Georgia Pacific, AB InBev, Bank of America

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Competitive Landscape: Georgia-Pacific

Owen Robertson Cheatham founded the Georgia-Pacific in the year 1927 in Augusta, Georgia. The company operated five sawmills in the South. In 1956, the company changed its name to Georgia-Pacific Corp, and in 1963 the company entered the tissue business. In 2005 the company acquired by Koch Industries and become a privately held, wholly owned subsidiary. Below are insights into Georgia-Pacific, as presented in column D of the attached spreadsheet.



  • The company was founded in 1927 as the Georgia Hardwood Lumber Co. and operated five sawmills in the South.
  • In 1947 the company acquired its first West Coast Facility and changed its name to Georgia-Pacific Plywood & Lumber Co. in 1948.
  • In 1956, Georgia Hardwood Lumber Co. was renamed Georgia-Pacific Corp.
  • Today Georgia Pacific has become the global leader in producing tissue, pulp, paper, packaging, building products, and related chemicals. The company has about 35,000 employees globally, and over 7,000 people work at 19 facilities in the state.

Perception On Social:

Comments are mostly positive, and employees who volunteer within their communities actively participate in social events on Facebook.
The company is active in social events such as #NOSEON on Instagram, and it has 98 likes on Instagram.
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Competitive Landscape: AB InBev

As indicated in the spreadsheet, AB InBev was founded in 2008 and has positioned itself in Both Alcoholic and non-alcoholic beverages to align with evolving Millennials (aged 23 to 38 years) and Generation Z (4-24 years old) AB InBev follows the comprehensive quality management system at the breweries and facilities to maintain product safety.

Competitive Landscape: AB InBev


  • Over 800 years ago, AB InBev was started with a beer brand, Leffe.
  • In 1777, English set aside their tea to begin brewing Bass beer which became the first trademarked product.
  • In 1876, Adolphus Busch, a Co-Founder of Anheuser-Busch creates an American -style lager beer called Budweiser.
  • South African Breweries was founded in 1895, with its head office in the Castle Brewery, Johannesburg.
  • Interbrew and Ambev combined and formed InBev in 2004.
  • Anheuser-Busch and InBev combined to become Anheuser -Busch InBev in 2008.
  • AB InBev combined with Grupo Modelo in 2013.
  • AB InBev combined with SABMiller in 2016.


Brussels- 1000


AB InBev was founded in 2008.


1. Carlos Brito — Chief Executive Officer
2. David Almeida — Chief People Officer
3. Felipe Dutra - Chief Financial and Solutions Officer


AB InBev has positioned itself in non-alcoholic beverages position to align with evolving millennial (aged 23 to 38 years) and Generation Z (4-24 years old).

Perception on Social

  • The company has 174,348 likes on its Facebook page. The company is involved in social causes like the Celebration of World Environment Day. The company also has posts on diversity and inclusion and this signifies that the company satisfies all its customers irrespective of their class. There are positive comments about the company and almost no negative comments. This indicates that customers are satisfied with the quality and flavor of the company's products.
  • The company's Twitter page has 31.2K followers and 563 likes and it has posts on the varieties of beer that are innovated on regular basis. The marketing officer of the company has a CMO Podcast has attracted customers by saying how their brands changes the lives of their customers.
  • On Instagram, the company has 260 posts and 22.4k followers on its profile. The company uses this platform to show its customers that it is a responsible company that also takes care of the environment.
  • In all three social media accounts, there are almost no negative comments.


  • Meantime Brewing Company
  • Fuller Smith & Turner
  • Deschutes Brewery
  • Heineken

competitive advantage

  • The company follows the comprehensive Quality Management System at its breweries and facilities to maintain product safety.
  • Its consumers enjoy the freshest and best-tasting beers at normal prices than its competitors.
  • The company believes in sustainability goals by 2025 rather than just being focused on earning profits.

brief bio of Global Head of Drafline Tracy Stollard

  • Stallard started her career at ABI as a global management trainee and her experience in commercial pricing and strategy, performance management and even labor negotiations gives her unique insight into the marketing and media process.
  • Tracy Stallard was a Global Head of DraftLine, a ABInbev’s In House Studio. She has been serving this role since November 2008. From Feb 2016 – Nov 2018, she was the Head of U.S. Media. From Jan 2015 – Jan 2016, she worked at Bud Light Media
  • Before joining ABI, she had completed her Bachelor of Science (B.S.), Civil, and Environmental Engineering from the University of California at Berkeley.

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Competitive Landscape: Bank of America

Our research team has completed rows 2-7, column F, which provides an analysis of The Bank of America and how it compares in various topics in the attached spreadsheet. The bank has operated for 240 years, with its oldest heritage bank in Chicago instrumental in developing Chicago and rebuilding the city after the Great Fire. The first nationally licensed credit card program, BankAmericard, expanded around the globe and was later renamed Visa. The country's first banking department by and for women was by the bank and was opened in San Francisco and allowed women to manage their finances independently. The bank mostly has positive comments from its customers who applaud it for their great service. Direct Competitors of the bank are Money Center Banks, JPMorgan Chase, Wells Fargo, Citigroup.


  • The Bank of America was founded in 1904, and has been in operation for 240 years. The headquarters are in Charlotte, North Carolina, United States.The bank's oldest heritage bank in Chicago was instrumental in developing Chicago, contributing to its population boom and in the rebuilding of the city after the Great Fire. The first nationally licensed credit card program, BankAmericard, expanded around the globe and was later renamed Visa. The country's first banking department by and for women was opened in San Francisco and allowed women to manage their finances independently.
  • The most senior leaders and executives of the Bank of America are Brian Moynihan, who is the Chairman of the Board and Chief Executive Officer, Dean Athanasia, the President of Consumer and Small Business, and Catherine P. Bessant, who serves as the Chief Operations and Technology Officer.

Target Customers

  • The first target group of customers for the bank are people from all walks of life. The bank also targets different kinds of companies and institutions, and offers various products and services to cater for each group.

Perception on Social Media

  • The perception for the Bank of America on social media is mostly positive. Customers have left positive comments and applauded the bank for offering a great service. On Facebook, the bank is very much appreciated by its customers for its excellent service, except for one customer who complained of being delayed while in the process of re-opening an account.
  • On Twitter, the comments are mostly positive and the bank actively participates in social events. The bank's Instagram page also has mostly positive reviews from customers who applaud the bank for its great services.

Direct Competitors

COMPANY'S Competitive Advantage

  • One competitive advantage for the bank is that there is access to a wide network of free ATM's, and access to a wide network of branch offices. The bank also has a well-designed online presence and banking tools. It gives cashback rewards to its customers who are able to automatically save with the 'Keep the Change Savings Program' after making purchases using their debit card.


