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Business Opertunity Presentation
Kleeneze it-works-presenter-2014
Kleeneze it-works-presenter-2014
David Thomson
HCL Europe Q3 2010 Earnings Release Deutsch
HCL Europe Q3 2010 Earnings Release Deutsch
Semalytix
F.a.z.
F.a.z.
Semalytix
Investor Relations Press Release July 2010
Investor Relations Press Release July 2010
Semalytix
Engineering und R&D Services Heutzutage stehen viele Unternehmen unter Druck angesichts einer ständigen zunehmenden Konkurrenz und einer Vielzahl vergleichbarer Produkte und Dienstleistungen auf dem Markt. Da ist es besonders wichtig, sich von den Mitbewerbern abzuheben und sich eine eigene Nische zu sichern. Wir bei HCL kennen den hohen Stellenwert von Forschung und Entwicklung (F&E) für das Geschäft unserer Kunden. Deshalb bieten wir ihnen F&E- und Techologiedienstleistungen der Spitzenklasse an. In der Zusammenarbeit mit den Kunden strebt HCL eine nach allen Seiten offene Partnerschaft an. Unsere Kunden profitieren von einzigartigen Produkten, z.B. Concept to Manufacture oder First. Unter Nutzung unserer jahrzehntelangen Erfahrung bei der Verwaltung von Offshore-Projekten und unserer breit gefächerten Sachkenntnis arbeiten wir mit den kundenseitigen Offshore-Entwicklungszentren. In unserem umfassenden Produktportfolio von F&E- und Engineering-Dienstleistungen finden Teilelieferanten, OEMs, ODMs und ISVs in zahlreichen Branchen und Bereichen das für sie geeignete Angebot. Wir sind nachweislich in der Lage, „End-to-End-Lösungen“ sowie kontinuierlich komplexe und kritische Produkte zu liefern. Engineering liegt HCL im Blut Schon seit 30 Jahren befasst sich HCL intensiv mit dem Product Engineering. Als eines der ersten Technologie-Startups in Indien entwickelte HCL im Jahr 1978 den ersten 8-Bit- Mikrocomputer – zeitgleich mit Apple. 1983 brachten wir das weltweit erste relationale Datenbankmanagementsystem (RDBMS) auf den Markt, und 1989 lancierten wir vor Sun und HP den Multi-Prozessor UNIX-3. Dank unserer fundierten Erfahrung in der Entwicklung komplexer Hardwareprodukte von der großen Telekom-Anlage bis zu platzsparenden Hochleistungsgeräten für kritische medizinische Anwendungen können wir den wechselnden Bedürfnissen unserer Kunden gerecht werden, die ständig bemüht sind, durch aktualisierte oder neuartige Produkte Mehrwert für ihr Unternehmen zu schaffen. Die ERS-Highlights von HCL Kunden: Über 245 Kunden aus den Sektoren Telekom & Netzwerke, Medizintechnik, Unterhaltungselektronik, Halbleiter, Produktion, Luftfahrt, Automotive, Server, Lagersysteme, Sicherheit, Betriebssysteme und Auftragsfertigung Tiefe über die gesamte Lieferkette: Zu unseren Kunden gehören OEMs, EMS-Unternehmen, Teilelieferanten (Prozessor-Hersteller, Anbieter von KFZ- und Flugzeugkomponenten), Normungsinstitute (SNIA, WiMAX, powerpc.org) Bandbreite unseres Dienstleistungsangebots: Hardware Product Engineering Embedded Engineering Fertigungstechnik Software-Engineering
Engineering und R&D Services
Engineering und R&D Services
Semalytix
HCL @ Frankfurter Allgemeine Zeitung
HCL @ Frankfurter Allgemeine Zeitung
Semalytix
The Largest Independent Payment Infrastructure - Germany is still extremely cash-driven - Especially Low-Income Population Extensively Uses Cash - Germany’s Largest Independent Payment Infrastructure - Strong Partner Network Allows for a Rollout of Services across Europe
Disruptive Innovationen in der Finanzwirtschaft
Disruptive Innovationen in der Finanzwirtschaft
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von Prof. Dr. Hans-Gert Penzel, ibi research an der Universität Regensburg GmbH Verändertes Zahlverhalten wird stark im Einzelhandel geprägt Innovationszyklen im Zahlungsverkehr seit dem Jahr 2000 SEPA als Regulator-getriebener Standard - wird vom Endkunden eher als Bedrohung empfunden E-Commerce explodiert – und verlangt nach E-Payments Bei Zahlungen im E-Commerce dominieren die „neuen Oligarchen“ Marktführer PayPal
Innovationswellen im Zahlungsverkehr
Innovationswellen im Zahlungsverkehr
Semalytix
Empfohlen
Business Opertunity Presentation
Kleeneze it-works-presenter-2014
Kleeneze it-works-presenter-2014
David Thomson
HCL Europe Q3 2010 Earnings Release Deutsch
HCL Europe Q3 2010 Earnings Release Deutsch
Semalytix
F.a.z.
