Post-Merger Integration of R&D

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Technology & Innovation Management November 2009

Post-Merger Integration of R&D

Reaping the full potential of post-merger integration

An in-depth study conducted by Arthur D. Little notes that while the potential gain of merging R&D departments is substantial, integration of R&D activities exposes the business to significant risks, is more difficult and takes longer than other areas – all factors that can spoil the affair. The solution is careful tailoring of a full R&D integration approach that deals with the “enablers” early on. [...]

Telecom Operators in a Carbon-Constrained World

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TIME November 2009

Telecom Operators in a Carbon-Constrained World

Findings of an Arthur D. Little Survey in the Middle East and North Africa

As the world awaits a global carbon reduction commitment, Middle Eastern and North African (MENA) telecoms operators must do more to ensure that energy and carbon management positively affect their future growth, according to a new report by Arthur D. Little and Dubai Internet City. [...]

The Hidden Value In Your Accounts Receivable

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Manufacturing, Consumer Goods October 2009

The Hidden Value In Your Accounts Receivable

The hidden value in accounts receivable - how to use 3rd party services

First-class accounts receivable management increases a firm’s value. Overlooked by many companies, reducing accounts receivable by use of 3rd party services, is a value creation lever frequently addressed by private equity owned companies. 3rd parties offer a wide range of services, from debt collection, to advanced financing solutions. Arthur D. Little shares its insight into the services, their properties, business cases, financial effects and implementation. [...]

Ensuring Survival

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Sustainability & Risk, Sustainability September 2009

Ensuring Survival

Business Models in a Low-Carbon World

Much to everybody’s surprise, the low-carbon bandwagon survived even a global downturn - it remains a real issue in the eyes of politicians and the public alike. We have not seen the end of risky financial decisions, but we have reached the end of a period when carbon became established as an issue but, despite this, action appeared optional for individual governments, businesses and societies. In this publication, we present four assertions that we believe highlight the dangers of complacency. [...]

Optimizing Involvement in the Development  of Sustainability Related Public Policy

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Sustainability & Risk, Sustainability September 2009

Optimizing Involvement in the Development of Sustainability Related Public Policy

Balancing Integrity and Innovation

Public policy is increasingly influencing the corporate sustainability agenda, as is the need for companies to engage in its development. This is by no means a simple task. In this Viewpoint we identify key steps in the policy development process and highlight how companies can optimise their involvement. [...]

Emerging markets in microinsurance

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Financial Services August 2009

Emerging markets in microinsurance

How to establish a foothold in the new market segment serving low-income customers

Low-income households feel the impact of adversity more heavily than most in society, yet have little access to affordable insurance products that could help to protect them. However, as insurance providers become increasingly aware of this unmet need, a new microinsurance industry is emerging. To gain a foothold in this market, insurers need to confront a number of challenges: what is the most appropriate operating model for this low-margin, high-volume segment? What type of products do low income consumers want? How can insurance products be distributed in a previously unserved market? Insurers that succeed in overcoming these challenges have the opportunity to tap a potentially vast new source of profit. [...]

Do more IT for less

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Information Management August 2009

Do more IT for less

Best-in-class companies act beyond pure cost-cutting in ICT

Economic downturns force a cost-orientation, especially for "commodities" like information & communication technology (ICT). The pressure on ICT organisations to improve efficiency and effectiveness rises - but best-in-class companies act beyond pure cost-cutting: a holistic performance optimisation, maintaining and streamlining the strategic ICT portfolio and addressing all relevant CIO levers for performance results in a higher long-term ICT value and profitability contribution. The Arthur D. Little ICT performance radar contains a well proven set of levers to unveil these improvement potentials. [...]

Shifting Centers of Gravity

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Automotive July 2009

Shifting Centers of Gravity

The End of the Automotive Industry As We Know It?

The global automotive industry is set to become a fascinating battleground over the next ten years as established OEMs from the triad markets wrestle with challenger OEMs from emerging markets for dominance. This report by Arthur D. Little identifies some of the strategies that emerging challenger OEMs will adopt as they seek to realise their significant ambitions in the global marketplace. [...]

Tourism industry in turbulent times

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Travel & Transportation July 2009

Tourism industry in turbulent times

Identifying ways out of the global economic crisis

The economic crisis’ impact on the tourism industry has become apparent with a delay, but is currently putting existing business models under pressure. The set phrase that travel is the last thing consumers compromise on is no longer valid. Generally declining demand for travel in the leisure and business sectors and changing customer preferences challenge the players in the industry. In this Viewpoint, Arthur D. Little analyses the main impacts of the downturn on the core business segments of brokers, tour operators, accommodations and destinations. Based on a survey among industry experts and by analysing the business models of selected successful companies in all segments, ways out of the crisis are revealed. [...]

Pricing in a downturn

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Strategy & Organization, Consumer Goods June 2009

Pricing in a downturn

The value of a structured pricing approach

In today’s economic environment, most companies are focused on projects that provide immediate payback. Proactive executives are currently engaging in typical downturn-management activities such as cost-cutting and working capital management. [...]

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