http://www.booz.com Retail RSS feed from Booz & Company. Tue, 07 Feb 2012 21:54:54 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50128668?gko=cb63a A new Booz & Company survey reveals that there is a select group of shopper marketing leaders that are capturing more influence with retailers and better returns. They achieve this by identifying and pursuing the right solution platform priorities, aligning their sales and marketing organizations to better focus on their platform priorities, and developing new funding and planning processes to support better decision making, greater lead time, and superior execution. Egol, Matthew; Van Duyne, Jon; Boswell, Penny Wed, 01 Feb 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50128668?gko=cb63a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd The enormous popularity of tablet computers among consumers is forcing enterprises of all sizes to accept them as part of their technology arsenal as well. Much of this activity has been driven from the top down, beginning with top executives and board members of large enterprises, but that will likely change soon, as the productivity gains from new ways of using the devices become clearer. Appling, George Thu, 19 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 As technology projects increase in complexity, public and private organizations are searching for new mechanisms to control their costs and ensure systems deliver what they need. In doing so, they should go beyond the traditional project management office and consider a strategic implementation office, which extends the scope of oversight and is thus able to prevent common pitfalls before they occur. Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Naamani, Mohamad Mon, 09 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 Private-sector companies in GCC countries have an opportunity to address several pressing issues, including nationalization imperatives, local unemployment, and their own talent gaps, by attracting more national women into their workforce. Hoteit, Leila; Shehadi, Ramez; Lamaa, Abdulkader; Tarazi, Kamal Tue, 20 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 The pace of digitization is picking up rapidly but the speed at which digitization is taking place varies a great deal from industry to industry. To gain a better understanding of the relative degree to which digitization is transforming different industries, we have created the Industry Digitization Index. Whether they are currently digitization leaders or laggards, all industries can benefit by investing in the input, processing, and output capabilities needed to extend their digital footprints throughout their business ecosystems. Friedrich, Roman; Gröne, Florian; Koster, Alex; Le Merle, Matthew Tue, 13 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014063?gko=94a55 In 2011, fears of a double-dip recession caused consumer confidence to sink again. Our annual consumer survey found that spending was most constrained among low-income shoppers, who continued to feel recessionary pressures. As one might expect, shoppers at the higher end felt less squeezed. We would like to offer our thoughts on the current retail environment, what 2012 holds, and the capabilities that will drive your company's future success. Caglar, Deniz; Hodson, Nick; Martin, Karla; Tau, Marcelo Wed, 07 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50014063?gko=94a55 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49970322?gko=a50fd Web analytics is the measurement, collection, analysis, and reporting of Internet data for the purposes of understanding and optimizing Web usage. Today, Web interactions between commercial businesses and their customers are as important, if not more so, for a business's growth as customer touches through traditional voice and bricks-and-mortar channels. This Leading Research deck discusses the data and technology opportunities and challenges associated with Web analytics. Nair, Ramesh; Parande, Raj; Nair, Balu; Goryunov, Yuri Mon, 21 Nov 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49970322?gko=a50fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49953075?gko=43985 New startup companies have long been an important driver of innovation and economic growth in the U.S., and few of them would have grown to maturity without early-stage financing. This study, based on a survey of almost 200 angel investors and interviews with 20 prominent venture capitalists, analyzes the extent to which this financing might be affected by the copyright regulatory environment. Ahmed, Tashfeen; Le Merle, Matthew; Pencavel, Christopher; Sarma, Raju Tue, 15 Nov 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49953075?gko=43985 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 В предыдущих отчетах по исследованию цикла «Глобальные лидеры инноваций» (Global Innovation 1000) мы видели, что компании, ориентирующиеся на разработку самых передовых продуктов и услуг, можно отнести к одной из трех основных моделей стратегии развития инноваций: «выявление новых потребностей» (Need Seekers), «понимание рынка» (Market Readers), и «технологическое лидерство» (Tech Drivers). В этом году в нашем седьмом ежегодном отчете по проведенному исследованию 1000 крупнейших в мире компаний по инвестициям в исследования и разработки основное внимание уделяется взаимосвязи между тремя моделями стратегии, культурой и организацией и финансовыми результатами. Основной вывод состоит в том, что корпоративная культура принципиально важна для успешности инноваций, и ее воздействие на эффективность деятельности может быть измерено. Jaruzelski, Barry; Loehr, John Tue, 25 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a In past editions of the Global Innovation 1000, we found that companies focused on developing cutting-edge products and services fall under one of three fundamental innovation strategy models: Need Seekers, Market Readers, and Tech Drivers. This year, our seventh annual study of the world's 1000 largest corporate R&D spenders focuses on the link between the three strategy models, culture, and organization -- and their effect on companies' alignment to innovation objectives and the impact on financial performance. The key finding: culture is key to innovation success, and its impact on performance is measurable. Jaruzelski, Barry; Loehr, John Mon, 24 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49844105?gko=1eb44 This year's fact-based shopper marketing study, prepared in partnership with Shopper Sciences and the Grocery Manufacturers Association, reveals, among other findings, that leading CPG manufacturers and retailers are increasingly adopting a solutions-based approach to amplify the impact of their shopper marketing investments. Egol, Matthew; Leisure, JP Mon, 17 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49844105?gko=1eb44 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 Booz & Company, Korn/Ferry International, and the Association of National Advertisers (ANA) recently conducted a survey of 350 senior marketing professionals across many industries to find out how the role of marketing is evolving. This Leading Research presents the findings and our analysis. Pandit, Yogesh; Ripsam, Thomas Wed, 12 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd Booz & Company and Buddy Media recently conducted a survey of North American marketers to learn more about how companies are embedding social media into their marketing organizations and activities. This Leading Research summarizes the results of that survey. Premo, Karen; Vollmer, Christopher Tue, 04 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f Many business transformation programs entail developing new capabilities that have a substantial IT component. A critical success factor for the transformation program is the adoption of the new capabilities (including technology) by users. A business value realization (BVR) program preps users to accept, absorb, and adopt new capabilities, and ensures management understands and supports the level and type of preparation that's needed. Nair, Ramesh; Pillai, Manoj; Nayar, Ajay; Kumar, Shivani Wed, 21 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f Certain companies are singularly adept at adapting their business to create and sustain value over time, but most are not. It's here that the example of top-tier private equity (PE) firms can be illuminating and useful. In this Perspective we explore seven private equity lessons that public companies can apply or adapt. Couto, Vinay; Divakaran, Ashok; Hawkes, Harry; Caglar, Deniz Tue, 23 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704542?gko=d6ed7 : Self-service offers operational efficiencies, enables transformative business models, and enhances customer experiences. A strategic approach to self-service adoption and implementation requires an analysis of a company's core capabilities and its "way to play" in the market, industry trends, the proper mix of self-service and human interaction, and customer value propositions, as well as the development of six self-service capabilities. Chatterjee, Arindam; Pötscher, Florian; Alewine, Ralph; Swartz, Joshua Mon, 22 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704542?gko=d6ed7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49703713?gko=31c02 Developed markets are on the cusp of mass adoption of mobile commerce. Many companies now see m-commerce as a strategic priority but few will find themselves in a sustainable, value-accruing position. For most, the only way to win at scale is through collaboration in the form of as-yet-untried partnerships. Boyes, Edward; Knott, Michael; Miles, John Thu, 18 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49703713?gko=31c02 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 Leading companies are capturing scale from transactional activities and developing advantaged capabilities using marketing shared services--a coordinated, consistent, and collaborative approach to their marketing service delivery model. This Perspective outlines a four-step program that companies can apply to avoid pitfalls and adopt best practices as they adopt or expand their marketing shared services model. Kapoor, Namit; Landry, Edward; Ripsam, Thomas Tue, 02 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 To create successful partnerships, an IT project sourcing strategy should answer three critical questions: What is the desired target or result for the project? Who should the organization partner with to deliver results? How should a partner be selected? Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Ramamoorthy, Chandrasekar Mon, 01 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639066?gko=ecfc4 As consumer packaged goods (CPG) companies expand their shopper marketing initiatives, they should be careful not to neglect the integral role of the sales team in ensuring success. Sales should participate in shopper marketing program development and execution, particularly in developing shopper insights and retailer intimacy, designing the shopper marketing playbook at the account level, program execution, and performance measurement. Egol, Matthew; Van Duyne, Jon Mon, 01 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639066?gko=ecfc4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 This Perspective outlines the tools most likely to form the basis of an external innovation capability, and details the questions that Chief Innovation Officers will need to answer in order to develop a business plan that can be presented to the entire executive team. Le Merle, Matthew; Campbell, Jamie Thu, 28 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49606607?gko=9f27e Customer segmentation has become a critical capability for making sense of growing volumes of customer data to develop and drive successful go-to-market strategies. But a company will succeed only if its operating model is specifically designed to make use of segmentation results and insights. Yulinsky, Corey Mon, 11 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49606607?gko=9f27e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 Business leaders are cautiously optimistic about the future of Europe and see an opportunity to revitalize the European Dream, according to this study from INSEAD and Booz & Company. Some 2,000 business leaders were surveyed on how the EU should move forward to ensure its place as a global player. The survey was launched as part of the inaugural The State of the European Union forum. Karlsson, Per-Ola Thu, 07 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49597065?gko=21953 In the current consumer products and retail environment, getting best-cost country sourcing right is mandatory for success on a global scale. This Perspective identifies three sourcing maturity levels: novice, progressing, and best in class. It provides both a questionnaire for determining your company's level and specific critical steps for success. Dutzler, Harald; Mansson, Anna; Parthasarathy, Sriram; Phillips, Dave Tue, 05 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49597065?gko=21953 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 Digitization is reaching an inflection point. Three powerful forces are driving the shift: consumer demand, the push for new technologies, and the prospect of even greater economic benefits. This Perspective provides guidance to CEOs and their man­agement teams about the relevance of digitization in their respective industries, and the factors most likely to accelerate or decelerate the digitization phenomenon. Friedrich, Roman; Koster, Alex; Le Merle, Matthew; Peterson, Michael Tue, 28 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49581418?gko=3795a Web 3.0--what we call the Transcendent Web--will offer an entirely new level of connectivity, communications, and information on customers, including their attitudes and preferences. Acker, Olaf; Karam, Danny; Rahbani, Jad; Sabbagh, Karim Mon, 27 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49581418?gko=3795a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b The seemingly unending stream of data breaches could be avoided or mitigated with a rigorous approach and a proactive process for risk management. Such an approach can make all the difference when senior management is called to account in the aftermath of a crisis. Gazzini, Alessandro; Holt, Matthew Wed, 08 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49536600?gko=347e2 Middle East retailers are investing to retail analytics, a discipline can inform their decisions in areas such as category management, inventory practices, and responding to competitors' moves. To get the most from these investments, they will need to build capabilities that allow them to use data effectively. Chahine, Gabriel; Nader, Karl; Di Gregorio, Andrea Wed, 01 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49536600?gko=347e2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 The world as a whole is being shaped by a demographic megatrend: increasing aging and dependency. To better understand aging and its effects, Booz & Company introduces an approach that we call new demographics. Bernnat, Rainer; Moujaes, Chadi N.; Najjar, Mazen Ramsay; Shediac, Richard Tue, 31 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49443979?gko=50716 In the new era of the cloud--together with the expected explo­sion in connected devices and the dynamic applications optimized for them--information can be continu­ously fed to cloud-enabled "big data" and analytic engines, opening up the promise that all of marketing could migrate to a true real-time Internet marketing model. Very few chief marketing officers (CMOs) have thought through the capabilities they will need to drive these (mostly) new marketing activi­ties. And very few are ready to lead their organizations into this new world. Le Merle, Matthew; Minasian, Philip Wed, 27 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49443979?gko=50716 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 Organizations should follow a rigorous approach to determine who the Pride Builders are, and then build on their insights and capabilities to influence behaviors. Pride Builders can be helpful allies in spreading both motivational behaviors and performance behaviors. In practice, an eight-step tactic we call a performance pilot is often valuable in gaining insights and demonstrating impact. Katzenbach, Jon; Post, Laird; Viriot, Aurelie; Gruber, Jonathan Thu, 21 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 Too often, the boards and leaders of large companies are unaware of the risks involved in black swan events, unnecessarily exposing their organizations, their shareholders, and themselves to grave consequences. The solution to this problem is disrupter analysis. Le Merle, Matthew Mon, 11 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49371294?gko=48823 GCC retailers that successfully create a private label offering can increase revenues, improve profitability, and strengthen customer loyalty. Chahine, Gabriel; Valenti, Davide; Nader, Karl Wed, 06 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49371294?gko=48823 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee While the fundamental theory of team performance is perhaps well known, many teams fall short of their full potential because they fail to move from theory to execution, particularly when it comes to making critical decisions about when, where, and how to team. Katzenbach, Jon; Viriot, Aurelie; Vlak, August Wed, 16 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945433?gko=c592f This Perspective explores the dynamics of make-or-buy decisions and presents a framework to help companies make the right decisions. The framework is built on three key pillars--business strategy, risks, and economic factors. Schwarting, Detlef; Weissbarth, Robert Thu, 10 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945433?gko=c592f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165644?gko=d7dcf The purchasing process for mobile phones and U.S. wireless services is commoditizing. Consumer electronics retailers, national discounters, and online-only players present an opportunity and a threat to carriers. Carriers can still shape much of the future wireless ecosystem, but time is running out and swift action is needed to defend against competitors' attacks on the carriers' dominance. Appling, George; Hagen, Henning; Hodson, Nick Mon, 07 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165644?gko=d7dcf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165643?gko=f7e96 Booz & Company has developed a profiler that lets compa­nies test the coherence of their supply chain capabilities against their defined "way to play" to ensure sufficient align­ment for premium returns. And when alignment is lacking, the profiler provides customized recommendations for improvement. Kauffeld, Richard; Michaels, Adam; Mueller, Curt Mon, 07 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165643?gko=f7e96 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165645?gko=07a75 Procurement departments have often been slow to recognize and respond to situations taking place on the ground in local sourcing markets that have the potential to significantly disrupt their supply chains. By answering four simple questions, procurement officers can stave off difficulties and get a jump on competitors that are still paying less attention. Dutzler, Harald; Harnett, Laura Wed, 02 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165645?gko=07a75 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136978?gko=78045 Supply chain risk has steadily grown as companies have increased their reliance on outsourcing and sole sourcing while simultaneously failing to shockproof their supplier networks. This Perspective details four steps that companies need to take to develop a resilience framework that will help them to mitigate supply chain risk. Turner, Martha Fri, 25 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136978?gko=78045 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136977?gko=4d174 Companies continue to turn to their procurement function as a source for additional savings. Yet for a variety of reasons the identified savings are never actually captured and reflected on the bottom line. This Perspective discusses six elements that must be in place to get the most from procurement savings initiatives. Hawkes, Harry; Houston, Patrick; Turner, Martha Fri, 25 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136977?gko=4d174 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49013983?gko=15738 The CPG industry is poised for the next wave of portfolio shuffling. Leading companies will increasingly build their product offerings around distinctive capabilities systems, which will lead to more asset swapping and M&A activity as brands migrate to those environments in which they will thrive. Leinwand, Paul; Misra, Amit; Neely, J Fri, 21 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49013983?gko=15738 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49006958?gko=b4b53 The pace of the recovery proved to be sluggish in 2010--and the new year will probably be similar to the last. Consumers are still uncertain about the future and exhibit many of the frugal habits they established in the depths of the recession. Given the economic outlook and the dearth of cost-cutting opportunities, we believe the primary means of achieving top-line growth will come from three levers: online, through the continued investment in digital capabilities; innovation, through the creation of new formats, categories, and customer experiences; and international, through the leveraging of fast-growing markets. Hodson, Nick; Martin, Karla; Tau, Marcelo Wed, 19 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49006958?gko=b4b53 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49009342?gko=adef0 The market for social commerce will explode over the next five years as companies race to establish stores on social networking sites. As this growth surge happens, social commerce will take its place alongside stores, telesales, and the more traditional Web to emerge as a significant sales channel in its own right. Anderson, Matt; Brusa, Jennifer; Price, Jerell; Sims, Joe Wed, 19 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49009342?gko=adef0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964237?gko=2c452 