  • A brief bibliography of the Chief Executive Officer Brian Moyhihan is that he received a Bachelor of Arts degree from Brown University, and a Masters of Arts degree from Miami University. Moyhihan also got a Juris Doctor Degree from Notre Dame Law School.
  • His professional experience include being the Chairman and Chief Executive Officer of Bank of America Corporation from 2010 to present. He also serves as the President and Chief Executive Officer of Bank of California, National Association, a position he took in 2014 to date.
  • In addition to being the bank's C.E.O, Moyhihan is a board member in 7 different organizations across 9 different industries.

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SWOT Analysis: Georgia-Pacific

The SWOT analysis of Georgia-Pacific is presented below. Based on our findings, the company possesses a lot of strengths and opportunities than weaknesses and threats.

SWOT Analysis: Georgia-Pacific

Strengths (Internal)

  • Georgia-Pacific has a strong relationship with its customers whereby they listen and prioritize the feedback and act on it to improve their customer relationship.
  • When making business decisions, Georgia-Pacific conscientiously thinks about nature and create products that are eco-friendly.
  • To ensure sustainability, for every tree used, three are planted — two in partnership with the Arbor Day Foundation and one by GP's suppliers.
  • Georgia-Pacific embraces partnership with other organizations i.e "the brand partnered with the Arbor Day Foundation for a new initiative named “Trees of Comfort”. The effort will help restore California's national forests that have been hit hard with wildfires and invasive diseases in recent years".
  • The market need of their customers is Georgia-Pacific's key driver to create solutions that will be preferred and add value to society.
  • To remain competitive always, Georgia-Pacific's products are all made of high standards of quality and safety.
  • Georgia-Pacific management always motivates and acknowledges the hard work and commitment of their employees. This helps the employees to own up the company and work better.
  • Georgia-Pacific encourages and values the employees with a creative mindset in all fields. They look for employees who stay current on the latest technology and ideas to always keep ahead.
  • As a marketing strategy, Georgia-Pacific creates networking and leadership development program for students to learn about Georgia-Pacific (GP), its unique company culture, and professional career opportunities.

Strengths (external)

  • Georgia-Pacific is ranked 4th among its top 10 competitors based on the revenue generated in 2018.
  • Georgia-Pacific is among the rapidly expanding companies dealing with consumer products in North America and a brand embraced there.
  • Georgia-Pacific is among the Leading Key Company in Global Copier Paper market space and this increases the popularity of the company.

Weakness (Internal)

  • Georgia-Pacific has a wide product range. As a result, consumers focus on some products while giving other products less attention and this leads to fewer sales of certain products.
  • "We're more than consumer products and paper. From the plywood in your home's construction to the boxes in your grocery store, the paper towel dispensers in your hotel to the cellulose in your children's diapers, GP products are part of your everyday life".
  • Georgia-Pacific has not engaged much in social media for marketing like its competitors.

Weakness (external)

  • Most of the competitors of Georgia-Pacific have also focused on expanding their market to reach other nations and continents and not just North America, unlike Georgia-Pacific.
  • The market saturation affected Georgia-Pacific where more companies got involved in making the same products and Georgia-Pacific stopped producing some products to concentrate on others.


  • Since Georgia-Pacific products are well-known and accepted in North America, there is a big opportunity to expand to other parts of America and the rest of the world. [Source 3]
  • Georgia-Pacific can partner with more organizations to reach more customers and be able to produce in large quantity to supply to numerous markets.
  • Georgia-Pacific is listed as the top player in Global Refined Cotton Market 2019. This is a big opportunity to explore or dive into the untapped market.


  • Georgia-Pacific's products are all made of high standards of quality and safety. Therefore, their products are expensive. This is a threat to the company because some consumers might not find it affordable. Other companies might utilize this chance and produce the same products at a lower price.
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SWOT Analysis: AB-In Bev

The strengths of Anheuser-Busch InBev (AB InBev) were identified as market popularity across the globe, top-selling brands, focus on acquisitions, strong beliefs, and work Culture. AB InBev weaknesses were identified as the rise/fall of the dollar currency, poor organic growth, integration, and managing the volumes of their products. Also, some opportunities were identified and they include involvement in the craft beer market and more company exposure and its brand. Finally, we spotted two AB InBev threats and they are competition and legal hassles.


  • Anheuser-Busch InBev which is based in Belgium has exceeded growth expectations when compared to other beer companies.
  • It is currently at the top of the global beer market and this makes it one of the largest beer companies in the world. The company has an estimated 42 percent market share in the United States alone.
  • The company is selling many brands including some top brands around the world.
  • A total of 176 different beer brands are produced by AB InBev with some of these leading globally or in their local market.
  • AB InBev has been able to grow and expand through acquisitions and this has resulted in an operating profit margin of around 43.8 percent while its nearest rival, Heineken, has a margin of 8.3 percent only.
  • There have been 27 total acquisitions by AB In-Bev and these include 10 from 2016 to the most recent.
  • The company's “We create restaurant owners, not waiters” belief and many other values that are embraced from the top position down to all its employees are believed to have built this global brewery.
  • Some AB InBev's beliefs include the focus on cost-cutting, passion for winning, providing customer satisfaction, creation of a percolative culture, and dedication to values at work.
AB InBev believes in majorly focusing on the kind of people, culture, and ways of working as this is what strongly contributes to their success.


  • Since 70 percent of AB InBev's market is outside the United States, any movement on the dollar affects them greatly.
  • The company is more focused on acquiring developed companies/ brands which causes its organic growth to be sidetracked. This poses as a weakness of the company.
  • For AB InBev, any integration of a newly acquired company is a big part of the merge and where critical decisions have to be made which would place any business in a struggle.
  • Some struggles in integrating a newly acquired company will involve embracing its business and work ethics, its processes, employees, and management, etc.
  • The acquisition of Groupo Modelo and Sab Miller, as well as, other companies allowed AB InBev to have hundreds of different brands of beer. This creates difficulty in the distribution and management of volumes, including the targeted markets across the globe.


  • The industry of the high-end craft beer is growing, therefore, lowering the demand on the normal lager beer. Although AB InBev has entered in the craft beer industry, there is still a big market, improvement, and mastery that it has to take on.
  • The online boom can be an advantage for AB InBev to establish itself and its brands globally. Despite the company operating globally, some of its acquired brands are only known locally. Growing the market for these local brands can lead to more sales and thus, exposure is a big opportunity not only for the company's brands but also the company itself.


  • Businesses have their competitors. Since AB InBev is a global company, it has competitors across the globe too. Competitors in a local area across the world are a big threat to the company.
  • Like many other companies that hold alcoholic beverages like beer, laws on taxes, prohibition, and taxes need to be applied and observed to avoid hassles and legal issues that may arise.

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SWOT Analysis: Bank Of America

Bank of America's strengths include having a strong brand value and a diverse portfolio, while its weaknesses include a decline in reputation due to controversy as well as income dependence on its US home market. Opportunities include a sufficient scope of acquisitions and mergers, while its primary threats are major rivals in the banking sector.




