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Saturday, December 20, 2014

Elliott and Associates Renewable Energy Review: Climate Degegates Generating Tonnes of CO2


Flights and hotels for the entire 9,000 delegates from 190 countries attending the UN climate confernece…

Flights and hotels for the entire 9,000 delegates from 190 countries attending the UN climate confernece here will generate almost 29,000 tonnes of carbon dioxide, according to an estimate by a group campaigning on behalf of green energy developers.

According to Project Developer Forum, the 29,000 tonnes of carbon dioxide is roughly equivalent to the emissions produced by the entire Pacific island state of Kiribati in six months.

Benny Peiser, of the climate-sceptic Global Warming Policy Foundation described the 12-day climate summit in the Peruvian capital as the “green blob’s annual ritual” and “an expensive form of mass tourism, never mind the carbon footprint”.

“More importantly, the ritual gathering isn’t going to overcome the underlying deadlock,” he said.

“The developing world will ask for a high price which will sink the deal in the US.” He said he believed any deal would not be legally-binding and that this would lead the EU to renege on its own carbon-cutting pledges.

“In short, the deal that is now in the making won’t slow CO2 emissions and won’t bind any nation. But it will be sold as a breakthrough รข€“ as all agreements have been sold in the past,” he was quoted as saying by The Telegraph.

The delegates are attempting to draft a global climate deal which is due to be officially agreed at next year’s summit in Paris. The aim is to come up with an agreement that will cut greenhouse gas emissions in order to limit global warming to two degree centigrade above pre-industrial levels, beyond which scientists say the effects will be far more dangerous.

Wednesday, December 17, 2014

Elliott and Associates Renewable Energy Review Europe Tokyo Paris Asia: UN Climate Talks Call Future of Energy Majors into Question


ExxonMobil and Shell would cease to exist in their current forms in 35 years under measures UN negotiators are considering for a legally binding global climate pact to be sealed in Paris next year.

The oil and gas these companies produce, and the coal mined by groups such as Rio Tinto, would have to be phased out by 2050 in one proposal at UN climate talks in Lima this week, which aim to smooth a path to the Paris deal.

Another option would still allow such fossil fuels to be used, but only if countries could ensure “net zero emissions by 2050”.

In other words, all the warming carbon dioxide emissions produced when fossil fuels are burnt would have to be stored underground or offset by steps such as planting vast numbers of trees.

Shell declined to respond directly but pointed to a speech by chief executive Ben van Beurden arguing “we need to temper our expectations of a zero-carbon future”, because demand for energy is so strong and renewable energy sources were unlikely to be a realistic alternative to fossil fuels for many decades.

ExxonMobil pointed to similar arguments on the company’s website.

Critics have accused conventional energy companies of complacency in the face of the risks to their business model from a future climate deal. Lord Browne, the former boss of BP, said last month that they were ignoring the “existential threat” climate change posed to the industry.

Meanwhile, the BANK  of England is assessing the risks fossil fuel companies might pose to FINANCIAL  stability if the world’s proven coal, oil and gas reserves turned out to be “unburnable”.

But the idea being discussed in Lima of “full decarbonisation by 2050” has raised eyebrows among energy industry and business analysts.

“It’s a deeply, deeply challenging target,” said Brad Page, chief executive of the Global Carbon Capture and Storage Institute, which promotes the still small number of projects that can trap and store carbon dioxide from leading emissions sources, such as power stations and industrial plants.

No country has ever consistently driven down its carbon pollution at the pace required to meet such a goal, said Jonathan Grant, director of climate change at PwC, the professional services group.

“You can understand why countries are proposing it, but that doesn’t make it any more feasible,” he said.

Still, the proposals underscore the influence of an extensive assessment issued in stages over the past 15 months by scientists in the UN’s Intergovernmental Panel on Climate Change, the world’s leading global warming authority.

In a departure from previous studies, the 26-year-old panel’s latest report says emissions will have to fall to near zero eventually if the world were to avoid more than 2C of warming from pre-industrial times, a threshold the IPCC says it could be risky to breach.

 “It’s really exciting to see countries grappling with the honest picture of the magnitude of the challenge,” said Dr Chris Field, a co-chair of the IPCC report.

The 2050 decarbonisation options for the Paris deal “are consistent with the 2C target”, he said.

The proposals are in a 23-page paper being discussed in Lima. The paper contains a number of other possible components of the Paris agreement, which is due to be negotiated in more detail next year.

