Analyst Insight: Companies are starting to look at climate change more scientifically. Rather than making judgments based on their own experience, they are using external data to drive models to gauge the potential for disruption to their own supply chains - from singular events such as hurricanes to longer-term effects such as crop migration. This process helps them to understand how truly resilient they are in their ability to source, manufacture and distribute their products. - Glen Goldbach, Principal, PwC; Christoph Hahn, Director, PwC; Kelvin Harris, Director, PwC
Analyst Insight: Given today's intensely competitive business environment, as well as consumers who are more informed and demanding than ever, it's imperative that companies develop customer-driven operations that create a distinctive experience through supply chain capabilities. Simply put, product/service features and pricing are no longer enough to meet customer expectations. And since customers in different segments often have very different needs, generic supply chain capabilities won't cut it. - Joseph S. Roussel; Global Operations Advisor, PwC; Brad Householder, Principal, PwC
U.S. retailers are racing to stay relevant in a rapidly changing shopping environment led by growth of e-commerce, the ubiquity of mobile devices, and the demanding expectations of consumers, according to PwC's annual online shopper survey, Total Retail: The Race for Relevance. Based on a survey of more than 23,000 online consumers globally, the report reveals the changing behaviors of consumers, driven by convenience, price, social media and brand trust.
For most of the past three decades, private equity firms and other investors have relied on two simple questions to assess the supply chains of the companies in which they've invested: Are our companies leveraging low-cost country supply sources and are they keeping supply chain costs in check? Deeper inquiries have always seemed unnecessary, so private equity firms and investors have focused on other aspects of the businesses they own to drive value.
Twenty percent of American adults already own a wearable device and the adoption rate - on par with tablets in 2012 - is quickly expected to rise, according to PwC's Consumer Intelligence Series-The Wearable Future report, an extensive U.S. research project that surveyed 1,000 consumers, wearable technology influencers and business executives, as well as monitored social media chatter, to explore the technology's impact on society and business.
Compliance is at a tipping point. The role of the chief compliance officer has gained more prominence over the last decade and is evolving rapidly. Today's CCOs are in a position similar to that of CFOs 15 years ago, and face a similar opportunity and challenge: how to become a more strategic partner in the organization, a vital member of the C-suite.
Retailers and consumer packaged goods companies are dealing with new rules of consumer engagement as they seize opportunities from advanced technology and the digitally connected consumer, according to the 2013 Financial Performance Report by the Grocery Manufacturers Association (GMA) and PwC US, titled Growth Strategies: Unlocking the Power of the Consumer.
U.S. retail and consumer merger & acquisition (M&A) activity during the first quarter of 2013 was defined by six multibillion-dollar transactions, including one of the largest consumer products deals in history, and alternative deal structures employed to achieve strategic objectives, according to PwC's U.S. retail and consumer deals insights Q1 2013 report.