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Executive Insights

Volume XIX, Issue 49 | July 27, 2017 | By: Ashish Khanna, Simon Barrett Key provider categories emerging in the new mobility paradigm Age cohorts as a proportion of the population Price and service attributes of different transport modes Greater London Transportation Economics Usage of ride-share propositions by age cohort Estimated cost to user by transport mode

New mobility is a brave and exciting opportunity with a significant financial prize. In this Executive Insights, L.E.K. Partners Ashish Khanna and Simon Barrett identify the key provider categories emerging in the new mobility paradigm and highlight the critical success factors as they seek to create commercially viable operations.    

Volume XIX, Issue 36 | June 7, 2017 | By: L.E.K. Consulting How value drivers link to value creation Aligning management responsibility for value drivers Value driver matrix Value driver map for petroleum marketing Value driver sensitivities — petroleum marketing Key value driver matrix — petroleum marketing

While maximizing shareholder value is an important corporate objective, it is not specific and accountable enough for operating management, who must also know which factors most influence value and which factors can be most easily affected. This Executive Insights presents an approach to increasing performance that will forge stronger links between operating performance measures and shareholder value creation.

Volume XIX, Issue 34 | June 1, 2017 | By: L.E.K. Consulting Intensive strategy analysis: A three-session approach Strategic programming spurs strategic execution

Successful strategic planning is not a mysterious process available to an exclusive group of top-performing companies. Value-creating strategies are the result of executive commitment, hard work and a well-defined approach. This Executive Insights illustrates some practical techniques for managing the development and execution of business strategies.

Volume XIX, Issue 30 | May 11, 2017 | By: Alan Lewis, Zafar Momin, Peter Smith Airline partnership continuum Example joint venture agreements and benefit-sharing mechanisms Number of joint ventures by airline (active and pending) Joint venture share of total traffic for flights over 3,000 miles

Airlines have long understood that trust is essential to their relationship with customers. Building trust between traditional competitors does not come naturally. The success of JVs depends on airlines’ ability to construct equitable and flexible partnership arrangements. This Executive Insights cites research and market examples to help airlines seeking to maximize the value of joint ventures.

Volume XIX, Issue 28 | May 9, 2017 | By: Dan McKone, Alan Lewis Top 10 economic profit generators, by absolute dollars (2012-2016)

The global airline industry has long been criticized for its inability to earn sufficient returns. But in 2016, for the second consecutive year, the industry generated approximately $17 billion in economic profit (EP), down from the 2015 record of roughly $25 billion. Learn more in This Aviation Insights Review, which provides an update on the global airline industry.

2017 State of the Industry | April 4, 2017 | By: L.E.K. Consulting

The International Air Transport Association (IATA) is forecasting global profits for the airline industry of approximately $30 billion in 2017,* down from a peak of roughly $36 billion in 2016E given an uptick in expected fuel costs. With this backdrop, L.E.K. sees the next five years as critical for airlines to continue their transition from subsistence to sustainability via investments in both product and customer-facing services.

Volume XIX, Issue 3 | January 22, 2017 | By: George Woods

Millennials are reinventing the travel and transport industries. That means everything from the destinations they visit to the way they find and share information about their trips. In this Executive Insights we examine how Millennials behaviours are changing the economics of the airport, travel and associated sectors as this cohort reach the peak of their spending years.

Transport Spotlight | August 29, 2016 | By: L.E.K. Consulting Insight and Analysis: Global Transport’s Untapped $250 Billion Opportunity Today’s passengers: Open to personalized offerings Are Connectivity Solutions Doing Enough? Not Really Optimal Engagement: Provide the Right Offers at the Right Time The First Step in Presenting the Right Offer: Understand Passenger Needs Maximizing Transport Revenue Opportunities: Tailor Offerings to Varying Customer Needs Thinking Like Retailers: Master Customer Segmentation and Become True 1:1 Merchandisers

In this Executive Insights Spotlight on Transport, L.E.K. examines the changing behaviors of passengers and reveals how transport providers must act and think differently to implement a differentiated merchandising strategy — one that truly captivates their passengers with personalized, bundled content and connectivity offerings and makes the most of their time on board. 

Volume XVIII, Issue 30 | August 9, 2016 | By: Peter Smith L.E.K.'s Seven Step Dynamic Performance Management Process Metrics that Reflect How the Business Really Works Economic Framework to Model Future Cash Flows Critical KPI Identification KPI Prioritization Matrix Data Capture Process and New Supporting Technologies

There are only a few KPIs which have a large influence on profitability – but defining and understanding how they interact with each other can be difficult. L.E.K. has developed a Dynamic Performance Management tool which can help businesses to address this problem and improve profitability by more than 30%.

Volume XVIII, Issue 19 | May 24, 2016 | By: L.E.K. Consulting Getting to Yes: A New Paradigm to Change the Way Airlines Manage Their Business

For more than 40 years, the airline industry has trained their front-line staff to “just say no” in order to drive down costs and complexity and meet operationally focused metrics. In this Executive Insights, we discuss how airlines can get to yes. Given the economic importance of ancillary revenues, saying yes can improve true customer loyalty and, in turn, drive future superior and sustainable financial performance.

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