Under other options being considered, oil exports from developing countries to wealthy nations would be taxed and wealthy countries would have to compensate people suffering from the worst impacts of climate change, such as those forced to migrate from low-lying islands because of rising sea levels.

A plan to make rich countries devote 1 per cent of gross domestic product a year from 2020 to help poorer people deal with global warming is also included.

These options are unlikely to make it into the final agreement, but more than 48 countries want a long-term plan for phasing out emissions included in the Paris treaty, according to the Track 0 campaign group, which lobbies for action on climate change.

“This will be the big battle in Paris,” said Liz Gallagher of E3G, an environmental think-tank.

She said a goal for the complete elimination of emissions was unlikely, because it would make activities such as flying impossible, but a long-term net-zero emissions target was feasible.



Tuesday, December 9, 2014

Elliott & Associates Research Consulting Global Markets: What it Involves

David Frigstad, Chariman of Frost and Sullivan, says that “corporate growth is driven by globalization, free market economies, and increased global competition.” As such, his company focuses on developing innovative strategies for their clients through Customer Research, Market Consulting, Growth Workshops, Market Research among other services. Research obviously plays a vital role in enhancing business growth. Like Frigstad’s firm, many other companies provide research consulting as a crucial part of a modern dynamic company.

What is research consulting?

Research consulting or Research-Based Consulting involves a more personalized engaged method of applying an extensive body of research, data-driven insights and best practices to a company’s specific business challenges. Firms providing research consulting as a service employ their experts and analysts to leverage their world-class research and proprietary data for any particular company’s objectives. They can readily design and tailor recommendations based on their portfolio of frameworks and methodologies.

Invariably, research consultants strive to remain independent of any technology bias or vendor influence in order to provide an external viewpoint that may challenge conventional wisdom in any business or industry sector.

Insights derived by expert research consultants are tailored according to a company’s role in any business or industry and the critical initiatives undertaken to fulfill that role. Research independence is essential to remove the common mistakes and biases that often make business decisions either fall short of their goals or are made in accordance to the interests of other companies or any external institution.

Some of the specific methods utilized in research consulting include the following:

• Visioning Sessions

This involves focusing on a company’s critical goals with analysts and consultants during highly customized interactions. Effectively accessing both the technologies and the trends that will affect a company’s future state is the primary objective of any business concern. This step also includes defining appropriate success metrics and share best practices from companies that are blazing the trail. The consultant’s research-based insights can validate planning, gain stakeholder confidence, and impel organizational improvement.

• Business Cases

These consulting sessions involve rigorous investment strategies to determine the total economic impact of a company’s business. By comparing the organizational effects of technology options, the consultant enables a company to validate input and determine strategic goals. A company can develop a robust business case that demonstrates the value of technology change in relation to cost, benefit, risk, and future flexibility.

• Maturity Assessments

Working through the perspective of a firm’s present strategy, management and performance, a research consultant assesses the strength of an organization’s capabilities. This allows a business to compare vital disciplines, such as technology, measurement, and culture in relation to best practices. After determining any gaps in maturity levels, the consultant recommends closing such gaps and moving forward.

• Vendor Selection

Research consulting offers this consulting engagement to dramatically increase the successful selection of tools and technologies that closely align with a firm’s organization’s requirements. Throughout the vendor selection process, guidance is provided based on evaluation of the strength of a vendor’s present solution, future product strategy, and market share.

• Organizational Design

This requires enhancing a company’s organizational structure, skills, and alignment through capability assessments. This consulting service helps identify crucial strengths and weaknesses within the organization and apply best practices to enhance design and transition plans.

• Strategic Road Maps

In order to support and sustain long-term success, research consulting provides strategic road maps that are founded on objective research. These road maps reflect real-time data collection from companies encountering parallel challenges, to help appreciate the achievements, prioritizations, tradeoffs, and risks encountered. Recommendations at crucial periods are provided, including the creation of a start-to-finish road map before the implementation.

Monday, December 1, 2014

Elliott and Associates Corporate Advisory Tips and Review: Communication Tips for Global Virtual Teams

One of my designers lives in Turkmenistan. Every day, he wakes up to email and assignments to create beautiful front-end designs from our commercial team in New York and San Francisco. When he’s done, he sends them to a developer in Ukraine to implement. Throughout the day they work on various projects, and when they go to bed our design and development teams in New York take over. The system runs smoothly and it means that my team happily works around the clock — without any one person actually working around the clock.

