Energy & Utilities Benchmarking Study

Download PDF, 266 KB

Facebook | Twitter | LinkedIn

Energy & Utilities September 2015

Energy & Utilities Benchmarking Study

Power & gas retail benchmark conclusions

As power and gas retail markets have been liberalizing in Europe in the past decades, the business of selling energy to retail consumers has been completely transformed. New products and services have been developed in most countries and utilities have launched new channels and ways to interact with their customers. The learnings and conclusions from our 2014 power & gas retailers’ benchmark of European incumbents indicate that there is a long way to go for many companies in improving their costs. The first section of this viewpoint reviews these findings and finds out that it is not uncommon to identify a difference in costs per customer of 35€ between best and worst performers. The second section summarizes the conclusions of the discussions and reviews we had with the different participants and the final remarks highlight some insights for power & gas retail executives. [...]

Mobile payment

Download PDF, 275 KB

Facebook | Twitter | LinkedIn

TIME August 2015

Mobile payment

Is this the turning point?

Mobile payment has been on the agenda of numerous players across industries for more than a decade. Now, with Apple Pay launched and the markets getting equipped, mobile payment may finally take off, also in developed markets. Most recent example underlining the potential for a final uptake, the German grocery chain ALDI, known as a rather traditional player, announced the introduction of mobile payment in Germany, a country with a current cash share of more than 80%. [...]

The “Chief Digital Dilemma”

Download PDF, 297 KB

Facebook | Twitter | LinkedIn

Technology & Innovation Management August 2015

The “Chief Digital Dilemma”

The thin red line between the success and failure of the chief digital officer… and the need for the role

Digitization is omnipresent, and many companies are starting to bundle free-floating responsibilities into a single unit or person: the chief digital office(r). Yet many fail in their attempts to get real value out of such a position and wonder what happened to their ambitious digital plans and ideas. A significant number of established CDOs have vanished, leaving a vacuum of digital responsibility. [...]

Can Group 1 base oil come back?

Download PDF, 259 KB

Facebook | Twitter | LinkedIn

Energy & Utilities August 2015

Can Group 1 base oil come back?

The impact of the lower crude prices on the global base oil markets

The global lubricants and base oil markets have had a challenging start to the new millennium. Annual growth has, on average, been well below global GDP growth due to technology improvements in transportation and industry. Furthermore, changing standards are leading to a gradual replacement of Group I-based products to Group II- and III-based products, resulting in plant closures around the world. However, the lower oil prices might lead to temporary relief for Group I producers and an additional boost for the entire industry. [...]

High Throughput Satellites (detailed report)

Download PDF, 1.5 MB

Facebook | Twitter | LinkedIn

TIME July 2015

High Throughput Satellites (detailed report)

Delivering Future Capacity Needs

Advances in satellite communications technology in recent years have led to a significant increase in throughput delivered from a raft of new ‘High Throughput Satellite’ (HTS) systems. More than a dozen such satellites have been launched in recent years and several more will go into orbit in the coming years. These satellites support diverse user requirements and use cases – from ‘connecting the unconnected’ to providing secure and resilient communications to industries, SMEs and all end users. [...]

High Throughput Satellites (summary)

Download PDF, 1.4 MB

Facebook | Twitter | LinkedIn

TIME July 2015

High Throughput Satellites (summary)

Delivering Future Capacity Needs

Advances in satellite communications technology in recent years have led to a massive increase in throughput delivered from a raft of new ‘HighThroughput Satellites’. More than a dozen such satellites have been recently launched and several more will go into orbit in the coming years. These satellites support diverse user requirements and use cases – from ‘connecting the unconnected’ to providing secure and resilient communications to industries, SMEs and all end users. [...]

Unlocking global LNG market value

Download PDF, 510 KB

Facebook | Twitter | LinkedIn

Energy & Utilities July 2015

Unlocking global LNG market value

Market changes require portfolio transformation

Global gas price convergence, predicted last year to take more than a decade to develop, is expected instead to arrive this year, as a direct result of the increase in short-term LNG trading, the relative over-supply of gas and the drop in oil price indexes.  One single global gas market is therefore now emerging, from the previously fragmented sub- markets, leading to new arbitrage opportunities which will emerge for players at all points along the value chain.  Major LNG players with global reach will certainly be able to take advantage of this change by the adoption of innovative portfolio and contracting designs which enable them to optimize the use of their global liquefaction positions.  Opportunities will also be available to those individual buyers able to transform their trading portfolios and risk management approaches. [...]

Managing Global Production Networks

Download PDF, 876 KB

Facebook | Twitter | LinkedIn

Operations Management June 2015

Managing Global Production Networks

Study Results June 2015

Global megatrends create transformation pressure  on the manufacturing industry and their global production networks. Our recent study on “Managing global production networks” analyzed how companies are achieving high performing  production networks e.g. by managing network goals, network structure and network coordination. It became obvious that  today’s global competition requires companies to strengthen network capabilities vs. a site capabilities and are able to constantly evolve the network design to respond to the dynamic market in an agile way. Key discipline is the strategic management  of the network with a holistic optimization of the entire network. There is a clear requirement of a higher degree of centralization and standardization whilst meeting local requirements at the same time. High performing companies have established a regular knowledge transfer between the plants and a regular KPI-based performance measurement of the entire network. [...]

Connecting the dots

Download PDF, 355 KB

Facebook | Twitter | LinkedIn

TIME June 2015

Connecting the dots

Telecommunication providers as enablers for Smart Cities

Smart Cities are evolving around the globe – each distinct in nature, which implies that these eco-systems are driven by a variety of stakeholders with different ambitions and visions. Arthur D. Little has supported several best-practice Smart City projects globally to increase the level of “smartness“ and sustainability within this complex eco-system. With our proven framework, Arthur D. Little was able to increase the flexibility and adoptability of services and business models, thus enabling the creation of unique and valuable „Smart City“ models across the world.
[...]

From idea to results: Insights into world class idea enrichment

Download PDF, 622 KB

Facebook | Twitter | LinkedIn

Technology & Innovation Management June 2015

From idea to results: Insights into world class idea enrichment

Findings from Arthur D. Little’s R&D Management Best Practice Study

We are entering an era that will demand unheralded levels of creativity as companies constantly innovate and reinvent themselves to succeed in the search for growth and margins. This places increasing pressure on companies to generate a steady stream of high quality ideas that can eventually deliver top and bottom line growth. This viewpoint looks best practices in developing, nurturing, and enriching ideas.  Best practices identified include: time-limited ideation challenges for key strategic issues and a dedicated process to enrich and select winning ideas. To support this, senior leaders devote a significant amount of their time to ideation and are involved from start to finish. [...]

| |Bookmark Arthur D. Little