Social really is here when it comes to the enterprise. Many see the role of social in consumer-focused businesses but have not absorbed what it means for the enterprise. Social is having a direct impact in 5 areas:
1. DIY prospecting: Customers conduct research on products and services well ahead of the official start to the sales cycle
2. Peer influence: Customers “pulse” their peers at every step of the journey
3. Trial before purchase: User testing requires grassroot support. It’s no longer a single decision instance rather smaller purchase bundles
4. Buyer & user are the same: The phenomenon changes decision and influence points in enterprise purchasing
5. Click to compare: Pricing transparency is foundational; consumer expectations are shaping enterprise behavior
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
Australian consumers, in view of the omicron variant, are feeling less optimistic about economic recovery than last year and remain cautious on spending.
In Australia, optimism about economic recovery has declined since the November 2020 pulse survey but remains higher than at the onset of the COVID-19 pandemic. Six in ten consumers predict routines will return to normal only after June 2022; two-thirds do not plan to splurge in 2022. Although Australian households increased their spending in the past month, net intent to spend remains negative. Digital and omnichannel adoption continues in most categories, and intent to use out-of-home services rose. Seventy-five percent of consumers have addressed the rise of omicron by changing how they engage in out-of-home activities. Most consumers have tried a different brand or retailer, especially to switch brands in pursuit of value.
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
L.E.K. Consulting’s annual Media & Entertainment Study
was conducted between December 2018 and January
2019. We surveyed around 2,000 households on their
entertainment choices, preferences and viewing habits.
This Executive Insights analyzes key findings about
movie theater attendance and subscription services.
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
Australian consumers, in view of the omicron variant, are feeling less optimistic about economic recovery than last year and remain cautious on spending.
In Australia, optimism about economic recovery has declined since the November 2020 pulse survey but remains higher than at the onset of the COVID-19 pandemic. Six in ten consumers predict routines will return to normal only after June 2022; two-thirds do not plan to splurge in 2022. Although Australian households increased their spending in the past month, net intent to spend remains negative. Digital and omnichannel adoption continues in most categories, and intent to use out-of-home services rose. Seventy-five percent of consumers have addressed the rise of omicron by changing how they engage in out-of-home activities. Most consumers have tried a different brand or retailer, especially to switch brands in pursuit of value.
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
L.E.K. Consulting’s annual Media & Entertainment Study
was conducted between December 2018 and January
2019. We surveyed around 2,000 households on their
entertainment choices, preferences and viewing habits.
This Executive Insights analyzes key findings about
movie theater attendance and subscription services.
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
BCG and Meta today announced the launch of a new report around the increasing influence of digital in driving media and entertainment consumption in India.
Employee Inspiration: How to Create Energy That Drives Better Customer OutcomesQualtrics
Engagement has become the new holy grail for satisfied employees and a key issue for business leaders. But what does it mean to be engaged? Bain & Company is redefining the employee experience with a system for building inspiration through productive team discussions, candid frequent feedback and an outer loop for addressing systemic issues. Inspired employees should be everyone’s priority to fuel customer loyalty and organic, sustainable growth. We will share the results from our latest study, describe the mechanisms required and the behaviors to aspire towards – all key ingredients of a customer centered Employee Inspiration system.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
Lifting the Barriers to Retail Innovation in ASEAN | A.T. KearneyKearney
Rising incomes and growing demand for consumer goods and services in ASEAN create rich opportunities for retailers in the region, which is especially significant as member nations join forces to become an economic powerhouse. Yet ASEAN retailers have been slow in terms of Innovation and as this market opens up, stepping up innovation is required to capitalize fully on the opportunities.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Tips for the Food sector: To keep up with this constantly shifting consumer behavior, look for early signs by using Google Trends to see how demand for certain food products or delivery services is changing to meet people’s needs.
Tips for Travel marketers: Our APAC travel recovery itinerary revealed that people have local trips and safety in mind, so marketers should seek to provide safety information upfront and present local product offerings and fun activities.
Tips for keeping people entertained: Though some people who signed up for a new entertainment source might stay, there’s also a higher likelihood of churn when their trial period ends. If you saw an increase in people signing up for your online products and services, focus on retention to keep them coming back, especially if you offered a free trial during the pandemic.
Tips for merchants: Make sure you integrate digital payment options for your consumers. Digital payments are expected to see a continued boost post-COVID-19, and trust in e-Wallets will likely increase.