  • Bank of America offers services to a wide range of customers, including individuals, and all sizes of businesses.


  • Bank of America has a global scope, operating in over 150 countries.
  • They are in business with 99% of the listed Fortune 500 companies in the United States, and 83% of Fortune Global 500 companies.



  • Bank of America was forced to pay $16.65 billion in fines for willingly selling toxic mortgage loans, causing extreme damage to the US economy.
  • This is the largest fine that a corporation has ever paid to the US government.
  • This was considered extremely damaging to the US economy and caused financial hardship for many consumers who were defrauded by the company.
  • Further, in 2018, Bank of America falsified information on 16 million orders that misled customers into believing that related outsourced stock trading was being performed by the bank itself, further defrauding the US public.


  • Compared to its competitors, J.P. Morgan and Citi, Bank of America “has more operations focused in the United States.” This leads to greater dependence by the company on US affairs.
  • According to Bank of America's 2018 Annual Report, their operations span 300 cities which are organized into 92 markets across the US.



  • Because of its notable global presence, the company has extensive opportunities in the banking market through acquiring and/or merging with other companies, expanding its operations.
  • In December 2018, Bank of America merged with the U.K. banking corporation, BAMLI DAC.
  • Bank of America has acquired several other financial groups such as FleetBoston Financial Group, Countrywide Financial, Merill Lynch, and Lasalle Bank.


  • Globally, many countries are advancing in internet capabilities, leading to great opportunity for banks to provide services through technology.



  • The banking industry includes many powerful rivals, including J.P. Morgan, Wells Fargo, and Citi Bank, who are able to compete with the expansion of corporations such as Bank of America.
  • Along with Bank of America, J.P. Morgan, Wells Fargo, and Citi Bank control around 40% to 45% of the entire United States banking deposit transactions, servicing most of all commercial and personal bank accounts in the country.
  • J.P. Morgan Chase & Co. rivals Bank of America with a total asset value of $2.28 trillion.
  • Wells Fargo & Co. rivals Bank of America with a total asset value of $1.95 trillion.
  • Citigroup Inc. rivals Bank of America with a total asset value of $1.84 trillion.


  • United States recession is predicted to happen in 2021 by approximately 75% of economists, potentially seriously affecting banking entities such as Bank of America.


Information for the strengths, weaknesses, and various opportunities and threats for Bank of America were found readily available. Direct financial data, predictions, scales and reach of operations were found, including exact values for branch locations and digital services. One source from 2014 was used to show the extended damage done to the Bank of America reputation during to a history of fraud on a massive scale that has continued into present banking activities.
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Category Trends: Paper Products

In reference to our findings, key trends impacting the paper products category in the United States includes moist toilet wipes, intelligent/smart sensors, digital/technological transformation, recyclability, and lightweighting. A detailed look at these trends and our research strategy follows below.







Research Strategy:

In conducting the search for current trends impacting the paper products category in the United States, we took advantage of a compilation of leading publications, expert blogs and reviews, and industry databases to put together a list of the top trends impacting the target industry in the United States.

We started by searching for common trends globally and we found a significant amount of information. We then streamlined our search to current trends impacting the paper products category in the United States from the available global information. By doing this, we got fewer, more precise information that we could use to address the research criteria.

The trends that we chose are the top and most common trends put together by experts and reviewers in the paper industries. These trends appear in most of the resources that we have used in research. We trusted the information published by experts in the paper industry because they have years of experience writing about the paper industry.
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Category Trends: Beer

There are seven current trends impacting the beer category in the United States. These are cannabis-infused beer, low-calorie beer becoming popular, a huge growth in canned beers, on-site beer sale or sale at the brewery, the end of craft growth, proliferation of the craft lager, and continued experimentation. These current trends are discussed in detail in the following section.

1) cannabis-INFUSED BEER

  • The making of cannabis-infused or CBD-infused products is on the rise and these products can be found everywhere. CBD-infused beer is one product being sold legally in all 50 states in the US. The law governing beer manufacture legally prohibits making of beer that contains both alcohol and Tetrahydrocannabinol (THC), a psychoactive compound in cannabis. There has been an increased and sudden interest in the use of CBD to treat anxiety, insomnia, and in pain management, among Americans.


  • The trend has led to the introduction of new beer products by companies. Beer companies are micro dosing non-alcoholic beer with THC and are introducing new lines of custom cannabis-infused craft beers. For example, the Two Roots Brewing Company in San Diego introduced 5 styles of non-alcoholic THC beer which is available in California and Nevada. Ceria Beverages is also working with a leading cannabinoid research company to formulate cannabis into beers. Ceria is just one of many seeking to create unique expressions by infusing unusual ingredients into beer.


  • There has been an increased demand for low calorie beers in the craft segment which has led to the creation of low-calorie and low-carb beers. Low-calorie beers provide an alternative taste to consumers that is healthier and does not give consumers a hang-over.



  • One of the trends in beer packaging is using aluminum cans which make up 62% of beer volume produced and sold in the United States. Retailers such as convenience, grocery, and mass merchandiser stores tend to feature more canned beer offerings than on-premise retailers like bars and restaurants, and they are some of the largest drivers of this trend.


  • Companies are offering consumers more choice and are a large part of what’s driving the move to canned beverages. Cider, wine, and cocktail brewers are also packaging their products in cans. Sample companies include Can Cocktails in California which produced pre-made craft cocktails in runs of about 3,000, 12-ounce cans per batch.
  • Ballast Point became the first craft brewery in San Diego to can its beers and the company has had a great ride with the new trend. Moreover, a research from IRI Group also showed that sales of canned craft beer at least doubled among all sizes of brewers between 2013 and 2016.


  • More than a third of the 6266 breweries in the U. S are brewpubs which is the backbone of American craft beer. This is where the beer is made and it is largely sold on-site.
  • Customers seem to prefer on-site sales and this growing trend is due to the complexity of American Liquor Laws that govern how breweries can sell and distribute their beer. Getting the beer from brewery to customer without a middle-man is a very attractive option.


  • Breweries that reported onsite sales in the Beer Industry Production Survey saw a lot of growth, which contributed about one-third of total craft growth. In 2017, nearly 1,000 breweries opened and brought changes to the craft brewing market.
  • In 2018, the Brewers Association statistics mentioned that at-brewery sales rose significantly giving a hint of the sales growth that beer companies may expect in the coming months.


  • Craft beer is said to taste better and is produced in small amounts. It is an over-stretched term for years that the growth of craft beer is coming to an end. A-B InBev continues to acquire more and more craft breweries and results to automatically eliminating the share those breweries were once responsible for in the craft column.