Social networking and other new technologies have given rise to the "social consumer." Navigating this new world requires a new way of approaching customer relationship management, commonly called social CRM. In addition to their traditional CRM tools and processes, companies must rethink their product, channel, and customer strategies in order to build an entirely new relationship with their customers through greater transparency. Acker, Olaf; Gröne, Florian; Yazbek, Rami; Akkad, Fares Tue, 21 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48964237?gko=2c452 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c In this interview, the authors of "The Essential Advantage" point out that in this unpredictable economy, traditional approaches to strategy are a luxury most companies cannot afford. Instead they need to follow a Capabilities-Driven Strategy, starting by conducting a clear-eyed assessment of what they as a firm already do exceptionally well, and then doubling down on those differentiating capabilities. Further, they need to limit their focus to, at most, six capabilities, and make those capabilities work together as a mutually reinforcing system that perpetuates competitive advantage. Leinwand, Paul; Mainardi, Cesare Thu, 02 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48834294?gko=0455f A new Booz & Company study highlights the growing importance of mobile commerce as a way both to understand real-time consumer behavior data and to use in-the-moment analysis to capture market share and influence consumer purchases in real time. Anderson, Matt; Buckner, Nicholas; Eikelmann, Stefan; Seelbach, Fabian Mon, 22 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48834294?gko=0455f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 The structure and productivity of sales forces have turned into major concerns for many C-level executives. Every sales force redesign needs to address two fundamental questions: How many sales forces are needed? And what is the optimal reporting structure? It also needs to be executed flawlessly. Dubey, Akshat; Kapoor, Namit; Ripsam, Thomas Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd In the current economic environment, there is increasing interest in the concept of "zero-basing" cost and activity levels. Although the concept of zero-basing is understood in theory, it is often misapplied. A structured and pragmatic approach to zero-basing can help achieve sustainable cost reduction while protecting key activities. Clark, Andrew; Groves, Stuart; Nordahl, Hege; Waterlander, Otto Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49293175?gko=66c07 A report issued by the Grocery Manufacturers Association (GMA) and Booz & Company found that over the next three years, 83 percent of food, beverage, and consumer product manufacturers plan to increase their investments in shopper marketing. A majority of companies (55 percent) rank shopper marketing as their number one investment and will boost spending by more than 5 percent annually. The findings and recommendations are based on a survey of more than 2,000 shoppers; a survey of industry executives representing manufacturers, retailers and shopper marketing agencies; interviews with industry executives and analysis. Egol, Matthew Tue, 09 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49293175?gko=66c07 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48780302?gko=35cb5 This year's Booz & Company survey of U.S. consumers reveals that consumers continue to feel they are on shaky ground, and their purchasing behaviors reflect this sentiment. The task for consumer products companies and retailers in the months ahead will be to monitor and understand in detail the evolving behaviors of various consumer segments and to formulate responses to these behaviors category by category. Clyde, Andrew; Egol, Matthew; Hodson, Nick; Tau, Marcelo Wed, 27 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48780302?gko=35cb5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e Getting the most out of a business intelligence deployment means following a rigorous set of guiding principles, assigning clear roles and responsibilities, and managing change throughout an organization. It also means working closely with an ecosystem of partners, and getting the right metrics to the right people at the right time. Kurtzman, Kenny; Michaels, Adam Wed, 13 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48604510?gko=bedd2 Over the last decade, the best CPG industry performers have been small companies with relatively narrow product portfolios supported by three to six differentiated capabilities. These small companies exhibit coherence, which allows them to be efficient in their activities, disciplined about their portfolios, and unmatched at the capabilities that matter most to customers. Hartley, Elisabeth; Lauster, Steffen M. Thu, 16 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48604510?gko=bedd2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48604682?gko=d30ef Contrary to conventional wisdom, a great many CPG categories--perhaps as many as half--are fragmenting instead of consolidating. For executives and brand managers, the key is understanding the dynamics of the category they're in, assessing whether they can change those dynamics, and figuring out the capabilities they need in order to do so. Lauster, Steffen M.; Sharma, Samrat Thu, 16 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48604682?gko=d30ef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550324?gko=9001f The Booz & Company-Quofore 2010 Industry Benchmark ROI Survey provides valuable insights into the ROI of in-store technologies and practices among consumer products companies and the retailers they supply. Van Duyne, Jon Thu, 02 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48550324?gko=9001f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209367?gko=124f2 As companies emerge from the severe economic downturn, more and more of them are adopting capabilities-driven strategies to drive new growth and earn the right to win in their markets. CIOs have an indispensable role to play in these organizations, both in helping to define corporate capabilities and strategies, and in ensuring that IT is properly aligned with them. Alvarez, Eduardo; Filsoof, Ahmad; Waller, Steven Wed, 07 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209367?gko=124f2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48196984?gko=3a33f Coming out of one of the worst downturns in history, many retailers have become skilled at cutting costs fast. But to achieve lasting advantage in an increasingly demanding industry, retailers need to step up their game and create operating models that maximize efficiency and effectiveness on a sustainable basis. Kapoor, Namit; Mani, Matt; Ripsam, Thomas; Sharma, Anu Wed, 30 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48196984?gko=3a33f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48176567?gko=755f8 There will be clear winners and losers in the mobile app market, however. Players like Apple and Android have significant head starts. And e-tailers and retailers such as Amazon and Best Buy will be well positioned going forward. But every member of the mobile app ecosystem must begin positioning itself now for the evolution of the market into a system of stores offering downloadable apps that transcend the mobile markets and can be accessed on multiple devices. Appling, George; Pappalardo, Giulio Wed, 23 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48176567?gko=755f8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47909666?gko=e47db A new evolutionary stage of e-commerce is emerging--the era of "social apponomics." In this next stage of e-commerce evolution, new business models are made possible by social media, consumer insight, and tailored applications. The main value drivers for e-commerce are shifting from the direct mon­etization of online traffic to customer life-cycle management. The key to success is understanding customer needs and creat­ing online customer experiences that translate into customer lifetime value. Anderson, Matt; Harter, Gregor; Hagen, Henning; Plenge, Stefan Tue, 27 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47909666?gko=e47db http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47685279?gko=05427 A "new frugality," born of The Great Recession and evidenced by two consecutive years of declining per capita consumption, is now becoming entrenched consumer behavior that is reshaping consumption patterns in ways that will persist even as the economy rebounds, according to a new survey of 2,000 U.S. consumers from Booz & Company. This new consumer spending report, the second issued by Booz & Company since the early days of the recession in October 2008 confirms a picture of pervasive retrenchment in consumer spending that spans a broad range of consumer product categories. But the survey also suggests that increased frugality may have become learned behavior, making many Americans more cautious and discerning consumers. What is more, the study suggests that these behaviors are "sticky," and unlikely to quickly change as the economy shows signs of improvement. Clyde, Andrew; Egol, Matthew; Hodson, Nick; Leinwand, Paul; Moeller, Leslie; Rangin, Kasturi; Sanderson, Richard Wed, 24 Feb 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47685279?gko=05427 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47681206?gko=60890 Retailers' strategies have been misaligned with both the long-term trends and the short-term challenges they face. This misalignment, coupled with retailers' unclear understanding of what was really driving consumer behavior and preferences, resulted in the proliferation of excess store capacity, nonperforming assortments, and suboptimal formats. Retailers are only now coming to realize that getting space management right is critical to safeguarding and driving profitability. Harper, Simon; Leinwand, Paul; Tau, Marcelo; Harnett, Laura Mon, 22 Feb 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47681206?gko=60890 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341069?gko=1086f To build insights into B2B marketing leadership, Booz & Company recently studied building product manufacturers (BPMs) to better understand shifts in their marketing objectives, spending priorities, and focus on capability-building efforts. Egol, Matthew; Pandit, Yogesh; Perpich, David Fri, 04 Dec 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341069?gko=1086f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341073?gko=9bb53 Competitive pressures in the retail sector are increasing, and all retailers are looking for ways to improve their bottom lines. Success in the long term will depend on whether they can keep controlling costs while enticing consumers to stay loyal to the products and services they offer. That, in turn, will depend on their ability to develop technologies to please customers in every sales channel they serve. To do so, retailers must rethink all of their IT operations. Blansett, Tim; Horvath, Michael; Kapoor, Namit; Newham, Denton Fri, 04 Dec 