F.a.z.
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Investor Relations Press Release July 2010
Investor Relations Press Release July 2010
Semalytix
Engineering und R&D Services Heutzutage stehen viele Unternehmen unter Druck angesichts einer ständigen zunehmenden Konkurrenz und einer Vielzahl vergleichbarer Produkte und Dienstleistungen auf dem Markt. Da ist es besonders wichtig, sich von den Mitbewerbern abzuheben und sich eine eigene Nische zu sichern. Wir bei HCL kennen den hohen Stellenwert von Forschung und Entwicklung (F&E) für das Geschäft unserer Kunden. Deshalb bieten wir ihnen F&E- und Techologiedienstleistungen der Spitzenklasse an. In der Zusammenarbeit mit den Kunden strebt HCL eine nach allen Seiten offene Partnerschaft an. Unsere Kunden profitieren von einzigartigen Produkten, z.B. Concept to Manufacture oder First. Unter Nutzung unserer jahrzehntelangen Erfahrung bei der Verwaltung von Offshore-Projekten und unserer breit gefächerten Sachkenntnis arbeiten wir mit den kundenseitigen Offshore-Entwicklungszentren. In unserem umfassenden Produktportfolio von F&E- und Engineering-Dienstleistungen finden Teilelieferanten, OEMs, ODMs und ISVs in zahlreichen Branchen und Bereichen das für sie geeignete Angebot. Wir sind nachweislich in der Lage, „End-to-End-Lösungen“ sowie kontinuierlich komplexe und kritische Produkte zu liefern. Engineering liegt HCL im Blut Schon seit 30 Jahren befasst sich HCL intensiv mit dem Product Engineering. Als eines der ersten Technologie-Startups in Indien entwickelte HCL im Jahr 1978 den ersten 8-Bit- Mikrocomputer – zeitgleich mit Apple. 1983 brachten wir das weltweit erste relationale Datenbankmanagementsystem (RDBMS) auf den Markt, und 1989 lancierten wir vor Sun und HP den Multi-Prozessor UNIX-3. Dank unserer fundierten Erfahrung in der Entwicklung komplexer Hardwareprodukte von der großen Telekom-Anlage bis zu platzsparenden Hochleistungsgeräten für kritische medizinische Anwendungen können wir den wechselnden Bedürfnissen unserer Kunden gerecht werden, die ständig bemüht sind, durch aktualisierte oder neuartige Produkte Mehrwert für ihr Unternehmen zu schaffen. Die ERS-Highlights von HCL Kunden: Über 245 Kunden aus den Sektoren Telekom & Netzwerke, Medizintechnik, Unterhaltungselektronik, Halbleiter, Produktion, Luftfahrt, Automotive, Server, Lagersysteme, Sicherheit, Betriebssysteme und Auftragsfertigung Tiefe über die gesamte Lieferkette: Zu unseren Kunden gehören OEMs, EMS-Unternehmen, Teilelieferanten (Prozessor-Hersteller, Anbieter von KFZ- und Flugzeugkomponenten), Normungsinstitute (SNIA, WiMAX, powerpc.org) Bandbreite unseres Dienstleistungsangebots: Hardware Product Engineering Embedded Engineering Fertigungstechnik Software-Engineering
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HCL @ Frankfurter Allgemeine Zeitung
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The Largest Independent Payment Infrastructure - Germany is still extremely cash-driven - Especially Low-Income Population Extensively Uses Cash - Germany’s Largest Independent Payment Infrastructure - Strong Partner Network Allows for a Rollout of Services across Europe
Disruptive Innovationen in der Finanzwirtschaft
Disruptive Innovationen in der Finanzwirtschaft
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von Prof. Dr. Hans-Gert Penzel, ibi research an der Universität Regensburg GmbH Verändertes Zahlverhalten wird stark im Einzelhandel geprägt Innovationszyklen im Zahlungsverkehr seit dem Jahr 2000 SEPA als Regulator-getriebener Standard - wird vom Endkunden eher als Bedrohung empfunden E-Commerce explodiert – und verlangt nach E-Payments Bei Zahlungen im E-Commerce dominieren die „neuen Oligarchen“ Marktführer PayPal
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Innovationswellen im Zahlungsverkehr
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Die FINTECH-Gründerszene/StartUps - Übersicht und kritische Erfolgsfaktoren
The German FinTech Market
The German FinTech Market
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The African Retail Development Index (ARDI) ranks the top countries in Sub-Saharan Africa for retail expansion. Based on A.T. Kearney's Global Retail Development Index, the ARDI identifies not only the most attractive markets today, but also those that offer the most potential in the future. The 2015 ARDI ranks the leading 15 nations and reconfirms the region’s potential arising from not just oft-discussed markets like Nigeria and Ghana, but also small, dynamic markets such as Gabon and mid-sized but fast-growing countries like Angola.
