© Copyright IBM Corporation 2008
IBM Global Business Services
IBM Global CEO Study:
The Enterprise of the Future
Consumer Products & Retail Industry Perspective
October, 2008
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 2
1Hungry for change
2Innovative beyond customer imagination
3Globally integrated
4Disruptive by nature
5Genuine, not just generous
The Enterprise of the Future is…
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 3
Consumer Products CEOs are generally more cautious about change, but view growth markets, informed customers and CSR positively
Consumer Products (CP) CEO CORE TRAITS
1. Hungry for change: recognize the need for substantial change and are confident in their ability to manage the required degree of change. Outperformers see need for greater change, and are more confident.
2. Innovative beyond customer imagination: view the rise of purchasing power in growth markets as positive. More informed and collaborative customers is also positive, but investment will be limited.
3. Globally integrated: looking to benefit from global integration CP CEOs are deeply changing their capabilities, knowledge and assets, and partnering when entering new markets.
4. Disruptive by nature: plan a more conservative approach to business model innovation – emphasizing differentiating activities, redefining existing markets and a new mix of products/services.
5. Genuine, not just generous: capitalize on increased customer CSR expectations through a combination of environmental initiatives, new products and greater transparency.
HigherLower CP vs. GLOBAL
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is…
Hungry for Change
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 5
82%
66%
14%
22%
11%
Change Needed Past Success
CP CEOs see a need for substantial change and most are optimistic about successfully managing the required degree of change
Consumer Products
Source: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104, n (CP) = 73
Change Needed
No/limited Change
Moderate Change
Substantial Change
No/limited Success
Moderate Success
Successful
Past Success
16%
83%
61%
11%
20%
6%19%
Change Needed Past Success
Global
22%CHANGE GAP*
CP CEOs… … see substantial
change needed … are more successful
than their global peers in managing change
Perception is that CP companies are managing a lesser degree of change than other industries
The Enterprise of the Future is… Hungry for Change
* Change Gap: difference or ‘gap’ between expected level of change needed and past success in managing change
76%
56%
14%
24%
10%19%
Change Needed Past Success
Retail
20%
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 6
CP industry outperformers universally perceive a need for substantial change, and bring a strong track record in managing their organizations through such change
Change Needed Past ChangeSuccess
•Difference or ‘gap’ between expected level of change needed and past success in managing change** Performance based on industry comparisons within survey sample of revenue CAGR 2003 to 2006
Change Needed Past ChangeSuccess
Outperformers**Underperformers**
100% 13%
88%
7%
27%
64%
14%
14%
72%
The Enterprise of the Future is… Hungry for Change
Change Needed
No/limited Change
Moderate Change
Substantial Change
No/limited Success
Moderate Success
Successful
Past Change Success
Source: IBM Global CEO Study 2008; n (underperformers) = 14, n (outperformers) = 8
CP industry findings around under- and over- performers much stronger than ‘Global’ results
CEOs of outperforming CP companies universally see substantial change needed
These CEOs are also much more successful than their underperforming peers in managing change
CHANGE GAP* 12%-8%
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 7
CP CEOs face a complex landscape of external change drivers, with market factors as their primary concern
External Forces Impacting the CP Organization
Source: IBM Global CEO Study 2008; n (Global) = 1130; n (CP) = 74
61%
Rapidly rising food and energy prices reinforce the importance of Market Factors as a change driver
The combination of Regulatory Concerns and Environmental Issues highlights the criticality of a comprehensive CSR strategy
The top three external factors for Retail were:
1. Market Factors
2. People Skills
3. Socio-Economic Factors
The Enterprise of the Future is… Hungry for Change
“In retail, the critical success factor is people. Our challenge is to connect 14,000,000 customers to what we sell, and that is done by our 14,000 associates”
Marcelo Jose Ferreira e Silva,CEO, Lojas Pernambucanas
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 8
In the ‘People Skills’ area CP companies face issues attracting, building and leveraging talent
Source: Fortune “100 Most Desirable MBA Employers” 2006, 2007, 2008 and IBM Institute for Business Value (IBV) analysis, IBM IBV 2008 Global Human Capital Study
Building and leveraging talent is an issue facing most companies...