Although there is still some instability, the internet sector in SEA is set to emerge stronger than ever in a post-COVID-19 world. The digital economy remains a bright spot in a very challenging economic environment, and e-Commerce remains a key driver of growth. The biggest takeaway for brands and marketers is the need to focus on people and their changing habits online, as well as keeping up with changing trends, as we continue to understand what our new normal will look like in the future.
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
My presentation at CeBIT Sydney 2009 Future of Enterprise. In two parts. The first was to introduce Oracle and Citrix Online, the second was me playing with building a company from scratch from resources in the cloud. Funding, HR, Open Outsourcing, and so on.
Not a long presentation, but fun to do! :)
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
BCG and Meta today announced the launch of a new report around the increasing influence of digital in driving media and entertainment consumption in India.
Employee Inspiration: How to Create Energy That Drives Better Customer OutcomesQualtrics
Engagement has become the new holy grail for satisfied employees and a key issue for business leaders. But what does it mean to be engaged? Bain & Company is redefining the employee experience with a system for building inspiration through productive team discussions, candid frequent feedback and an outer loop for addressing systemic issues. Inspired employees should be everyone’s priority to fuel customer loyalty and organic, sustainable growth. We will share the results from our latest study, describe the mechanisms required and the behaviors to aspire towards – all key ingredients of a customer centered Employee Inspiration system.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
New trends have moved marketing the cusp of a new golden age. To deliver on the promise, marketing needs to execute on the 5S approach: science, simplicity, substance, speed, and story. This presentation walks through what marketers and business leaders need to get right to execute all of them. This presentation is based on a public webinar given by McKinsey partners Jonathan Gordon and Jesko Perrey.
Find out more from our Marketing and Sales practice: http://www.mckinsey.com/client_service/marketing_and_sales
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
Lifting the Barriers to Retail Innovation in ASEAN | A.T. KearneyKearney
Rising incomes and growing demand for consumer goods and services in ASEAN create rich opportunities for retailers in the region, which is especially significant as member nations join forces to become an economic powerhouse. Yet ASEAN retailers have been slow in terms of Innovation and as this market opens up, stepping up innovation is required to capitalize fully on the opportunities.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Tips for the Food sector: To keep up with this constantly shifting consumer behavior, look for early signs by using Google Trends to see how demand for certain food products or delivery services is changing to meet people’s needs.
Tips for Travel marketers: Our APAC travel recovery itinerary revealed that people have local trips and safety in mind, so marketers should seek to provide safety information upfront and present local product offerings and fun activities.
Tips for keeping people entertained: Though some people who signed up for a new entertainment source might stay, there’s also a higher likelihood of churn when their trial period ends. If you saw an increase in people signing up for your online products and services, focus on retention to keep them coming back, especially if you offered a free trial during the pandemic.
Tips for merchants: Make sure you integrate digital payment options for your consumers. Digital payments are expected to see a continued boost post-COVID-19, and trust in e-Wallets will likely increase.
Although there is still some instability, the internet sector in SEA is set to emerge stronger than ever in a post-COVID-19 world. The digital economy remains a bright spot in a very challenging economic environment, and e-Commerce remains a key driver of growth. The biggest takeaway for brands and marketers is the need to focus on people and their changing habits online, as well as keeping up with changing trends, as we continue to understand what our new normal will look like in the future.
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
My presentation at CeBIT Sydney 2009 Future of Enterprise. In two parts. The first was to introduce Oracle and Citrix Online, the second was me playing with building a company from scratch from resources in the cloud. Funding, HR, Open Outsourcing, and so on.
Not a long presentation, but fun to do! :)
Social enterprise: What is it and what to considerNICVA
A presentation by Amanada Johnston from Social Enterprise NI helping participants understand more about what social enterprise is, what you need to consider if thinking about starting a social enterprise, what support is available and gave some examples of local social enterprises.
Creating a great customer experience requires good data, content, and engagement programs across the entire decision journey. Getting it wrong can mean losing customers or seeing negative buzz erode sales. Big data and digital can play critical roles in bolstering operating margins. Leaders in big data across markets have generally outperformed their peers, sometimes by as much as 20% - 30%.
Companies that want to turn excellent customer experience into growth need to master Customer Journeys. Customer Journeys (the set of interactions a customer has with a brand to complete a task) and less moments of truth are what matter for a customer. Companies that master not only see an improvement in customer experience, loyalty, and operational productivity; they also see above-market growth.