Retail in africa still the next big thing
Retail in africa still the next big thing
Semalytix
A.T. Kearney issued its first Foreign Direct Investment (FDI) Confidence Index® in June 1998, in the shadow of the 1997 Asian financial crisis. Despite jitters following economic collapse in Southeast Asia, businesses saw investment opportunity in the Americas, Western Europe, Russia, and East Asia, and the United States took first place. Here we are in 2015, with the United States first place in the Index again and business executives still tormented by a recent global financial crisis. Today’s investors must account for divergent monetary policies in large developed economies, alongside a surging U.S. dollar and a sustained commodity super-slump. Developed and developing markets alike are moving in unexpected ways. Yet, amid growing divergence and multiplying risks, there is genuine excitement in the global business community. It starts with the growing belief that the combined strength of the U.S. and Chinese economies—first and second in this year’s FDI Confidence Index—can buoy the world economy while others get back on track. And there is genuine dynamism elsewhere if you know where to look. Numerous countries are opening up long-guarded sectors to privatization and foreign investment. Downturns and fluctuations in other countries are creating opportunities for mergers and acquisitions. And new free-trade agreements are already in place or close at hand, even if the U.S. political environment will continue to frustrate its reliable engagement. Risk has been a constant since the inception of this Index. The challenge for all global business leaders remains how to think beyond the last crisis while seeking to avoid the next. Those that take a “wait and see” approach often find that their competitors—whether small businesses or country governments—do not hold back in seeking positive growth. Our view is that opportunities abound for those that know where to look, aided by strategic foresight and analysis. The world is more complicated now than it was in 1997. Global interconnectedness has created a more competitive and complex landscape. Technologies, ranging from unconventional energy extraction to predictive and even prescriptive analytics, are changing the game and increasing the probability of strategic disruption in every sector and corner of the world. The complexity of risk and opportunity in 2015 underscore the importance of the insights contained in this year’s FDI Confidence Index. As always, we welcome any input you may have regarding the Index, its scope and our analysis.
Bip connected risks investing in a divergent world
Bip connected risks investing in a divergent world
Semalytix
Nach einem eher verhaltenen Jahr 2013 nahmen 2014 M&A-Transaktionen in der Öl- und Gasindustrie deutlich zu. Angesichts des weiter sinkenden Ölpreises und der Entscheidung der OPEC gegen eine Drosselung der Fördermengen werden 2015 noch intensivere M&A-Aktivitäten in der gesamten Wertschöpfungskette stattfinden. Diese strategischen Deals sind für die Unternehmen wichtig, um Wertzuwächse zu erzielen, sich für kommende Marktturbulenzen zu rüsten und die Wettbewerbslandschaft zu ihren Gunsten zu formen.
