Executive Insights

Volume XIII, Issue 14 | August 16, 2011 | By: Alan Lewis, Jon Weber

L.E.K. Consulting research finds that the rapid adoption of smart phones and tablets is changing how consumers are engaging brands and making purchases. The L.E.K. Mobile Commerce Survey provides new insights into consumers and identifies four findings that are impacting businesses.

Volume XIII, Issue 11 | July 18, 2011 | By: Chris Kenney, Manny Picciola

Why do some mergers and acquisitions (M&A) activities in the food and beverage industry succeed while others fall flat? L.E.K. Consulting analyzed nearly 3,200 acquisitions of food and beverage companies in North America during the past decade and found that at least one-third of these deals appear to have destroyed value of the acquiring company. L.E.K.’s new report outlines a management framework that provides a fact-based approach to acquisition strategy.

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 XIII, Issue 5 | February 22, 2011 | By: Alex Evans

Are you getting the most out of your trade promotion programs or are you needlessly undercutting your own profits? Failure to understand the level of influence that your trade promotion programs have on your customers may cause your brand to miss significant opportunities to boost revenues. L.E.K.’s new report features our model to diagnose trade spending effectiveness and identify opportunities to improve your bottom line.

Volume XIII, Issue 2 | January 28, 2011 | By: Jon Weber

Who are your customers and which ones are the most likely to spend their money with you? L.E.K.'s segmentation research is built on following a proprietary four-phase model that probes beneath the surface of shallow customer profiles and reveals hidden opportunities and provides companies with the true market intelligence required to focus their strategies on areas with the highest growth potential.

Volume XII, Issue 8 | November 17, 2010 | By: Dan McKone

The L.E.K. Consulting Retailer Preference Index (RPI) provides fresh insights into how consumers see the strengths and shortcomings of leading national retailers. L.E.K. developed the RPI by surveying U.S. consumers and weighing key factors that shape their shopping decisions in 20 retail categories.

Volume XII, Issue 7 | June 8, 2010 | By: Dan McKone

The fifth L.E.K. Consulting Consumer Sentiment Survey (CSS) has identified shifts in consumer attitudes and spending behaviors that have important ramifications for retailers and consumer products companies. The semiannual report is designed to better understand consumers’ changing attitudes and spending behaviors.

Volume XI, Issue 15 | November 12, 2009 | By: Dan McKone

L.E.K. Consulting's most recent survey of U.S. households indicates that consumer spending has ceased its plummet and has been relatively flat since April 2009. Consumers are indeed spending (albeit, still at reduced levels versus two years ago); however, they are proactively striving to realize the maximum value for each dollar. Discount retailer Wal-Mart, in particular, has benefitted from this increased search for value; the retail giant has gained a significant share of the average consumer's wallet during the recession.

Volume XI, Issue 10 | May 27, 2009 | By: Dan McKone

Despite all of the recent optimism being trumpeted by numerous economists and some of the media, L.E.K. Consulting's most recent research indicates that such confidence is likely premature. More specifically this economic downturn may result in long-lasting changes in consumer buying behavior which will have significant impact on the economy as a whole.

Volume XI, Issue 8 | May 1, 2009 | By: Jon Weber

During a recession most companies cut costs and recalibrate capital budgets. L.E.K. analysis demonstrates that exceptional management teams take a more holistic approach to both survive in the short-term and be well-positioned to achieve competitive advantage when the recession ends.