People often ask me about how I managed to build this global engineering team at RebelMouse, and before that at Huffington Post, relaying their outsourcing horror stories and wondering how I got around them.

A lot of it comes down to being really intentional about how our globally dispersed team communicates. We can’t take remote team members out for a beer to show our appreciation, so we use other methods. In my 15 years managing remote teams, I have learned to:

1.       Live and breathe your email and make sure the team does too. Currently my team is spread across more than 20 countries. Instant messaging relies on everyone being there at the same time. Email, on the other hand can be totally asynchronous as it fits our time zone difference and odd working hours in general. The only way I’ve found that works is when everyone on the team keeps their inboxes open and checks emails as their absolute highest priority. Without that we operate blindly to each other since there is no tapping someone on the shoulder as there would be in an office.

2.       Give the benefit of the doubt. My team has huge cultural and language differences (although everyone does have a working knowledge of English as the basic way we communicate). We all were raised with different ways of approaching projects, handling conflict resolution etc. It’s essential we forgive each other constantly for odd grammar, odd behavior and instead try to make the beauty of building something together lift us above any confusion.

3.       Overcommunicate. Especially as part of a startup, it’s sometimes hard to understand where we are going and what we are building. Asking questions all the time helps. I want people to always be inquisitive while also working on the little pieces of concrete stuff that we definitely know. If a question doesn’t get answered because of email overload, I like people to ask again or bump up the thread so that we make sure everyone is on the same page.

4.       Be intentionally positive. It’s way too easy for things to sound negative in an email. Without tone, body language or anything else, it’s extra important to make sure emails don’t turn into hurt feelings. Sarcasm and deadpan humor can come across the wrong way (especially because humor doesn’t always translate across cultures). But being friendly and approachable – even if it means using lots of emoticons – is always welcome. I try to encourage my team to be overtly friendly in their emails, even if it means they sound less “businesslike.”

5.       Offer suggestions, not critiques. When you disagree with someone in person, you can often discuss the issue until you’re both on the same page. That’s much harder to do from halfway across the world, when a brief “I don’t get it” can steer the conversation into a dead end. I always tell people to make sure to move the conversation forward: if you don’t like someone else’s idea, can you suggest an alternative instead of simply sharing your dislike? If there’s anything you do like about their proposal, make sure to include that. In general, I’ve found when I have something positive to say, I send it immediately and when I have something negative I sometimes give myself some time to mull it over. I am usually glad I did.

As the one assigning the work, you can also prevent communication frustration by making sure everyone has multiple tasks in their queues. That way, if one thing gets stuck in a communication bottleneck, remote employees can move on to the second or third task on their list while they wait for a response on the first task. This keeps everyone moving full speed ahead – no matter where they are in the world.


Friday, November 28, 2014

Elliott and Associates Corporate Advisory Tips and Review: Client Prospects


As the advice industry evolves, focusing on landing the right clients increases in importance



Today's advisory landscape presents unique challenges for advisers. The numerous forces at play are mostly outside advisers' control, including fee compression, consolidation, rising operating costs and highly correlated markets.

There is, however, one thing that is very much in an adviser's control: the clients with whom they engage.

This realization came to me during my decade-long career as an RIA. Early on, I often felt alone on the island of independence, unsure of where to take my business. I quickly realized I needed to focus my attention on a subset of individuals that provided my practice with real scale. High net worth (HNW) individuals, defined as those with $5 million or more in liquid net worth, proved to be the clients I needed—and wanted—to work with, and who yielded a mutually beneficial relationship.

In this country there are millions of millionaires, 84% are self-made, and 75% accumulated their wealth through entrepreneurial endeavors and real estate investments. I knew I wanted to focus my practice on them, but first I had to understand what these wealthy, business-savvy individuals valued in an adviser. How could I stand out among the other advisers vying for their attention?

As I built my business, I learned a lot about strategic prospecting. Here are three tips to help advisers center their efforts on the most rewarding rung of the prospect ladder.

1. Differentiate to dominate.

The population of advisers is steadily growing, each year commoditizing the service and minimizing its value. The equation is as simple as the most basic of economic tenets: supply and demand. With so many people offering similar services, it should be clear why the fee you charge is constantly under pressure.