Mergers and acquisitions in oil and gas
Mergers and acquisitions in oil and gas
Semalytix
With growing demand among Middle East viewers for online video content, new players cast in the Netflix mold are competing with traditional TV companies for a market potentially worth $1 billion by 2020. Around the world, over-the-top video (OTTv) is becoming more mainstream.1 These services as a share of total television viewing have doubled globally over the past 12 months and exceed 30 percent in some developed economies. In the United States, 75 million households have an active OTTv subscription, compared to 32 million just four years ago. Fueling this trend is the emergence of an abundance of user-friendly OTTv services, coupled with the increasing quantity and quality of content available online. Netflix launched its streaming service in 2007. As of April 2014, it was being used by 50 million people in 41 countries. Hulu, the OTTv service from NBC Universal, Disney, and Fox, now has six million paying U.S. subscribers. More pay TV operators are offering multiscreen packages to their subscribers and online-only packages to nonsubscribers in a bid to compete head-on with Netflix and similar services. In the Middle East, OTTv is still nascent by global standards. Fewer than 100,000 homes subscribe to dedicated commercial OTTv services—less than 1 percent of television-viewing households.2 Yet despite the low penetration, interest is strong—as suggested by the popularity of online short video services such as YouTube—and a flurry of new services has emerged (see figure 1). Etisalat introduced its eLife TV app on iOS in 2013, just one year after MBC's Shahid TV app became the top downloaded app in the Middle East App Store. Istikana and icflix, which follow a Netflix model, launched the region's first major standalone OTTv services in 2011 and 2013 respectively. OSN recently followed by announcing the launch of Go by OSN for non-pay TV subscribers. In 2014, beIN SPORTS relaunched its OTT service and began selling multiscreen subscriptions, and MBC partnered with Samsung to launch Shahid on smart TVs. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/over-the-top-video-ottv-in-the-middle-east-how-to-win-the-market/10192?#sthash.6QbS8wM6.dpuf
Over-the-Top Video (OTTv) in the Middle East: How to Win the Market
Over-the-Top Video (OTTv) in the Middle East: How to Win the Market
Semalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results. Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies. So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study). With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results. This paper looks at the trends and the path forward. The Evolving Digital Journey Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address. Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward. Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation. A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business. - See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Going Digital: The Banking Transformation Road Map
Going Digital: The Banking Transformation Road Map
Semalytix
Leaders use procurement to catalyze lasting, superior business performance through excellence in managing categories, suppliers, and teams. The rush to cut costs in the wake of the 2008–09 Great Recession propelled procurement organizations to the forefront at companies around the world. Faced with so much uncertainty, companies raced to shed costs—and procurement rose to the challenge, delivering exceptional results. With this came an increase in procurement's stature, influence, and reach. A.T. Kearney's Assessment of Excellence in Procurement (AEP) 2011 study saw a doubling in the rate of benefits achieved by the procurement functions since the 2008 study, yielding the highest percentage gains seen in the more than two decades since we began conducting this study. In 2011, we projected that this upward trajectory would continue: procurement appeared poised to deliver even greater impact to the business. Our 2014 AEP study finds that while leading companies continued their trajectory, most procurement organizations only sustained the gains in influence and reach made between 2008 and 2011. In short, the typical company may be "wasting a crisis" by not continuing to enhance one of the most powerful levers to improve profitability and competitive advantage. - See more at: http://www.atkearney.de/studie/-/asset_publisher/Rv2vNmilj1Kf/content/procurement-powered-business-performance?_101_INSTANCE_Rv2vNmilj1Kf_redirect=%2Fresearch-studies#sthash.CJibvJBu.dpuf
Bip assessment-of-excellence-in-procurement-2014
Bip assessment-of-excellence-in-procurement-2014
Semalytix
Company Presentation
About a.t. kearney
About a.t. kearney
Semalytix
Nutrition products can be an inexpensive and safe solution to tackle important unmet health needs. Consumer healthcare has become the battleground where pharmaceutical and consumer goods firms compete for growth. With more people around the world dying from obesity than starvation, poor nutrition is now recognized as a major risk factor for chronic diseases. Most health systems are ill-equipped to deal with this trend.1 Increasingly, patients are being encouraged to take part in their own treatments, and a consumer market has been developing midway between the supermarket-based world of consumer goods companies and the scientific, pharmacy-based world of pharmaceutical firms.2 The front lines of this battle are nutritional products that have been proven to help prevent or cure disease. These "nutraceuticals" present a tantalizing opportunity for breakthroughs to prevent and manage common health problems, offering consumer-focused solutions to issues that are currently addressed only by pharmaceutical interventions—or not at all.3 However, despite being a hot spot for growth, they still suffer from the same challenges as the rest of the sector, with market growth barely keeping up with the rise in gross domestic product.4 In this paper, the third in our Winning the Battle for Consumer Healthcare series, we delve further into the nutraceuticals market to understand the opportunities and barriers to growth. We also look at the successes and challenges faced by both consumer goods and pharmaceutical companies as they struggle to gain the upper hand in this exciting new market. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/nutraceuticals-the-front-line-of-the-battle-for-consumer-health/10192#sthash.Fx04jdM8.dpuf