  • Signs show that craft beer is on its way out, and this will affect sites such as Sam Adams and the Sierra Nevada, and the tiny brewpub down the street that is loved by many.
  • An economist at the Brewers association noted that the industry may be about to reach a point of a mature marketplace "where it’s more difficult to grow the overall share. Things are bound to get more competitive as well provided that majority of customers or people live within 10 miles of a brewery.


  • Lager is a type of beer conditioned at low temperatures and is clean-tasting. Brewers are leaning on brewing beers that they really want to drink. This has led to brewers continuing to choose and produce craft lagers. The trend does not seem to slow down in 2019 and the rise of microbrewery lager might have more of a long-term impact.

    • Established breweries are increasingly interested in reaching out to customers who might not be as obsessed with hops as many in the craft-beer world. This trend for lager is being observed in German and Czech glassware and brewing techniques too.
    • The trend has led to small and medium-sized breweries deciding to make an effort to brew memorable, full-flavored pilsners, or other lager.


    • More and more breweries are trying different brewing ideas elsewhere and experimentation is expected to increase in the coming year.
    • Breweries experiment on offering unique beers by using different ingredients such as coffee, grapes, corn flakes, ghost peppers, coconut flakes, and even one brewed with super-sweet high-fructose blue raspberry-flavored, Little Hugs Fruit Barrels, instead of water, yielding a bright blue color.


    • Companies have started competing in offering new tastes in beer. For example in California alone, there are 1000 breweries as of 2019.
    • Beer companies have seen the need to get the customer’s attention and experiment on new ways that beer will make them money.

    Research Strategy:

    Our research strategy was to find data and information on the trends impacting the beer category in the United States in media articles, beverage company databases and studies, and organizations. We chose trends that were mentioned in at least 2 or more credible sources.

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    Category Trends: Financial Services

    Current trends impacting the US financial services include the declining growth of mobile banking, artificial intelligence, big banks losing lending business, the declining use of debit cards, and cloud computing usage.

    Mobile banking growth decelerates

    • Mobile banking has seen a growth of 6.6% in 2018, however, the growth could decrease to 3% by 2022.
    • JP Morgan Chase counted 32.5 million active mobile banking customers in Q3 of 2018, which is an 11% year-over-year increase from the 29.3 million registered in Q3 of 2017, which is down from the 12% YoY growth in Q3 of 2017.
    • According to Cindy Liu, the trend is occurring because mobile banking has reached near saturation among younger consumers.
    • The low interest in mobile technology among older generations also affects this trend. Privacy and security are among the key concerns driving decelerated mobile banking growth while mass data breaches from companies like Equifax, JP Morgan Chase, and Marriott have made older consumers even more hesitant to trust these companies with their financial information.
    • Also, for older consumers mobile banking may seem too complicated, as they are more comfortable using a desktop or conducting their financial transactions in-person (Source 4)
    • To improve the engagement, banks can increase font size on apps and websites, keep error messages simple as well as involve older customers in usability tests. They can also offer more voice options and use brighter and more contrasted colors to ensure older customers can use the customer support more easily.


    • According to Forbes, AI will save the banking industry more than $1 trillion by 2030.
    • In the near future, AI could expand to being used to create a more intuitive user experience for financial products. As the financially literate and tech-savvy younger generation becomes wealthier, banks and financial startups will need to offer more products for improving credit scores, seeing better investment returns and performing other functions.
    • Bank of America has already developed a chatbot, Erica, an AI-enabled tool that provides financial guidance for the bank’s clients through voice and text messages. This feature enables customers to have access to services at any time without costing the bank more money hiring customer service personnel.
    • According to Gal Krubiner, the CEO of Pagaya Investments, "asset management firms that combine speed, scale and accuracy of advanced technology with human creativity and nuance will find success in 2019". It’s estimated that 90,000 of the 300,000 current jobs in asset management will disappear by 2025, thanks to AI and automation. This could save financial companies tens of thousands of dollars yearly and significantly reduce customer fees.
    • "AI is also enabling financial institutions to create more personalized consumer products. After collecting enough data on customer spending habits, banks can recommend specific types of loans, for instance, or a different type of account to better serve customer needs. They can also customize different mortgages, auto loans and other financial products in terms of interest rates, duration, and other factors important to specific users."
    • With AI-enhanced services, banking consumers will "get more dynamic recommendations for which financial products they should try; and they'll be exposed to new types of advertising to direct their purchases".

    Big banks losing lending business to smaller banks

    • According to Richard Bove, financial analyst at Odeon Capital Group LLC, the biggest banks in the country are losing market share to their smaller competitors, specifically when it comes to the lending business.
    • From March 2017 to March 2018, four big universal banks grew their loan portfolios only by 3.1 percent while the 39 mid-cap regional banks grew their loans by 15.7 percent. Moreover, 56 community banks grew their lending portfolios by 14.7 percent.
    • Following this event, by June 2018, shares of the big universal banks fell by 1.6% while the mid-cap regional bank stocks as well as the community bank stocks increased 7.8% and 12.1% respectively.
    • This could be due to large banks losing touch with their customers by excessively using "hi-tech" banking. In 2017, big banks introduced their customers to mobile banking, which decreased the banks' operating costs but business loans began to plummet because they were mostly being handled in-store.
    • At the same time, smaller banks continue to follow a policy of personal experience and do most of their business through their branch systems.
    • Richard Bove believes this will keep impacting the banking business and the mid-range banks will continue to grow in the following years.

    Debit card use faces decline

    • According to S&P Market Intelligence, the percentage of households that use debit cards has declined from 74% in 2013 to 58% in 2018. States most affected by this decline are California, New Jersey and Connecticut.
    • The decrease is caused by the rising popularity of new or alternate payment methods including internet-banking, credit card reward programs, and mobile banking.
    • Credit cards, on the other hand, introduced reward programs, cash-back programs and are considered a safer way to pay. In case of theft, debit cards instantly reflect the unwanted expenses on the checking balance, while credit cards often offer reimbursement in case of theft.
    • Debit cards, however, are not likely to go extinct as cash still represent the most frequently used payment method. This means those who rely on ATM withdrawals may still consider debit cards more important than credit cards. Also, non-bank companies, like Walmart or Starbucks, operate various debit card programs that have special perks.

    Shutting down branches

    • Number of branches in the U.S. shrank by more than 1,700 since June 2017, which is the biggest decline on record. Since 2014, more than 4,500 bank units have been shut down.
    • Many of the branches that closed down were situated in big cities, where branches were consolidated largely because of falling foot traffic.
    • Citigroup and Capital One have closed the most branches, with over 30% branch decline since 2013.
    • As today’s technologies enable interactions to happen without the two parties being in the same location, for banks branches are becoming obsolete.
    • In order to succeed with fewer branches, banks need to create effective communication strategies, using technologies such as chatbots, to enable customers to easily connect with employees.