IBM’s 2008 Global Human Capital Study revealed:• Three out of every 4 respondents see ‘building
leadership talent’ as their #1 challenge, and• 1/3 of all respondents view ‘Rotating leaders across
BU/geographies’ as a key challenge• Among CP respondents the role of HR in Business
Transformation efforts lagged vs. other industries
CPTotal
Survey Year
Consumer Goods #
2005 20% ▼
2006 18% ▼
2007 16% ▼
2008 12% ▼
# Percent of MBA candidates who say they'd ideally like to work in Consumer Goods
… for the CP industry the issue starts early on, with recruiting
Fortune magazine’s annual survey of MBA’s highlighted the continuing decline in the attractiveness of CP as an industry
Increasing Role
The Enterprise of the Future is… Hungry for Change
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 9
Industry leader in trade customer
collaboration and integration
P&G, uses numerous partnerships to redefine their business model and leverage ideas globally, boosting profits by ~70%
“We created our ‘connect and develop’ innovation model….we collaborate with organizations and individuals around the world, systematically searching for proven technologies, packages, and products that we can improve, scale up, and market, either on our own or in partnership with other companies….”
“From 2000 to 2004, P&G profits jumped by almost 70% and revenues increased by 30%”
“We have more than doubled our innovation success rate and more than doubled the future value potential of the innovations in our pipeline.”
Source: Sykes Enterprises Press Release, 30 Jun 03; Business Week, 7 Jul 03; Oster Dow Jones Select, 17 Jun 03; PR Newswire, 17 Jun 03; Fast Company, Sept 03; http://www.ecom-ohio.org, July 2002; Company web sites. Quotes from Harvard Business Review, McKinsey Quarterly, 2004 Annual Report
Outsourced bar soap and Vick’s brand mfg.
Outsourced CRM technologies, contact support and global fulfillment services
“Connect & Develop Program” generates new product ideas outside of the company
Partnered with Clorox on food-wrap technology to get it to market faster
Online techniques reduced new product concept testing from weeks to days
Rolled out global e-procurement system for MRO
Partners include Schneider and Exel Logistics
= Differentiators = Non-differentiators
Divest low margin, slow growth products
Procurement ManufactureLogistics & Distribution
Consumer Marketing
Customer Management
Product Development
Deploying PRISM with AC Nielsen to measure and drive in-store marketing
Licensing packaging technologies and ingredients to ConAgra
The Enterprise of the Future is… Hungry for Change
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 10
Unilever is also undertaking major changes to their businesses, go to market approaches and operations
Before After
Unilever today announced that it has signed a definitive agreement for the disposal of its Bertolli olive oil and vinegar business with Grupo SOS for a consideration of €630m
July 21st, 2008: The transaction is structured as a worldwide, perpetual licence by Unilever of the Bertolli brand in respect of olive oil and premium vinegar.
Unilever will retain the Bertolli brand for all other categories including margarine, pasta sauces, and frozen meals. The Bertolli brand remains a priority for Unilever with strong growth plans based on capturing the growing appetite for Mediterranean food products.
Unilever today announced that it has signed a definitive agreement for the disposal of its Bertolli olive oil and vinegar business with Grupo SOS for a consideration of €630m
July 21st, 2008: The transaction is structured as a worldwide, perpetual licence by Unilever of the Bertolli brand in respect of olive oil and premium vinegar.
Unilever will retain the Bertolli brand for all other categories including margarine, pasta sauces, and frozen meals. The Bertolli brand remains a priority for Unilever with strong growth plans based on capturing the growing appetite for Mediterranean food products.
