collateral types - force.com

GLOBALCOLLATERAL TYPES

PROVIDER SURVIVAL STRATEGIES IN AN AT-RISK ENVIRONMENT

AM_HIG_ProviderSurvivalStrategies_13.indd 3 11/8/17 5:05 PM

Before selecting a collateral type from below, please consider the following questions:

Based on the selections above, Global Marketing will work with you to identify the type of collateral that is best suited to your needs. It is important that the look and feel of our printed material is aligned globally, so although there is some flexibility, we do need to adhere to these collateral types.

For more information, or for additional assistance in choosing between our collateral types, please contact [email protected].

When an A&M business unit wants to showcase their extensive research and/or thought leadership, they choose Type A.

These pieces are always designed to be print-ready.

This type of collateral is usually, but not always, longer in nature because they provide an analysis of a problem, solution, trend, set of data or other area of expertise. These pieces help A&M to maintain its market relevance – they also help to win new business. The exception being bifolds and trifolds as these are always built to be printed as formal branded giveaways.

• Can be any of the following lengths:

o 16+ pages (in multiples of 4)

o 4-page bi-fold (2 cover pages, 2 content pages)

o 6-page tri-fold (2 cover pages, 4 content pages)

• Can include graphs, charts and photography

• Lists leader contact information and/or bios on the back cover (no more than 6 leaders can be listed)

• Includes the A&M boilerplate

• Has a full bleed front and back cover

COLLATERAL TYPE A

1. This piece will be used:

On the web.

In print. A quantity of #_________.

Both on the web, and in print.

I hope the piece will have a shelf life of _______ months/years.

2. Where will this piece be used? Check all that apply:

At a conference/event

At a client pitch/presentation

On the A&M website

As an email attachment

As an internal document

Other:_________________________

3. How long is the content? __________ pages.

Does the content include (or would you like to include) any of the following graphical elements? Check all that apply:

Infographics

Charts

Tables

Pull quotes/testimonials

Photography

Employee headshots

Other:_________________________

To see samples of this type of collateral

click here ››

or link to https://bit.ly/2MyblEL

Online Social Networks (OSN) face a myriad of threats to the integrity and quality of the experience of stakeholders like users, developers, page admins, advertisers, and businesses. These threats seek to leverage the scale and trust built into the OSN to manipulate stakeholders in order to achieve an adversary’s specific end state. Often that end state is financial in nature, with illicit profits originating from imposter brands, malicious or fraudulent advertising, pump-and-dump stock manipulation, malware, or identity theft, among others. In other situations, it’s the propagation of fake news, negative word-of-mouth campaigns, or other influence operations. As stakeholders become cognizant of that fraud and manipulation, it erodes trust in the ecosystem of digital content cultivated by the OSN.

The breakdown of stakeholders’ trust represents a significant business risk to the OSN, while failing to prevent fraudulent or discriminatory promoted content introduces possible regulatory and legal risk. OSNs are further challenged by a globally diverse user base representing unique geopolitical considerations and additional risk to the OSN. As such, OSNs are keen to continually identify solutions that counter nefarious actors within their ecosystem.

Each threat has a sequence of actions that must be executed in order to launch a successful attack against the OSN. Understanding the characteristics of a threat such as the desired end state of the adversary, the anatomy of a successful attack, and threat actors’ capabilities and tactics, creates opportunity to define indicators of attack (IOA) and allows the OSN to detail and prioritize each adversary Course of Action (COA). An IOA is a representation of the dynamic execution of those COAs. IOAs, when taken in conjunction with indicators of compromise (IOC), can facilitate machine-based search and automated interdiction of threat actors within the ecosystem.

A machine-based solution that can scale at the speed with which information travels requires more than crowdsourced dispute flagging and pedestrian threat intelligence databases of IOCs. For instance, in order for attacks to succeed at scale, one can assume that a significant percentage of activity associated with the staging and execution of attacks is batched. The nature of batching introduces potential overlap that can be identified at multiple points in the sequence of an attack, both during (IOA) and after (IOC). An effective solution will map these action sequences and identify the various modalities that can be used to determine a legitimate user or account interaction from that of malicious threat actors. Modalities can include: Naming Conventions, Location, Time, IP, ASN, Language, Currency, Patterns, Frequency, Domains, Hashtags, Sentiment, Linked Sources, and Images. Artifacts (i.e. IOCs) can bolster the relative confidence that a particular sequence of events is representative of the staging or execution of an attack. The sheer number of potential relevant modalities that OSNs have access to within their dataset creates a unique hindrance to the defense of their ecosystem; that is, how to articulate the threat in a meaningful way that enables a scalable, automated response to said threat.

