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What's Top-of-Mind for the World's Executives

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To stand still is to fall behind 2015 Consumer Executive Top of Mind Survey kpmg.com/CMsurvey © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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KPMG and the CGF recently asked 539 senior executives at global consumer companies what their top of mind priority was for the coming year Although talent, growth, consumers and data were the areas most often rated as ‘very’ or ‘critically’ important to success, Global expansion and top line growth clearly emerged as executives’ topmost priority for 2015. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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So – the goal is to grow… …The question is, how? © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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THE DRIVERS, ENABLERS AND DERAILERS OF GROWTH: Consumer trust Driver Consumer knowledge Driver Omni-channel and technology Enabler Data security Enabler Derailer Supply chain © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Derailer CSR and Sustainability


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Driver Consumer trust 1 in 3 executives said building consumer trust would be an area for increased investment over the next year. This is the top area of focus after growth. $ © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Driver “No matter how good your product or service is, you will not be able to grow without the trust of your customers.” Willy Kruh Global Chair, Consumer Markets KPMG International © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Driver Omni-channel and technology The growing role of the Internet throughout the path to purchase continues to be critically important to companies’ ability to compete. Yet this area remains a significant challenge for many executives. 25% said it’s a top challenge © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Driver 55% 52% Seamless shopping experience Ability to shop from a mobile device Just over half of the retailers surveyed offer a seamless shopping experience and slightly fewer offer mobile shopping © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Driver “Becoming ‘diagonal’ will help consumer companies cut through emerging technologies like smart watches or new payment methods that may be controlled by third parties.” Jeanne Johnson Head of Omni-Channel KPMG in the US © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Enabler Consumer knowledge The possibilities of data and analytics have not yet been fully absorbed and integrated by most companies. Without deep insight into customer preferences and behaviors, success is far from guaranteed – creating a competitive edge for those who can grasp it. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Enabler 1 in 5 respondents said that they understand how their customers will actually behave © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Enabler “The competitive edge will go to those companies who master ‘turning data into insight into value.’” Thomas Erwin Senior Partner, Data & Analytics KPMG in Germany © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Enabler Supply chain The move to digital and mobile shopping puts pressure for efficiency on all aspects of supply. As a result, this is one of the areas that is important to many who named it as an area for increased investment. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Enabler 24% of executives said they are planning to increase investment in their supply chain © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Enabler “Regardless of whether companies think supply chain and operations improvements are needed to fuel growth – they should ensure they’ve got a cross-functional, well-constructed supply chain strategy.” Andrew Underwood Head of Supply Chain for Consumer Markets KPMG in the UK © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Derailer Data security Over half of the respondents believe their company has the skills and technology to manage cyber security, indicating a possible false sense of security. Even executives who have already experienced a breach show no greater concern about the issue than those who have not. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Derailer Reputational damage and loss of consumer trust Lost time due to crisis management Loss of intellectual property Top 4 most significant threats executives said they feared as a result of a data breach © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Inability to deliver products or services


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Derailer “Threats to companies’ data are dynamic – they can [also] be attacked by activists, government or competitors.” Anthony Buffomante Head of Cyber Security for Consumer Markets KPMG in the US © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Derailer CSR and Sustainability When it comes to corporate social responsibility (CSR), food and product safety ranked as companies’ top priority, area for investment, and greatest challenge. As a key driver of consumer trust, this is not surprising. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Derailer 2 out of 3 executives said consumer trust is the primary driver of their sustainable practices © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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Derailer “Customers will leave if they don’t feel like they can trust a brand. Companies need to think about what their brand stands for, and how they can build tangible trust.” Julio Hernandez Global Head of KPMG’s Customer Center of Excellence © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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IS YOUR COMPANY READY FOR GROWTH? Customer trust Is your company actively building consumer trust? CSR & Sustainability Omnichannel Is your omni-channel strategy as dynamic as your merchandising plan? Customer knowledge Data security Do you understand the risks of a security breach? Are you prepared? Supply chain Do your customers understand and value your commitment to CSR and sustainability? Are you leveraging the intelligence your customer data holds? Is your supply chain agile and efficient enough to meet new and growing demand? © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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WHO WAS SURVEYED Company headquarters 34% 16% 28% Europe and Russia Latin America 9% Asia Pacific Africa/Middle East Northern America 13% Title CEO/President: 16% Director/Board member: 9% Other C-suite: 50% Senior management: 22% Other: 2% Company size (USD) Less than $500 million: 14% $500 million-$999 million: 25% $1 billion-$4.9 billion: 27% $5 billion-$19.9 billion: 19% $20 billion-$50 billion: 9% Over $50 billion: 6% Primary business Manufacturer: 48% Retailer: 32% Distributor: 20% Source: KPMG 2015 Consumer Executive Top of Mind Survey © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Subsector Consumer goods: 38% Food or beverages: 31% Clothing, apparel, or footwear: 16% Diversified: 8% Agribusiness: 2% Other: 5%


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Willy Kruh Peter Freedman Global Chair, Consumer Markets KPMG International wkruh@kpmg.ca @WillyKruh_KPMG Managing Director The Consumer Goods Forum p.freedman@theconsumergoodsforum.com @CGF_The_Forum For more information on the report contact us or visit kpmg.com/cmsurvey © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind International”), a Swiss other member firm third parties, nor does KPMG International have any are authority to obligate or bind any member firm. All rights reserved. © 2015 KPMG International Cooperative (“KPMG KPMG International or any entity. Member firms of the KPMG network of independent firms suchaffiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.


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kpmg.com/socialmedia kpmg.com/app © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.


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