Reach escape velocity through lean content marketingGuillaume Decugis
These are the slides of my talk at the Startup Product Summit last week in San Francisco. Some say "good products don't need marketing". But from researching the problem you plan to solve to building the initial community around your product and evangelizing your market, content is involved all the way. So how can startups and small product teams be efficient and impactful with their content strategy?
Selling Social Business To The C-Suite - SideraWorks XVA Labs
Presentation on how to sell social business nto the c-suite. Given at Dreamforce 2012. Stop selling ships, start selling destinations. Stop leading with a social point of view and instead lead with what pain/objectives does my CEO have and then demonstrate the way social business aligns with those objectives.
Change the conversation. Instead, expand the dialog to that of becoming a social business - which encompasses your social strategy - supports business goals and how to illustrate that to your CEO with a plan and models that work in real-life.
Due to formatting issues on SlideShare we've had to put up the keynote file, however you can download a PDF from http://www.sideraworks.com/wp-content/uploads/2012/09/Selling-To-The-CEO-Dreamforce-12-.pdf
In an 'always on' world where channel-surfing B2B customers demand real-time responses - no matter where they are - what is the optimal role of social media marketing? Roxane Divol, a partner and leader of McKinsey's Marketing & Sales Practice, addressed this question at the ITSMA Marketing Leadership Forum and demystified the emerging role of marketing as a driver of social technologies. She also discussed the tactics and strategies B2B marketers should use to access the touchpoints and datastreams that reinforce the social consumer decision journey. This presentation provides insights into how, when, and where social media influences and uniquely engages customers, as well as current best practices for developing, launching, and demonstrating the financial impact of social media campaigns. More: http://mckinseyonmarketingandsales.com/topics/b-to-b
Presentation from
Serge Hanssens, Advisory Director, PwC Luxembourg, delivered at the Dynamic Business Event organized by Nerea & Microsoft on April 16th 2013 in Luxembourg
In a few short years, social technologies have given social interactions the speed and scale of the Internet. Whether discussing consumer products or organizing political movements, people around the world constantly use social-media platforms to seek and share information. Companies use them to reach consumers in new ways too; by tapping into these conversations, organizations can generate richer insights and create precisely targeted messages and offers.
While 72 percent of companies use social technologies in some way, very few are anywhere near to achieving the full potential benefit. In fact, the most powerful applications of social technologies in the global economy are largely untapped. Companies will go on developing ways to reach consumers through social technologies and gathering insights for product development, marketing, and customer service. Yet the McKinsey Global Institute (MGI) finds that twice as much potential value lies in using social tools to enhance communications, knowledge sharing, and collaboration within and across enterprises. MGI’s estimates suggest that by fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers—high-skill knowledge workers, including managers and professionals—by 20 to 25 percent.
The Socially Enabled Enterprise Research Findings BriefLeader Networks
To demonstrate how organizations are leveraging social technologies and practices, Oracle, Leader Networks, and Social Media Today surveyed more than 900 marketing and technology executives from organizations around the world. The results showed that transitioning to a socially-enabled enterprise is a key priority for business executives, and also highlighted the challenges organizations need to overcome to realize the potential of social technologies.
TOOLKIT: Templates for Powerpoint, Excel Tools & Spreadsheet TemplatesAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Toolkit including 100+ Templates for Powerpoint, Excel Tools & Spreadsheet Templates| Created By ex-McKinsey & Deloitte Consultants.
SMBs are feeling pretty optimistic: 35% of them expect to grow by double digits this year, and 10% expect to grow by more than 100%. That translates into plans to invest in telecommunications services — whether to improve internet access speed or upgrade a phone system. SMBs understand what being connected — to customers, prospects, vendors, peers, remote workers, influencers, and others — means to their business.
To find out how you can boost sales to SMBs, we recently surveyed 500 U.S. SMB principals.
Presentation with the Aberdeen Group and Eric Stieg, Head of Communities for various organizations over the past 15+ years including Samsung Electronics, Symantec, Cisco, Infoblox among others discussing the cost/benefit and regression analysis of online, end-user communities.
Fex 150422 - sm - driving customer centricity in a b2 b organisation - rob ...Flevum
Sales & Marketing | Driving customer centricity in a B2B organisation
Spreker: Rob den Rooijen, Program Manager Digital Marketing & Sales | DSM Excellence in Marketing & Sales
Rob den Rooijen geeft een presentatie over customer centricity en zal aan de hand van een aantal stellingen een discussie voeren met de deelnemers. Tijdens de presentatie zal Rob uitleggen waarom DSM customer centricity toepast en welke uitdagingen DSM als wereldwijd bedrijf daarbij tegenkomt.