Finding a point of differentiation among the masses is not an easy feat. The struggle tends to lead many newly-minted advisers straight into a sea of sameness filled with canned value propositions and two-dimensional pie charts.

A few years of trying to grow your practice with this conventional and tired approach is sure to frustrate even the most astute of advisers. To truly differentiate yourself in a congested marketplace, play to your strengths and borrow a page or two from your all-star client's playbook. You know the public markets and your successful wealthy clients know the private market, where they made their money in the first place. Combining opportunities in the public and private markets creates a winning combination, and the ability for adviser and client to connect on a very tangible level, one an adviser offering a traditional 60/40 portfolio will never understand.

2. Change the conversation.

To attract and retain HNW individuals of the entrepreneurial mind you have to speak their language, understand what they expect from your relationship and then articulate and implement a philosophy that explains a formula for wealth creation.

HNW individuals want an entrepreneurial solution that they are not currently getting from the wealth management industry. The problem is financial advisers have largely constrained the asset allocation discussion to publicly traded stocks and bonds, and often times sprinkle in complex products that no one at the table understands, not even the adviser.

Advisers need to reconfigure how they look at their portfolios for HNW individuals. They need to think more like their entrepreneurial clients and less like an adviser – think more in terms of stocks, bonds and entrepreneurs – and include an allocation to Main Street, not just Wall Street.

3. Let nature take its course.

One of the biggest concerns facing advisers at present is the advent of the robo-advisers — online platforms that promise equal or better performance than human advisers at a fraction of the cost (0.15-0.35% in fees versus the industry standard 1%)

Rather than trying to compete with the robo-advisers, allow evolution to take its course. Embrace your new competitor for what it is and what it will do for the industry. The clients that robo-advisers will take over are lower margin accounts that typically require a disproportionate amount of work and attention compared to HNW clients. But, if they see your service as a commodity, you are better off letting those clients go anyway. Consider it an opportunity to reinvest that time towards prospecting and articulating your philosophy to high-margin clients that get it.

Entrepreneurial-minded HNW clients value an adviser who offers access to off-market deals that are tangible and relatable to how the client grew their wealth in the first place. As your business evolves, these are the deals you need to deliver to the investors you need to focus on.

Wednesday, November 26, 2014

Elliott and Associates Corporate Advisory Tips and Review Europe Tokyo Paris Asia: Five Tips for Great Customer Service

It goes without saying that a business cannot survive without customers. Nor can a business thrive without great staff who understand that customers are the reason their business exists.

You ask any successful small business why their business is successful and they will tell you they put the client at the centre of their business universe and they hire people who think the same way.

Providing customers with what they want while also exceeding their expectations on service is what will make you and your business a great one. Here are my five tips for great customer service.

1. Personal touches

To beat the big guys in the market, you need to differentiate yourself from their big brand messages. The best way is to emphasise what they can't do or don't do very well, which is the personal touches. Build relationships with your clients!

2. Systemise your service offering

Personalising your service offering requires a lot of client contact time, so you are going to need to find and keep developing efficiencies in your business processes. As a starting point, look for automation where you can or templates you can then tailor.

3. Add value

We work to a value formula where 'value = benefit over cost'. Consumers need to see value in your service proposition. Sure, as a mortgage broker, you might offer your services for no charge to the consumer, but so does everybody else. You and your business need to clearly show their value to the client. You must strive to add as must value as possible, and then show clients how this added value will benefit them.

4. Set client expectations

Doing home loans isn't a simple process. Some customers aren't in a position to borrow money; some loan applications will need extra work with the lender to get them over the line. Be open and transparent about this with the client up front as it will work in your favour every time. If things don't go well, then your clients understood this from the start; if they do go smoothly, then you look great in their eyes because you solved the problem for them.

5. Regular communication


I've left the most important to last. When I read our customer service feedback surveys, the one message that our clients value the most is our regular communication. We all know what's going on when we deal with the property purchasing and lending process, but you can't lose sight of the fact that clients don't do this every day. Keeping in touch with them as much as possible – even if there is nothing new to tell them – makes them realise you are on top of things and you are working hard for them.

Monday, November 24, 2014

Elliot & Associates Research Global Markets: Japan in technical recession

Japan's economy surprisingly shrank this quarter instead of getting revived, prompting a delay in the country's tax hike and a possible snap election.