    Insurance companies using cloud

    • Industry research firm Novarica estimated that two years ago, only 20% of insurers were using cloud computing in their technology infrastructure. In 2018, this number has reached over 80%.
    • Cloud computing enables pay-as-you-consume contracts, which are very popular with insurers. Insurance CIOs are looking to develop digital applications as a faster alternative to on-premises deployments.
    • Evolving technologies such as advanced analytics, telematics monitoring, and cognitive applications also demand newer technology capabilities that are both quickly scalable and flexible, given the amount of data being generated and the processing power needed to leverage it. Cloud providers are actively evolving their capabilities to offer advanced solutions in partnership with system integrators to create industry-specific solutions.
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    Georgia-Pacific: Advertising Analysis

    Georgia-Pacific (GP) uses social media, digital, TV, and print as their primary channels for advertising.

    1. Social media

    • Campaign Videos
      • One example of GP's campaign video is for Quilted Northern® bath tissue where comedian/Instagram star Renny is inviting consumers to cozy up and celebrate International Hygge Day on February 28th by taking a #COMFDAY.
      • Another example is GP's #StrengthHasNoGender for Brawny brand, where a series of short, original films featuring the stories of three inspiring "sheroes" were shared on social media and people are also invited to share inspiring stories of women who exhibit strength and resilience with the courage to help others.
      • Another example is the “National Toilet Paper Day” campaign where an unconventional video ran on YouTube, Facebook, and Amazon encouraging buyers to shop less in store and subscribe in Amazon's replenishment service.
    • Use of Hashtags

    2. Digital

    • For the “National Toilet Paper Day” campaign, targeted display media includes mobile homepage takeover, paid search on Google, Bing and Amazon, merchandising placements on, email, integration with Amazon’s Alexa, incorporation with a Quilted Northern Dash button, and an offer on Amazon called “Deal of the Day”.
    • Dixie, a paper products brand made by GP, collaborated with Shopkick (shopping rewards app) to urge shoppers to visit stores, view a brand video and make a purchase.
    • Design Seven helps GP with its website and digital graphics.

    3. TV

    • GP has several TV ads for Angel Soft under the brand's tagline "Be soft. Be strong.", which are also available digitally.
    • GP started airing TV ads for Angel Soft with stories hoping to duplicate their success on online spots.
    • Sparkle TV ad last ran on Hallmark Movie on June 7, 2019.
    • Sparkle TV ad was made with Cutwater for the Make the Bright Choice campaign, and it includes a 30-second and 15-second TV spot called “Gourmet Chicken Nuggets” and another 30-second and 15-second TV spot called “Paper Clip”.

    4. PRINT

    • GP works with WIT Advertising and Design for its prints which include sales tools, print ads, packaging.
    • GP advertises through industry magazines such as PaperAge where the company is on the cover page of the magazine's Sept/Oct 2017 issue.
    • GP creates signages, promotional materials, brochures, and catalogs with the help of Design Seven.
    • Quilted Northern print ad last ran on Chicago Tribune in May 2019 issue.

    Advertising spend

    • MediaRadar gives estimated marketing spend of less than $100 million for Georgia-Pacific.

    Research Strategy:

    Below are the reasons why we chose these channels (social media, digital, TV, print) as Georgia-Pacific's primary focus for advertising.
    • Georgia-Pacific worked with Sysomos for the past 5 years for its social media marketing.
    • GP has its intended position for its social media department where Meg Fligg is the Director of Social Media.
    • The website of GP shows social media handles on Facebook, Instagram, LinkedIn, Twitter, and YouTube.
    • Articles found about their advertisements are mostly revolving on these channels.
    • MediaRadar has highlighted these channels in the summary of their report.
    • For TV platform, interviews with Andrew Noble, Senior Brand Director at Georgia-Pacific, shows that they are focusing on TV platform to try if it is as successful as their online spots.

    Regarding GP's advertising spend, we were not able to provide the advertising expenditures/budget of the company. We did the following strategies to look for this information.

    We initially look into the company website if they have any financial reports. We also checked their parent company, Koch Industries, to see if they have any financial reports hoping to find segmented financial figures for Georgia-Pacific. Unfortunately, there is no financial report available for these companies on their websites.

    Secondly, we tried to look into press releases and news from websites such as PR Newswire, Forbes, and advertising-focused websites such as AdAge and Adweek. We hoped to find any article or interviews from the executives that may have mentioned their advertising spend/budget even in percentage. We were able to find specific campaigns in social media, digital, and TV but there were no mentions on their spending or budget for these campaigns or any data for the advertising spend/budget of the company as a whole.

    Lastly, we tried to look for reports behind a paywall. Usually, these reports have their overview or summary that may show financial data. We were able to find paywalled reports from MediaRadar and IncFact that may give a value for Georgia-Pacific's advertising spend/budget. MediaRadar gives an estimated value of less than $100 million but since it is very general and the report is under paywall, we could not consider it as a solid value to be considered.

    Georgia-Pacific became a private entity when it was acquired by Koch based on company history. The unavailability of data may be due to the fact that Georgia-Pacific is a private company and they are under no obligation to disclose its financial reports publicly.

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    AB InBev: Advertising Analysis

    In 2018, Anheuser-Busch InBev spent over $100 million on advertising in digital, print, and national TV. A report revealed that AB InBev is projected to reach more than 100 million U.S. TV viewers during the 2019 Super Bowl. Below are the details of our findings.

    AB InBev: Advertising Analysis

    • AB InBev's primary channels for advertising include digital, print, and national TV.
    • In 2018, AB InBev spent over $100 million on advertising in digital, print, and national TV.

    A brief information about ab inbev channels for advertising


    • It was revealed that Anheuser-Busch InBev projected to reach more than 100 million U.S. TV viewers during Super Bowl. The company helped to promote vintage brands such as Budweiser and Bud Light.
    • Various industry sources estimated that AB InBev's spent more than $50 million in 2019 super bowl, compared to $42 million spent in 2018
    • According to Adweek, it was estimated that the company spent more than $25 million on 2019 Super Bowl ads.


    • Earlier this year, AB InBev recorded 60 million views after shifting its media spend to social channels such as Twitter and Facebook.


    Research Strategy

    To address the research request, the research team explored through AB InBev's web resources, media reports, among others to uncover precompiled reports on the company primary channels for advertising, but this search was not successful to retrieve relevant information required. We also endeavored to uncover resources that reported financial metrics to support our findings, but unfortunately, there was no such precompiled report regarding the company primary channels for advertising on public data. Insights obtained from Advertisers Media Radar revealed that AB InBev spent over $100 million to advertise on digital, print, and national TV in 2018. Also, detailed research through AB InBev financial reports was not successful in identifying any precompiled reports on the primary channels AB InBev uses for advertising or its yearly spending on any advertising channel. Insights obtained through the company financial statements were on its basic production and modes of operation.

