spot a generic email that has been created to cover all bases for an entire mailing list. Therefore, making the emails more personalised to recipients tends to strengthen the overall campaign.

According to recent research by Econsultancy, personalisation remains a top priority for marketers as 67% of those asked said that was the main focus for improving their campaigns. Also, a study by Salesforce found that 84% of consumers prefer to be treated like a person not a number. That’s why taking the time to make content more relevant to the receiver could make or break the campaign.

Evaluate and evolve

Once your initial outreach has been complete, you need to take the time to reflect on your efforts. One aspect of the planning process should include setting clear metrics and KPIs so that you can be clear on whether these were met or not. There are several metrics that businesses should consider when it comes to the success of their campaign – including clickthrough rate, conversion rate, bounce rate and email forwarding rate. Each KPI will depend on the overall goal. Companies need to invest in the right tools and resources to evaluate email marketing campaigns, especially if this is new territory. Measuring the success of your outreach will enable you to determine what worked well, what needs refining or what needs to be completely overhauled. What’s more, if the initial campaign didn’t generate the outcome you were hoping, don’t be deterred from using email marketing altogether and instead use it as an opportunity to learn and improve.

Email marketing remains one of the most effective methods to engage with your audience on an ongoing basis. However, far too many businesses try to run before they walk and could be spamming their customers with irrelevant, uninteresting content. To ensure your outreach is successful, you need to effectively plan your outreach – considering your audience and delivering helpful and engaging content to them will help your emails avoid the dreaded junk folder.

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How to communicate when the world is in crisis

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How to communicate when the world is in crisis 3

By Callum Jackson Account Executive at communications agency Cicero/AMO

Across sectors both private and public, the coronavirus crisis has brought with it a list of overused yet unavoidable tropes. Phrases such as ‘rapidly changing times’, ‘the new normal’ and the king of COVID clichés ‘unprecedented’ have been deployed by communications experts of all ilks to engage audiences, linking their products and businesses to the pandemic however they can. In fact, amongst online news articles from January to September this year, ‘unprecedented’ received about six times more column space than over the same period in 2019. The financial services sector is far from immune – a quick scan of the 21.9 million Google results which the search term “unprecedented banking covid” throws up reveals a distinct preference for the platitudinal over the insightful.

But as often as this is said, it bears repeating: communication plays a central role in all of our lives and all of our businesses. In the banking and financial services sector, one PR misstep can mean the difference between an investment round succeeding or failing, between a challenger being awarded its coveted banking licence or having its reputation demolished, between a fintech app appearing on every other smart phone in the country or dying an obscure death.

While communication is vital, however, it is not a straightforward science or art at the best of times. Below are some key approaches for comms professionals to consider taking when communicating during a crisis.

  1. Start with the bank in the mirror

In all sub-sectors of the comms industry, from in-house external comms to agency PR and everything in between, inauthenticity stands out like a sore thumb, and badly thought-through messaging or imagery can reek of it. Take Pepsi’s heavily pilloried 2017 ad campaign featuring Kendall Jenner, the imagery of which attempted to position the soft drink – and the business producing it – as a saviour of divided and oppressed communities. Accused of seeking to capitalise on the Black Lives Matter movement, Pepsi rightly pulled the commercial and apologised for missing the mark entirely. Interrogating what your business stands for, what it does well, what its goals are and, most importantly, what it is not in the business of (in the case of Pepsi, saving the world) is essential to communicating with your stakeholders authentically. This has been conventional wisdom amongst banking and finance grandees for a while. In 2015, Tesco Bank’s then CEO Benny Higgins noted, “Authenticity [is critical] – we all have strengths and weaknesses but being authentic gives a consistent notion of what your leadership is about.” By all means, talk about doing good but make sure it’s good you’re actually doing.

  1. Read the room

Being aware of your audiences’ needs is two-fold. First, it is about identifying the topics that consumers of news (be they your customers, your suppliers or the general public) want and need to hear about, and secondly, it’s about being sensitive to audiences’ anxieties and preoccupations. Our current environment is characterised by companies asking staff to take pay cuts, having furloughed others at 80% of their salary, all while social distancing or staying home. During these – yes, unprecedented… – anxiety-inducing times, money saving advice, working from home tips, and information on the best cost-saving financial products are subjects of interest and necessity to journalists and readers. Listicles of the best luxury summer getaways are not. Think about what your business or client is doing that might directly help those who are worst affected and use that as a springboard for your communications messaging.

