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Executive Insights

Volume XVI, Issue 35 | October 10, 2014 | By: Jonathan Simmons, Vassilis Economides, Remy Ossmann U.K. Grocery Market Share of Hard Discounters Price Comparison of U.K. Supermarkets vs. Hard Discounters Price Comparison of French Supermarkets vs. Hard Discounters CPI: Food and Non-Alcoholic Beverages (1998-13)

The U.K.‘s big four supermarkets grew rapidly in the 1990s and 2000s, but since the financial crisis a combination of factors has negatively impacted revenue and profit growth as consumers have seen their incomes squeezed and have become more fuel and cost conscious. Jonathan Simmons, Vassilis Economides and Remy Ossman from L.E.K.’s European Retail & Consumer Products practice have examined the strategies of major French supermarkets for lessons on how a price-led strategy can ensure the long-term viability of the business, while protecting margins in the short-term. In this Executive Insights, we identify six key strategic initiatives U.K. supermarkets and suppliers should focus on, all of which are aimed at passing efficiency gains to consumers through lower pricing, while ensuring profit protection and an eventual return to growth.

Volume XVI, Issue 34 | October 2, 2014 | By: John Thomas Three Primary Models Shape Airline’s Strategic Direction Economic Profit by Carrier Business Model (2008-2013) Top 150 Carrier Capacity by Carrier Type (2004 – 2023) Regional Business Model Outlook

In this Executive Insights, L.E.K.'s John Thomas and Brett Catlin address the three evolving airline business models and the tactical opportunities and strategic questions behind each.

Volume XVI, Issue 33 | October 1, 2014 | By: Vassilis Economides, Alex Evans, Manny Picciola Multi-pronged Promotions Improve the Effectiveness of Promotional Activities The Magnitude of Price Reductions Should Be Evaluated Carefully to Maximize Profitability

In this Executive Insights, L.E.K. Consulting’s Vassilis Economides, Alex Evans, Manny Picciola and Rob Wilson offer three ways to reorient your approach to maximizing trade spend effectiveness, including understanding what consumers really want and engaging channels as equal partners in the trade investment strategy. 

Volume XVI, Issue 32 | September 19, 2014 | By: Michael Connerty, Carol Wingard Criteria in Determining Location of Manufacturing Facilities Importance of Shale Gas by Industry Uses of Additive Manufacturing (3D Printing) by Industry Factors Hindering U.S. Manufacturing from Achieving Growth

In this Executive Insights, L.E.K. Managing Directors Michael Connerty and Carol Wingard discuss five critical themes that are playing out across several manufacturing industries. One thing is clear — optimism about the future of U.S. manufacturing is relatively buoyant, as 68% of the executives surveyed agreed that U.S. manufacturing will experience accelerated growth in the next five years. L.E.K. discusses the trends in U.S. manufacturing and whether a renaissance is really on the rise.

Volume XVI, Issue 31 | September 18, 2014 | By: Michael Connerty, Nicole Mooljee Damani Most Urgent Needs by Hospital Decision Makers Mapping Operational Performance to Growth Challenges

The medical device industry can be credited with numerous examples of improving healthcare delivery and enhancing the quality of life for many patients. However, the changing healthcare environment is contributing to several growth challenges for these MedTechs. Increasingly, OEMs are focused on operational excellence to help combat shrinking growth rates and margins. In this Executive Insights, L.E.K. Managing Directors Michael Connerty and Nicole Mooljee Damani address the four largest growth challenges for MedTechs.

Volume XVI, Issue 30 | September 9, 2014 | By: Nicole Mooljee Damani, Massimiliano Rubin

L.E.K.'s Executive Insights "Beyond The Product: Service Expansion Opportunities for MedTechs" outlined the possibilities for expanding into broader services, given hospitals' need for cost containment and integrated support. Now, L.E.K. MedTech Partners Nicole Mooljee Damani and Massimiliano Rubin give their perspective on the dynamics of this sector in Europe.

Volume XVI, Issue 29 | September 4, 2014 | By: Andrew Allum, Owen Hazell Variables Tested and Included in Marketing ROI Calculation (Example) Isolation of Factors Influencing PCT Revenue (Indicative Example)

In this Executive Insights, L.E.K partners Andrew Allum and Owen Hazell present a proven solution to the common Passenger Transport Companies (PTCs) marketing challenge - lack of funding. By accurately filtering out non-marketing factors and deploying a high degree of analytical rigor in the ROI calculation, L.E.K. successfully shows a clear relationship between marketing expenditure and revenue generation.

Volume XVI, Issue 28 | July 9, 2014 | By: Martin Pilkington, Geoff Parkin The Four Key Elements of Innovation Best Practice Minimum Loveable Product Approach Innovation Cycle of an Online Travel Retailer

In this Executive Insights, L.E.K. Consulting examines exactly how digital specialists handle innovation and what separates them from competitors who struggle to achieve such fast innovation cycle times.

Volume XVI, Issue 27 | July 2, 2014 | By: Thilo Henkes, Martin Bundschu The sustainable packaging market is segmented into three categories

Sustainable packaging is now a $27 billion market and growing at nearly 4% annually across three distinct segments: reusables, recyclables and degradables. In this Executive Insights, L.E.K. Consulting examines the sustainable packaging market, its three segments and the drivers of these packaging trends to find out who will be the winner in sustainable packaging.

Volume XVI, Issue 26 | June 11, 2014 | By: Simon Horan, Peter Walter, David Ogilvy Generator Full Potential (GFP) Value Driver Tree (subset shown) Identifying Systemic and High Cost Unplanned Offloads Client Outcomes

L.E.K. Consulting has worked with baseload coal-fired generators to help drive transformation with significant results. Through our experience we have developed a robust transformation approach – "Generator Full Potential" (GFP). GFP addresses the full suite of improvement levers for generators, covering both cost efficiency (operating and capital costs) and availability optimization. Moreover, it ensures the sustainability of results through building the necessary supporting management practices, systems and performance management regimes.

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