Issue link: https://maltatoday.uberflip.com/i/1009910
maltatoday | WEDNESDAY • 1 AUGUST 2018 12 BUSINESS Market Summary as at 31/07/2018 Equity Official List Session State ................................................................... Market Closed Trading Date .................................................................... 24 July 2018 Number of Trades ............................................................. 90 Turnover ......................................................................... €1,971,533.80 MSE TRX Index ................................................................. 8,723.654 (Change: -0.013%) Bank of Valletta plc ....................... 1.540 -9.14% Mapfre Middlesea plc .................... 1.960 0.00% FIMBank plc .................................. 0.540 0.00% MIDI plc ........................................ 0.480 0.00% GlobalCapital plc ........................... 0.300 0.00% Plaza Centres plc ........................... 1.040 0.00% GO plc ........................................... 3.420 0.00% RS2 Software plc ........................... 1.210 0.00% Grand Harbour Marina plc ............. 0.750 0.00% Simonds Farsons Cisk plc .............. 7.400 0.00% HSBC Bank Malta plc ..................... 1.870 0.00% Tigné Mall plc................................ 0.950 0.00% International Hotel Investments plc 0.630 0.00% Pefaco International plc ................ 2.240 0.00% Lombard Bank Malta plc ................ 2.300 0.00% Santumas Shareholdings plc ......... 1.320 0.00% Malita Investments plc................... 0.870 0.00% Malta Properties Company plc ....... 0.500 0.00% Malta International Airport plc ....... 5.400 2.86% PG plc ........................................... 1.340 0.00% MaltaPost plc ................................ 1.650 0.00% Trident Estates plc ......................... 1.320 0.00% Medserv plc .................................. 1.110 0.00% Main Street Complex plc ................ 0.665 0.00% MSE Index Regular market closed –31/07/2018 Symbol Code Volume Traded Value Traded Trades High Price Low Price Open Price Close Price Change t BOV 100,718 156,773.22 22 1.700 1.500 1.700 1.540 -0.155 l HSB 2,000 3,740.00 2 1.870 1.870 1.870 1.870 0.000 s MIA 12,565 67,450.25 6 5.400 5.250 5.250 5.400 0.150 l MLT 106,172 92,369.64 6 0.870 0.870 0.870 0.870 0.000 l PG 275,200 366,091.00 7 1.340 1.330 1.330 1.340 0.000 l PZC 20,000 20,800.00 2 1.040 1.040 1.040 1.040 0.000 l SFC 292 2,160.80 1 7.400 7.400 7.400 7.400 0.000 l TRI 2,661 3,512.52 3 1.320 1.320 1.320 1.320 0.000 t G19C 12,000 12,418.80 1 103.490 103.490 103.490 103.490 -0.070 l G20B 5,000 5,404.50 2 108.090 108.090 108.090 108.090 0.000 t G21A 44,259 50,738.52 2 114.640 114.640 114.640 114.640 -0.040 t G22B 10,000 11,513.00 1 115.130 115.130 115.130 115.130 -0.080 t G24A 100,000 115,640.00 1 115.640 115.640 115.640 115.640 -0.190 t G28B 200,000 258,697.65 3 129.350 129.300 129.350 129.300 -0.320 s G29B 87,700 94,947.88 3 108.360 108.060 108.060 108.360 0.050 t G30A 118,100 165,375.43 5 140.030 140.030 140.030 140.030 -0.460 t G31A 6,000 8,495.40 1 141.590 141.590 141.590 141.590 -0.560 t G32B 5,000 6,672.50 1 133.450 133.450 133.450 133.450 -1.110 t G33A 55,000 72,609.00 2 132.180 131.880 132.180 131.880 -0.990 t G34A 16,000 20,902.40 2 130.640 130.640 130.640 130.640 -0.330 t G36A 70,000 75,645.00 5 108.100 108.000 108.100 108.000 -0.720 t G39A 148,400 150,076.08 9 101.520 100.780 100.780 101.520 -0.300 t G40A 12,400 14,385.24 1 116.010 116.010 116.010 116.010 -0.260 t G41A 24,000 25,245.60 2 105.190 105.190 105.190 105.190 -0.230 l 1923A 6,000 6,180.00 1 103.000 103.000 103.000 103.000 0.000 t 6PM25 25,000 22,922.50 4 92.000 91.500 92.000 91.950 -0.050 t BV20A 49,400 49,909.70 3 101.750 100.800 101.750 100.800 -0.950 t BV30A 45,000 45,245.00 2 100.900 100.100 100.900 100.100 -0.900 t CF26A 6,500 6,767.50 2 104.500 104.000 104.500 104.000 -0.500 l GF21A 16,100 16,679.60 1 103.600 103.600 103.600 103.600 0.000 t HF28A 30,000 30,465.00 4 101.800 101.500 101.800 101.500 -1.460 l HP25A 2,000 2,080.00 1 104.000 104.000 104.000 104.000 0.000 s IH25A 3,400 3,595.50 1 105.750 105.750 105.750 105.750 0.250 t IH26A 2,200 2,288.00 1 104.000 104.000 104.000 104.000 -0.140 l IH26B 25,000 26,000.00 1 104.000 104.000 104.000 104.000 0.000 l MD26A 55,000 57,475.00 3 104.500 104.500 104.500 104.500 0.000 l MI22A 2,500 2,595.00 1 103.800 103.800 103.800 103.800 0.000 l MS23A 2,500 2,556.25 1 102.250 102.250 102.250 102.250 0.000 l PZ26A 5,000 5,045.00 1 100.900 100.900 100.900 100.900 0.000 l ST27A 4,000 4,152.00 1 103.800 103.800 103.800 103.800 0.000 l TI24A 3,000 3,240.00 1 108.000 108.000 108.000 108.000 0.000 l VH24A 25,000 25,475.00 1 101.900 101.900 101.900 101.900 0.000 How to tell if your business is dead inside 'GET busy living or get busy dy- ing.' Fictional convicts may not seem an obvious source of inspi- ration, but it's this kind of pur- poseful thinking that businesses should be embracing. These are challenging times. Established players are finding themselves disrupted by new challengers. Household names