Executive Insights

Volume IX, Issue 4 | June 1, 2007 | By: L.E.K. Consulting

In this issue of Executive Insights, we explore the unique opportunity retailer and consumer goods companies have to reduce carbon emissions across their supply chains and offer insights into how to evaluate and prioritize alternative carbon strategies.

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 VII, Issue 2 | March 18, 2005 | By: L.E.K. Consulting

This article explores the best practices that we have identified in our work with leading innovators across an array of industries. It describes how some of the best-managed innovation processes are structured and suggests ways that you can integrate these strategies into your organization's approach to product / service innovation and development.

Volume VII, Issue 1 | February 1, 2005 | By: L.E.K. Consulting

Take a Stand Against Margin Pressure examines one of the most powerful levers available that can impact bottom line performance: Pricing. While most retailers are reluctant to increase prices for fear of losing customers, we present data and analysis suggesting that different products are capable of supporting price increases based on why and how they are purchased.

Volume V, Issue 3 | September 1, 2002 | By: Carol Wingard

Entering a new geographic market, whether just across the border or thousands of miles overseas has again become an attractive growth strategy. To be successful, management must access the difficulties of capital flow, the exposure from inadequately protected intellectual property, and the added costs of working with an unfamiliar government bureaucracy for each country it considers. This issue outlines the strategic assessment process for evaluating international growth opportunities. L.E.K. Consulting identifies which countries provide the best fit by analyzing each country against ranked criteria determined in conjunction with our client. For our clients this means ensuring that they have selected the country that has the highest probability of success.

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.

Volume III, Issue 1 | September 1, 2000 | By: Dan Schechter, Bill Frack

Like all M&A activity, deciding if, when, and in what form to separate some part of a company's assets needs careful objective analysis to determine what action will create the most long-term value for shareholders. This newsletter provides key insights into structuring analyses for equity separation propositions and shares L.E.K. Consulting's experiences with both traditional companies trying to maximize their often undervalued technologies and new economy businesses looking to develop the most appropriate entities for facilitating growth and attracting capital. They offer the reader a pragmatic framework for measuring risks and rewards, and determining what the appropriate alternatives should be.

Volume I, Issue 2 | June 1, 1998 | By: Marc Kozin

It follows that, as instrumental as value management is in objectively valuing internal strategies, it is also extremely useful in valuing potential acquisition transactions for both bidders and sellers. Without the data-driven, fact-based profile of the target, companies often fall victim to faulty analysis or emotionally driven deals. In this Executive Insights, we discuss the four "acquisition pitfalls" and how to avoid them.