Japan's gross domestic product (GDP) fell 1.6% in the July-September period, even with predictions of a rise. The previous quarter marked a 7% contraction which was the most drastic fall since 2011.

Surprisingly enough, all 18 economists consulted by Elliot & Associates Research Global Markets predicted a contraction as the average forecast was an expansion of 2%.

Its economy's current state has met one definition of an economy in recession, which is 2 successive quarterly contractions. According to a senior economist, Glenn Levine, "The Japanese economy is in recession and has now contracted in three of the last four quarters."

Prime Minister Shinzo Abe announced, "GDP figures for July-September turned out not so encouraging. We are seizing a chance to exit long-lasting deflation and we cannot miss that chance."

Experts are predicting that with the economy in such a state, the tax raise which was meant to fill in the nation's public debt will be postponed. Abe's popularity may have suffered since his election but this could change if he  would publicly oppose the tax increase.

Abe is now expected to delay the increase until late 2015 and then call a snap election in December aiming to keep the 'Abenomics' going. Consumer spending accounts for around 60% of the economy so it would make sense to delay yet another sales tax increase from the recent 8% to the planned 10%.

According to an analyst from Elliot & Associates Research Global Markets, the "likely course is a snap election in December in which voters obviously choose to delay the tax increase."

This comes after Abe' promise last year to revive Japan's economy with an ambitious strategy which was dubbed  'Abenomics' -- spending and reforms plus a huge monetary stimulus. It aims to help the country recover from 2 decades of deflation onto a growth trajectory. The Bank of Japan promptly went on a big spree and printed billions of dollars to purchase government bonds.

What happened then? Well for one it decreased the value of yen, and made their exports cheaper as a result. For another, it nudged investors from bonds to stocks. Tokyo's stok market skyrocketed and everything seemed to be going very well. Then earlier this year, the government took the risk of increasing consumption tax from 5% to 8%, a first in 20 years. They gave it a shot seeing that the economy is now growing. Unfortunately, the gamble did not pay off. Consumers have practically stopped spending and now their economy is in technical recession.

Looks like the soaring stock market only helped the already wealthy people (only 20% of the Japanese are in the stock market). The expected general increase of salary did not happen while the increase in prices did.

Friday, October 24, 2014

Elliot & Associates Research Global Markets: Japan at the Economic Crossroads


Japan finds itself once more at the crossroads as it strives to sustain economic expansion amidst an ongoing and challenging consumer-tax increase.

Around May of this year, the Japanese economy was showing fairly modest signs of resiliency in spite of the current fiscal tightening. In particular, improving labor market and increasing investment confidence has helped to propel expansion although such an expansion has been greatly affected by the export slump.  With growing world trade, however, annual growth is expected to reach 1¼%, triggering more expansion and an increase in inflation rate.

Bloomberg News reported back in May that “with gross public debt surpassing 230% of GDP, a detailed and credible fiscal consolidation plan to achieve the target of a primary budget surplus by FY 2020 remains a top priority to sustain confidence in Japan’s public finances.” Japan has planned a two-year sales tax hike beginning in 2014, with the 10%-target scheduled to be imposed in 2015.

In the Second Quarter of 2014, however, Japan’s GDP fell 1.8%, a result of an annualized 7.1% shrinking in the three months through June, according to the Cabinet Office in Tokyo. This was the biggest since 2009 and has put the burden of the economy upon Prime Minister Shinzo Abe’s ability to manage the country under the present and looming dire sales-tax conditions.

In the next quarter, retail sales and consumer spending fell in July, an obvious aftershock of the imposed sales-tax hike. With the next tax levy set in October 2015, the government is getting ready to boost the economic stimulus in order to lessen the impact upon consumers. According to Finance Minister Taro Aso in the first week of September 2014, a contingency stimulus plan will be prepared for that purpose.

Prime Minister Abe, according to Bloomberg News, is working to create “a sustained recovery after the central bank’s record stimulus brought initial success in fighting off two decades of economic stagnation.” In spite of the official optimism, the economy faltered in the Third Quarter, with the dismal increase in industrial production in July and August as car sales dropped to a record low in three years.

Japan has to find a quick solution to its economic woes as the world prepares to enter into an era of a new Asia-Pacific political and economic cooperation system that is sure to put a lot of pressure upon individual member-nation to come out and compete aggressively against equally competitive and aggressive nations. However, the new system might also bring new hope and opportunities for everyone in general.

