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1 
Transforming for 
growth: Consumer 
business in the 
digital age 
KPMG Global Consumer Executive 
Top of Mind Survey 
k...
2 
Renewed optimism and the 
“age of disruption” are driving 
executive priorities. 
Since last year’s survey, the clear f...
3 
Issue #1 
Digital. 
As consumer demand for digital 
experiences and ecommerce 
grows, retailers and manufacturers 
are ...
4 
#1 
Data analytics is the top 
ranked area of importance 
for companies’ strategies 
this year 
54% 
of respondents say...
5 
Issue #1 
As a result, 
business models 
are being 
transformed by 
technology. 
The ability to integrate platforms, 
i...
6 
Issue #1 
Now consider… 
■ Does your company have the strategy and capability to make the 
most of your data? 
■ How ar...
7 
Issue #2 
Data. 
Consumer companies have more 
information than ever about their 
customers, even before they 
enter th...
8 
29% 47% 
of the respondents say 
data security is very or 
critically important 
of respondents say data 
security will...
9 
Issue #2 
This could mean 
executives are 
overconfident in 
their ability to 
protect data. 
The fact that less than h...
10 
Issue #2 
Now consider… 
■ Do you have the right systems in place to adequately 
protect your data? 
■ Are you at risk...
11 
Issue #3 
Supply chain. 
Extensive supply chains present 
ongoing challenges related to 
sourcing, tracking and effici...
12 
38% 
of executives say supply chain management 
is their top challenge 
42% 
placed supply chain management at the top...
13 
Issue #3 
As a result, increasingly 
complex supply chains 
require a deeper 
integration of data 
analytics to achiev...
14 
Issue #3 
Now consider… 
■ Are you collaborating with the right partners in your supply 
chain? 
■ Do you have enough ...
15 
Issue #4 
Sustainability 
and CSR. 
Companies are faced with 
increased regulation, corporate 
and social responsibili...
16 
The 
3 
main drivers 
behind 
sustainability 
Source: KPMG 2014 Consumer Executive Top of Mind Survey 
41% 
Reputation...
17 
1/2 
of food retailers and 
manufacturers say health 
and wellness and securing 
food safety are their top 
goals this...
18 
Issue #4 
As a result, the 
industry needs to 
collaborate to 
address CSR 
issues. 
Proactive efforts can drive 
posi...
19 
Issue #4 
Now consider… 
■ To what extent should the industry be involved in setting 
regulation and standards? 
■ How...
20 
Who was surveyed 
A total of 469 executives from companies headquartered in 32 countries completed the survey in 
Apri...
21 
Contacts 
Willy Kruh 
Global Chair, Consumer Markets 
KPMG International 
wkruh@kpmg.ca 
@WillyKruh_KPMG 
Peter Freedm...
Thank you 
kpmg.com/socialmedia kpmg.com/app 
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity...
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2014 Global Consumer Executive Top of Mind Survey

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The focus of consumer goods executives has shifted from survival towards technology and operations—particularly around digital transformation, data and analytics, supply chain and corporate social responsibility. These issues are explored in-depth in the 2014 Consumer Executive Top of Mind Survey “Transforming for growth: Consumer business in the digital age”.

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2014 Global Consumer Executive Top of Mind Survey

