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  • Show me the money – three business models that show you how they generate revenues

    For companies wondering how best to describe their business model, explaining how they generate revenues is a good starting point. Here are examples from three companies that do exactly that.

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  • Social maturity: social, so what?

    Let’s be honest, no one much cares what businesses have to say. Yet too often they get stuck in broadcast mode – only to find themselves on the back foot when tricky PR issues arise. This is probably because many of them have lost sight of what’s important about social media.

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  • Website maturity: avoid distraction

    Mobile has changed websites for good, and for the better. The smaller window has led a shift away from the practice of overwhelming visitors with endless options and irrelevant content. Instead, we’re now seeing leaner, more focused online experiences.

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  • Intranet maturity: intranets suck

    Let's face it, intranets are useless. They suck in huge amounts of time, effort and resources - and what’s the result? Probably the most inefficient platform in the history of corporate communication. They are the regrettable offspring of an unfortunate liaison between IT, HR, Procurement and Corporate comms. They represent the last bastion of corporate command and control by clinging rigidly to ancient and outmoded hierarchies.

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  • Joining the dots: making your report an easy read

    As part of How does it stack up?, Radley Yeldar's research into narrative reporting, we read and rank all of the annual reports in the FTSE 100. We like to think this makes us well-placed to comment on what makes a report an easy read.

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  • A risky business: we find quality, not quantity, counts in risk disclosure

    Discussion of risks in annual reports has come on leaps and bounds in the past few years. Reporters are striving to be clearer, more concise and more material in their risk reporting.

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  • Writing a quality report is much more than the number of pages it's written on

    The law of unintended consequences is present in corporate reporting. Introduced with the best intentions, regulatory requirements have compelled reporters to disclose more, but the number of pages has swelled with the unintended outcome of producing annual reports that are overly complicated and sometimes indigestible. The reaction has been a plea for conciseness, led by the Financial Reporting Council, sparking a lot of chatter about the length of reports. This risks another unintended consequence.

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  • Thirty-one companies in the FTSE 100 benefited from a simple technique that helps shape their narrative

    The importance of key performance indicators (KPIs) within a business is well understood. The importance of KPIs to external reporting is not as well understood, but there are signs this is changing.

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  • Digital Disruption: the end of 'story'

    Is anyone actually reading that brand story you placed so prominently on your home page?

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  • Mobile maturity: get personal

    How exactly did businesses manage to underestimate mobile? Did nobody notice all those people staring intently into the palms of their hands? And what about tablets? The iPad was among the most successful product launches ever, so how did it slip the minds of those with responsibility for corporate websites.

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