Tuesday, August 19, 2014

Elliott & Associates Research Japan and Global Markets: The challenges of the Japanese economy

Since the Fukushima nuclear disaster triggered by the giant tsunami that hit Japan in 2011, the country has gone through a difficult transition as a developed country and as one of the global economic leaders.  As of 2012, Japan had the third highest GDP in the world but placed as the top nation with the greatest deficit in its national budget.

Several primary factors have brought about the present economic challenges of Japan in relation to the global market which used to be its primary source of its wealth, if not its virtual playground, from the 1960’s to the 1980’s. Here are the reasons for its economic woes at present.

1. Decrease in consumer confidence

Almost every country that experiences a calamity suddenly undergoes a period of depression, both economic-wise and socially. That is an obvious result to such devastating causes that can disrupt the natural, political and social environment, as well the human infrastructure needed for the delivery of essential public and private services. Business activity slows down as well as the consumption of non-essential goods. People prefer to save whatever resources they have for their daily survival needs.

As things improve, however, as they must have already done so in the interim in Japan, people might become more upbeat. Other factors, nevertheless, complicate the situation, as we can glean from the other factors that continue to challenge Japanese society.

2. Unbalanced Demographics

Japan, not unlike many developed and developing countries such as Singapore, Sweden and others, has a shrinking population with a big part of which is made up of aging citizens. On the average, Japan has a ratio of two workers for each retiree, a rather large and unsustainable ratio compared to its previous more productive years.

This ratio means the government will have a harder time sourcing out funds to support its growing elderly population while seeking to address the other side of the equation by enhancing its number of productive workers that will support and sustain its economy into the future.

3. Energy Insecurity

Ever since the Fukushima event, the use of nuclear energy to provide power for industrial and general use has greatly diminished. Energy shortage and power costs have battered the Japanese economy as if it were a daily tsunami hitting its shores and wreaking havoc over its traditional role as a powerful economic and trade force in Asia as well as in the entire globe.

Previously providing one-third of its energy requirements, nuclear energy has almost lost out totally to other power sources (coal or gas) which have to be imported; thus, aggravating the economic landscape that is already bleak as it is.

4. Lack of Confidence in Political Leadership

Until Prime Minister Abe came out with policies to revive the Japanese economy, the post-Fukushima scenario was a period of gloomy outlook for the nation’s economy. Inviting local and foreign investors to rejuvenate the dwindling economy in the face of natural and global economic causes has somehow given new impetus for people to spend more aggressively than before.

The renewed confidence might just be the signal for Japan’s recovery in spite of the existing challenges. However, implementation of new policies and economic thrusts sensitive to the realities of the present will determine how the nation will fare into the near future.

5. Establishing Productive Trade Relations

One factor that observers have felt must be addressed is the repositioning of Japan as a more active trade partner with growing economies in Asia as well as those in the trans-Pacific Region. The road ahead is not very clear; however, like most nations in general, the prospects of growth are rife. It could be the right direction that Japan needs to reinvigorate its economy and reclaim its position as a leader in global trading.

Rising from the literal ashes of the last world war to become a world economic power, Japan is not a newcomer in terms of overcoming great odds and achieving dramatic success and economic development. The character of the Japanese people has been proven time and time again in the past. No doubt, the nation will be able to face its challenges with the cooperation of other nations which share the same challenges. The great nation that once tried to live as an isolated island separated from the rest of the world cannot afford to move on without joining the global family of nations toward a more united, progressive and equitable global community.

Reference: “How can Japan compete in a changing global market?”, A round table report, Clara Gillispie.


Sunday, July 27, 2014

Elliott Associates Research Global Markets: Global Energy and Natural Resources


Approach

The Global Energy & Natural Resources team oversees interaction with customers in the energy, mining, utilities, and agriculture sectors. We also initiate and synchronize research in these fields, customizing regional evaluation into pin-point market intelligence, risk control, and strategic-planning support.
Our customers include integrated oil firms, major mining multinationals, as well as many of the globe's prime global electric companies and power-generation utilities. Furthermore, we coordinate tightly with the Global Markets Group by supporting energy and commodity enterprise and sector analysis/portfolio management teams within investment companies. We also interact with the other client services groups on various strategic research endeavors and thematic seminars.

