Executive Insights

Volume XIII, Issue 24 | November 18, 2011 | By: Jon Weber, Francois Mallette

L.E.K. Consulting has undertaken its Consumer Sentiment Survey (CSS) semiannually since fall 2008 to track households’ spending expectations. For the fall 2011 L.E.K. CSS, we contacted more than 2,000 U.S. consumers for insight into their spending expectations for the next six months.

Volume XIII, Issue 10 | July 6, 2011 | By: Francois Mallette, Jon Weber

Americans’ outlook on the economy, employment and their own financial standing continues to be cautious, which is leading consumers to predict curtailed spending during the next six months. To understand opportunities for retailers and consumer products companies, L.E.K. contacted more than 2,000 U.S. consumers in April 2011 for its sixth L.E.K. Consumer Sentiment Survey (CSS).

Volume X, Issue 3 | October 1, 2008 | By: L.E.K. Consulting

The normal course of business today brings with it constant demands for change. Flexibility and agility have become essential attributes for successful organizations. There remain, however, exceptional business events that create the need for rapid organizational and performance transformation, stretching organizations beyond 'normal' and testing the most robust change processes to the limit. The events that create these conditions typically fall into three categories: mergers and acquisitions, performance turnaround, and senior executive change. Companies often fail to achieve the speed and scale of improvement required at these key moments for reasons that are usually avoidable and which stem from a limited number of root causes. This article explains how to eliminate the cause of program failure.

Volume IX, Issue 2 | April 1, 2007 | By: Carol Wingard

The landscape for consumer goods in China is undergoing radical change. New upper and middle classes with modern purchasing habits and buying power have emerged, fueled in part by market based economic policies and significant per capita income growth. The removal of most trade restrictions in 2004 opened the door to foreign retailers looking to capitalize on this opportunity.

Volume IX, Issue 1 | February 26, 2007 | By: Carol Wingard

Succeeding in China's Multi-Layered Retail Environment explores four major complexities to successful retailing in China and offers insights into navigating these challenges and capitalizing on the enormous potential of this emerging market. While the allure of tapping into the Chinese consumer base is clear, the challenges involved in establishing and growing a retailing enterprise there can be both significant and bewildering.

Volume VI, Issue 3 | June 1, 2004 | By: Francois Mallette

Many firms are benefiting from major revenue and margin improvements resulting from actions taken over the past few years. These improvements flowed directly from efforts to optimize all functional operations and hone growth strategies. We have noticed, however, that many organizations have not systematically assessed and/or modified their financial strategy to maximize shareholder value. To address this challenge we take a critical look at making financial strategy a more dynamic part of the arsenal of tools at senior management's command.

Volume V, Issue 2 | June 1, 2002 | By: Peter McKelvey

Creating value through acquisitions has proven to be a perilous strategy. Often, the seller knows more about the business and its markets than the buyer. This asymmetrical knowledge can cause the buyer to over pay and result in the destruction of large amounts of shareholder value. How does one avoid costly strategic misreads when completing acquisitions? The answer lies in recognizing what you are buying, understanding how it fits into your overall strategy, and carefully developing your post-acquisition plan.