Unilever
All Categories
Retailers
Suppliers
Unilever
Spreads, Sauces, Frozen
Retailers
Oil, Vinegar
Suppliers
$
$
$ $$
$
$
$
$
$
The Enterprise of the Future is… Hungry for Change
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 11
IKEA: The world’s largest furniture manufacturer and retailer has grown internationally by changing fundamentals in home furnishing
Revolutionized the home furnishing industry by significantly reducing shipping and transport costs for the mass market furnishings; use innovative flat packaging- By shipping customers unassembled pieces in flat boxes, the costs for labor, shipping and
storage are significantly reduced for the customer and IKEA- Consumers can also pick up many products in the store, increasing market share and
enabling global expansion
Embraced environmental concerns by using alternative and creative materials, focusing on maximizing the use of raw materials and minimizing packaging waste - For example, constructed a storage system made out of recycled milk cartons- Also created a new packaging method for the LAMPAN in which the lampshade is used as
a bucket for the lamp base, thus reducing waste, package size and cost
Entered the housing market with ‘live smart’ flat pack houses called BoKlok - Provides high-quality homes at affordable prices which are manufactured off site, allowing
for quicker build time and less waste- Whole wall sections are delivered to the site, complete with doors, windows and insulation
already installed
Created inspirational, lifelike and convenient retail spaces that keep customers coming back- Fully furnished and accessorized walk-through model homes and living spaces- Supervised children’s areas that replicate a typical Swedish farmhouse and forest
Sources: “IKEA West Chester Offers Swedish Furnishings & Meatballs as Ohio’s 1st IKEA Store Opens in Cincinnati Area”, BusinessWire, March 12, 2008; “Housing Expert – And not an Allen key in sight”, DowJones, March 28, 2008; “In an IKEA state of mind; So much more than a store, It’s a Lifestyle”, DowJones, March 7, 2008
The Enterprise of the Future is… Hungry for Change
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is…
Innovative Beyond Customer Imagination
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 13
3 out of 4 CP company CEOs see rising customer purchasing power as a positive, and plan substantial increases in investment
Source: IBM Global CEO Study 2008, n (Global) = 609; n (CP) = 38
Investment past 3years
Investment next 3years
27%INCREASE
22.2%
28.3%
The Enterprise of the Future is… Innovative Beyond Customer Imagination
No impact 11%
Positive impact 74%
Negative impact 16%
Rise of purchasing power in growth markets and prosperity in Western economies
Related Investment
CP CEOs plan to capitalize on this dynamic by focusing on new segments and markets, and enabling these activities via new operations
Retail CEOs view this trend less positively than their CP counterparts, only 59% view it positively
Retail CEOs plan to decrease related investment
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 14
Increasingly informed and collaborative customers are also viewed positively, but only limited investment increases are planned
No impact 16%
Positive impact 66%
Negative impact 19%
Rise of the informed and collaborative customer
Source: IBM Global CEO Study 2008, n (Global) = 609; n (CP) = 38
5 %INCREASE
12.9% 13.5%
The Enterprise of the Future is… Innovative Beyond Customer Imagination
Globally a 29% investment increase is planned, in areas such as environmental initiatives and transparency
Retail CEOs plan a massive 51% increase in investment in this area
Related Investment
“As our customers continue to change their focus in response to the evolving marketplace, we need to position ourselves as an innovator. We need to be seen as someone with whom our customers can collaborate in creating new experiences from which consumers can benefit.”
R Hurlbut, CEO, Attune Foods
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 15
Although CP company brands are no longer their own, they can influence perceptions by mastering the ‘Trust Triangle’
Trust
Em
pow
ered
Con
sum
ers
Transparency
Information
Today’s empowered Omni Consumer Is an ‘information omnivore’ hungry
for information about companies, products and services
Distrusts many traditional information sources
Seeks trusted information to achieve desired level of transparency
Providing information on supply chain, governance, and finances creates transparency
Information must be delivered where, when and how the omnivore wants it
The information required to retain trust continues to expand and evolve
Trust is only created when transparency has been delivered
The Trust Triangle
The Enterprise of the Future is… Innovative Beyond Customer Imagination
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 16
New dynamics for CP are “your brand is no longer your own” and empowered Information Omnivores are exerting greater influence
Involve consumers directly in brands Numerous CP companies have enlisted consumers to create ads Heinz “Top This TV Challenge” attracted 4,000+ qualified entries and