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47341073?gko=9bb53 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47303565?gko=62693 This co-branded study was conducted under the auspices of Grocery Manufacturers Association's (GMA) Shopper Marketing Committee. Shopper marketing has reached a major crossroads. It continues to be one of the fastest grow­ing and most promising areas of marketing spending for consumer packaged goods (CPG) manufacturers and retailers. But to maintain its growth and fulfill its promise, shopper market­ing must evolve beyond a siloed, tactical practice and become a strategic capability that is better integrated with other major investments across the marketing and media ecosystem. Egol, Matthew; Landry, Edward Tue, 24 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47303565?gko=62693 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236322?gko=2b194 This end-of-year letter to clients describes a winning strategy for retailers in 2010 with three elements: develop "customer ownership" tactics with active programs aimed at deepening knowledge of consumer behaviors and segments; create a seamless customer experience; and move beyond cost-cutting tactics to focus on more systematic efficiency as the economy begins to settle. Leinwand, Paul; Martin, Karla; Tau, Marcelo Fri, 20 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236322?gko=2b194 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177120?gko=9f7a8 In today's maturing consumer markets, emphasis is shifting from straightforward sales to a more holistic approach to customer life-cycle management, with a stronger emphasis on how sales are generated and service provided all along the customer journey. Effectively managing these different marketing, sales, and service channels poses a significant challenge. Companies need new strategies, structures, processes, and tools to deliver customer value across all channels. A multi-channel, integrative customer model that delivers customer value and significant return on investment (ROI) requires both a strong understanding of customer preferences and behaviors and a robust IT architecture that supports the overarching customer relationship management (CRM) strategy. Even those organizations that have embraced the need for sophisticated multi-channel orchestration often still fall short in their execution. This "Perspective" Viewpoint offers strategic guidelines in four areas to ensure success with multi-channel orchestration. Gröne, Florian; Kammer, Karsten; Kirscheneder, Julius; Peterson, Michael Fri, 06 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47177120?gko=9f7a8 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46318194?gko=e451d Consumers in the Gulf Cooperation Council (GCC) region are altering their buying patterns in response to global economic uncertainty. To offset cost pressures and succeed in this difficult environment, companies need to deepen their knowledge of consumers' changing behavior and use it as a strategic lever. As consumer packaged goods (CPG) companies tailor their sales and marketing strategies to capitalize on these insights, they must achieve a careful balance between weathering the crisis and positioning themselves for long-term growth in a region with very attractive demographics and unique socioeconomic trends. For a brief overview of the survey, see "Limited Damage: GCC Consumers Are Still Spending, for Now" Chahine, Gabriel; Molina, Heberto; Sheikh, Faisal Tue, 21 Jul 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46318194?gko=e451d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46319082?gko=39bc7 The countries of the Gulf Cooperation Council (GCC) have not been spared by the global recession, but so far most residents have maintained their pre-recession spending levels. A wide-ranging survey of consumers in Saudi Arabia and the United Arab Emirates (UAE) shows that they remain comparatively untroubled about the region's economic prospects so far, and their behavior at stores and restaurants reflects this: Only 28 percent of consumers in the UAE and Saudi Arabia have reduced their spending levels in the past six months. Such comparatively strong spending could suggest that consumers in the region still perceive resilience and strength in their local economies. For a more detailed discussion of the survey results, see "Connecting with GCC Consumers: CPG Marketing and Sales Executives Must Respond Strategically to New Buying Patterns" Chahine, Gabriel; Molina, Heberto; Sheikh, Faisal Tue, 21 Jul 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46319082?gko=39bc7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 Along with the rest of the country and the world, the San Francisco Bay Area is struggling through a steep economic decline, although Bay Area companies are faring considerably better than most. The Bay Area Council Economic Institute (BACEI) and Booz & Company recently partnered to survey leading companies in this important region to understand both their strategies for addressing immediate concerns and for long-term recovery. Our findings reveal the Bay Area has plenty of reason for optimism, and it will likely retain its privileged position and emerge from the downturn strong and positioned for continued growth. Clausen, Kim Bruun; Cuellar, Max; Nallicheri, Melanie I. Thu, 18 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470849?gko=31f08 There are many reasons that the operating models constructed to procure and pay for goods and services prove inadequate. They may not include the processes, tools, or resources needed to fully execute the sourcing strategy. They may not be properly connected to organizational decision making or sufficiently integrated into key corporate planning processes. Or the IT systems that enable them may be fragmented, impeding efficiency and clouding the visibility necessary to ensure compliance with overall purchasing policies and objectives. In order to mitigate these problems and deliver on purchasing's cost, quality, and service commitments, companies must evaluate and design their procurement operating models along four fundamental dimensions: organization, processes, technology, and performance management. Houston, Patrick; Hutchens, Robert Mon, 12 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470849?gko=31f08 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460761?gko=60f0b Marketing provides a tangible opportunity for cost savings, but few companies have found a way to increase the function's purchasing efficiency. To gain the maximum benefit to their bottom lines and marketing efforts, companies will have to ensure that marketing and procurement departments collaborate to an unprecedented degree. There are four steps that companies can take to begin the process of managing their marketing dollars more efficiently: Analyze marketing spending in detail; adopt a more rigorous approach to spending; deploy decision support tools to end-users; and create a clear delineation of roles and responsibilities. Dutzler, Harald; Houston, Patrick; Turner, Martha Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460761?gko=60f0b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460676?gko=96ce0 In today's risky global business environment, supplier networks are the ultimate lifeline for many companies--delivering the far-flung materials, goods, and services that drive worldwide commerce. The sourcing function has thus become an indispensable contributor to the strategic goals and overall competitiveness of companies in every industry. In no other period has sourcing had so much power to make a significant impact in support of a company's strategic direction and overall competitiveness. And those organizations that are striving to achieve sourcing excellence will enjoy the competitive advantages it yields. This Perspective offers four rules for approaching sourcing excellence: Redesign procurement procedures in simple, concrete ways that can produce measurable and significant value; create total transparency in purchasing costs and trade-offs; collaborate fully with internal and external stakeholders; and become an influential corporate leader. Houston, Patrick; Schwarting, Detlef; Turner, Martha Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460676?gko=96ce0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460662?gko=42c82 Retailers have historically maintained an adversarial relationship with consumer packaged goods (CPG) companies, their primary suppliers. Negotiations over price, promotional support, and marketing budgets, among other persistent areas of disagreement, often result in damaged relationships and minor gains--only to have the fights resume the following year. But companies that want to build holistic relationships with selected suppliers across the value chain, which can result in higher revenue and lower costs than the old haggling habits, must pursue collaboration and cross-functional participation. Harper, Simon; Kapoor, Amit; Kesteloo, Marco; Heinonen, Pertti Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460662?gko=42c82 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470911?gko=fc4e6 The growth in outsourcing, the drive for efficiency, and the dramatic cost savings that can be delivered by well-managed supply chains and pricing analytics have transformed purchasing into a strategic function in many companies. In a recent Booz & Company survey of 100 CPOs and supply chain management leaders, 66 percent of respondents said the CPO will play a larger role in setting business strategy in the next five to 10 years, and 44 percent of respondents said activities in the purchasing department will be a top priority. But hiring the merely good is not enough for organizations that want to build world-class purchasing departments. Instead, they must make stellar appointments--filling the senior procurement jobs with people who can become tomorrow's top corporate leaders. This Perspective offers five steps for recruiting top talent to the function. Harper, Simon; Houston, Patrick Fri, 09 Jan 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43470911?gko=fc4e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43268362?gko=e46ac As consumers seek a simplified shopping experience that is customized to their needs, retailers and manufacturers will have to become curators of the ideal assortment. Moreover, examining each category and cutting the SKUs that are not pulling their own weight will not only appeal to shoppers but also improve profitability. To become practitioners of smart allocation, leading players in the industry will simplify the mix, leverage local insights, and build a responsive supply chain. Martin, Karla; Notaney, Ashok; Sauer, Johan; Tau, Marcelo Tue, 09 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43268362?gko=e46ac http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43108454?gko=28257 On paper, running a marketing department sounds like a dream job. Marketers have tremendous opportunities in a new digital world of constant change, as well as a portfolio of instruments and tools that have never been richer or more precise. With a more strategic approach and greater accountability, marketing