Nutraceuticals: The Front Line of the Battle for Consumer Health
Nutraceuticals: The Front Line of the Battle for Consumer Health
Semalytix
From The Art of War to The War for Talent, strategy has been evolving for centuries. What we have learned in the past 2,500 years is highlighted here—not only where strategy began but also why it is on the verge of reclaiming its rightful place in history. Strategy, for most of its 2,500-year history, was one-dimensional. Warmongers were largely focused on avoiding wars by not instigating them and business was mostly focused on building power and monopolies. The past 50 years have more than made up for this one-way view as strategy hit its prime and spewed out countless new ideas and solutions. But as the strategies piled up so did the complexity, and the chance that any one overall strategy was the answer to ever expanding strategic freedom was trampled in the competitive scramble. As a result, we are in for some interesting times. Strategy is on the verge of reinventing itself and reclaiming its rightful place at the top of the business food chain. We believe that strategy will come back as a much more powerful guiding force of organizational energy, which we are excited about because it brings "strategy" and "doing" back together again—something we wholeheartedly believe in. This paper constructs a brief history of strategy within a framework of noteworthy publications. We generalize, simplify, and cut corners, not out of ignorance but to create a holistic overview to show where strategy has been and where we believe it is now headed. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-history-of-strategy-and-its-future-prospects/10192#sthash.3JIQGHKj.dpuf
A.T. Kearney: History of strategy and its future prospects
A.T. Kearney: History of strategy and its future prospects
Semalytix
Since 2008, times have been tough for family businesses. The antidote: tapping into hidden value. Like families in general, family businesses seem to function relatively well in troubled times. In fact, many studies show that, in the long run, they perform better than other business models. Key factors for their ongoing success include a management perspective that emphasizes the long term, strong brand and family name recognition, and often a strong focus on the core business.1 But in the Gulf Cooperation Council (GCC), family businesses are trending in the opposite direction.2 During the recent crisis, they have been less resilient than the rest of the economy despite a pre-downturn history of rapid growth and market dominance. Since 2008, the A.T. Kearney GCC Family Conglomerate Index has decreased by 60 points, while the Bloomberg GCC 200 Index has decreased by 40 points, a 20-point performance gap (see figure 1).3 After a tough 2008, GCC family businesses rebounded to some extent (as did the market), but this did not last. As the overall market has trended mostly up, family businesses have trended downward. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/gcc-family-businesses-unlocking-potential-through-active-portfolio-management/10192#sthash.sb692Hgw.dpuf
A.T. Kearney: GCC Family Businesses: Unlocking Potential Through Active Portf...
A.T. Kearney: GCC Family Businesses: Unlocking Potential Through Active Portf...
Semalytix
Educators have long been allured by technology—from radio, film, and television to calculators, VCRs, and PCs. Now it's tablets, document cameras, and interactive whiteboards. With a plan in place, schools can make sure that their investments in digital technology don't go to waste. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-digital-school/10192#sthash.21c9zgQn.dpuf
The digital school
The digital school
Semalytix
Digitization is bringing a sea change to a U.S. healthcare industry already facing waves of uncertainty. By taking the right steps, this can be a major opportunity for industry players. Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country's movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment. Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don't forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/digital-healthcare-or-bust-in-america/10192#sthash.gP6B4uWR.dpuf
Digital healthcare or bust in america
Digital healthcare or bust in america
Semalytix
A.T. Kearney: About Us
A.T. Kearney: About Us
Semalytix
Hcl Technologies Annual Revenues-2011
Hcl Technologies Annual Revenues-2011
Semalytix
HCL Technologies Q4-2011- IR Release
HCL Technologies Q4-2011- IR Release
Semalytix
HCL Corporate Presentation April 2011
HCL Corporate Presentation April 2011
Semalytix
HCL Eu release Q3 results-final
HCL Eu release Q3 results-final
Semalytix
Third Quarter Results FY 2010-11:Investor Release
Third Quarter Results FY 2010-11:Investor Release
Semalytix
Key highlights Q3/2011
Key highlights Q3/2011
Semalytix
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The African Retail Development Index (ARDI) ranks the top countries in Sub-Saharan Africa for retail expansion. Based on A.T. Kearney's Global Retail Development Index, the ARDI identifies not only the most attractive markets today, but also those that offer the most potential in the future. The 2015 ARDI ranks the leading 15 nations and reconfirms the region’s potential arising from not just oft-discussed markets like Nigeria and Ghana, but also small, dynamic markets such as Gabon and mid-sized but fast-growing countries like Angola.