Onderwerpen die aan de orde komen zijn veranderend klantgedrag in complexe waardeketens, customer journey design, het creëren van een uniforme & geïntegreerde klantbeleving en het veranderen van de mindset bij marketing & sales professionals.
Rob laat zien welke methodes DSM hanteert en wat de ervaringen zijn die tijdens de customer centricity projecten zijn opgedaan. De focus zal liggen op het toepassen van digitale verbeterinitiatieven.
New Communications in a Networked World: The Philips Case StudyPRovoke Media
Philips global comms chief Andre Manning explains how his company is integrating PR and marketing, at the Holmes Report's first ThinkTank Live Conference in Prague.
Maximizing Media Spend Impact for D2C Retailers Tinuiti
D2C has led the way by building direct relationships with consumers, which has become essential across the retail landscape now that first-party data is king. In this 2-day virtual event, we discuss the emerging trends in 2021 and how brands can adapt their approach to meet ever-changing consumer expectations.
Companies need to understand the full range of the multichannel consumer decision journey to understand how to best influence potential and current customers. Scenarios and data from this McKinsey presentation show how consumers are making their decisions today - particularly in the UK and France - and how brands can turn those insights into profits.
Spanish consumers are pessimistic about the economy. Rising prices, unemployment, and the invasion of Ukraine are top concerns, and consumers are trading down.
In Spain, consumers are most concerned about rising prices, unemployment, and the invasion of Ukraine. Their views of the current and future state of the economy remain pessimistic, at a level comparable to attitudes in the early months of the COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced money directed to savings and spent less on non-essentials. Of the 80 percent of consumers who have assumed new shopping behaviors in the last three months in search of value for money, more than half tried private labels. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money. However, 39 percent of consumers say they plan to splurge in 2022.
UK consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and consumers are trading down significantly.
In the United Kingdom, consumers are most concerned about rising prices and the invasion of Ukraine. Their views of the current and future state of the economy are extremely pessimistic, worse than throughout the entire COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced spend in non-essential categories. Almost two-thirds of consumers have assumed new shopping behaviors in the last four to six weeks, with more than four out of ten trying private label. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money.
COVID-19 is no longer among Italian consumers’ top concerns. Consumers remain pessimistic about economic recovery and inflation; many aim to reduce their spend.
Italian consumers are increasingly worried about the effects of rising prices and the invasion of Ukraine. Unemployment is a number-two concern for respondents in Gen Z, millennials, and the low-income group. Almost six out of ten share a negative view of Italy’s current economic state; hopes for an economic recovery are lower than during the entire COVID-19 pandemic. Consumers observed the highest price increases in groceries and gasoline. To cope with inflation, Italian consumers are changing their purchase behavior, shifting toward discounters and private labels. The leading factors for these choices are prices and value for money.
German consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and we see a significant down-trade in shopping.
In Germany, consumers’ top concerns are rising prices and the invasion of Ukraine, followed by climate change and COVID-19. Pessimism about the current and future state of the economy has eased but remains at a level comparable to attitudes in the early months of the COVID-19-pandemic. As spend for groceries and gasoline soared, consumers reduced money directed to savings and spent less on non-essentials. Of the 70 percent of consumers who have assumed new shopping behaviors in the last three months, more than four out of ten tried private labels. Trade-down in stores visited and brands is clearly visible, with the key drivers of choice being prices and value for money. However, 46 percent of consumers say they plan to splurge in 2022.
For consumers in France, inflation eclipses other sources of concern. It triggers changes in shopping behaviors as consumers seek better value for money.
French consumers’ optimism regarding the economic recovery is stable at around 14 percent—a level last seen in the depths of COVID-19 lockdowns. Top sources of concern are rising prices (cited by 54 percent), followed by the invasion of Ukraine (13 percent) and climate change (10 percent) and far ahead of COVID-19 (4 percent). Nine out of ten survey respondents perceive high price inflation in the country. These trends have implications for brand and retailer loyalty: of the 73 percent of respondents saying they have tried new shopping behaviors in the last three months, 40 percent say they purchased private labels. Household products remain the category most affected by this trading-down trend.
