Seltene Erden – diese einzigartigen Metalle befinden sich in vielen Produkten, ohne sie würden Batterien, Flachbildschirme oder Handys nicht funktionieren. Der Zugang zu diesen Rohstoffen ist die Grundlage für Unternehmen wie für Zulieferer und bestimmt über die Zukunft einer Volkswirtschaft als Hightech-Standort. Welche Strategie ist die richtige, um den steigenden Bedarf in Deutschland künftig zu sichern?
BCG's 2014 Local Dynamos are formidable competitors, defeating foreign and local companies with a comprehensive understanding of their own backyards and a willingness to “go for it.” Global companies seeking to compete in these markets must emulate the characteristics of the Local Dynamos while emphasizing their core advantages as MNCs.
For further reading: https://www.bcgperspectives.com/content/articles/globalization_consumer_products_2014_bcg_local_dynamos_how_companies_emerging_markets_winning_home/.
This document discusses opportunities for green ventures and reducing carbon emissions. It outlines key areas for corporations like telecom companies to participate in the decarbonization economy, such as scaling up carbon sinks, leveraging circularity, and upgrading infrastructure for renewables. Green Ventures explores new green business opportunities focused on customer enablement for telecom companies, such as reducing their own operational emissions and providing services to help customers reduce emissions. The document analyzes approaches to climate innovation based on technology maturity and business models, and provides four lenses to identify target opportunities based on their market impact and potential, viability, ability to succeed, and impact on reducing emissions.
Local Dynamos – emerging-market companies focused largely on their home markets - are beating both local state-owned companies and multinational corporations, thanks to savvy digital strategies and an ability to meet rising consumer expectations. MNCs need to understand how the Dynamos are rewriting the rules in emerging markets.
New horizons in transportation: mobility, innovation, economic development an...McKinsey & Company
New technologies are creating opportunities across various asset classes. Six trends are driving changes: 1) assets will be operated and monetized in real-time through data and connectivity, 2) automation is accelerating and expanding, 3) consumers are shifting to new mobility options, 4) logistics demand speed and transparency, 5) cybersecurity risks are growing, and 6) assets must be flexible, resilient and sustainable for environmental changes. These trends could significantly impact transport, energy, water, waste, and telecom assets. Technology offers public benefits like economic savings, sustainability, and safety, while also creating private investment opportunities.
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
This document discusses the myths and realities of cloud adoption. It presents 7 myths about cloud computing and rebuts each with realities based on research. It then estimates that adopting cloud technologies could provide $1 trillion in value for Fortune 500 companies through cost savings, innovation, and growth. Lastly, it provides examples of banking use cases that could leverage cloud technologies.
BCG's 2014 Local Dynamos are formidable competitors, defeating foreign and local companies with a comprehensive understanding of their own backyards and a willingness to “go for it.” Global companies seeking to compete in these markets must emulate the characteristics of the Local Dynamos while emphasizing their core advantages as MNCs.
For further reading: https://www.bcgperspectives.com/content/articles/globalization_consumer_products_2014_bcg_local_dynamos_how_companies_emerging_markets_winning_home/.
This document discusses opportunities for green ventures and reducing carbon emissions. It outlines key areas for corporations like telecom companies to participate in the decarbonization economy, such as scaling up carbon sinks, leveraging circularity, and upgrading infrastructure for renewables. Green Ventures explores new green business opportunities focused on customer enablement for telecom companies, such as reducing their own operational emissions and providing services to help customers reduce emissions. The document analyzes approaches to climate innovation based on technology maturity and business models, and provides four lenses to identify target opportunities based on their market impact and potential, viability, ability to succeed, and impact on reducing emissions.
Local Dynamos – emerging-market companies focused largely on their home markets - are beating both local state-owned companies and multinational corporations, thanks to savvy digital strategies and an ability to meet rising consumer expectations. MNCs need to understand how the Dynamos are rewriting the rules in emerging markets.
New horizons in transportation: mobility, innovation, economic development an...McKinsey & Company
New technologies are creating opportunities across various asset classes. Six trends are driving changes: 1) assets will be operated and monetized in real-time through data and connectivity, 2) automation is accelerating and expanding, 3) consumers are shifting to new mobility options, 4) logistics demand speed and transparency, 5) cybersecurity risks are growing, and 6) assets must be flexible, resilient and sustainable for environmental changes. These trends could significantly impact transport, energy, water, waste, and telecom assets. Technology offers public benefits like economic savings, sustainability, and safety, while also creating private investment opportunities.
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
This document discusses the myths and realities of cloud adoption. It presents 7 myths about cloud computing and rebuts each with realities based on research. It then estimates that adopting cloud technologies could provide $1 trillion in value for Fortune 500 companies through cost savings, innovation, and growth. Lastly, it provides examples of banking use cases that could leverage cloud technologies.
