Disruptive innovations challenge pharma companies to change up business models and value chains to stay ahead. In this article, Ulrica Sehlstedt, Nils Bohlin, Fredrik de Maré and Richard Beetz of Arthur D. Little discuss how as the industry becomes more digitalized, pharma companies will need to implement changes that will ultimately lead to new business models and value chains.
The chemical industry recognises that digital innovation can help it to be, and stay, competitive. And it is important for the industry to identify the key digital technology building blocks and to tap into possible shared digital benefits across industries, Arthur D Little partners Michael Kolk and Frederik van Oene said in an interview with ICIS.
The way customers interact with banks and insurance companies has changed: according to Eurostat and The Financial Brand, as much as 40% of banking customers in the EU are active online banking users. That number rises to 61% in the US. We expect this number to rise to 83%-89% in the EU by 2020. In this article Alejandro Gonzalez and Pedro Fernández of Arthur D. Little, discuss how financial institutions can develop digital strategies as bricks and mortar become obsolete.
Telcos' innovation strategies have been shown up in a new report, which laments a continued protection of their core business activities. The report from management consultants Arthur D. Little, Match-Maker Ventures and The Telecom Council of Silicon Valley, noted that realising value from innovation remained "elusive". Over two-thirds (67 percent) of telco respondents said that innovation is among their top three strategic priorities, but only 34 said they were satisfied with their innovation activities. The report noted that their approaches were often "shallow" and "scratching the surface". "Observing and mimicking often is the key, instead of true innovative thinking," it said. A desire to protect the status quo and shareholder pressure were two reasons for this, according to the report.
In this article about truck manufacturers in the Middle East truck market, the authors of a new report from Arthur D. Little are quoted as saying the following: "From a marketing footprint, we're not suggesting they should withdraw from the market in South America. The recommendation is to scale back on the production capacity side and reallocate capacity to Middle East in one form or another," said Roman Mathyssek, Principle at Arthur D Little's Munich Office. "It is only a temporary solution. They have overcapacity in South America but not enough in the Middle East." And they are going to need it, soon. "The region is going to see a shift to quality, which also hasn't been addressed adequately enough in the past," Arthur D Little's Michael Rüger, Partner, Frankfurt Office, told Automotive World. "People always think it's just a budget market and you just sell on price, but that's not true. You sell on quality now more than ever. That's the new name of the game, and it goes hand in hand with services and everything else that you need in order to sell a high quality truck to a fleet."
Fixed-mobile convergence has become a reality in Europe, driven by operators in markets with infrastructure-based competition and essentially adopted by customers for its discounts. Behind the nice take-up figures, there is a contrasting reality - the challenge being for operators to capture the value creation potential. In this article, Gregory Pankert of Arthur D. Little discusses why moving beyond discounting is critical to maintain differentiation and secure a positive incremental margin. Operators will need to deepen their understanding of how convergence affects customer segments and value contribution, and translate it into new go-to-market strategies.
Over the past few decades' airports have evolved from mere infrastructure providers to hubs of commercial activities. Many airports have therefore extended their service offerings, focusing increasingly on providing a holistic customer experience with the passenger central to both strategic and commercial decisions. Proper management of airport parking activities has a defining impact on the customer experience, as the parking premises form the first physical point of contact at the airport for point-to-point passengers. In this article, François-Joseph Van Audenhove and Aurelia Betatti of Arthur D. Little, discuss ways to maximise customer experience and create added value from airport parking activities.
Industry 4.0 and related new technologies such as the Internet of Things (IoT) are changing the face of the industry. CXOs in all industries are currently defining new ways to explore and exploit the benefits. The bad news is that the variety of technologies and limited number of industrialized examples make it hard to understand the complexity of the topic. The good news is that the concepts are far more than buzzwords. The new technologies have game-changing potential. In this article, Russell Pell of Arthur D. Little, is interviewed about Industry 4.0, IoT and additive manufacturing.
In this article about how robots are moving up to take on both menial paperwork and complex data analysis, Alejandro González and Pedro Fernández-Olano, authors of the Arthur D. Little report "Defining the Digital Organization," are quoted as saying they do not foresee widespread use of robotics in banking in the short term, particularly in corporate banking, which often requires more complex interactions with customers. But they recognize that sophisticated software algorithms-or software robots, for that matter-doing more of the grunt work on the back end could be useful. "Banks would be able to do things more efficiently and not lose money in irrelevant customer marketing campaigns," says Gonzalez.
Digital transformation has changed the world. The ubiquity of the Internet and the extremely rapid expansion of increasingly versatile smartphones have disrupted the way consumers interact with several industries. From entertainment to the car industry, almost no sector of the economy has been left out of the digitalization wave. Financial services are not an exception. The way customers interact with banks and insurance companies has changed: according to Eurostat and The Financial Brand, as much as 40% of banking customers in the EU are active online banking users. That number rises to 61% in the US. We expect this number to rise to 83%-89% in the EU by 2020. In this article, Alejandro Gonzalez and Pedro Fernández from Arthur D. Little, examine how financial institutions can implement technologically-inspired strategies.