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© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
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© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member fir...
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2015 Global Consumer Executive Top of Mind Survey

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The 2015 report, “To stand still is to fall behind”, touches on six levers—classified as either drivers, enablers or potential derailers—that are likely to exert the most influence on a consumer company’s ability to grow revenues in the coming years.

Veröffentlicht in: Business
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2015 Global Consumer Executive Top of Mind Survey

  1. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. To stand still is to fall behind 2015 Consumer Executive Top of Mind Survey kpmg.com/CMsurvey
  2. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. KPMG and the CGF recently asked 539 senior executives at global consumer companies what their top of mind priority was for the coming year Although talent, growth, consumers and data were the areas most often rated as ‘very’ or ‘critically’ important to success, Global expansion and top line growth clearly emerged as executives’ topmost priority for 2015.
  3. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. …The question is, how? So – the goal is to grow…
  4. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. THE DRIVERS, ENABLERS AND DERAILERS OF GROWTH: Omni-channel and technology Consumer trust CSR and Sustainability Data security Supply chain Consumer knowledge Driver Driver DerailerEnabler Enabler Derailer
  5. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Consumer trust 1 in 3 executives said building consumer trust would be an area for increased investment over the next year. This is the top area of focus after growth. Driver $
  6. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. “No matter how good your product or service is, you will not be able to grow without the trust of your customers.” Willy Kruh Global Chair, Consumer Markets KPMG International Driver © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  7. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Omni-channel and technology The growing role of the Internet throughout the path to purchase continues to be critically important to companies’ ability to compete. Yet this area remains a significant challenge for many executives. 25% said it’s a top challenge Driver
  8. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Just over half of the retailers surveyed offer a seamless shopping experience and slightly fewer offer mobile shopping Seamless shopping experience Ability to shop from a mobile device 55% 52% Driver
  9. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. “Becoming ‘diagonal’ will help consumer companies cut through emerging technologies like smart watches or new payment methods that may be controlled by third parties.” Jeanne Johnson Head of Omni-Channel KPMG in the US Driver © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  10. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Consumer knowledge The possibilities of data and analytics have not yet been fully absorbed and integrated by most companies. Without deep insight into customer preferences and behaviors, success is far from guaranteed – creating a competitive edge for those who can grasp it. Enabler
  11. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 1 in 5 respondents said that they understand how their customers will actually behave Enabler
  12. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. “The competitive edge will go to those companies who master ‘turning data into insight into value.’” Thomas Erwin Senior Partner, Data & Analytics KPMG in Germany Enabler © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  13. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Supply chain The move to digital and mobile shopping puts pressure for efficiency on all aspects of supply. As a result, this is one of the areas that is important to many who named it as an area for increased investment. Enabler
  14. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 24% of executives said they are planning to increase investment in their supply chain Enabler
  15. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. “Regardless of whether companies think supply chain and operations improvements are needed to fuel growth – they should ensure they’ve got a cross-functional, well-constructed supply chain strategy.” Andrew Underwood Head of Supply Chain for Consumer Markets KPMG in the UK Enabler © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  16. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Data security Over half of the respondents believe their company has the skills and technology to manage cyber security, indicating a possible false sense of security. Even executives who have already experienced a breach show no greater concern about the issue than those who have not. Derailer
  17. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Derailer Top 4 most significant threats executives said they feared as a result of a data breach Reputational damage and loss of consumer trust Inability to deliver products or services Lost time due to crisis management Loss of intellectual property
  18. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. “Threats to companies’ data are dynamic – they can [also] be attacked by activists, government or competitors.” Anthony Buffomante Head of Cyber Security for Consumer Markets KPMG in the US Derailer © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  19. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. CSR and Sustainability When it comes to corporate social responsibility (CSR), food and product safety ranked as companies’ top priority, area for investment, and greatest challenge. As a key driver of consumer trust, this is not surprising. Derailer
  20. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 2 out of 3 executives said consumer trust is the primary driver of their sustainable practices Derailer
  21. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. “Customers will leave if they don’t feel like they can trust a brand. Companies need to think about what their brand stands for, and how they can build tangible trust.” Julio Hernandez Global Head of KPMG’s Customer Center of Excellence Derailer © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  22. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. IS YOUR COMPANY READY FOR GROWTH? Is your company actively building consumer trust? Is your omni-channel strategy as dynamic as your merchandising plan? Do you understand the risks of a security breach? Are you prepared? Do your customers understand and value your commitment to CSR and sustainability? Are you leveraging the intelligence your customer data holds? Is your supply chain agile and efficient enough to meet new and growing demand? Customer trust Omni- channel Data security CSR & Sustain- ability Customer knowledge Supply chain
  23. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. WHO WAS SURVEYED Source: KPMG 2015 Consumer Executive Top of Mind Survey Title CEO/President: 16% Director/Board member: 9% Other C-suite: 50% Senior management: 22% Other: 2% Company size (USD) Less than $500 million: 14% $500 million-$999 million: 25% $1 billion-$4.9 billion: 27% $5 billion-$19.9 billion: 19% $20 billion-$50 billion: 9% Over $50 billion: 6% Primary business Manufacturer: 48% Retailer: 32% Distributor: 20% Subsector Consumer goods: 38% Food or beverages: 31% Clothing, apparel, or footwear: 16% Diversified: 8% Agribusiness: 2% Other: 5% Company headquarters Europe and Russia Latin America Asia Pacific Africa/Middle East Northern America 28% 9% 13% 16% 34%
  24. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Willy Kruh Global Chair, Consumer Markets KPMG International wkruh@kpmg.ca @WillyKruh_KPMG Peter Freedman Managing Director The Consumer Goods Forum p.freedman@theconsumergoodsforum.com @CGF_The_Forum For more information on the report contact us or visit kpmg.com/cmsurvey © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligateor bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligateor bind any member firm. All rights reserved.
  25. kpmg.com/socialmedia kpmg.com/app © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

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