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
The 2nd lockdown in Europe is perceived as less challenging and disruptive than the 1st lockdown in spring. Purchase intent for new cars has dropped 13 percentage points since September across EU markets, while used car purchase intent has only dropped 2 points. Respondents plan to delay car purchases and spend less by requiring discounts on smaller cars. Mobility usage is down 7 points since September, with French and Italian respondents most affected. The aftermarket is also impacted, with a decrease in planned maintenance work. Overall, the automotive industry is experiencing reduced demand in response to the 2nd lockdown.
This document analyzes shifts in manufacturing competitiveness among the top 25 export economies over the past decade. It finds that dramatic changes in wages, productivity, energy costs, and exchange rates have led to four categories of countries in terms of competitiveness: under pressure, losing ground, holding steady, and rising stars like the US and Mexico. While China remains the most competitive overall, its lead over the US is shrinking and other countries like South Korea are also highly competitive. Future uncertainty in economic drivers means manufacturers must have flexibility to remain competitive as conditions continue changing globally.
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
- Interest in reshoring production from China to the US remains strong, with more companies moving from consideration to active reshoring. The US is now seen as a more likely destination for new manufacturing capacity than China or Mexico.
- Key drivers for expanding US manufacturing capacity include reducing costs and shipping times, access to skilled labor, and allowing for more local control over production.
- Investments in automation and advanced manufacturing are viewed as opportunities to further increase efficiency and competitiveness.
- Executives anticipate continued net job growth in US manufacturing over the next five years, though prospects are slightly lower than the previous year due to global economic uncertainties.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
McKinsey Global Institute's latest report shows how soaring flows of data and information now generate more economic value than the global goods trade. Here are the key charts and graphs that tell the story. For the full report, visit http://bit.ly/digiflows.
The document discusses gauging long-term impact in the social sector. It outlines how SOS CV measures the impact of its programs to ensure effectiveness and quality improvements. Impact is assessed along three components: impact on individuals, communities, and society. Non-financial impact is measured through interviews with stakeholders, while financial impact is measured through social return on investment. A pilot study found that for every €1 invested, SOS CV programs return €4-€6 in benefits, demonstrating their positive long-term impact.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
Corning Incorporated Case Study MBA OUMShah Sheikh
The document provides details about changes that took place at Corning Inc. after new management took over. It discusses: 1) The establishment of the Growth and Strategy Council (GSC) to oversee innovation projects and resource allocation; 2) The creation of the Corporate Technology Council (CTC) to evaluate early-stage projects; 3) How these councils aided decision making and maintained a balanced innovation portfolio. It also analyzes whether the new organizational structure was beneficial for Corning.
Although a majority of executives say sustainability is necessary to be competitive, most companies still aren't profiting from their sustainability efforts. BCG and MIT Sloan Management Review present the results of their 2013 sustainability survey, including a look at companies that "walk the talk" when it comes to sustainability issues.
Shifting Trade Rules and the Future for North America’s Auto IndustryBoston Consulting Group
Two major initiatives by the US to overhaul trade rules could have a massive impact on North America’s automotive manufacturing industry. Here’s how companies should prepare.
The document discusses four major global forces that will drive disruption over the next 20 years: 1) economic power shifting east and south, 2) accelerating technological change, 3) major demographic shifts, and 4) shifting to a "new" state of globalization. It notes that the world's economic center of gravity is shifting back to Asia, and the global middle class will grow significantly, especially in Asia-Pacific. By 2030, there will be 2.2 billion new middle class consumers, most of whom will be in Asia-Pacific. It also discusses the implications of these trends for businesses, including thinking about growth in granular terms, reallocating resources dramatically, digitizing, designing flexible organizations, having both a
What Does the Recovery of Demand for Urban Mobility Look Like Post-COVID-19?Boston Consulting Group
Based on a survey of 5,000 residents in china, the EU, and the US, BCG analyzed the likely recovery of demand in urban mobility following the COVID-19
outbreak. Ultimately—until a cure emerges—we expect we expect a major shift away from public transit toward private mobility modes, specifically private cars and bikes. But the magnitude of the shift will differ across the varied type of cities.
The Press Forward Discussion: Pipeline to Leadership for Women in NewsMcKinsey & Company
This document summarizes the findings of the 2020 Women in the Workplace report by McKinsey & Company and LeanIn.org, which surveyed over 40,000 employees from 317 companies. It finds that while there has been some progress for women in senior roles, the "broken rung" at the manager level remains. COVID-19 has exacerbated challenges like childcare responsibilities and burnout, particularly for women like mothers and senior-level women. It also highlights difficulties for groups like Black women. Companies are encouraged to offer more flexible work policies and support employee well-being and diversity to help address these issues.