Japanese consumers’ behaviors and finances are gradually recovering to normal, though their responses indicate a slight increase in pessimism. The long-lasting impact of COVID-19 is prolonging Japanese consumers’ intent to stay conservative about spending across categories. In a further sign of cautiousness, the trend of shrinking pessimism over the past few years reversed for the first time. Meanwhile, people’s demand for travel is rising, considering the next seasonal vacations.
Indian consumers’ optimism has remained high since October 2021 and has reached the highest levels across other Asian markets since COVID-19 started.
Nearly three-quarters of India’s consumers are optimistic about economic recovery, and net intent to spend is growing and positive across many categories. Omnichannel usage continues across the majority of categories, and social-media influence is high, especially for Gen Z and millennials. More than 90 percent are engaging in social media and entertainment platforms. There is an upward trend for new technology, such as crypto and augmented reality/virtual reality, and consumers intend to continue digital activities as the COVID-19 crisis subsides.
About 40 percent of consumers are engaging in out-of-home activities, especially among the vaccinated segment. Most consumers have tried new shopping behaviors such as new retail outlets and new brands.
Indonesian consumers remain optimistic on the economy, expecting higher incomes and spending. Many tried and plan to keep using digital services and omnichannel methods.
In Indonesia, optimism about future economic conditions increased more than 25 percent over September 2020 from an already high base, boosted by planning for the upcoming holiday season. Eight out of ten consumers say they will dine out, shop for gifts, and redecorate. Out-of-home activities are generally rising but remain far below prepandemic levels. Optimism about the economy is tempered by views of household finances; half predict finances won’t return to normal before June. The loyalty shake-up continues, with 60 percent citing value as their primary reason to try a new brand. New digital behaviors are starting to show evidence of stickiness: 60 percent say they intend to use new shopping methods when the pandemic subsides.
Most Korean consumers expect that normalcy will return to routines only after June 2022, yet there are signs of pre-COVID-19 routines returning.
Korean customers have been less optimistic than those in other countries about the economic recovery. But optimism in Korea is much higher now than two years ago. Half of consumers indicate a desire to splurge, with intent to do so being the strongest in Gen Z and millennials. One-eighth of consumers say they have returned to out-of-home activities.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown.
Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
Across the continent, the pattern holds: Europeans are anxious about the state of their countries’ economies, and worried about the future. Russia’s invasion of Ukraine and price inflation overshadow other concerns, and consumer anxieties in turn are impacting confidence in household finances and national economies, especially among vulnerable populations.
Worried about spending more on food, transport and fuel, consumers report cutting back on less essential items. Most say they’ve changed their shopping behaviors in recent months, trading down to more affordable brands and retailers. With no relief clearly in sight, 2022 continues to prove a challenging year for the continental consumer.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
Italian consumers are increasingly pessimistic about the economy, with many aiming to reduce spending and modify consumption habits.
Italian consumers are increasingly worried about the effects of rising prices, as well as the invasion of Ukraine. Of Italians surveyed, six in ten expressed a negative view of the current economy; hopes for an economic recovery are lower than they were throughout the entire COVID-19 pandemic. Consumers perceived the highest price increases in groceries and fuel, along with strong increase in spend. These sentiments have translated into reduced consumption. Changed consumer behavior is also apparent, with a shift towards discounters and private-label brands. Price, value for money and availability are the biggest drivers of these choices.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown. Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
Italian consumers are increasingly pessimistic about the economy, with many aiming to reduce spending and modify consumption habits.
Italian consumers are increasingly worried about the effects of rising prices, as well as the invasion of Ukraine. Of Italians surveyed, six in ten expressed a negative view of the current economy; hopes for an economic recovery are lower than they were throughout the entire COVID-19 pandemic. Consumers perceived the highest price increases in groceries and fuel, along with strong increase in spend. These sentiments have translated into reduced consumption. Changed consumer behavior is also apparent, with a shift towards discounters and private-label brands. Price, value for money and availability are the biggest drivers of these choices.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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1. McKinsey & Company | 1
McKinsey on Marketing & Sales – Slideshare Brief
LAREINA YEE | @LareinaYee
@McK_MktgSales
The Social
Enterprise
How your customers produce
and consume in the social world
2. McKinsey & Company | 2
Productivity & Management
Social is
shaping
enterprise
4. McKinsey & Company | 4
Record speed
adoption
SOURCE: Multiple press reports
Time to reach 50 million users
Radio 13 years
iPod 3 years
Internet 4 years
Facebook 1 year
Twitter 9 months
TV 38 years
5. McKinsey & Company | 5
Social is everyone
SOURCE: eMarketer, February 2011, McKinsey Global Institute Analysis
Age
NOTE: Numbers may not sum due to rounding.