  1. 1. 1 Transforming for growth: Consumer business in the digital age KPMG Global Consumer Executive Top of Mind Survey kpmg.com/CMsurvey2014 © 2014 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. 2. 2 Renewed optimism and the “age of disruption” are driving executive priorities. Since last year’s survey, the clear focus of consumer goods executives has shifted from survival towards technology and operations—particularly around four issues… © 2014 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.
  3. 3. 3 Issue #1 Digital. As consumer demand for digital experiences and ecommerce grows, retailers and manufacturers are looking at how they can meet these needs and operate in this new era of disruptive technology. © 2014 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.
  4. 4. 4 #1 Data analytics is the top ranked area of importance for companies’ strategies this year 54% of respondents say their digital strategy for engaging consumers through mobile and digital platforms is a top concern Source: KPMG 2014 Consumer Executive Top of Mind Survey © 2014 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.
  5. 5. 5 Issue #1 As a result, business models are being transformed by technology. The ability to integrate platforms, information systems and data to effectively address the expectations and needs of tomorrow’s consumers is a critical component to competitive advantage and success. © 2014 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.
  6. 6. 6 Issue #1 Now consider… ■ Does your company have the strategy and capability to make the most of your data? ■ How are you using data to drive growth and innovation? ■ Is your business model customer-centric? © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  7. 7. 7 Issue #2 Data. Consumer companies have more information than ever about their customers, even before they enter the store. But the misuse of that data—or being vulnerable to piracy or hacking—can have enormous consequences, harming the reputation of manufacturers and retailers and eroding customer trust. © 2014 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.
  8. 8. 8 29% 47% of the respondents say data security is very or critically important of respondents say data security will be one of their biggest challenges over the next 12 months Source: KPMG 2014 Consumer Executive Top of Mind Survey © 2014 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.
  9. 9. 9 Issue #2 This could mean executives are overconfident in their ability to protect data. The fact that less than half of companies did not rank data security as a significant strategic issue suggests an overconfidence of executives in their companies’ ability to protect their data. © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  10. 10. 10 Issue #2 Now consider… ■ Do you have the right systems in place to adequately protect your data? ■ Are you at risk of eroding your customers’ trust? © 2014 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.
  11. 11. 11 Issue #3 Supply chain. Extensive supply chains present ongoing challenges related to sourcing, tracking and efficiency. Notwithstanding the supply chain logistics challenges that omni-channel presents, consumer companies have some of the most complex upstream supply chains of any type of business. © 2014 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.
  12. 12. 12 38% of executives say supply chain management is their top challenge 42% placed supply chain management at the top of their list for increased investment over the next 12 months 45% of executives say speed and agility is their top priority for improving the supply chain Source: KPMG 2014 Consumer Executive Top of Mind Survey © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  13. 13. 13 Issue #3 As a result, increasingly complex supply chains require a deeper integration of data analytics to achieve greater efficiency and agility. Greater collaboration among suppliers and retailers can help to increase visibility beyond Tier 1 and 2 suppliers. Downstream supply chains need to be more transparent and agile to meet the real-time and cross-channel demands of omni-channel business models. © 2014 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.
  14. 14. 14 Issue #3 Now consider… ■ Are you collaborating with the right partners in your supply chain? ■ Do you have enough visibility and control beyond your Tier 1 and Tier 2 suppliers? ■ Is your supply chain agile enough to respond quickly to change? © 2014 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.
  15. 15. 15 Issue #4 Sustainability and CSR. Companies are faced with increased regulation, corporate and social responsibility (CSR) pressures, and accountability for the health and wellness of their employees and customers. This presents companies with the challenge of being compliant, ethical and socially conscious— while being competitive and profitable—which doesn’t always go hand in hand. © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  16. 16. 16 The 3 main drivers behind sustainability Source: KPMG 2014 Consumer Executive Top of Mind Survey 41% Reputation and brand 34% Consumer demand 28% Competition Percentage of respondents who identified each of these factors as one of their top three drivers © 2014 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.
  17. 17. 17 1/2 of food retailers and manufacturers say health and wellness and securing food safety are their top goals this year 56% of all respondents say health and wellness and/or CSR and sustainability priorities are very important to their business Source: KPMG 2014 Consumer Executive Top of Mind Survey © 2014 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.
  18. 18. 18 Issue #4 As a result, the industry needs to collaborate to address CSR issues. Proactive efforts can drive positive change in the areas of data protection and privacy, health and wellness, product safety, sustainability and end-to-end value chains. This will ultimately benefit not only consumers, employees and communities, but the companies and industry as well. © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  19. 19. 19 Issue #4 Now consider… ■ To what extent should the industry be involved in setting regulation and standards? ■ How is your company engaged in the creation and adoption of better industry practices? © 2014 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.
  20. 20. 20 Who was surveyed A total of 469 executives from companies headquartered in 32 countries completed the survey in April 2014 representing manufacturers (35 percent), retailers (40 percent) or both (24 percent) in the food, drink, consumer goods, luxury goods, agribusiness and food services sectors. Over half of the respondents are C-suite or Board members, and one-third are from the finance function. Ninety percent have annual revenues over US$500 million, and 15 percent have revenues exceeding US$5 billion. Source: KPMG 2014 Consumer Executive Top of Mind Survey © 2014 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.
  21. 21. 21 Contacts Willy Kruh Global Chair, Consumer Markets KPMG International wkruh@kpmg.ca @WillyKruh_KPMG Peter Freedman Managing Director The Consumer Goods Forum p.freedman@theconsumergoodsforum.com @CGF_The_Forum For more information download the report at kpmg.com/CMsurvey2014 © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  22. 22. Thank you kpmg.com/socialmedia kpmg.com/app © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

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