Retail in africa still the next big thing
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Semalytix
A.T. Kearney issued its first Foreign Direct Investment (FDI) Confidence Index® in June 1998, in the shadow of the 1997 Asian financial crisis. Despite jitters following economic collapse in Southeast Asia, businesses saw investment opportunity in the Americas, Western Europe, Russia, and East Asia, and the United States took first place. Here we are in 2015, with the United States first place in the Index again and business executives still tormented by a recent global financial crisis. Today’s investors must account for divergent monetary policies in large developed economies, alongside a surging U.S. dollar and a sustained commodity super-slump. Developed and developing markets alike are moving in unexpected ways. Yet, amid growing divergence and multiplying risks, there is genuine excitement in the global business community. It starts with the growing belief that the combined strength of the U.S. and Chinese economies—first and second in this year’s FDI Confidence Index—can buoy the world economy while others get back on track. And there is genuine dynamism elsewhere if you know where to look. Numerous countries are opening up long-guarded sectors to privatization and foreign investment. Downturns and fluctuations in other countries are creating opportunities for mergers and acquisitions. And new free-trade agreements are already in place or close at hand, even if the U.S. political environment will continue to frustrate its reliable engagement. Risk has been a constant since the inception of this Index. The challenge for all global business leaders remains how to think beyond the last crisis while seeking to avoid the next. Those that take a “wait and see” approach often find that their competitors—whether small businesses or country governments—do not hold back in seeking positive growth. Our view is that opportunities abound for those that know where to look, aided by strategic foresight and analysis. The world is more complicated now than it was in 1997. Global interconnectedness has created a more competitive and complex landscape. Technologies, ranging from unconventional energy extraction to predictive and even prescriptive analytics, are changing the game and increasing the probability of strategic disruption in every sector and corner of the world. The complexity of risk and opportunity in 2015 underscore the importance of the insights contained in this year’s FDI Confidence Index. As always, we welcome any input you may have regarding the Index, its scope and our analysis.
Bip connected risks investing in a divergent world
Bip connected risks investing in a divergent world
Semalytix
Nach einem eher verhaltenen Jahr 2013 nahmen 2014 M&A-Transaktionen in der Öl- und Gasindustrie deutlich zu. Angesichts des weiter sinkenden Ölpreises und der Entscheidung der OPEC gegen eine Drosselung der Fördermengen werden 2015 noch intensivere M&A-Aktivitäten in der gesamten Wertschöpfungskette stattfinden. Diese strategischen Deals sind für die Unternehmen wichtig, um Wertzuwächse zu erzielen, sich für kommende Marktturbulenzen zu rüsten und die Wettbewerbslandschaft zu ihren Gunsten zu formen.
