Executive Insights

Volume XVIII, Issue 49 | December 22, 2016 | By: Manas Tamotia, Maria Steingoltz Consumer foodservice market value in selected Southeast Asian countries (2005-15) Consumer foodservice market value by outlet type in selected Southeast Asian countries (2015)

Consumer expenditure at foodservice outlets has grown by 8% annually in the six large Southeast Asian countries over the past decade. Yet the foodservice industry suffers from insufficient coverage by suppliers, distributors and retailers alike. This Executive Insights examines the rise of new models emerging across the region for grocery retailers to capture a greater share of foodservice expenditure.

Volume XVIII, Issue 44 | November 22, 2016 | By: Jon Weber Examples: The benefits of thinking small

As today’s consumer brand leaders assess their strategic options, it’s always tempting to “think bigger” — but it’s not always the best way achieve and sustain long-term growth. This Executive Insights examines the merits behind “thinking small” and cites multiple successes of consumer brands that are winning big with this approach.

Volume XVIII, Issue 41 | October 27, 2016 | By: Manny Picciola, Rob Wilson

What do 7.5-oz Coke “mini cans,” Heinz “Fridge Fit” ketchup bottles and Campbell’s Ready-to-Serve soups have in common? All are food-packaging innovations borne out of consumer demand, as well as customers’ willingness to pay extra for unique features and benefits that have ultimately led to profitable bottom-line growth in flat or declining categories.

Volume XVIII, Issue 40 | October 26, 2016 | By: Rob Wilson, Manny Picciola, Chris Randall Private-label dollar share by country U.S. private-label supermarket growth

While grocery penetration of private-label products has stagnated in recent years, there are a number of compelling reasons that lead L.E.K. Consulting to believe the next wave of private-label growth actually might be right on the horizon. This Executive Insights takes a closer look at the significant opportunities for retailers, private-label manufacturers and branded consumer packaged goods companies seeking to catch the next wave of growth in private-label products.

Volume XVIII, Issue 39 | October 19, 2016 | By: Jonathan Simmons Network rationalization model Expected profit of additional store groups

The constantly changing relationship between online and offline retail channels is making the task of store network planning more than challenging than ever as retailers strive to maximize profit margins. In this Executive Insights, London partner Jonathan Simmons explains how sophisticated network planning tools and advanced data analytics can help retailers to plan effectively and achieve greater profitability.

Volume XVIII, Issue 38 | October 13, 2016 | By: Michael Connerty

Becoming an outcome-centric organization is arguably one of the most important strategic decisions a company can make. In this Executive Insights, we focus on how foodservice equipment manufacturers can work strategically across marketing and sales, product development, pricing, and after-sales support teams to meet the needs of their customers in becoming outcome-centric.

Volume XVIII, Issue 35 | October 11, 2016 | By: Dan McKone, Robert Haslehurst V-Commerce choice framework

Virtual reality (VR), along with its sister technology augmented reality (AR), offers retailers the opportunity to transform how people shop. One customer might try on shirts without having to travel to the store. Another might order furniture on the spot, confident that it’s right for the house. The successful incorporation of VR and AR into retail models also has the potential to vastly change the way retailers are thinking about stores of the future.

Volume XVIII, Issue 31 | September 28, 2016 | By: Karin von Kienlin, Darren Perry Smart homes applications map (selected examples) Routes to market for smart BPMs

The world’s leading technology companies, telecoms providers, utilities and device makers are all investing heavily in smart homes. However there has been little activity from building product manufacturers (BPMs) to date. In this Executive Insights, Karin von Kienlin and Darren Perry explain how BPMs can exploit the opportunities available by adopting three key steps.

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 26 | July 19, 2016 | By: Robert Haslehurst, Chris Randall, Jon Weber

How should consumer businesses decide which tech trends to invest in when many wind up being costly distractions? We outline a framework for focusing on innovations that matter in our latest Executive Insights.