Primary Services

·         Direct advisory services: We present quarterly commodity status reviews in person, tailor-fitted to customer interests within our wide range of thematic scope. Moreover, clients have full accessibility to Elliott & Associates Research Global Markets research group of directors and experienced top analysts over the phone or online.
·         Tailored projects & consulting: We offer a variety of bespoke services in coordination with Elliott & Associates Research Global Markets regional research teams, including market-entry evaluation, executive memos, monitoring support, strategic goal-setting, country assessments, and sector-intensive comparative risk scenario-setting.
·         Regional and thematic research products: Our group's flagship product is Energy Trend watch, which is furnished to clients weekly. Our clients also receive Elliott & Associates Research Global Markets suite of daily, weekly, and monthly newsletters, varying from event-based notes to forward-looking regional and global viewpoints.


Friday, July 25, 2014

Elliott Associates Research Global Markets: Corporate Advisory Services

Approach
The Corporate Advisory Services team aids operating companies and strategic investors pinpoint, evaluate, and predict political risks when entering into or expanding within global markets. Elliott & Associates Research Global Markets integrated research platform can be adapted for every customer based on its particular business model, risk-capacity level, and industry classification.

Primary Services
·         Event-based monitoring and evaluation to stay up-to-date on political developments worldwide;
·         Quantitative risk measurements and assessments to integrate the business climate across national boundaries;
·         Country risk-evaluations for market entry and transaction-related due diligence; and
·         Consulting services to combine political risk management with customer's strategy and operations.

Thursday, July 24, 2014

Elliott Associates Research Global Markets: Our Values


Mission

Elliott & Associates Research Global Markets is the prime global political-risk research and consulting company of the world. Our mission is to assist investors, companies, and public-sector institutions take advantage of the opportunities and control the risks produced by the effects of politics on markets around the globe. We furnish a channel for gifted, innovative, diligent professionals who are fervent on politics and policy — and their direct and longer-term consequences for global trade and finance.

Values and Principles

Elliott & Associates main objective is to offer to our various portfolios of clients with practical insight and excellent service; but our mission rises above what we accomplish to how we accomplish it. Elliott & Associates Research Global Markets is dedicated to the highest ethical principles in our research projects, the supervision of dealings with our customers, the security of client privacy, and in all relations within our workforce. We strive to keep complete political and corporate freedom, to encourage openness in our work, and to provide a product that is unbiased. Our innovative methods are motivated by professionalism, not official position. By aiding our customers in making educated business and finance decisions, we aim to establish a clearer comprehension of the impact of politics on markets, a public need we are privileged to serve.


Moreover, we are dedicated to provide significant professional growth opportunities and to develop and uphold a culture that appreciates and compensates enterprise and creativity. We motivate all our workers to create novel and more efficient ways of providing value for our customers. The company's management will continually operate to keep a reasonable equilibrium between the needs of the person and those of the company, and to assure that all workers treat our job and each other with respect. We will enhance and safeguard the Elliott & Associates Research Global Markets name. We will strive to do our best to ascertain that all employees function within a work-place that is as imaginative and enjoyable as it is challenging — and we will provide a service and a work-team we can be proud of.

Wednesday, July 23, 2014

Elliott Associates Research Global Markets: About

What We Do?

Elliott & Associates Research Global Markets is the prime global political-risk research and consulting company of the world. We provide information and insights into current political events that affect markets in order to assist clients foresee and react to volatility and opportunities wherever they conduct business.

Expertise

Founded in 2012, the company's title shows its early focus in Asia and Europe, but at present our research scope is worldwide. Our analysts keep an eye on political, social, economic, and security developments in Africa, Asia, Eurasia, Europe, the Middle East, Latin America, and North America. They also observe cross-border issues such as trade, energy and other commodities, financial regulation, global health, and climate change. Our fields of concern include the following:

·         Governance and politics
·         Economic indicators
·         Regulatory issues
·         Security
·         International and regional relations
·         Social trends and developments

Key Services

Our clients — coming from various financial institutions to multinational corporations to government agencies — seek our guidance as they pursue their business in volatile environments. In 2012, we developed the financial community's global political risk index to gauge the relative stability of promising markets. We utilize both qualitative and quantitative evaluations to furnish prompt information on key political drivers globally and to emphasize international trends. We provide the following services and advantages:

·         Direct access to analysts
·         Political risk assessments
·         Scenario analysis and strategic planning
·         Independent research and tailored consulting reports

·         Quantitative risk metrics and evaluations