5.2 million online views Dove received 1,200+ entries for “real ads by real women” contest
Respect power of concerned individuals Parodied highly regarded advertising campaign to raise awareness
about massive deforestation for palm oil production Clip viewed by >250,000 people on YouTube in less than a week
Act globally - upstream and downstream Unilever sources all tea from sustainable, ethical sources P&G introduces cold water detergents to reduce energy consumption Nestlé introduces recyclable water bottle requiring 30% less plastic Foster’s offsets all of the carbon emissions of new lager Danone partners with Grameen to address malnutrition in Bangladesh Clorox introduces line of biodegradable, 99% natural cleaners
The Enterprise of the Future is… Innovative Beyond Customer Imagination
Source: IBM Institute for Business Value, company websites, Unilever press release, 05/25/2007, BusinessWire 01/13/2005 “Procter & Gamble Launches Tide Coldwater”, Business Week 04/28/2008 “Danone innovates to help feed the poor”, Wall Street Journal 05/02/2008: “Unilever Does About Face on Palm-Oil”
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 17
Retailers are raising the bar in connecting with today’s consumer - delivering products and offerings targeted to their varied needs
The Enterprise of the Future is… Innovative Beyond Customer Imagination
Source: IBM Institute for Business Value, company websites, Progressive Grocer 05/12/2008: “Mother Knows Best, Just Ask Safeway”, Wall Street Journal 06/04/2008: “Safeway to Offer Health Line for Kids”, Business Wire, 06/04/2008: “Safeway and Warner Bros. Consumer Products Announce…”
May 2008 – connecting with consumers• Line of store-brand products created with input and
recommendations from “real moms”• Includes more than 80 products, including diapers, baby
wipes, lotions and formula• Comprehensive support program includes branded website, in
store displays and shelf talkers with parenting tips
April 2008 – affordable, simple, healthy eating options• Forms Better Living Brands™ Alliance to market O Organics®
and Eating Right™ food and beverage solutions across all retail channels, food service and internationally
• Alliance includes manufacturing, marketing, consumer and retailer communications, co-packing and distribution
June 2008 – childhood obesity and health• Announces launch of Eating Right Kids line of 100+ items• The health-oriented products for children will carry licensed
Warner Bros. images
O Organics® is the#1 organic food brand
in the U.S.
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 18
Consumers can purchase Nike+ products that:• Leverage RFID technology to capture highly accurate
distance, pace and calorie information• Deliver the information real time to the runner through a
wireless connection with their iPod
Nike has effectively linked runners from around the globe through a combination of its Nike+ product line and web-based community
Consumer can also:• Purchase and download ‘custom’ music mixes via the
Apple iTunes service
The Enterprise of the Future is… Innovative Beyond Customer Imagination
Through the global community runners can:• Track their individual performance during each run
• Track their performance and achievement over time
• Challenge other runners from anywhere in the globe (either as an individual or as part of a team)
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 19
P&G has been very successful to date in moving towards its goal of 50% of new products from outside of P&G labs, while achieving impressive financial and market results
Source: IBM Global Business Consulting Services research; P&G company web sites; Sykes Enterprises Press Release, 30 Jun 03; Business Week, 7 Jul 03; Oster Dow Jones Select, 17 Jun 03; PR Newswire, 17 Jun 03; Fast Company, Sept 03; http://www.ecom-ohio.org, July 2002; quotes from Harvard Business Review, McKinsey Quarterly, 2004 Annual Report
Partnered with Clorox on a food-wrap technology to get it to market faster
Online techniques reduced new product concept testing from weeks to days
Product Develop
Procure Manuf.Logistics/
Distr.Consumer
Mktg.Customer
Mgmt.
Industry leader in trade customer collaboration and integration
P&G’s Results (since 2000):• Grown sales more than 40%• More than doubled profits• Returned $11 Bn. to shareholders, and• Nearly doubled stock price
P&G Equity Ventures provides funding for internal and/or external start-ups
“Through Connect + Develop, P&G is seeking to build a global innovation network by identifying and connecting with the talents and technologies of today’s most prepared minds and capabilities.”
P&G found the perfect complement to the Swiffer brand in a hand-held duster developed by a Japanese competitor.
Several of P&G Olay Skin Care products now utilize new pump dispensers originally developed by a European packaging products company.
By acquiring newly introduced SpinBrush, P&G was able to bring a superior oral care brand to market quickly, without undertaking the time and expense of developing an entirely new product.
“We have more than doubled our innovation success rate and more than doubled the future value potential of the
innovations in our pipeline.”