can drive business in a way that was not possible before. And yet, the job is more challenging than ever before. This excerpt from a speech at the 2008 CMO of the Year award ceremony examines the stumbling blocks and opportunities. Harter, Gregor Wed, 12 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43108454?gko=28257 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43032914?gko=234b6 Some consumer companies are poised to use the economic crisis to build for the future. We see three opportunities that many companies have not yet recognized. One is to capture insight into the changing profile of consumers to tailor offers at multiple and lower price points. Another is to use the pressures from the crisis to involve the entire company in supporting the pricing strategy and value proposition by increasing efficiency, minimizing risks, and cutting costs. Finally, companies with strong balance sheets are in a unique position to make strategic acquisitions that can reposition their brands and business portfolios for continued success in the eventual recovery. Rawlinson, Richard Wed, 05 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43032914?gko=234b6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 As the Brazilian economy grows and becomes more complex, the mechanisms that represent shareholders and debt holders must become more sophisticated. Each company must take a tailored approach to corporate governance that suits its needs and ensures lasting change and the long-term sustainability of the enterprise. Pigorini, Paolo; Ramos, Arthur; de Souza, Ivan Mon, 27 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42781996?gko=a1200 Consumer products companies make massive investments in their trade promotion programs--yet most executives and managers have no clear data on how well their trade programs are working, due in large part to a lack of reliable information about what happens in the stores. But a recent arrival offers great potential for addressing that problem: mobile computing in the form of handheld devices. They can provide valuable data at every stage of the promotion program, from assessment before the event, to analysis afterward, to planning for the future. In addition, the software allows management to track and report field force productivity, making it easier to get the force to focus on the right visits and to schedule those visits along an efficient timetable. Van Duyne, Jon; VanDelden, Hans Fri, 17 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42781996?gko=a1200 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42738605?gko=cef07 U.S. consumers have cut back spending significantly over the past six months, according to a new survey on consumer spending from Booz & Company. More than one third of consumers have made substantial cutbacks in frequent purchases, such as dining out, driving and shopping for everyday goods. In addition consumers plan to continue tightening their household budgets even further if the economy worsens, cutting back on a range of products and services and durable goods, from electronics purchases to gym memberships to children's toys. While the survey found that consumers will reverse many of these cost-saving measures as finances improve, some changes in spending behavior appear to be long-lasting. Leinwand, Paul; Moeller, Leslie; Shriram, Kolinjuwa Thu, 16 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42738605?gko=cef07 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42174412?gko=1ac7e In-store service has become a vital dimension for retailers that want to deliver a superior, differentiated experience that customers will remember the next time they shop. This article reviews the services that really matter to customers and offers a framework for choosing the best service approach. Leinwand, Paul; Martin, Karla; Tau, Marcelo; Viriot, Aurelie Wed, 20 Aug 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42174412?gko=1ac7e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a Successful Chinese companies have prospered to date through sheer scale, force, and structural position--in other words, through their "hard power." This hard power will continue to be important, but it will not be enough on its own to ensure success. Chinese companies will also need to develop "soft power." Cainey, Andrew; Tse, Edward Tue, 01 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 This Perspective addresses the challenges of organizational design and proposes a new approach to organizing senior management around the Global Core. It presents four models for this new view of senior management, drawn from our own consulting experience and the firm's study of hundreds of other corporations. These models of the Global Core are pertinent to a variety of organizations ranging from highly diversified financial holding companies to more industry-specific companies where operational involvement by senior management does succeed in creating value. Couto, Vinay; Karlsson, Per-Ola; Neilson, Gary Mon, 23 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901976?gko=5694c Organizational success hinges on effective execution, and effective execution is a matter of ability and agility. New research from Booz & Company shows that there are two key levers to pull in building an able, agile organization. Fernandes, Lauren; Neilson, Gary Thu, 19 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901976?gko=5694c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 A new study from Booz & Company shows that there is a better way to sustainably execute change. Hannegan, Christopher; Harshak, Ashley; Rawlinson, Richard; Suarez, David Tue, 17 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901974?gko=66968 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901862?gko=2231b In an average city on an average day, the average citizen runs into some 5,000 marketing messages. Gröne, Florian; Hölbling, Klaus; Acker, Olaf Mon, 17 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901862?gko=2231b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901824?gko=b7705 In this s+b column, the authors postulate a framework for deciding if a brand that has lost its currency should be retired and replaced or whether it has life left. Jullens, John; Bahadur, Nikhil Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901824?gko=b7705 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901812?gko=cee7b Railroad companies, both public and private, are reinventing themselves as customer-conscious businesses. Tipping, Andrew; Zubrod, Justin Tue, 26 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901812?gko=cee7b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901828?gko=fb1bc As concern mounts over rising fuel prices, the long-term availability of energy, and climate change, companies are turning their attention to one area where opportunities to conserve energy and reduce carbon emissions abound: the industrial supply chain. Martha, Joseph; Turner, Martha Tue, 12 Feb 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901828?gko=fb1bc http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460684?gko=df215 In the past few years, the price of many commodities has risen sharply--jumping precipitously in early 2008 to record or near-record levels. The degree to which companies depend on any particular commodity varies across industries, and among individual companies and products: Yet few sectors have been immune from the recent run-up in prices. Whether because of the price of steel for cars, resin for household product packaging, aluminum for soda cans, grain for breakfast cereals, or jet fuel for airlines, the distress has scarred many balance sheets. To profit in such an environment, a company must create a fine-tuned approach to handling commodity price shocks that integrates deep insight into underlying cost drivers with improved pricing transparency and strategic foresight. Houston, Patrick; Mueller, Matthias; Ryan, James; Turner, Martha Wed, 09 Jan 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43460684?gko=df215 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43469605?gko=34cef Procurement chiefs are being asked to undertake a host of new responsibilities: decrease supply chain complexity, speed products to market, stimulate supplier innovation, enhance operational security, and even consider the social and environmental impact of the supplier in sourcing decisions. In leading companies, sourcing is evolving from a stand-alone function that ensures that materials move through the supply chain at the lowest possible cost to a nerve center that monitors, anticipates, and responds to a variety of needs throughout the company--and even those of its suppliers. To learn how some leading companies plan to meet this transformational sourcing challenge, Booz & Company interviewed chief procurement officers at more than 100 global companies with a reputation for procurement excellence. Through these conversations, we discovered that companies will need to make four key organizational adjustments to stay in front of the next wave of change in sourcing:more cross-functional integration, better supply networks, more collaborative supplier relationships, and greater supply chain resilience and risk management. Dutzler, Harald; Liberoth, Peter-John; Schwarting, Detlef; Turner, Martha Wed, 09 Jan 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43469605?gko=34cef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901818?gko=2f18e Harvard Business School professor Joseph L. Bower believes that only home-grown leaders have the sense of history and respect for culture to bring companies through major transitions. But not every insider is up to the job. Wheeler, Steven Tue, 11 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901818?gko=2f18e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901930?gko=5a452 After two decades of battling multinational companies (MNCs) and the U.S. and European brands that invaded their local markets, Latin American companies have acquired sufficient muscle to compete at home and, increasingly, internationally. Costa, Letícia; Pigorini, Paolo; Ramos, Arthur; de Souza, Ivan Mon, 03 Dec 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901930?gko=5a452 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b This comprehensive look at leadership shows how CEOs and their teams can create the kind of company in which executives can thrive. Wheeler, Steven Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f This year, the study of world's 1,000 largest corporate R&D spenders finds two primary success factors: aligning the innovation model to corporate strategy and listening to customers every step of the way. Jaruzelski, Barry; Dehoff, Kevin Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d Acquiring and integrating companies is a risky business anywhere in the world, with a 50 percent success rate at best. In Asia, buying companies can be even trickier than elsewhere. Cainey, Andrew; Tse, Edward Fri, 09 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901888?gko=5167d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901922?gko=49e38 CMOs need to pay more attention to marketing