Upload
kpmg
View
51.086
Download
1
Embed Size (px)
Citation preview
© 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
© 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.
© 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…
© 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
Supplychain
Consumer knowledge
Driver Driver DerailerEnabler Enabler 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.
Consumer trust1 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
$
© 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 KruhGlobal Chair, Consumer MarketsKPMG 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.
© 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
© 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
© 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 JohnsonHead of Omni-ChannelKPMG 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.
© 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 knowledgeThe 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
© 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
© 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 ErwinSenior Partner, Data & AnalyticsKPMG 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.
© 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 chainThe 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
© 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
© 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 UnderwoodHead of Supply Chain forConsumer MarketsKPMG 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.
© 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 securityOver 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
© 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 4most 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
© 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 BuffomanteHead of Cyber Security for Consumer MarketsKPMG 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.
© 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 SustainabilityWhen 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
© 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
© 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.
© 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
Datasecurity
CSR & Sustain-ability
Customer knowledge
Supplychain
© 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
TitleCEO/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 businessManufacturer: 48%Retailer: 32%Distributor: 20%
SubsectorConsumer goods: 38%Food or beverages: 31%Clothing, apparel, or footwear: 16%Diversified: 8%Agribusiness: 2%Other: 5%
Company headquartersEurope and Russia
Latin America
Asia Pacific
Africa/Middle East
Northern America
28%
9%
13%
16%
34%
© 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 KruhGlobal Chair, Consumer Markets
KPMG [email protected]
@WillyKruh_KPMG
Peter FreedmanManaging Director
The Consumer Goods [email protected]
@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 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.com/socialmedia kpmg.com/app
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firmsof the KPMG network of independent firms are affiliated with KPMG International. KPMGInternational 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.