Countering Threats to Online Social Network Content Ecosystems

As counter threat efforts mature, OSNs can further tune instrumentation and

tools to improve detection of malicious activity and the

subsequent defense of the ecosystem.

ARTIFICIAL INTELLIGENCEHarnessing AI to Enable New Operating Models

CASE STUDY

Too many incidents. Too little time.A large insurance company’s IT department struggled to keep up with the increased number of alerts resulting from the recent implementation of a more robust system event monitoring program. Time-to-resolve critical incidents grew as the queue of tickets became unmanageable and the business impacts were felt across the organization.

“Our team was always running full-throttle. These are smart, competent people, but they just couldn’t keep up,” the Chief Technology Officer said. “We needed a new way of working that provided speed and scale at a nominal cost.”

The CTO decided to explore an intelligent automation solution that leveraged artificial intelligence (AI). Sometimes referred to as machine learning, AI represents all the techniques used to teach computers how to learn, make decisions and communicate, often without human intervention.

The company knew that technology could provide some relief, but were unsure of how to get started. They looked to A&M to help determine the best way to scope, source and test the new technology to see if it could address their challenges.

Enter AI powered “Virtual Engineers.”The company and A&M set to work defining a primary scenario that could be used to pilot AI as a tool for incident monitoring and identification, investigation, and resolution or escalation to a human engineer. With a use case in-hand, A&M helped the company source and select technology. Additionally, A&M worked with the selected vendor to implement and test the solution against a goal of 25 percent automation of work that had been previously completed by human engineers.

“Virtual Engineers” were deployed within the company’s IT infrastructure to work 24 hours a day collecting and analyzing data to anticipate and identify network outages as well as resolving incidents in real time with very little to no human interaction.

Employing “Virtual Engineers” allows

one insurance company to free up

valuable human capacity and

drastically reduce critical incident resolution time.

IMPACT

§ Automated end-to-end resolution of 165,000 technology incidents over six months

§ 23,000+ man hours saved over six months

§ Reduced average time to resolve an incident from 3+ hours to roughly 10 minutes

FUND ANALYTICS & REPORTING SERVICES

VALUATION SERVICES

Follow A&M on:

ABOUT ALVAREZ & MARSAL

Companies, investors and government entities around the world turn to Alvarez & Marsal (A&M) when conventional approaches are not enough to make change and achieve results. Privately held since its founding in 1983, A&M is a leading global professional services firm that provides advisory, business performance improvement and turnaround management services. With over 3000 people across four continents, we deliver tangible results for corporates, boards, private equity firms, law firms and government agencies facing complex challenges. Our senior leaders, and their teams, help organizations transform operations, catapult growth and accelerate results through decisive action. Comprised of experienced operators, world-class consultants, former regulators and industry authorities, A&M leverages its restructuring heritage to turn change into a strategic business asset, manage risk and unlock value at every stage of growth.

When action matters, find us at: alvarezandmarsal.com

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COLE CORBINSENIOR DIRECTOR

NEW YORK

+1 212 763 [email protected]

Cole Corbin is a Senior Director of Alvarez & Marsal Valuation Services in New York, where he leads the Fund Analytics and Reporting Service, focused on aligning tech-savvy solutions to funds’ internal and external reporting needs.

Mr. Corbin has more than 15 years of financial advisory experience in the alternative asset management industry with experience of a range of assets including private equity, credit, real estate and distressed.

Mr. Corbin advises clients with defining, designing, implementing and integrating financial software to assist in the processes of portfolio monitoring, valuation and fund performance and analysis. He also assists in the planning and executing in support of acquisitions, reorganizations and financial reporting.

Prior to joining A&M, Mr. Corbin served as a Director at Berkeley Research Group, where he led the Fund Transparency Advisory practice in New York. Prior to that, Mr. Corbin was Vice President/Head of Portfolio Analytics at Cerberus Capital Management.

PAY PROGRAMS: Retailers need to be informed and be proactive

A&M’S BRIAN CUMBERLAND AND JON GOULDING FEATURED IN CHAIN STORE AGE

As retailers continue to navigate challenging conditions, they need to ensure their people strategies and pay programs are flexible and supportive, not ridged and dated. What follows are different approaches to working through some of the difficult, but necessary, steps to improving retail pay programs to fit the basic actions some retailers must now take.

Being Proactive Not ReactiveIf a retailer is engaged in financial improvement activities, pay programs should support these efforts. Retailers tend to pay bonuses deep into the organization, sometimes without necessarily differentiating rewards between roles, or among the best talent. As retailers reframe what growth and profitability are, the need for efficiency is key. Identifying important contributors, critical functional jobs related to merchandising and store planning and allocation and in some retail models jobs related to the digital platform may be imperative to the retailers changing channel strategies.