16 14 13
20 18 17
22
21 21
65+
15
2
12--17
2011
0-11
18-24
25-34
35-44
45-54
55-64
18
10
4
2010
2
17
15
9
4
2009
2
16
14
8
3% of total US users
6. McKinsey & Company | 6
Social is growing faster than
traditional communications
Unique monthly visitors
SOURCE: comScore Media Metrix, October 2011; McKinsey Global Institute Analysis
31
36
-5 p.p.
2011
64
2007
69 53
69
-16 p.p.
31
47 44
18
100% =
1,430
+26 p.p.
82
76056
E-mail Instant messaging Social networking
Users of service
Non-users
% of global online population
7. McKinsey & Company | 7
Enterprise usage is growing fast
SOURCE: McKinsey Global Institute
2011
41
2008
29
2011
50
2008
23
2011
38
2008
27
Blogs Video Sharing Social Networking
% of respondents of enterprise users
Social is in the enterprise
8. McKinsey & Company | 8
Social impacts enterprise
processes
SOURCE: McKinsey web 2.0 survey, 2011, McKinsey Quarterly
Scanning external
environment
Finding new ideas
Managing projects
Developing strategic
plan
Allocating resources
Social
networking
n = 1,728
Wikis
n = 809
Micro-
blogging
n = 654
Prediction
markets
n = 190
Blogs
n = 1,322
40 9 13 529
36 12 13 429
19 17 5 212
16 8 5 411
10 4 2 25
20 - 40% 5 - 10%
10 - 20% Less than 5%
Top Ranking
Dimensions Total
75
73
56
43
30
9. McKinsey & Company | 9
Greater collaboration
drives value
SOURCE: McKinsey Global Institute analysis
Total value at
stake
% of revenue
Product
development
Operations
and
distribution
Sales and
marketing
Customer
service
Business
support
functions
Financial
services
Insurance—
P&C ~3–6
Insurance—
life ~3–4
Retail banking ~4–7
Consumer packaged goods ~5–6
Professional services n/a ~8–11
Advanced
manufacturing
Semi-
conductors ~5–7
Automotive ~4–6
<0.5
0.5–2.0
>2.0
Potential value chain productivity benefit
10. McKinsey & Company | 10
Distributes decision making
Creates permeable
organizational boundaries
Rapid adaptation and a shift
to more iterative problem
solving and product delivery
Your customers’
environment is different
18. McKinsey & Company | 18SOURCE: Internet search, Salesforce.com video library; KLM Facebook page
Reimagine data and
customer loyalty
19. McKinsey & Company | 19SOURCE: McKinsey Marketing and Sales practice, McKinsey Quarterly ―The consumer decision journey‖
39
26 22
28
11
12
26
42
100%
Marketing led by
the company
Marketing led by
the consumer
Previous experience
with product/brand
Contact in store/
with sales agent
31
5
37
21
▪ Word of mouth
▪ Online research
▪ Recommendations/
criticisms
▪ Traditional advertising
▪ Direct marketing
▪ Sponsorship
▪ Store experience
Consider | Evaluate | Buy
Rethink how you
reach customers
20. McKinsey & Company | 20
9.3% increase in
customer
satisfaction as
benchmarked by
American Customer
Satisfaction Index
150,000 customers
helped through
Twitter
Personalized
10 versus 25,000
@comcastcares = ―Make it Right‖
Alternative rather than primary customer
support channel
Handles customer complaint in public
arena
SOURCE: Internet search, Comcast Twitter Feed, Business Week 2009 ―Comcast’s Twitter Man‖
Reimagine service
and information
21. McKinsey & Company | 21SOURCE: McKinsey expert interviews
Customer asks Account Leader for additional information about product capabilities . . .
~5-10 emails
~3 man hours
2 days round trip
~5-10 tweets/
Chatters/ Jabbers
~30 minutes
2 hours round trip
Redefine sales
team workflow
22. McKinsey & Company | 22
The business case is clear
Your customers’
expectations are shifting
Be ready to adapt
Social sales & marketing
23. McKinsey & Company | 23
LAREINA YEE | @LAREINAYEE
@McK_CMSOForum
―Social economy: unlocking value and productivity through social technologies‖
http://www.mckinsey.com/insights/mgi
The Social
Enterprise
How your customers produce
and consume in the social world