The Boston Consulting Group, gemeinsam mit seinem diesjährigen Partner Audi, lud zum zweitägigen Event TRACTION ein. Mit dabei unsere Loftikantin Annika. Dies ist die Slideshare zum Event.
Vortrag: Welchen Einfluss haben globale Rohstoffmärkte auf die Energiewende in Deutschland?
Volker Steinbach, Abteilungsleiter Energierohstoffe, mineralische Rohstoffe, Bundesanstalt für Geowissenschaften und Rohstoffe (BGR)
3. Tageskongress der Gesellschaft Deutscher Naturforscher und Ärzte, Berlin, 12. Oktober 2012
Women in the Workplace is a multi-year joint research effort by McKinsey & Company and LeanIn.org and the largest comprehensive study of the state of women in corporate America
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
The 2nd lockdown in Europe is perceived as less challenging and disruptive than the 1st lockdown in spring. Purchase intent for new cars has dropped 13 percentage points since September across EU markets, while used car purchase intent has only dropped 2 points. Respondents plan to delay car purchases and spend less by requiring discounts on smaller cars. Mobility usage is down 7 points since September, with French and Italian respondents most affected. The aftermarket is also impacted, with a decrease in planned maintenance work. Overall, the automotive industry is experiencing reduced demand in response to the 2nd lockdown.
This document analyzes shifts in manufacturing competitiveness among the top 25 export economies over the past decade. It finds that dramatic changes in wages, productivity, energy costs, and exchange rates have led to four categories of countries in terms of competitiveness: under pressure, losing ground, holding steady, and rising stars like the US and Mexico. While China remains the most competitive overall, its lead over the US is shrinking and other countries like South Korea are also highly competitive. Future uncertainty in economic drivers means manufacturers must have flexibility to remain competitive as conditions continue changing globally.
The business case for Diversity, Equity, and Inclusion (DEI) is growing stronger than ever. During this virtual discussion, we took a closer look at “diversity winners”, which signals that a systematic business-led approach and bold, concerted action on inclusion are needed to make progress.
- Interest in reshoring production from China to the US remains strong, with more companies moving from consideration to active reshoring. The US is now seen as a more likely destination for new manufacturing capacity than China or Mexico.
- Key drivers for expanding US manufacturing capacity include reducing costs and shipping times, access to skilled labor, and allowing for more local control over production.
- Investments in automation and advanced manufacturing are viewed as opportunities to further increase efficiency and competitiveness.
- Executives anticipate continued net job growth in US manufacturing over the next five years, though prospects are slightly lower than the previous year due to global economic uncertainties.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
McKinsey Global Institute's latest report shows how soaring flows of data and information now generate more economic value than the global goods trade. Here are the key charts and graphs that tell the story. For the full report, visit http://bit.ly/digiflows.
The document discusses gauging long-term impact in the social sector. It outlines how SOS CV measures the impact of its programs to ensure effectiveness and quality improvements. Impact is assessed along three components: impact on individuals, communities, and society. Non-financial impact is measured through interviews with stakeholders, while financial impact is measured through social return on investment. A pilot study found that for every €1 invested, SOS CV programs return €4-€6 in benefits, demonstrating their positive long-term impact.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
Corning Incorporated Case Study MBA OUMShah Sheikh
The document provides details about changes that took place at Corning Inc. after new management took over. It discusses: 1) The establishment of the Growth and Strategy Council (GSC) to oversee innovation projects and resource allocation; 2) The creation of the Corporate Technology Council (CTC) to evaluate early-stage projects; 3) How these councils aided decision making and maintained a balanced innovation portfolio. It also analyzes whether the new organizational structure was beneficial for Corning.
Although a majority of executives say sustainability is necessary to be competitive, most companies still aren't profiting from their sustainability efforts. BCG and MIT Sloan Management Review present the results of their 2013 sustainability survey, including a look at companies that "walk the talk" when it comes to sustainability issues.
Shifting Trade Rules and the Future for North America’s Auto IndustryBoston Consulting Group
Two major initiatives by the US to overhaul trade rules could have a massive impact on North America’s automotive manufacturing industry. Here’s how companies should prepare.