When retailers are trying to return to profitability there is usually an effort to uncover cost savings. The blunt instrument for cutting costs is generally store closings and workforce reductions. Store closings are a part of a broader dynamic, as store locations are affected by a range of variables. Workforce reductions may offer some cost savings in the compensation and benefit program. Some alternative cost reduction techniques to consider include:

§ Careful management of merit pay § A limited furlough program § Benefit program restructuring and cost reduction or shifting § Incentive programs that drive needed / timely performance

Of course, no one likes a pay or benefit reduction, but most workers prefer a job and will lend their discretionary efforts when they feel like the organization is taking care of them.

Getting Ahead of the Bankruptcy ProcessGenerally, an incentive plan with structured financial goals or objectives should be implemented as soon as possible to retain key talent for the future. Recent trends in bankruptcy cases indicate that using a

This article was published on chainstoreage.com on May 9, 2017.

© 2017 Chain Store Age. All Rights Reserved.

FUND ANALYTICS & REPORTING SERVICES

VALUATION SERVICES

Follow A&M on:

ABOUT ALVAREZ & MARSAL

Companies, investors and government entities around the world turn to Alvarez & Marsal (A&M) when conventional approaches are not enough to make change and achieve results. Privately held since its founding in 1983, A&M is a leading global professional services firm that provides advisory, business performance improvement and turnaround management services. With over 3000 people across four continents, we deliver tangible results for corporates, boards, private equity firms, law firms and government agencies facing complex challenges. Our senior leaders, and their teams, help organizations transform operations, catapult growth and accelerate results through decisive action. Comprised of experienced operators, world-class consultants, former regulators and industry authorities, A&M leverages its restructuring heritage to turn change into a strategic business asset, manage risk and unlock value at every stage of growth.

When action matters, find us at: alvarezandmarsal.com

© 2

018

Alva

rez

& M

arsa

l Hol

ding

s, L

LC. A

ll rig

hts

rese

rved

. 738

57

COLE CORBINSENIOR DIRECTOR

NEW YORK

+1 212 763 [email protected]

Cole Corbin is a Senior Director of Alvarez & Marsal Valuation Services in New York, where he leads the Fund Analytics and Reporting Service, focused on aligning tech-savvy solutions to funds’ internal and external reporting needs.

Mr. Corbin has more than 15 years of financial advisory experience in the alternative asset management industry with experience of a range of assets including private equity, credit, real estate and distressed.

Mr. Corbin advises clients with defining, designing, implementing and integrating financial software to assist in the processes of portfolio monitoring, valuation and fund performance and analysis. He also assists in the planning and executing in support of acquisitions, reorganizations and financial reporting.

Prior to joining A&M, Mr. Corbin served as a Director at Berkeley Research Group, where he led the Fund Transparency Advisory practice in New York. Prior to that, Mr. Corbin was Vice President/Head of Portfolio Analytics at Cerberus Capital Management.

When an A&M business unit wants to highlight a non-extensive piece of research and/or thought leadership with few graphical elements, they choose Type B.

These pieces can be used digitally, or in print (typically printed as 1-pager, double-sided).

Type B collateral typically includes an introduction, a short analysis and a set of conclusions and/or next steps – and importantly, do not contain significant amounts of graphs and charts.

• Less than 16 pages (usually 2–8 pages)

• Has 1–2 columns with/without introduction

• Lists leader contact information but no bios


When an A&M business unit wants to showcase work that has been completed, they choose Type C.

These pieces can be used digitally, or in print (typically printed as 1-pager, double-sided).

This type of collateral is usually used as a way to review an engagement or project, that focuses on the challenges at hand and the problems that were solved. When possible, Type C collateral should include quotes from customers/clients and should highlight data that reinforces the impact of A&M’s services and expertise.

• 2 pages (1 page, double-sided)

• Section headers remain consistent:

o Header that says “Case Study”

o Objective

o Strategy

o Results

o Up to 2 “Impact” call-out boxes/pop-out quotes

• Follows narrative or bullet format



Print-Friendly

Digital-Friendly

When an A&M business unit wants to highlight a range of services or set of technical skills that are available to prospective clients, they choose Type D.

If the piece will be printed and distributed at events, it should take the form of a bi-fold (2 cover pages, 2 content pages), as seen to the right.

If the piece will not be printed, it should be formatted as a digital-friendly document that lives on the website, as seen to the right.

• Can include a brief introduction

• Up to 2 call out boxes or quotes

• Includes a bulleted list of specific services/capabilities



AUGUST 2018 | 53003_5915


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or link to https://bit.ly/2M5wcml


click here ››

or link to https://bit.ly/2Oqsn8m


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or link to https://bit.ly/2KGChjJ

COLLATERAL TYPE B

COLLATERAL TYPE C

COLLATERAL TYPE D

collateral types - force.com

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