    Also, thorough research through trade journals, industry-based publications such as Brew Bound revealed that AB InBev might have spent over $34 million on Super Bowl advertisements. Due to limited available information on AB InBev annual spending budget, we used insights obtained from 2017 Adage web report to estimate that AB InBev budgeted to spend about $500 million in 2017.

    The research team also searched through various market reports such as Market Research, IBIS World, and Statista to retrieve relevant information concerning AB InBev spends on social media adverts, print, or search media, but this search was not successful. However, various attempts to triangulate the amounts spent on the various advertisement platforms proved abortive. Also, we tried to search through credible databases such as Crunchbase, Bloomberg, and so on to uncover the amount AB InBev spend on social media adverts, print, and digital media, but this search was not successful. Here, we were able to identify the company annual revenue and information regarding the company profile. With limited information available on public data, we relied on media use statistics to prove that AB InBev focuses on various media channels for its advertisement.

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    Bank of America: Advertising Analysis

    Three channels that Bank of America focuses on in terms of their advertising are television, print, and social media/web partnerships.


    • At the end of 2018, Bank of America ran several TV commercials that starred their CEO, Brian Moynihan, as well as Matt Damon, Ken Burns, and Tory Burch.
    • "What would you like the power to do?" was the key tagline during the ad campaign that focused on helping customers grow financially.
    • According to, Bank of America has aired commercials 2,349 times in the last 30 days and is ranked #71 in their internal spending category.
    • Bank of America spends an average of $1 billion annually on all marketing.
    • The "What would you like the power to do?" campaign accompanied a new, refreshed logo for the company.


    Social media and web partnerships

    Research Strategy:

    In order to determine some of the channels Bank of America focuses on for their advertising, the research team leveraged information found on marketing databases, ad campaign directories, financial news sites, as well as annual reports from Bank of America itself. By doing so, we were able to learn that the company spends an average of $1 billion a year on advertising as a whole. However, we were unable to find a breakdown of that marketing budget, including within Bank of America's financial press releases.

    Bank of America maintains a strong digital presence and appears to place a heavy emphasis on their advertising within this channel, and also within social media and their web partnerships. As many of their ad campaigns are multi-media oriented, a significant portion of their Internet advertisements also have televised and printed counterparts, such as the "What would you like the power to do?" campaign.