The document discusses four major global forces that will drive disruption over the next 20 years: 1) economic power shifting east and south, 2) accelerating technological change, 3) major demographic shifts, and 4) shifting to a "new" state of globalization. It notes that the world's economic center of gravity is shifting back to Asia, and the global middle class will grow significantly, especially in Asia-Pacific. By 2030, there will be 2.2 billion new middle class consumers, most of whom will be in Asia-Pacific. It also discusses the implications of these trends for businesses, including thinking about growth in granular terms, reallocating resources dramatically, digitizing, designing flexible organizations, having both a
What Does the Recovery of Demand for Urban Mobility Look Like Post-COVID-19?Boston Consulting Group
Based on a survey of 5,000 residents in china, the EU, and the US, BCG analyzed the likely recovery of demand in urban mobility following the COVID-19
outbreak. Ultimately—until a cure emerges—we expect we expect a major shift away from public transit toward private mobility modes, specifically private cars and bikes. But the magnitude of the shift will differ across the varied type of cities.
The Press Forward Discussion: Pipeline to Leadership for Women in NewsMcKinsey & Company
This document summarizes the findings of the 2020 Women in the Workplace report by McKinsey & Company and LeanIn.org, which surveyed over 40,000 employees from 317 companies. It finds that while there has been some progress for women in senior roles, the "broken rung" at the manager level remains. COVID-19 has exacerbated challenges like childcare responsibilities and burnout, particularly for women like mothers and senior-level women. It also highlights difficulties for groups like Black women. Companies are encouraged to offer more flexible work policies and support employee well-being and diversity to help address these issues.
The Boston Consulting Group, gemeinsam mit seinem diesjährigen Partner Audi, lud zum zweitägigen Event TRACTION ein. Mit dabei unsere Loftikantin Annika. Dies ist die Slideshare zum Event.
Vortrag: Welchen Einfluss haben globale Rohstoffmärkte auf die Energiewende in Deutschland?
Volker Steinbach, Abteilungsleiter Energierohstoffe, mineralische Rohstoffe, Bundesanstalt für Geowissenschaften und Rohstoffe (BGR)
3. Tageskongress der Gesellschaft Deutscher Naturforscher und Ärzte, Berlin, 12. Oktober 2012
Using Net Promoter Score to Improve Member Satisfactionyosche
What if asking one simple question could determine your association’s health and its future? Would you be interested in knowing the answer? That’s the premise and power behind Net Promoter Score.
Delivered by Josh Levy and Marilee Yorchak at the Colorado Society of Association Executives luncheon on 3/4/11, this presentation explores the theory and practice of NPS through a case study of BMA Colorado.
The document discusses the Net Promoter Score (NPS) metric for measuring customer loyalty and satisfaction. NPS is based on asking customers how likely they are to recommend a company to others. It categorizes customers as Promoters, Passives, or Detractors. A company's NPS is calculated by subtracting the percentage of Detractors from the percentage of Promoters. Research shows that companies with higher NPS scores experience greater growth rates. The document provides examples of how various companies use NPS and statistical analysis to improve customer experience and drive business growth.
strawberry juice prcessing and its nutritional value BeveragessssssssMaria Mehmood
The document discusses the processing and nutritional value of strawberry juice. It outlines the key steps in processing strawberry juice which include preparation, crushing, enzyme treatment, pressing, depectinization, filtration, pasteurization, chemical preservation, packaging and freezing. The document notes that strawberry juice contains many vitamins, minerals and antioxidants that provide health benefits such as reducing inflammation and risk of cancer. It concludes by stating strawberry juice is a nutrient dense beverage.
The document discusses several strategic planning tools including the BCG matrix and SWOT analysis. The BCG matrix classifies products based on their market growth rate and relative market share, with categories including stars, cash cows, dogs, and question marks. SWOT analysis involves identifying a company's strengths, weaknesses, opportunities, and threats to help develop a future plan. Strengths and weaknesses are internal factors while opportunities and threats are external. The document provides examples of factors to consider when conducting a SWOT analysis.
Kundenzufriedenheit messen - Der Net Promoter Score (NPS) in der PraxisBjoern Waide
Wie misst man eigentlich Kundenzufriedenheit? Und was fängt man mit den gemessenen Werten an? Die Präsentation stellt den Net Promoter Score (NPS) und seine Anwendung in der Praxis vor.
The document summarizes McKinsey & Company's research on promoting gender diversity in organizations over several years from 2007 to 2012. Some of the key findings include: (1) Companies with more women in top executive positions tend to have better financial performance; (2) Leadership behaviors more commonly seen in female leaders (such as people development) improve organizational health; (3) Getting more women into leadership requires action at societal, governmental, company and individual levels.
Die Präsentation zeigt das Konzept der Portfolioanalyse nach McKinsey, auch als Marktattraktivitäts-Wettbewerbsstärken-Matrix bekannt. Sie erklärt das Prinzip der Portfolioanalyse und ihre Anwendung bei der Strategieanalyse und im Rahmen des Strategischen Managements und enthält Beispiele sowie Templates für deren Bearbeitung.