  1. Look ahead

In late 2019, few of us could have foreseen the sheer magnitude of a potential pandemic, nor indeed its short-term and residual effects on the economy, society, and individual financial institutions. However, as professionals in charge not only of spreading the good news but also of putting out reputational fires, it is the duty of financial services PRs to game various scenarios – sorted by likelihood and impact – pre-empting possible outcomes and preparing for the negative fallout as well as the positive opportunities a situation might present. Looking ahead to identify these ‘opportunities’ is not per se a cynical attempt to boost business reputations or commercial outcomes. It can and should involve looking ahead to ascertain the potential silver linings, gifts in disguise, and diamonds in the rough that come along with a crisis. One unforeseen consequence of the COVID-19 pandemic has been a reminder of the warmth, appreciation and even love we feel towards the frontline workers of the NHS. If yours is the company that finances the manufacture of their uniforms, insures the production of their machinery, or invests on behalf of the factory that makes their PPE, you should be proud of that and should let others be proud too. All this requires

Callum Jackson

Callum Jackson

foresight, however – the ability to identify both the risks and opportunities of a dire situation.

  1. Adapt your offering

Shouting from the rooftops about something you do well, especially when it has a net good impact on the world, is nothing to be ashamed of. In fact, a surprising number of businesses are actually quite bad at telling us what’s good about them – particularly those that need to the most: banks. Cue the PR professional. But that quality of self-promotion – not in the sneering, braggartly sort of way; but rather the recognition that telling your story is how people get to know you – only stands up when what you’re promoting really is good, both morally and commercially speaking. If you are planning a campaign showing that your customer, The Big Bad Oil & Gas Company Ltd., is doing wonders for the planet, it had better be investing heavily in wind and solar, offsetting its carbon output and cleaning up natural areas affected by its commercial activities, and not just paying lip service to environmental conscientiousness. And if your customer or your own business isn’t doing those things, it is time to re-evaluate the corporate strategy. Too many heads of comms are cautious of recommending product and operational changes that require significant investment for fear of CEOs’ eyes rolling back into their heads with ‘dollar shock’. But if you want to be known for doing something good, you had better do it well.

  1. Take advantage of digital

It comes as no surprise that shares in videoconferencing services such as Zoom (NASDAQ: ZM) just about doubled between late January and mid-April (up to $142.80 from $70.44). As demand for online services increases due to prolonged social distancing and isolation measures, so too does the need for journalists, and therefore PRs, to produce quality digital content that speaks the language of technology. Rather than asking how your logo will change or about the latest appointment to your board, media and the audiences that read them are increasingly asking, ‘How does your company’s offering help us do business, manage our money, or lead better lives by harnessing smart data, open finance, AI, etc.?’ Or more generally, ‘How can I do all the things I’m used to doing and need to do without leaving my house?’ Most banks provide online banking, most insurers allow digital policy purchases and claims, most lenders enable virtual applications or use digital ID to confirm affordability and suitability. If your business is lagging behind, it’s time to catch up.

  1. Put a relevant twist on business as usual

“Well, our business doesn’t do anything to do with viruses,” is a natural reaction to a crisis that no one saw coming and that stands to affect the global economy in a meaningful way for years to come. But, as well as being natural, it is also limiting. Thinking creatively about the ways our product offerings and operations do, in some way, affect the outcome of a crisis does not have to extend to preventing the spread of a disease or accelerating the creation of a vaccine. It may be that your lending platform can offer mortgage holidays for those financially impacted by the pandemic or that the insurer you work for can interpret policies leniently and with compassion – especially important in light of the FCA’s recent finding on business interruption insurance. Showing your worth in a crisis does not require you to be a central cog in the machine, nor does it require you to dominate the narrative in order to have cut-through. Do your bit, however small, and then tell us about it.

Being alive to developments in politics, society, culture, science and business, and remaining nimble and ready to adapt to those developments sensitively are the cornerstones of good communications. The ancient Greeks knew this before we did; it was no storytelling accident that Olympus’ divine messenger, Hermes, wore winged sandals. The metaphor may be ham-fisted, but the sentiment is sound: sensitivity, fleet-footedness and boldness are the communicator’s greatest weapons. Don’t be a Pepsi, be a Hermes.

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