sourcing while increasing transparency into the marketing ROI. Bahadur, Nikhil; Houston, Patrick; Mueller, Curt; Turner, Martha Mon, 05 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901922?gko=49e38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901954?gko=fb551 If retailers and manufacturers had an objective and easily duplicated metric for shelf-space profitability, they could craft better decisions about which products to stock and how to best make use of all that space. Harper, Simon; Kapoor, Amit; Potter, John; Thompson, Laura Thu, 01 Nov 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901954?gko=fb551 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901958?gko=874fd New capabilities are redefining how manufacturers and retailers work together to grab their share of customers' wallets. Kauffeld, Richard; Leinwand, Paul; Sauer, Johan; Utzig, Carter Thu, 01 Nov 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901958?gko=874fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901826?gko=f082c This study, the first cross-industry partnership of its kind, asked more than 250 marketers to participated in surveys, interviews, or both. Together, they identified the ways in which the complex media environment is reshaping the marketing ecosystem. Vollmer, Christopher; Landry, Edward Thu, 11 Oct 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901826?gko=f082c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed This article provides a rare in-depth look into Lego's transformation as it rationalized and streamlined its product development, sourcing, manufacturing, and distribution. Samakh, Edouard; Oliver, Keith; Heckmann, Peter Fri, 28 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e Many consumer packaged goods (CPG) manufacturers are so focused on generating additional volume that the overall efficiency of their trade spend investment is low. Alexander, Trey; VanDelden, Hans Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901868?gko=1ad3e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 To succeed in China, multinationals will need to take the familiar list of three C's (customers, company, and competitors) and add one more: context. Tse, Edward Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 Ten critical factors -- from setting aggressive targets to balancing the need for new capabilities with the need to cut costs -- that can prevent common mistakes in major change programs. McGrath, Jack; Neilson, Gary Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901838?gko=a3029 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901820?gko=614d4 Shelf-centered collaboration (SCC) is a design-based solution to the consumer value chain conundrum: a way to link manufacturers and retailers together with point of sale data and analytics. Kauffeld, Richard; Sauer, Johan Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901820?gko=614d4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901810?gko=2f3e4 Chief marketing officers are moving beyond their roles as deliverers of marketing services and representatives of the customer to the company to take a serious role in company strategy. Tipping, Andrew; Landry, Edward; Harter, Gregor Tue, 28 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901810?gko=2f3e4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e Companies facing the prospect of radical change often succeed in engineering the business aspect of the change, but fall short in genuinely engaging key stakeholders in understanding and embracing the change. Aguirre, DeAnne; Hannegan, Christopher; Neilson, Gary Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901918?gko=5a08e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab For years, most call center managers have placed increasing productivity and improving customer service at the top of their agenda. Yet despite significant investment in new technologies, not much has changed, with average utilization rates hovering well below established benchmarks. Why the lack of progress? Because the cause of underperformance wasn't -- and isn't -- primarily technical. Among the many call centers the authors studied, the primary differentiator between top performers and average performers isn't technological but structural. This whitepaper offers organizational recommendations that can improve performance. Camarate, Jorge; Sanderson, Muir Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 Taking the Smart Center approach may be the single biggest step that companies can take to improve service as well as control overall costs in their call centers. Kohler, Philip; Sanderson, Muir; Smith, Fiona Tue, 14 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902080?gko=e8449 The full potential for Lean thinking in the public sector will only be realised if seen as part of a larger fundamental change in the way services are delivered. Already, some small-scale pilot projects have shown that the approach can work. However, in order to succeed on a larger scale over time, organizations must consider some critical factors to make Lean principles work. Ramakrishnan, Vikram; Sanderson, Muir Wed, 01 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902080?gko=e8449 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901852?gko=a5ef9 Executives of public companies can create the same level of shareholder value as private-equity players. Pettit, Justin Thu, 05 Jul 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901852?gko=a5ef9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901982?gko=0002b Although the end of trade spending may be on the horizon, its demise is not occurring fast enough for most consumer packaged goods (CPG) executives: Manufacturers sink a significant amount of cash into trade spending in combination with other customer spend--as much as 28 percent of gross sales. But thanks to two specific changes in the way manufacturers are approaching their retail partners, the days of trade "spending" as a losing investment may be giving way to an era in which trade investment is a win-win. Leinwand, Paul; Treppo, Steven Fri, 29 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901982?gko=0002b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901990?gko=ba0d9 After years of hype about "big box" retailing, small retail formats are gaining traction in both mature markets in Europe and emerging markets in Latin America and Asia. Ripsam, Thomas Tue, 19 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901990?gko=ba0d9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f Before moving to cash in on businesses you think will be attractive, it is worth taking a hard look at the process of divestiture. Whether it's an outright sale or even a spin off to shareholders, in today's business environment splitting off pieces of a business is much harder than it appears. It can have an impact on not only the divested entity, but the seller itself. Adolph, Gerald; Neely, J Tue, 01 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901932?gko=06e7f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902016?gko=db7e1 In this new era of interactivity, corporations must be aware of what is taking place on the Internet and in social media spaces like MySpace, Wikipedia, and Second Life, and must decide how to participate themselves. They must develop a strategy to address the threats posed by Web 2.0 and seize the opportunities it offers. Hajj, Jad; Hasbani, Ghassan; Peterson, Michael; Eikelmann, Stefan Mon, 23 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902016?gko=db7e1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 For years, the prevailing wisdom has dictated a lean, mean corporate core. There's nothing wrong with this logic, but the implied premise that "bigger means bloated" is faulty. Couto, Vinay; Neilson, Gary Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901896?gko=d5751 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 Traditional cost-cutting programs only address an organization's structure and overlook the other aspects of Org DNA that affect costs: decision rights, information flows, and motivators. Ericksen, Matthew; Powers, Elizabeth; Ribeiro, Frank Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a Facing intense competition -- especially in manufacturing, where productive overcapacity has relentlessly driven down the prices of many goods -- Chinese companies are acknowledging that they will have to do things differently. Tse, Edward Wed, 14 Feb 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901902?gko=ff6ec In focusing their attention on saving a few cents per unit, apparel retailers may be missing an opportunity to significantly increase profits through better design of their merchandise value chain. Hardman, Doug; Harper, Simon; Notaney, Ashok Wed, 07 Feb 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901902?gko=ff6ec http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 With the right plan and effective execution, offshoring can be a critical step toward the creation of an integrated regional service network. Cainey, Andrew; Haddock, Ronald Mon, 18 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901880?gko=c9e36 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41981102?gko=7ff53 What role do consumers play in leading retail innovation? The Coca-Cola Retailing Research Council (CCRRC) and Booz & Company have answered this question through a jointly conducted study aimed at understanding how successful innovation in retail translates into effective business. Acker, Olaf; Costa, Letícia; Fernandes, Fernando Wed, 06 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41981102?gko=7ff53 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 Once again, Booz Allen's annual study of the world's 1,000 largest corporate R&D budgets shows that high investment can't buy success. Jaruzelski, Barry; Dehoff, Kevin Fri, 01 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901994?gko=9db2f Retailers are increasingly demanding customized products and services from consumer goods manufacturers, but half of all customized programs fail to meet the goals of either party. Egol, Matthew; Kauffeld, Richard Wed, 04 Oct 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901994?gko=9db2f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea This whitepaper posits that all too many companies fail to look beyond the traditional downside risks to their business to consider the upside risks, such as missed growth opportunities. Schirra, Wolfgang; Waterlander, Otto Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 Given China's tumultous market environment, companies need to take a flexible approach and respond quickly to sudden changes in supply and demand patterns. Haddock, Ronald; Tse, Edward Sat, 01 Apr 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902076?gko=ee3e3 Service-oriented architectures (SOA) are proving effective at keeping spiraling IT costs in check and still allowing evolution. Alvarez, Eduardo; Jackson, Tim; Benson, Jim Thu, 02 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902076?gko=ee3e3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 This white paper spells out the answer to one of the most fundamental