Mergers and acquisitions in oil and gas
Mergers and acquisitions in oil and gas
Semalytix
With growing demand among Middle East viewers for online video content, new players cast in the Netflix mold are competing with traditional TV companies for a market potentially worth $1 billion by 2020. Around the world, over-the-top video (OTTv) is becoming more mainstream.1 These services as a share of total television viewing have doubled globally over the past 12 months and exceed 30 percent in some developed economies. In the United States, 75 million households have an active OTTv subscription, compared to 32 million just four years ago. Fueling this trend is the emergence of an abundance of user-friendly OTTv services, coupled with the increasing quantity and quality of content available online. Netflix launched its streaming service in 2007. As of April 2014, it was being used by 50 million people in 41 countries. Hulu, the OTTv service from NBC Universal, Disney, and Fox, now has six million paying U.S. subscribers. More pay TV operators are offering multiscreen packages to their subscribers and online-only packages to nonsubscribers in a bid to compete head-on with Netflix and similar services. In the Middle East, OTTv is still nascent by global standards. Fewer than 100,000 homes subscribe to dedicated commercial OTTv services—less than 1 percent of television-viewing households.2 Yet despite the low penetration, interest is strong—as suggested by the popularity of online short video services such as YouTube—and a flurry of new services has emerged (see figure 1). Etisalat introduced its eLife TV app on iOS in 2013, just one year after MBC's Shahid TV app became the top downloaded app in the Middle East App Store. Istikana and icflix, which follow a Netflix model, launched the region's first major standalone OTTv services in 2011 and 2013 respectively. OSN recently followed by announcing the launch of Go by OSN for non-pay TV subscribers. In 2014, beIN SPORTS relaunched its OTT service and began selling multiscreen subscriptions, and MBC partnered with Samsung to launch Shahid on smart TVs. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/over-the-top-video-ottv-in-the-middle-east-how-to-win-the-market/10192?#sthash.6QbS8wM6.dpuf
Over-the-Top Video (OTTv) in the Middle East: How to Win the Market
Over-the-Top Video (OTTv) in the Middle East: How to Win the Market
Semalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results. Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies. So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study). With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results. This paper looks at the trends and the path forward. The Evolving Digital Journey Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address. Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward. Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation. A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business. - See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Going Digital: The Banking Transformation Road Map
Going Digital: The Banking Transformation Road Map
Semalytix
Leaders use procurement to catalyze lasting, superior business performance through excellence in managing categories, suppliers, and teams. The rush to cut costs in the wake of the 2008–09 Great Recession propelled procurement organizations to the forefront at companies around the world. Faced with so much uncertainty, companies raced to shed costs—and procurement rose to the challenge, delivering exceptional results. With this came an increase in procurement's stature, influence, and reach. A.T. Kearney's Assessment of Excellence in Procurement (AEP) 2011 study saw a doubling in the rate of benefits achieved by the procurement functions since the 2008 study, yielding the highest percentage gains seen in the more than two decades since we began conducting this study. In 2011, we projected that this upward trajectory would continue: procurement appeared poised to deliver even greater impact to the business. Our 2014 AEP study finds that while leading companies continued their trajectory, most procurement organizations only sustained the gains in influence and reach made between 2008 and 2011. In short, the typical company may be "wasting a crisis" by not continuing to enhance one of the most powerful levers to improve profitability and competitive advantage. - See more at: http://www.atkearney.de/studie/-/asset_publisher/Rv2vNmilj1Kf/content/procurement-powered-business-performance?_101_INSTANCE_Rv2vNmilj1Kf_redirect=%2Fresearch-studies#sthash.CJibvJBu.dpuf
Bip assessment-of-excellence-in-procurement-2014
Bip assessment-of-excellence-in-procurement-2014
Semalytix
Company Presentation
About a.t. kearney
About a.t. kearney
Semalytix
Nutrition products can be an inexpensive and safe solution to tackle important unmet health needs. Consumer healthcare has become the battleground where pharmaceutical and consumer goods firms compete for growth. With more people around the world dying from obesity than starvation, poor nutrition is now recognized as a major risk factor for chronic diseases. Most health systems are ill-equipped to deal with this trend.1 Increasingly, patients are being encouraged to take part in their own treatments, and a consumer market has been developing midway between the supermarket-based world of consumer goods companies and the scientific, pharmacy-based world of pharmaceutical firms.2 The front lines of this battle are nutritional products that have been proven to help prevent or cure disease. These "nutraceuticals" present a tantalizing opportunity for breakthroughs to prevent and manage common health problems, offering consumer-focused solutions to issues that are currently addressed only by pharmaceutical interventions—or not at all.3 However, despite being a hot spot for growth, they still suffer from the same challenges as the rest of the sector, with market growth barely keeping up with the rise in gross domestic product.4 In this paper, the third in our Winning the Battle for Consumer Healthcare series, we delve further into the nutraceuticals market to understand the opportunities and barriers to growth. We also look at the successes and challenges faced by both consumer goods and pharmaceutical companies as they struggle to gain the upper hand in this exciting new market. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/nutraceuticals-the-front-line-of-the-battle-for-consumer-health/10192#sthash.Fx04jdM8.dpuf