P&G Value Chain
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is…
Globally Integrated
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 21
Cluster analysis revealed four common approaches towards global integration
Source: IBM Global CEO Study 2008; n (global) = 747MarketSight Category Name / Analysis Name: GI / Q11- Global Initiative Cluster
Global Integration Approach
Deeply change mix of capabilities, knowledge and assets
Maintain current mix of capabilities, knowledge and assets
Drive multiple cultures
Grow organically
Strive for one culture
Localize brands/products
Do everything in-house
Defend your core
Partner extensively
Globalize brands/products
Optimize operations globally
Grow through mergers & acquisitions
Optimize operations locally
Actively enter new markets
Extensive Globalizers (n=230), Consumer Products n = 15Globalizers (n=246), Consumer Products n = 24Blended Thinkers (n=131), Consumer Products n = 11Localizers (n=140), Consumer Products n = 9
Global Focus Local Focus
The Enterprise of the Future is… Globally Integrated
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 22
Localizers 19%
Globalizers 33%
Extensive Globalizers
31%
Blended Thinkers
18%
Source: IBM Global CEO Study 2008; n (global) = 747; n (Retail) = 49; * see appendix for details of cluster analysisMarketSight Category Name / Analysis Name: GI / Q11- Global Initiative Cluster
Cluster analysis* revealed four response groups
Global CP
Localizers 27%
Globalizers 24%
Extensive Globalizers
24%
Blended Thinkers
24%
1. Extensive Globalizers: Highly networked business, adopting a global approach to all elements of integration
2. Globalizers: Business which optimize globally, but already have the capabilities, knowledge and assets they need, and focus on a single not a multiple culture
3. Blended Thinkers: Businesses trying to optimize through a mix of global and local approaches, with multiple cultures
4. Localizers: Insulated business with a blended growth approach
Cluster analysis of the responses reveal a higher proportion of localizers among the Retail industry CEOs than found Globally
Retail
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 23
Many CP CEO’s will invest to build capabilities, enter new markets and globalize products, albeit to a lesser degree than their peers
* n = 73 (% in chart exclude responses "Not selected" and "Neither")
3 2 1 0 1 2 3
Partner extensively
Globalize brands/products
Deeply change mix of capabilities, knowledge
and assets
Do everything in-house
Localize brands/products
Defend your core
Actively enter new markets
Maintain current mix of capabilities, knowledge and assets
The Enterprise of the Future is… Globally Integrated
To benefit from global integration CP CEOs… Will invest in deeply changing core capabilities, knowledge and assets Are embracing an open approach to innovation and looking to partnerships to effect the
desired level of change Plan significantly greater investment in new markets and globalizing products than CEOs of
their retail customers
-11%
-5%
+1%
-3%
Differentials vs. Global sample
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 24
By partnering with local players in growth markets CP companies can quickly gain distribution and access to local knowledge
“We have invested the time and resources to understand each market, partnered with strong local companies, and developed delicious products that we believe will appeal to the unique tastes of the people in each country”
D Conant, President & CEO, Campbell Soup Company
Russia: partnering with leading snack company to access 1,000 sales reps and national distribution network
China: leveraging Coca-Cola bottling partner’s 3,000 sales representatives and 524,000+ points of sale
The Enterprise of the Future is… Globally Integrated
Cautionary tales on entering growth markets abound, such as Groupe Danone’s challenges with partner Zong Qinghou over distribution and manufacturing of Wahaha in China
Source: IBM Institute for Business Value, Campbell Soup Company press release, July 9, 2007
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 25
P&G has proactively innovated their business model in response to capture opportunities in the era of the globally integrated enterprise
Case Study of a globally integrated enterprise: Procter & Gamble
P&G merged with Boston-based Gillette to create world's largest consumer products firm
P&G outsourced global business services to IBM, including three key regional centers, in Costa Rica, England and the Philippines
P&G has outsourced a range of IT services to Hewlett Packard, with that work being carried out in centers around the world, including India, California and Poland
Research & development of new products and processes is conducted in-house in a range of centers, including the Philippines and Beijing
Strategic alliance with TaiGen Biotechnology to further the development and commercialization of a new antibiotic
Partner Expand
Shed RetainCenters in Latvia, Romania, Kenya and Saudi Arabia manage regional brands and operations
Australia, Russia and Vietnam are three of 60 countries where P&G has outsourced facilities management to Jones Lang LaSalle
HQ (Ohio) manages 37 facilities in 21 different US states and 99 facilities in 42 other countries
P&G acquired Clairol from New York-based Bristol-Myers Squibb
P&G joined the new University of Arkansas Center for Innovation in Healthcare Logistics as affiliate partner
Georgia-based Meredian Inc has acquired an extensive intellectual property portfolio from P&G
A range of functions, from financial and legal to logistics and brand management, are carried out in countries such as Morocco, South Africa and Nigeria
The Enterprise of the Future is… Globally Integrated