    From Part 04
    • "Georgia-Pacific is one of the world's leading makers of tissue, pulp, paper, packaging, building products and related chemicals. Our products are part of everyday life. While they fill a diverse range of home commercial and industrial needs, they have one thing in common: they're all made to high standards of quality and safety."
    • "The Trees of Comfort program will plant nearly 1,500 Jeffrey and Sugar Pine trees in Tahoe National Forest along with more than 18,500 Ponderosa Pine, White Fir, Sugar Pine, Douglas Fir and Incensed Cedar trees in Stanislaus National Forest. "
    From Part 05
    • "Anheuser-Busch InBev, based in Belgium, has surpassed growth expectations as compared to its competitors and consequently sits atop the global beer market, making it one of the largest beer companies in the world."
    • "From local brews to beloved classics to historic recipes, we brew it all. With well over 500 brands and countless beer varieties, we take great pride in each and every ounce. "
    • "AB InBev was known for producing beers including Budweiser, Stella Artois, Labatt, and Goose Island; SABMiller was known for Miller, Foster's, Blue Moon, Peroni, and many others. The deal puts a huge portion of the world's beer market under the same umbrella: The AB InBev-SABMiller union now has an estimated global market share of close to 30% after divestitures, and it controls six of the 10 most popular beer brands in America."
    • "Anheuser-Busch InBev has acquired 27 organizations. Their most recent acquisition was Cutwater Spirits on Feb 20, 2019."
    • "ABI’s success is the result of a shared dream — a set of nonnegotiable beliefs that everyone in the company lives by."
    • "AB InBev’s repeatable model is built around 10 nonnegotiable beliefs. Only one of them talks about cost cutting. The majority focus on the kind of people, culture and ways of working that AB InBev believes are required to win. And it is not enough that top management believe in these ideas: What makes a repeatable model so powerful is that the employees on the front line believe in them too."
    • "These routines — routines that reflect the company’s differentiation and are supported by widely understood nonnegotiables — have incredible transformational power. They ensure that strategy doesn’t end at the boardroom, but is embedded in the daily actions of each employee."
    • "A strong volume growth is however more than cancelled out by adverse currency effects: the quarterly turnover ultimately ended at 12.59 billion dollars, lower than the 13.09 billion in Q1 of 2018 - which was in itself a weak quarter. The cause of this disappointment are the slipping exchange rates of the Brazilian real and the South African rand: those currency effects have cost the brewery giant 1.1 billion dollars of turnover."
    • " Profit even increased by 8.2 % on an organic basis, but the negative currency effects took more than half a billion dollars away from that."
    • "According to Anheuser’s estimates, the industry declined 0.6% in 2014, after a larger 1.8% decline in 2013, and in the first quarter, the beer market fell by only 0.5%. The slightly improving market conditions have boosted the industry-wide average revenue per hectoliter, also raising Anheuser’s beer only revenue per hectoliter by 1.3% this quarter. However, the real downer for the brewer has been falling sales-to-retailers for both Bud Light and Budweiser, as demand for domestic beer brands continues to fall in the country."
    • "The company is also revamping its management structure to improve its agility, reducing its nine global markets to six. This transition is part of Ab InBev's ongoing push to integrate SABMiller, which it bought in 2016 for more than $100 billion, and is meant to drive sales and cut costs."
    • "This investment undermined the benefits of the company's SABMiller acquisition, which cut $199 million in costs during the second quarter. The beer giant predicted a 0.5-1% drag on earnings growth as a result of the advertising boost. Still, the company said that this push helped it sell more beers in stadiums during the World Cup than during the 2014 games."
    • "Distribution Process Optimization—A keystone of our supply operations has traditionally been a system called Voyager Plant Optimization (VPO), which aims to standardize processes to ensure that all of our facilities operate in the safest, most effective manner. We are now applying a similar approach to our second tier logistics operations through the Distribution Process Optimization (DPO) program, to extend the benefits of safety and efficiency to our distribution partners."
    • "Certain of AB InBev’s operations depend on independent distributors’ or wholesalers’ efforts to sell AB InBev’s products and there can be no assurance that such distributors will not give priority to AB InBev’s competitors."
    • "And AB InBev says such brands are becoming an essential part of its growth plans, being well positioned to capitalize on the premiumization trend."
    • "AB InBev now has 35 craft brands across 30 countries; and the company says being a big player in the craft and specialty world is a necessity for growth. And while it may be the world’s largest brewer, AB InBev says it’s proving the quality, heritage and individuality of such brands with 161 gold medals last year. "
    • "The brewer’s northern European marketing boss discusses how to build the company’s brand, restructuring the marketing teams and why the unique pressure is how it attracts top tier talent."
    • "However, AB InBev is now looking to raise the profile of the company, not just its brands. Following in the footsteps of companies such as Unilever and Procter & Gamble, it is developing a plan that it hopes will make AB InBev “famous”."
    From Part 06
    • "Bank of America is one of the world’s leading financial institutions, serving individual consumers, small and middle-market businesses and large corporations with a full range of banking, investing, asset management and other financial and risk management products and services. The company provides unmatched convenience in the United States, serving approximately 66 million consumer and small business clients with approximately 4,400 retail financial centers, including approximately 1,800 lending centers, 2,200 financial centers with a Consumer Investment Financial Solutions Advisor, and 1,500 business centers; approximately 16,400 ATMs; and award-winning digital banking with more than 37 million active users, including over 27 million mobile users."
    • "The bank has more operations concentrated in the U.S. than JPMorgan or Citi do. Thus, its fortunes hinge more on what happens in the U.S."
    From Part 07
    • "The US market continues to see investment in tissue production facilities aimed at increasing production for domestic consumption, particularly premium and ultra-premium products. This has led to a scenario where tissue capacity in the market far exceeds current and future demand for tissue products."
    • "The paper and board industry is diversifying and responding to an increasingly globalised marketplace. Global megatrends are reshaping the market faster than ever. Smithers Pira’s new report - Ten-Year Forecast of Disruptive Technologies in Paper and Board to 2028 – pinpoints the top 20 disruptive technologies that are impacting the evolution of the paper and board industry. "
    • "It will be a proactive strategy for the industry players to come up with innovative ways on how to sustain their businesses. Their efforts need to contribute to the increase in production and sustain industrial growth. So, what will be the trends for the paper and print industry in 2019? Let’s look at these aspects. "
    • "With an annual per capita consumption of 27kg the average American consumer tops the world list when it comes to usage in volume terms. As a comparison, his or her German counterpart will go through approximately 15kg of tissue per year; while globally the average remains under 4kg, due to low or virtually non-existing consumption in many developing markets. While such a huge market offers many opportunities for manufacturers, the market environment also poses many challenges. "
    • "The paper industry is changing. In 2015, worldwide demand for graphic paper declined for the first time ever. However, exciting new opportunities in specialist papers, sustainable packaging and digitalisation offer new avenues for growth for the paper industry. "
    • "Digitalization will be the key driving factor of future factory concepts. Industry 4.0 is going to change the landscape of all production based industries. It is obvious that there is a gap to be filled with smart sensors to generate real-time material information. Combining new affordable sensors and cloud-computing algorithms, many existing manufacturing problems can be solved."
    • "Also, changing consumer preferences towards convenient packaging solutions along with sustainability in mind will diminish the demand for plastic packaging and hence fuel the paper and paperboard industry. Despite being highly recyclable material, PET material is not yet recycled more than 30% of its annual consumption."
    From Part 09
    • "The gains in bank stocks are to be found where the banks are selling products. This is in the mid-cap banks not the giants. Today and, in my view, for the next few years, mid-cap bank stocks are where money should be invested in banking."
    • "In the five years since 2013, the percentage of households that use debit cards has dropped from 74% to 58%. According to data from S&P Market Intelligence, this declining trend in debit card usage holds true in every state."
    • "The decrease of debit card use can be explained by the rising popularity of other banking and payment methods. Over the past few years, S&P's data on financial habits indicate a meteoric rise in the number of households that reported using credit card rewards programs, online banking and mobile banking."
    • "Credit cards provide consumers with multiple advantages over debit cards, and the disparity in benefits has continued to increase year after year. Not only do credit cards partially subsidize spending via cash back and rewards programs, they also offer a much safer way to spend money. Debit card spending is reflected instantly in a user's bank balance, while credit card expenses can be canceled in case of fraud or theft."
    • "One trend that supports this idea is the persistent popularity of cash in smaller everyday transactions. Although cash accounts for a shrinking share of overall spending by volume, bills and coins remain the most frequently used payment method. Credit card users may be turning away from debit cards, but the enduring popularity of cash means that debit cards will still be important for those who rely on ATM withdrawals."
    • "In addition, the rise of prepaid debit cards suggests that the audience for debit cards isn't declining, but rather shifting. While banks continue to close local branches in favor of online services, nonbank companies like Walmart operate massive prepaid debit card programs, which offer most of the features of a regular bank debit card. Even smaller companies, such as Starbucks have been entering this market with a prepaid debit card that offers rewards—a perk debit cards typically don't have. As technology develops and businesses adapt to changing times, we expect to see more and more products that can be a substitute for traditional debit cards."
    • "Growth, however, will slow through the end of the forecasting period—from 6.6% by the end of 2018 to just 3% in 2022."