dilemmas facing any company entering China today: Do we go in alone, or do we find a Chinese partner? Tse, Edward Wed, 01 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102165?gko=179ff Despite the passion, hype and multi-billion-dollar spending, the dirty secret of consumer packaged goods is that companies cannot win with branding. Egol, Matthew; Leinwand, Paul; Moeller, Leslie Tue, 06 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102165?gko=179ff http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 Lavish R&D budgets don't guarantee performance. A new Booz & Company study of the world's 1,000 biggest spenders reveals the value of an innovation dollar -- and the basics of a better strategy. Dehoff, Kevin; Jaruzelski, Barry Thu, 01 Dec 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901840?gko=324f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902074?gko=81d25 It's not often that capital projects management and supply chain management are used in the same breath--but they should be. A Booz & Company analysis of energy company performance from 2001 to 2003 found that while the amount most businesses spent on capital projects was proportional to their size, companies that executed projects best by closely monitoring and controlling costs and schedules were able to significantly increase their net earnings relative to their peers. McKenna, Matthew; Wilczynski, Herve Mon, 18 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902074?gko=81d25 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 Process complexity is one of the silent killers of profitability. Any time a new product is added or changed or a service level is increased without addressing complexity the result is a process that is a little more cumbersome and a little more costly. Over the long haul, many good strategies go wrong simply because of the drag created by all those incrementally increasing costs. CIOs have an important role to plan in managing that complexity. Egol, Matthew; Hirsh, Evan; Irwin, Gil; Martin, Karla; Rao, Giridhar Fri, 01 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 China is in a unique position to proactively address HIV/AIDS while rates of infection are still relatively low (0.07%). Businesses have the opportunity to not only prevent the growth of HIV/AIDS, but to help mitigate the long-term economic costs of the disease for both individual companies and China's economy. Beever, Charles; Tse, Edward Sat, 14 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901992?gko=98a97 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c According to a recent Booz & Company study, European executives are setting ambitious innovation performance targets for the next three years. Respondents not only seek to boost their return on innovation investment by an impressive 29 percent, but they also hope to increase product/service introductions while shortening time to market, increasing quality, and decreasing product/service costs. Hauser, Richard; List, Georg Thu, 05 May 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901912?gko=4825c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c Innovation--the ability to define and develop new products and services and deliver them to market--is the fundamental source of value creation in companies and an important enabler of competitive advantage. Dehoff, Kevin; Jaruzelski, Barry; Kronenberg, Eric Fri, 15 Apr 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901760?gko=4345c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902048?gko=16d6a The emergence of China in the global economy is arguably the most significant economic event in recent history. With economic growth averaging between 8 and 9 percent per annum for the past decade, coupled with a truly massive domestic population, most global companies have long since recognized that China is simply too large a market for them to ignore. Haddock, Ronald; Tse, Edward Tue, 01 Mar 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902048?gko=16d6a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902052?gko=cab0a Why are some companies so successful at leveraging brands, while others achieve far more modest returns on their branding budgets? To find out, we and the brand consulting firm Wolff Olins carried out research among marketing executives across Europe. It shows that over 90 percent of companies believe their brand is a key element of their success--twice as many as five years ago. Yet less than 20 percent put the management of their brand at the heart of their business systems and capabilities. Harter, Gregor; Koster, Alex; Peterson, Michael Tue, 01 Mar 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902052?gko=cab0a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901908?gko=c8ef2 Many elements of the CFO's expanded, everyday role become more crucial in a merger, and success in these areas can help beat the odds and create a transaction that delivers. Adolph, Gerald; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901908?gko=c8ef2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 This study outlines the elements of an effective early warning system and the surprises that can occur if one element is missing or underemphasized, or if the relationships between them are out of balance. Kerins, Jason; McNeese, Cynthia Thu, 20 Jan 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901920?gko=96324 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 Taking a strategic approach to purchasing will drive sustainable results across the organization. A successful procurement agenda needs to address four key dimensions: processes, organization, technology, and performance management McKenna, Matthew Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 Burdened with multiple layers of management, these organizations tend to suffer from "analysis paralysis." When they do move, they move slowly and reactively, often pursuing opportunities later or less vigorously than their competitors. More consumed with the trees than the forest,managers spend their time checking one another's work, rather than scanning the horizon for opportunities or threats. These organizations are frequently bureaucratic and political in nature and tend to frustrate self-starters and results-oriented individuals. Mitchell, Deanna; Neilson, Gary Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 It's planning time again. For most, this is a painful exercise. In the worst cases, the resulting plan is more aspiration than inspiration. Unrealistic sales targets, sandbagged expense budgets, and other hopes are forged into next year's roadmap. Stacks of reports and terabytes of data are generated but often ignored during interminable planning meetings. After all that, the plan is forgotten in a few months. Do any of these aspects sound familiar? Heinz, Irmgard; Kerins, Jason; McNeese, Cynthia Mon, 18 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 In collaboration with the Association of National Advertisers, the leading U.S. marketing trade organization, Booz Allen Hamilton surveyed 370 people at more than 100 companies in nine industries in an attempt to discover whether marketing is in fact disconnected from the leadership agenda, determine the causes of any dysfunction, and uncover the best practices of superior marketing organizations. Hyde, Paul; Landry, Edward; Tipping, Andrew Mon, 11 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901874?gko=740c1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979294?gko=7a025 In their pursuit of customer revenues, wireless operators have become "accidental retailers," building networks of single-brand, single-product stores that collectively cover over 6,000 locations in the U.S. alone. Jaruzelski, Barry; Moeller, Leslie Fri, 01 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979294?gko=7a025 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d So congenial as to seem conflict free, the Passive-Aggressive Organization breeds a culture of simulated compliance where "everyone agrees but nothing changes." Building a consensus to make major changes is no problem; it's implementing the changes that can prove impossible. Kellner, Karl; Neilson, Gary Wed, 18 Aug 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901956?gko=ba47d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 Much as an athlete's true mettle is tested under the pressure of competition, an organization's corporate values are never as strained as when a company is in the midst of a major transformation. Aguirre, DeAnne; Burger, Christian; Krings, Joerg; Tipping, Andrew Fri, 16 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902104?gko=ebcd1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 Product development has universally been identified as a key driver for growth and value creation. As a result, companies are focusing significant investments on the pursuit of the so-called "killer idea". In our opinion however, successful product development for many companies is not so much about developing "killer ideas" as about being able to control their product development activities and ensuring scarce resources are used in the most efficient and effective way. List, Georg; Mensing, Peter; Veldhoen, Steven Mon, 12 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902102?gko=e3dfb Astute companies are increasingly looking to their customers to drive growth-tailoring offerings, indeed their whole organizations, to customers' unique needs. The problem many companies face, however, is: How do you cater to customers without incurring debilitating costs in complexity? Building a truly customer-centric organization is the solution. Egol, Matthew; Hyde, Paul; Ribeiro, Frank; Tipping, Andrew Wed, 07 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902102?gko=e3dfb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901830?gko=c91da Each company has an intrinsic innovation effectiveness curve. Here are three ways to lift it. Kandybin, Alexander Thu, 01 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901830?gko=c91da http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df Managing change is a critical component of any major transformation. It is a necessary process that helps companies successfully implement new strategies. Change management gets results by building sponsorship from the top, creating leaders who will act as change agents, and by changing behaviors in frontline teams and individual employees in business units. Aguirre, DeAnne; Hyde, Paul; Neilson, Gary; Tipping, Andrew Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 Service organizations face unprecedented challenges in today's business environment. Customers demand better service and more customized offerings. Sales managers push for incremental evenue, improved retention, and higher service levels. And senior management expects the virtually impossible--meaningful cost cutting at the same time as new product launches, acquisition integrations, and new market entry. Bailey, Curt; Nallicheri, Narayan Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 With the continued uncertainty in global markets, the ability to bring large-scale programs to a successful conclusion has become