![]() The process did not start with customers, but rather business needs. Let’s start by understanding how Digital Menu Boards (DMBs) evolved from “TV on a screen” to take on the advanced capabilities you see today. A Closer Look at Digital Menu Boards Today We’ll examine what makes up an interactive digital menu board, cover the benefits, see how these platforms work, take a closer look at the hardware and software management, and other considerations. ![]() These technologies work together to deliver personalized content and a wide range of other features that help businesses satisfy modern customers. These modern capabilities are powered by much more than “TV Screens.” They are built into integrated systems with sensors, touchscreens, advanced Content Management and Design software and media players. A digital menu board is any business-operated, customer-facing screen that communicates the menu to customers. ![]() With so many different components of a modern DMB, it is important to start with a strict definition. And these technologies help DMBs deliver personalized and streamlined experiences, redefining how customers interact with the world’s largest businesses. Back in 2012, the perception – albeit a misconception – was that digital menu boards were just a “TV screen with a menu on it.” Today, DMBs are powered by cloud applications, edge processing, and AI. While the QCA has not given anything away yet, it is likely that changes may centre on current areas of debate including board diversity and executive remuneration.Digital menu boards (DMB) have been in existence for over a decade. The QCA code has provided an excellent guide for small and mid-sized quoted companies and to assist them in improving upon their corporate governance practices and reporting. Good governance is important for companies of all shapes and sizes, not least given the importance of environmental, social and governance matters on board agendas and the emphasis placed on good corporate governance by investors. The report highlighted how corporate governance reporting has improved under the principles of the QCA code. The QCA noted that many companies have found that adopting the QCA code has encouraged good communication and better engagement with stakeholders triggered important conversations around board performance and succession planning and helped formalise board processes and encourage improved disclosures. It is seen as providing more flexibility than the more onerous UK Corporate Governance Code. ![]() The QCA code is widely recognised as being an appropriate corporate governance code for small and mid-sized quoted companies. Following the introduction of AIM rule 26 the percentage of AIM companies applying the QCA code increased from approximately 45% in 2017-18 to just under 90% in 2018-19. The QCA code was updated in 2018 following the change to AIM's rule 26 that required all AIM companies to apply a recognised corporate governance code. The QCA code was designed to bridge the gap between the UK Corporate Governance Code (designed for companies with a premium listing of equity shares on the main market of the London Stock Exchange) and the need for effective and proportionate governance arrangements for smaller listed companies. The QCA code was first introduced in 2013 as a successor to the QCA’s Guidance for Smaller Quoted Companies and the Corporate Governance Guidelines for AIM Companies. The report reflects on the benefits that it has bought to companies and the wider market since its introduction. The Quoted Companies Alliance (QCA) has indicated in a report marking 10 years of the QCA Corporate Governance Code that it is looking to make further changes to the code in the near future. ![]()
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