    • "Growth is slowing because mobile banking has reached near saturation among younger consumers," said eMarketer forecasting analyst Cindy Liu. "While penetration is still very low with older individuals, they are just not interested in mobile banking for numerous reasons.""
    • "Privacy and security are among the key factors driving decelerated mobile banking growth. Mass data breaches from companies like Equifax, JPMorgan Chase, and most recently Marriott, have made consumers—especially older consumers, even more hesitant to trust anyone with their financial information"
    • "Mobile banking may seem too complicated for older consumers, who are just more comfortable using a desktop or conducting their financial transactions in-person," Liu said"
    • "JPMorgan Chase counted 32.5 million active mobile banking customers in Q3 2018 — an 11% year-over-year (YoY) increase from 29.3 million in Q3 2017. That's up from the 31.7 million active mobile customers in Q2 2018, but is also a slight deceleration from the 12% YoY growth in Q3 2017"
    • "To improve this engagement, there are a few simple things banks can do. For starters, they can take into account age-related and perceptual motor issues by involving older customers in usability tests, increasing font size on websites and mobile applications and keeping error messages simple and clear. They can also use brighter colors and pointers to ensure older customers can use credit and debit cards more easily out in the nondigital world, and offer more voice options on customer help lines."
    • "In the near future, this could expand to AI's being used to create a more intuitive user experience for financial products like banking or investment apps. As the financially literate and tech-savvy younger generation becomes wealthier, banks and financial startups will need to offer more products for improving credit scores, seeing better investment returns and performing other functions"
    • "Gal Krubiner, the CEO of Pagaya Investments, recently predicted in Forbes that, “Asset management firms that combine speed, scale and accuracy of advanced technology with human creativity and nuance will find success in 2019. Those who fail to build digital skills or tap into data effectively will struggle to stay afloat.”"
    • "For many years, most jobs in the financial industry were considered irreplaceable by AI due to those jobs' high-level critical thinking demands and complex nature. But now it’s estimated that 90,000 of the 300,000 current jobs in asset management will disappear by 2025, thanks to AI and automation."
    • "One of the biggest advantages of widespread AI adoption is the decreased reliance on manual labor. An algorithm or tech product that could conceivably replace a human worker could save companies tens of thousands of dollars a year, and dramatically reduce the costs and fees that consumers pay. For many years, most jobs in the financial industry were considered irreplaceable by AI due to those jobs' high-level critical thinking demands and complex nature. But now it’s estimated that 90,000 of the 300,000 current jobs in asset management will disappear by 2025, thanks to AI and automation."
    • "However, AI could also enable employees in financial services to do more human-required and high-level tasks. Rather than replacing their jobs outright, AI would provide a revolutionary new way (for people)to work that could save financial professionals the time they need to focus on more important things. It could also mean much greater accessibility and profitability for average investors."
    • "AI is also enabling financial institutions to create more personalized consumer products. After collecting enough data on customer spending habits, banks can recommend specific types of loans, for instance, or a different type of account to better serve customer needs. They can also customize different mortgages, auto loans and other financial products in terms of interest rates, duration, and other factors important to specific users."
    • "In 2019, we’ll start seeing more banks and credit unions take advantage of this opportunity. Banking consumers, meanwhile, will get more dynamic recommendations for which financial products they should try; and they'll be exposed to new types of advertising to direct their purchases. With smarter asset management, more personalized financial products and more accessibility and intuitiveness coming their way, the average consumer at all levels of the financial industry will likely benefit in ways that will deeply impact their bottom line."
    • "Analysts estimate that AI will save the banking industry more than $1 trillion by 2030."
    • "Bank of America has already developed a chatbot, Erica, an AI-enabled tool that provides financial guidance for the bank’s clients through voice and text messages. The service is accessible 24/7, and it can perform day-to-day transactions. This allows clients to have access to services at any time without costing more money hiring customer service personnel. "
    • "Banks are closing branches at the fastest pace in decades, as they leave less profitable regions and fewer customers use tellers for routine transactions. The number of branches in the U.S. shrank by more than 1,700 in the 12 months ended in June 2017, the biggest decline on record, according to a Wall Street Journal analysis of federal data."
    • "Many of the closings were in big cities and surrounding suburbs, where branches were consolidated largely because of falling foot traffic. Others were in rural areas, where some large regional lenders are leaving town altogether."
    • "From mid-2012 to mid-2017, Capital One Financial Corp. cut 32% of its branches, SunTrust Banks Inc. 22% and Regions Financial Corp. 12%. For all three, the sharpest cuts came in the most recent 12-month period."
    • "Banks are still opening new branches, just not enough to make up for the ones they are closing. Bank of America, for instance, has expanded into big cities where it previously didn’t have branches. JP Morgan Chase & Co. similarly announced plans to open as many as 400 branches in new markets in coming years."
    • "When PNC closed its only branch in Jeromesville, Ohio, in 2015, the bank told regulators in a letter that it was “due to limited usage in a declining rural area.” In a letter to customers, PNC wrote that consumers were “using branches very differently today” and that they have “more service choices than ever."
    • "The main purpose of a bank branch was–and still is–to facilitate interactions between customers and bank employees. Today’s technologies, however, enable those interactions to happen without the two parties being in the same location."
    • "The banks left standing (pun intended) will be those that create effective and efficient communication strategies and processes. Those strategies and processes will involve technologies like chatbots, but will integrate with tools that enable customers to easily connect with employees–and enable them to avoid going to the branch."
    • "Since 2014, total branch counts declined by another 4,500 units."
    • "As the breadth and capabilities of electronic channels continue to grow, will consumers tolerate greater travel times to their branches, and allow banks to close branches without punishing them by moving accounts to geographically closer providers?"
    • "As is often the case in banking, the safest response may be that which minimizes risk, which is to maintain branch coverage but reduce the cost of branch operations. That can occur only through lower-cost operating models — a combination of changes in branch design, technology, processes and staffing levels."
    • "Tomorrow’s insurance industry disruptors will marry the strengths of a digital business with the power of endless digital intelligence. They will set their sights on going deeper and wider into their own data as well as third-party data–structured and unstructured, text-based or sensory. They will shorten the cycles between what they can learn from data and what game-changing actions they take."
    • "Industry research firm Novarica estimated that two years ago, only 20% of insurers were using cloud computing anywhere in their technology infrastructure; and in 2018, the estimate is 80% "
    • "The traditional drivers of cloud computing—cost savings and pay-as-you-consume contracts—will likely continue to push usage"
    • "Insurance CIOs, who are under pressure to deliver digital capabilities, are looking at developing applications on the cloud as a faster alternative to on-premises deployments.20 Beyond that, evolving technologies such as advanced analytics, telematics monitoring via the Internet of Things (IoT), and cognitive applications generally demand newer technology capabilities that are both quickly scalable and flexible, given the amount of data being generated and the processing power needed to leverage it."
    • "Cloud providers seem to be actively evolving their capabilities to offer advanced solutions in partnership with system integrators to create industry-specific solutions"
    • "Ovum’s data suggest that insurers are already leveraging cloud applications for core operational activities, although there is still plenty of room for growth here. For example, the number of US insurers with claims systems fully deployed in the cloud has seen a steady rise from 13 percent in Ovum’s 2016 survey to 26 percent in 2018 "
    From Part 10
    • "For the past five years, Georgia-Pacific has used Sysomos to help its social media team listen to what its customers and consumers are saying about its products and the company overall. "
    • "With nearly two years of data demonstrating the appeal of their story-focused online spots, Georgia-Pacific finally made the decision to bring them to TV, in the hopes of duplicating their success on an even larger scale."
    • "Whether TV viewers will respond as intensely to the work remains to be seen, especially when air time demands shorter cuts and quicker storytelling. The brand will have time to see if it works; new TV spots won’t be out until 2018, according to Noble. And Costello said she believes the new approach will resonate with a wider audience. "Using these small moments that don’t get seen in the media much, makes them feel so magical and powerful.""
    • "For over 25 years, Design Seven and Georgia-Pacific have enjoyed a collaborative relationship working on countless projects such as logos, brochures, catalogs, trade shows, websites, digital graphics and signage, print and digital ads and a variety of marketing promotional materials."
    From Part 11
    • "It’s unclear exactly how much A-B is spending on its Super Bowl ads, but CNBC reports it could be as much as $34 million."
    • "Anheuser-Busch InBev spent over $100 million on advertising in digital, print, and national TV in the last year. "
    • " so A-B InBev could be spending upwards of $25 million, but the company did not provide information on its ad spend to Adweek."
    • "Anheuser-Busch InBev is striving to reach more than 100 million U.S. TV viewers during Sundays Super Bowl, promoting vintage brands such as Budweiser and Bud Light."
    • "Industry sources estimate it is more than $50 million, up from the $42 million that Kantar Media said the brewer spent for four minutes of ad time last year."
    • "AB InBev shifted more of its media spend to social channels such as Twitter and Facebook for this year’s game, a move it said generated a record “60 million views” and dominated “all brands in the US in terms of social conversation” around the event."