even more critical for the survival of many Fortune 500 companies--regardless of whether they are under pressure to achieve multibillions of dollars in savings or to realize revenue synergies from an acquisition.Our experience in many large-scale transformations has taught us that things can go wrong without a dedicated, structured, and comprehensive program management approach. Lauster, Steffen M.; Ripsam, Thomas Tue, 01 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 There comes a point in any successful change movement when a great truth dawns on those involved: The inevitability and wisdom of the ongoing change is finally understood, and the new reality accepted. And what typically evokes this realization? Not hard data, nor a new process, nor an edict from above. Aguirre, DeAnne; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Sat, 01 May 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902022?gko=40146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f Tools and techniques to help companies transform quickly. Aguirre, DeAnne Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901804?gko=43a3f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f For most companies, significant challenges remain in improving the cost-effectiveness of their internal services. As the external environment shifts for a company's core business and the marketplace for G&A services, so too does the internal economy of the firm as BU customers demand increasingly customized services. In this charged environment, G&A practices are evolving rapidly and fundamentally. This report examines both the traditional and leading-edge approaches to G&A management andtheir impact on company performance. Couto, Vinay; McNeese, Cynthia; Pigorini, Paolo Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102950?gko=8b660 Strong leadership, collaborative partnership, results-based funding, and balanced prevention, treatment, and care were found to be critical success factors in the fight against HIV/AIDS. These conclusions were the result of a strategic simulation conducted by business, government, and civil society executives in New Delhi, India, in October 2003. Beever, Charles Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102950?gko=8b660 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 The most successful strategy-based transformations follow a three-phased approach that integrates the development and implementation of the strategy/operating model with the process for driving the human and emotional elements of change. As is the case with the coaching staff on the gridiron, the roles of the CEO and top team will change across the three phases of the transformation.Phase 1: Engaging the Top and Leading the ChangePhase 2: Cascading Down and Breaking BarriersPhase 3: Mobilizing the Base and Creating Ownership Aguirre, DeAnne; Hyde, Paul; Krings, Joerg; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb Success at large-scale transformation demands more than the best strategic and tactical plans, the traditional focus of senior executives and their advisers. It requires an intimate understandingof the human side, as well--the company's culture, values, people, and behaviors that must be changed to deliver the desired results. Plans themselves do not capture value. Value is realized only through the sustained, collective actions of thousands or tens of thousands of employees who are responsible for designing, executing, and living the change. Neilson, Gary Mon, 01 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902024?gko=9a9bb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 You know that significant change is required for your company. You've done the analysis and come up with the right solution. You've gotten senior management buy-in, promised results, and announced the change program to the middle management. Three months have passed, but the change has stalled. Why hasn't the organization adopted the change? With dramatic market shifts and rapid executive turnover, strategic change programs must be implemented and deliver results quickly. Aguirre, DeAnne; Neilson, Gary Sun, 01 Feb 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902046?gko=06098 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902008?gko=29857 The way a company responds to demands for customized products or services can make the difference between performance that leads a sector and performance that lags that of industry peers. A Booz & Company study of product and service companies found that Smart Customizers--companies that focused simultaneously on value creation strategies and delivery alignment--outperformed industry peers two-to-one in revenue growth, and had profit margins 5% to 10% above competitors'. Companies that failed to align the value of variety with the cost of complexity were five times as likely to grow at rates below their industry average. Egol, Matthew; Martin, Karla; Moeller, Leslie Mon, 03 Nov 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902008?gko=29857 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42157407?gko=301c0 Too many companies have embraced customization in the name of growth without adapting their operating model to balance the necessary cost tensions that result. In essence, companies have outgrown their operating model, thereby risking their business resilience. The solution lies in adapting the "DNA" of the organization to identify, isolate, and optimize complexity. Alvarez, Eduardo; Buchanan, Ian; Bush, Carl; Chang, Jong; Gupta, Amit; Lakenan, William; Oliver, Keith; Pigorini, Paolo; Saddi, Joe; Tipping, Andrew; Uchida, Akira Wed, 22 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42157407?gko=301c0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 In recent years, as top-line growth has stalled, companies have had to get creative about cost reduction. As always, they are looking first to pare expenses in internal services. What is different is the lens they are applying; the perspective has broadened. Instead of relying solely on supply-side tactics to cut costs (e.g., process reengineering, automation, outsourcing, offshoring), companies are now managing the demand for internal services as well, challenging both service providers and business-unit customers to make serious affordability and service level trade-offs. Couto, Vinay; Pigorini, Paolo; Saddi, Joe Wed, 15 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 The business process reengineering approach popular in the mid- to late-'90s may have delivered on the initial cost reduction front, but it is ill-equipped to evolve with new market requirements. Neilson, Gary; Saddi, Joe Sat, 11 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902110?gko=4d9b7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b If you look closely at the management ranks of many Fortune 500 corporations, you'll see: excessive layers and narrow spans of control, particularly among mid-level directors and managers. The result is often bureaucratic buildup, bottle-necked decision-making, and a general lack of innovation. Employees laboring at the customer-facing end of this attenuated organization structure are hamstrung by vertical decision-making and multi-matrixed reporting relationships. Organizations like these need to look beyond simple headcount reductions to find more lasting and effective methods for getting in shape. Neilson, Gary; Saddi, Joe Wed, 01 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902056?gko=4ab9b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902058?gko=149d4 Current economic conditions are forcing companies to significantly rebase General & Administrative costs. For many organizations, the cost cutting in the IT function is expected to deliver 40% or more of overall savings. The problem is, many organizations are already struggling with budgets that are barely adequate to the demands being placed on their IT function. With no place else to squeeze, the traditional approaches to IT cost management aren't effective anymore. It's time for a new approach. Our recent experience indicates that managing the "demand" for IT services yields as much, if not more, benefit than traditional "supply" focused cost reduction programs. Alvarez, Eduardo; McNeese, Cynthia Tue, 01 Jul 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902058?gko=149d4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef To date companies have have attacked internal service costs from the supply side. Our client experience suggests that there are benefits from managing the demand for such services. Couto, Vinay; Kaul, Anil; Neilson, Gary; Saddi, Joe Mon, 12 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902106?gko=db5ef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab Peer into the hallways of any business unit, and you will likely find "shadow staff", people performing tasks that duplicate those performed elsewhere in the organization. No matter the industry, shadowm staffs lurk in the corners of most large enterprises. Once brought to light these positions can add another 30 to 80% to total support staff head counts. Neilson, Gary; Saddi, Joe; Spiegel, Eric Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902062?gko=bc5ab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902054?gko=b3a4d While SCM officially reached "adulthood" this year--21 years after our Keith Oliver first coined the term--it continues to fall short of its substantial promise. A survey we recently conducted points to the reasons the discipline has underdelivered, suggesting that top management needs to take a far broader view of Supply Chain Management, deepen its own involvement in the design and ongoing guidance of the function, and take a more realistic view of what technology can--and cannot--do. Hölbling, Klaus; Heckmann, Peter Thu, 01 May 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902054?gko=b3a4d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 "Business is flat. I need to cut overhead costs quickly to meet my earnings forecast. At the same time, I have to launch an even bolder round of restructuring to bring costs down 30 to 40 percent over the next three to five years. And I need to achieve these goals without undermining the core functional capabilities needed to keep my business moving and, ultimately, achieve above-market growth." Sound familiar? Seem impossible? Alvarez, Eduardo; Couto, Vinay; Neilson, Gary Sat, 22 Feb 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7 Senior executives continually lament the amount of time they spend wrestling with organizational problems rather than building their business. From the CEO on down, business leaders routinely express variations on the same fundamental themes -- "We have the right strategy and a clear action plan, but we can't seem to execute," "Our industry is undergoing tremendous upheaval, but our people either don't recognize it or won't do anything about it". Addressing these concerns-- or rather the critical organizational constraints that underlie them -- is often the key to unlocking superior financial performance. Kletter, David; Neilson, Gary Fri, 01 Nov 2002 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902032?gko=c41e7