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 26
Carrefour’s extensive and expanding global presence is helping to keep sales and profit afloat
14,000 stores and 455,000 employees in 30 countries Implementing a ‘localized’ global strategy is proving to be successful
- Recruiting local managers, giving them power to manage assortment, pricing and marketing so stores are tailored to local market tastes
- Giving priority to country’s own supply chain
• Locally supplied products currently comprise 90% of products in each country
• 99% of the approximate 500,000 people working for Carrefour are local
European operations, outside of France, have yielded the biggest international sales gain, proving to be Carrefour’s major growth engine- 38% of total company sales in 2006, 59% of stores and 37% of profits
In Latin America, Brazil has become the 3rd most important contributor to Carrefour Group sales after acquiring discount hypermarket Atacadao
In Asia, China is expected to be a significant growth market- Opened 23 new hypermarkets in China in 2007, breaking their own records - 40% of Carrefour’s stores are in secondary regions in China
Sources: “Strategic Focus: Carrefour”, TNS Retail Forward, January 2008; “At a Glance 2007”, groupecarrfour.com; “Carrefour: out with the old world, in with the new”, The Grocer, October 27, 2007
The Enterprise of the Future is… Globally Integrated
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is…
Disruptive by Nature
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 28
Since 2006 CP CEOs have awakened to the importance and opportunities of Business Model Innovation (BMI)
Source: IBM Global CEO Study 2008; n (Global) = 1,106, n (CP) = 71
The Enterprise of the Future is… Disruptive by Nature
In the 2006 IBM Global CEO Study only 10% of CP CEOs prioritized business model innovation
Specific areas of emphasis are:
• Focus on differentiating activities, and
• Collaborate with external partners
Other areas of attention include:
• Redefining existing markets, and
• Reconfiguring the product/service/value mix
Note: BMI = Business Model Innovation
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 29
To drive BMI CP CEOs are focusing on differentiation, reconfiguring the product/service mix, and redefining existing markets
Business Model Innovation - Preferences
Source: IBM Global CEO Study 2008; n (Global) =757; n (CP) = 71
1. Focus on differentiation
2. Collaborate externally3. Work internally
The Enterprise of the Future is… Disruptive by Nature
Enterprise model
Revenue model
Industry model
Multiple BMI types
1. Reconfigure product / service / value mix
2. New pricing structures
1. Redefine existing markets2. Create new industries3. Enter new industries
Enterprise model
Revenue model
Industry model
“For us, enterprise model innovation is primarily about having the right business model to enter other markets and secure new capabilities.”
Andrew Brandler, CEO, CLP Holdings Limited
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 30
Li & Fung is well-positioned for the future - an innovative, globally integrated organization
Hong Kong-based Li & Fung Limited sources from virtually anywhere in the world and builds customized solutions for its retail customers
- Network of 10,000 suppliers and staff in 40 different countries
- Orchestrating the supply chain for customers without owning any piece of it
Li & Fung steadily moved up the value chain- Changing its capability and asset mix to provide more sophisticated and
profitable services
Li & Fung is able to be both locally relevant and globally optimized- Established a significant onshore presence in the US to provide product
design and brand development services
- Acquisitions are key to grow market share in target geographic markets
Li & Fung is growing through global integration- Revenue CAGR 1992 to 2006 of over 22%
Li & Fung Limited: Growth through global integration
The Enterprise of the Future is… Disruptive by Nature
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 31
A growing number of CP companies are adopting industry model innovation approaches to connect directly with end consumers
Through a partnership with re-aqua, Unilever has leveraged its ‘Dove’ brand to open 14 spa locations in the UK
re-aqua is the UK’s leading collection of well-being and beauty therapy salons and spas
The spas provide a showcase for products and non-traditional sales outlet for products typically sold through grocery and drug stores
Mars, Inc. launched a direct to consumer outlet for its signature M&M candies Consumers can order customized M&Ms through a dedicated website
Nestlé launched its line of Popularly Positioned Products (PPPs), products specifically targeted at lower income consumers in the developing world
Products consist primarily of dairy products, Nescafé and Maggi flavorings Sales of PPPs grew by over 25% to reach around CHF 6 billion in 2007 The market for such products in Asia, Africa and Latin America is estimated at
over CHF 80 billion
The Enterprise of the Future is… Disruptive by Nature
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is…
Genuine, Not Just Generous
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 33
On a global basis, CEO-focus on environmental issues has doubled although there are strong geographic differences
The Enterprise of the Future is… Genuine, Not Just Generous
8%11% 12%
2004 2006 2008
Americas
15%13%
21%
2004 2006 2008
EMEA
8%
12%
21%
2004 2006 2008
Asia Pacific
9%
12%
18%
2004 2006 2008
All Respondents’ focus on Environmental Issues “As the world becomes more
‘green’, we can replace a plastic-based music distribution system with a waste-free music distribution system.”