have disappeared from the high street. They all have something in common: they reached a dead end because their customers wanted something different and they weren't able to adapt quickly enough. Dead end for businesses Take Comet. The electricals retailer was a familiar face on the high street until it failed five years ago. Focused on a price war with competitors, Comet failed to invest in its e-tail experience and was left behind by the inter- net shopping boom. The experi- ence it provided across its stores and online didn't change when its customers did. Blockbuster is another. It stuck to its long-held strategy and remained commit- ted to a vast retail network, even when that was no longer the way film-renters wanted to shop. Both are examples of brands that stood still and paid the price. Digital technology is disrupting every industry and fundamen- tally changing the way businesses interact with their customers. Consumer expectations are ris- ing. For example, people no long- er just compare their experience with a bank, or with that of other banks; they compare it to their experience with Netflix or Ama- zon. It is not enough for a brand to be best in its class; consumers today expect it to compete across the board. That is the premium that digital has placed on customer experi- ence. But understanding that consumers want better, more connected experiences can only get you so far if your business is not set up to deliver them. Many large companies are encumbered by rigid internal structures, strict siloes and departments that don't talk to each other or see the big- ger picture – a stark contrast to nimble, fast-moving start-ups. The unintended result can often be a focus on divisions over peo- ple, and a culture that doesn't en- courage innovation or empower employees to think and do differ- ently. In the past, siloes may have proved helpful as a way of organ- ising a complex business. In to- day's increasingly digitised world, they come to restrict innovation, limit employee potential and hamper business growth. Poor internal structures can stop new products and services coming to market on time or more mean- ingful relationships being devel- oped with consumers. The living businesses The bar has never been higher for businesses that don't have the flexibility, culture or digital capability to respond rapidly to changing consumer behaviours. Many are fundamentally redefin- ing their structures and digital capabilities, making sure they are set up to continuously reinvent consumer relationships and ex- periences, and remain relevant. In fact, 93% of the highest per- forming companies today priori- tise organising their entire busi- ness around customer need and the power of their people. Delivering the experience con- sumers want is not easy. It means being able to change rapidly in response to shifting expectations – becoming a 'living business'. These are firms that focus on the customer first, putting digital at the heart of everything it does and creating multi-disciplinary teams that work closely together without being constrained by the traditional parameters of defined roles. Nike has taken stock of the touchpoints where it interacts with its customers, uniting its web presence, apps, retail stores, and its digital Nike+ platform so it can become more responsive to customer needs. For instance, it can now use data on members' location and behaviour to inter- act with customers in a more be- spoke way, unlocking personal- ised rewards and creating richer experiences through partners like Apple Music, Headspace, and ClassPass. Ikea, meanwhile, is working with outside partners to think outside the big store box, experi- menting with new store formats, distribution partnerships and mash ups with other brands such as Lego and Adidas. Success isn't just about struc- ture; it is about empowering peo- ple through new ways of working. Creating a culture that is both flexible and innovative results in more authentic and relevant connections with customers, and allows employees to be engaged and deliver better thinking. When Satya Nadella was ap- pointed CEO of Microsoft, for example, he introduced a 'learn it all' culture to encourage employ- ees to try new things even if they fail. Four years on, this approach has led to a huge upturn in busi- ness performance as employees are encouraged to 'think outside the box' and learn beyond their specific remit. Checking the vital signs So how can you tell whether a business is alive or dead inside? It is important to look for the vital signs, the things successful, adaptive businesses have in com- mon – personality, instinct, craft and relationships. In the digital world, the organisations that thrive will be those that deliver exceptional employee and cus- tomer experience by giving their talent the right tools, structures and freedoms to excel. They will be more connected, more flex- ible, more people-focused and more human in outlook. And they will embody a culture that encourages innovation at every level from the top down and bot- tom up.