研究报告(简) / 研究報告(繁)

Reports and studies

2009-2011

Three types of companies are jockeying for position in emerging economies, seeking to capture the loyalty of billions of new consumers.
Multinational consumer packaged goods providers and retailers in China have struggled to calculate marketing ROI due to a lack of sufficient data, among many other factors. Collecting the right data and developing a rigorous strategy for calculating marketing ROI for every promotional campaign are absolute essentials for doing business and suc­ceeding in the dynamic Chinese economy.
Going to market in China is a complex undertaking, particularly given the vast size and population of the nation itself. Most fast-moving consumer goods (FMCG) companies, in an effort to enter China and expand rapidly with minimal up-front financial investment, defaulted to a wholesaler distribution strategy. Though this model served companies well initially, it has outlived its usefulness—at least in many markets across China. To capture the economic potential of China, leading FMCG companies will have to consider both more direct distribution and more exclusive third-party distribution approaches.
Private banks have spent the last 18 months dealing with one of the most difficult periods in modern financial history. A “perfect storm” of asset-price declines and the near or actual collapse of some of the best-known wealth management firms has altered the behavior of clients, prompting them to move into less risky financial instruments that are much less profitable for the banks. All of this has pushed revenue levels 25 to 30 percent below where they were before the crisis. As an added challenge, governments are cracking down on their wealthy citizens’ untaxed offshore accounts, forcing many private banks to find new value propositions. This leading research — based on in-depth interviews with more than 140 bankers, advisors, and regulators in 15 markets around the world — provides a snapshot of the private banking industry’s evolving state, and highlights five new imperatives.
For global companies, ignoring China is not an option. But they must adapt their strategies to the country’s changing markets, increased competition, and shifting government priorities.
For companies up and down the consumer packaged goods (CPG) value chain, now is the time to take a fresh look at sales and operations planning (S&OP) processes. Although S&OP is a well-established tool in the CPG industry, nearly a quarter of companies still do not use it, and many others could be realizing greater benefits than they do today from their S&OP efforts. Increased complexity in the value chain is putting pressure even on well-run S&OP processes, making accurate forecasting and planning more difficult. Strategy& advises CPG industry participants to keep in mind seven key parameters when refreshing their S&OP approach.