Nutraceuticals: The Front Line of the Battle for Consumer Health
Nutraceuticals: The Front Line of the Battle for Consumer Health
Semalytix
From The Art of War to The War for Talent, strategy has been evolving for centuries. What we have learned in the past 2,500 years is highlighted here—not only where strategy began but also why it is on the verge of reclaiming its rightful place in history. Strategy, for most of its 2,500-year history, was one-dimensional. Warmongers were largely focused on avoiding wars by not instigating them and business was mostly focused on building power and monopolies. The past 50 years have more than made up for this one-way view as strategy hit its prime and spewed out countless new ideas and solutions. But as the strategies piled up so did the complexity, and the chance that any one overall strategy was the answer to ever expanding strategic freedom was trampled in the competitive scramble. As a result, we are in for some interesting times. Strategy is on the verge of reinventing itself and reclaiming its rightful place at the top of the business food chain. We believe that strategy will come back as a much more powerful guiding force of organizational energy, which we are excited about because it brings "strategy" and "doing" back together again—something we wholeheartedly believe in. This paper constructs a brief history of strategy within a framework of noteworthy publications. We generalize, simplify, and cut corners, not out of ignorance but to create a holistic overview to show where strategy has been and where we believe it is now headed. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-history-of-strategy-and-its-future-prospects/10192#sthash.3JIQGHKj.dpuf
A.T. Kearney: History of strategy and its future prospects
A.T. Kearney: History of strategy and its future prospects
Semalytix
Since 2008, times have been tough for family businesses. The antidote: tapping into hidden value. Like families in general, family businesses seem to function relatively well in troubled times. In fact, many studies show that, in the long run, they perform better than other business models. Key factors for their ongoing success include a management perspective that emphasizes the long term, strong brand and family name recognition, and often a strong focus on the core business.1 But in the Gulf Cooperation Council (GCC), family businesses are trending in the opposite direction.2 During the recent crisis, they have been less resilient than the rest of the economy despite a pre-downturn history of rapid growth and market dominance. Since 2008, the A.T. Kearney GCC Family Conglomerate Index has decreased by 60 points, while the Bloomberg GCC 200 Index has decreased by 40 points, a 20-point performance gap (see figure 1).3 After a tough 2008, GCC family businesses rebounded to some extent (as did the market), but this did not last. As the overall market has trended mostly up, family businesses have trended downward. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/gcc-family-businesses-unlocking-potential-through-active-portfolio-management/10192#sthash.sb692Hgw.dpuf
A.T. Kearney: GCC Family Businesses: Unlocking Potential Through Active Portf...
A.T. Kearney: GCC Family Businesses: Unlocking Potential Through Active Portf...
Semalytix
Educators have long been allured by technology—from radio, film, and television to calculators, VCRs, and PCs. Now it's tablets, document cameras, and interactive whiteboards. With a plan in place, schools can make sure that their investments in digital technology don't go to waste. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-digital-school/10192#sthash.21c9zgQn.dpuf
The digital school
The digital school
Semalytix
Digitization is bringing a sea change to a U.S. healthcare industry already facing waves of uncertainty. By taking the right steps, this can be a major opportunity for industry players. Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country's movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment. Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don't forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/digital-healthcare-or-bust-in-america/10192#sthash.gP6B4uWR.dpuf
Digital healthcare or bust in america
Digital healthcare or bust in america
Semalytix
A.T. Kearney: About Us
A.T. Kearney: About Us
Semalytix
Hcl Technologies Annual Revenues-2011
Hcl Technologies Annual Revenues-2011
Semalytix
HCL Technologies Q4-2011- IR Release
HCL Technologies Q4-2011- IR Release
Semalytix
HCL Corporate Presentation April 2011
HCL Corporate Presentation April 2011
Semalytix
HCL Eu release Q3 results-final
HCL Eu release Q3 results-final
Semalytix
Third Quarter Results FY 2010-11:Investor Release
Third Quarter Results FY 2010-11:Investor Release
Semalytix
Key highlights Q3/2011
Key highlights Q3/2011
Semalytix
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Over-the-Top Video (OTTv) in the Middle East: How to Win the Market
Over-the-Top Video (OTTv) in the Middle East: How to Win the Market
Going Digital: The Banking Transformation Road Map
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About a.t. kearney
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Nutraceuticals: The Front Line of the Battle for Consumer Health
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A.T. Kearney: About Us
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Hcl Technologies Annual Revenues-2011
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HCL Technologies Q4-2011- IR Release
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HCL Corporate Presentation April 2011
HCL Corporate Presentation April 2011
HCL Eu release Q3 results-final
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Third Quarter Results FY 2010-11:Investor Release
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Key highlights Q3/2011
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