Print

Executive Insights

Volume XIX, Issue 21 | March 23, 2017 | By: Peter Ward, Ashish Khanna New insurance market hubs developing in emerging economies Lloyd’s broker landscape

In this Executive Insights London partners Peter Ward and Ashish Khanna look at the evolution of the Lloyd’s markets and the position of Lloyd’s today, and explain why the current environment presents an exciting time for ambitious mid-tier players.

Volume XIX, Issue 20 | March 22, 2017 | By: Eilert Hinrichs, Ashish Khanna U.K. household wealth Wealth and income profiles of the retired population Addressing behavioral barriers to engagement Four key steps to developing a winning value proposition

The U.K.’s ageing population offers huge potential for the wealth management market. However, in order to capitalise on the opportunity, providers need to adjust their service offerings, engagement models and products to better suit the market and increase the take-up of advice. In this Executive Insights, L.E.K. set out four key actions to address the wealth management advice gap.

Volume XVIII, Issue 47 | December 8, 2016 | By: Eilert Hinrichs, Peter Ward European debt management transactions (2005-Q3 2016) Strategic approaches to European debt management Potential rationales for doing deals in European debt management International acquisitions in European debt management

The European unsecured debt management (DM) market has seen considerable M&A activity over the past decade. The international majors now find themselves competing with one another in a continental consolidation game. In this Executive Insights, London partners Eilert Hinrichs and Peter Ward examine the range of possible approaches to M&A strategy which can lead to sustainable success in the endgame of European DM.

Volume XVIII, Issue 42 | October 28, 2016 | By: Ashish Khanna

The fourth industrial revolution is upon us. Business models that were cornerstones of our economy over the past century — the taxi industry (vs. Uber), the TV industry (vs. OTT services like Netflix) — are already suddenly starting to look questionable within a very short period of time. In this Executive Insights, London partner Ashish Khanna discusses how companies should think about evaluating projects and products, and how equity investors can value companies in this new world of disruptive technologies.

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 28 | July 28, 2016 | By: Peter Ward, Diogo Silva Strategies Adopted by Neobanks Neobanks Conceptual Business Model

Historically a stronghold of the “Big 5” banks, the U.K. retail banking market has seen a number of new entrants in recent times. Most recently, a wave of technology-enabled propositions have emerged which have collectively been described as “neobanks”. In this Executive Insights, Diogo Silva and Peter Ward identify the three broad strategies employed by “neobanks”, and examine the key merits and issues for consideration for each one.

Volume XVIII, Issue 27 | July 21, 2016 | By: Peter Debenham, Aubry Pierre

Brexit will fundamentally alter the political, economic and commercial landscape for the U.K., Europe and the global community. In times of significant discontinuity, Scenario Planning allows executives to envisage alternative ways in which the future might unfold. In this Executive Insights, L.E.K. sets out four possible scenarios for a post-Brexit world, and explains how to develop a winning strategy for an uncertain future.

Volume XVIII, Issue 25 | July 8, 2016 | By: Ashish Khanna, Diogo Silva

Marketplace lending, also known as peer-to-peer or P2P lending, has grown significantly over the past five years, but remains an alternative finance class in the U.K. In this Executive Insights, London Partners Ashish Khanna and Diogo Silva explain why marketplace lending is both scalable and sustainable, and explore the considerable opportunities available for both current and new participants.

Volume XVIII, Issue 22 | June 21, 2016 | By: Diogo Silva, Peter Ward Illustrative P&L for SME Lending by Size of SME Debt Lending Allocations to SMEs, 2014/2015 in Canada, U.S., Germany and U.K.

Small and medium-size enterprises (SMEs) are a critical part of the U.K. economy. However, there is a shortage of financing for these businesses, which is constraining their growth and restricting the U.K.’s ability to compete internationally. In this Executive Insights report, London Partners Peter Ward and Diogo Silva set out four potential solutions which, in combination, could help to reduce the lending shortfall.

Volume XVIII, Issue 10 | April 15, 2016 | By: Ashish Khanna, Peter Ward U.K. outstanding unsecured non-standard loan balance, by product U.K. non-standard adult borrower population (2015) The virtuous circle of improved customer service in specialist lending

After falling out of favor following the 2007 economic downturn, U.K. non-prime consumer specialist lenders have rebounded strongly over the last few years. In this Executive Insights, L.E.K.'s Ashish Khanna and Peter Ward explain how the specialist lending market has changed dramatically since the onset of the crisis, and reveal why they believe the sector is sustainable – provided participants and investors maintain a measured approach.

Pages