History

Estudios e informes

De la misma manera que aconsejamos a nuestros clientes a gerenciar su conocimiento y extraer el máximo potencial de ese activo invaluable, también cuidamos de nuestro capital intelectual, concientes de su capacidad de generar valor. Los estudios e informes de Strategy&, parte de la red PwC son un medio global de desarrollo y diseminación de nuestras ideas.

Tenemos una selección de estudios latinoamericanos, que incluye temas específicos de la región o informes globales con participación de compañías y autores de América Latina. Estos documentos, que abordan temas como gobierno, internacionalización de empresas y gestión de activos entre otros, están organizados por orden de publicación, a partir del más reciente.

Connecting the world
Achieving universal Internet access requires changes in the three interdependent markets that make the Internet work. The Connectivity Market needs: to shift the spectrum away from 2G, improve offline distribution of content, and add national and international Internet infrastructure. The Content Market needs to: provide relevant educational content, put social services online, and provide economic opportunity content. The Retail Market needs: high-touch sales models, brand- or subscriber-subsidized access, and simpler value propositions. Additionally, technological innovations are needed to reach the remotest and the very poorest of the world’s population. This is the full version of the report.

Connecting the world
Achieving universal Internet access requires changes in the three interdependent markets that make the Internet work. The Connectivity Market needs: to shift the spectrum away from 2G, improve offline distribution of content, and add national and international Internet infrastructure. The Content Market needs to: provide relevant educational content, put social services online, and provide economic opportunity content. The Retail Market needs: high-touch sales models, brand- or subscriber-subsidized access, and simpler value propositions. Additionally, technological innovations are needed to reach the remotest and the very poorest of the world’s population. This is the briefing version of the report.

According to a study of global wealth managers by Strategy& the prospects for wealth management have improved significantly over the last 12 months. But new global regulations, changing client behavior, the rapid advance of digitization, and a fluid competitive landscape have permanently altered the rules of the game and raised the cost of doing business. Wealth managers must learn the new rules quickly. This white paper shows how to use a “capabilities lens” to look for markets, rethink your firm’s value proposition with tiered offerings aimed at transparency and client suitability, go digital more effectively and adapt your cost structure to the revenue realities.

Culture is critically important to business success, according to 84 percent of the more than 2,200 global participants in the 2013 culture and change management survey. Findings also suggest strong correlations between the success of change programs and whether culture was leveraged in the change process — pointing to the need for a more culture-oriented approach to change. However, there is a clear disparity between the way companies view culture and the way they treat it. Less than half of participants saw their companies effectively managing culture, and more than half said a major cultural overhaul was needed. How can leaders take steps to enrich and more effectively leverage their culture?

The retail business in emerging markets is undergoing a shift from informal, traditional channels to modern, or “organized,” trade. To succeed in this environment, CPG sales organizations must understand the operational complexities and local realities in individual markets. Moreover, they need a go-to-market model that is tailored to a retailer’s unique requirements.

Los operadores de telecomunicaciones han desarrollado productos y servicios sofisticados. Sin embargo, no han rediseñado su tejido comercial ni su modelo de interacción con sus clientes a la misma velocidad. Para aumentar los ingresos y estimular la rentabilidad de los suscriptores, los operadores deben desarrollar nuevos canales de venta online, móviles e independientes, basándose en el principio de capilaridad selectiva, en vez de las grandes “arterias” de su sistema circulatorio comercial.

The routes to market that consumer packaged goods (CPG) companies use to sell and service their trade accounts determine their sales volume, their ability to deliver the proper levels of customer service in a cost-effective manner, and their success at securing scarce retail shelf space for their products. Nevertheless, few CPG companies have a comprehensive conceptual platform for optimizing their routes to market. Such a platform must enable companies to design go-to-market (GTM) models that: have a strong customer focus; are aligned with strategic goals and value offerings; balance customer needs, revenue growth, and cost-to-serve; and, finally, are flexible enough to be adapted in response to changing strategic goals and competitive threats. This perspective describes a proven platform for creating such models.