- Chris Gorog, CEO, Napster
“We must double our investment in environmental areas.”
- CEO, Industrial Products Co., Sweden
“Environmental issues are driving entry into new market segments as avenues of growth.”
- President and CEO, Automotive Company, Australia
Source: IBM Global CEO Study 2008; All respondents n (2004) = 403, n (2006) = 760, n (2008) = 1,130
% o
f a
ll re
spo
nde
nts
sel
ect
ing
En
viro
nm
enta
l Iss
ue
s a
s a
top
ext
ern
al f
acto
r im
pa
ctin
g t
he
ir o
rgan
iza
tion
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 34
The majority of CP industry CEOs see CSR as an opportunity, and plan to sharply increase investments in this area
No impact 24%
Positive impact 71%
Negative impact
6%
Source: IBM Global CEO Study 2008, n (Global) = 609; n (CP) = 73
Past 3 years Next 3 years
33%INCREASE
20%
11.3%15.0%
The Enterprise of the Future is… Genuine, Not Just Generous
“Our company is investing extensively in corporate social responsibility. We need to be a reference in this domain. As the leader of the luxury industry, we have to stay ahead.”
Y Carcelle, Chairman and CEO, Louis Vuitton
Increasing customer expectations of corporate social responsibility
CP CEO investments will focus on:• Environmental initiatives• New products
Related Investment
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 35
Indeed many CP company have initiated activity across the full spectrum of CSR activities
41%48%
36%43%
52%28% 50%
43%
8%
49%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Compliance withregulations and
standards
Strategicphilanthropy
Formal companyvalues system
Cost savings Creating newrevenue streams
Source: IBM Institute for Business Value, CSR Study 2008, n (CP) = 29
Activities recently started
Activities are mature
The Enterprise of the Future is… Genuine, Not Just Generous
CP Companies that have focused their CSR activities in the following areas
(Percent Responses)
“The consumer’s concept of quality will no longer be measured by only the physical attributes of a product - it will extend to the process of how the product is made, including product safety, environmental compliance and social responsibility compliance.”
V Fung, Chairman, Li & Fung
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 36
However many CP companies are seeking growth without fully understanding customer concerns and drivers
Many CP companies see the growth potential of CSR, most don’t truly understand customer concerns 57% of CP companies are leveraging their CSR
activities to create new revenue streams…
… but 74% admit they don’t understand their customers CSR concerns well.
Have sufficient information to
satisfy customer concerns
Understand customers’ CSR
concerns well
66%
26%Even those who do feel prepared to meet customer concerns may be missing the mark 66% believe they have sufficient information
about the sources of their products to satisfy customer concerns…
… but fully two-thirds of those leaders admit they too don’t understand their customers CSR expectations well.
The Enterprise of the Future is… Genuine, Not Just Generous
Source: IBM Institute for Business Value, CSR Study 2008, n (CP) = 29
Customer Knowledge Gap(Percent Responses, CP)
40%CREDIBILITY GAP*
* Difference or ‘gap’ between having information and having the right information
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 37
Across a range of issues CP companies are working hand in hand with reputable NGOs to burnish their responsibility credentials
“The Coca-Cola Company has launched a multi-year partnership with WWF to conserve and protect freshwater resources, including seven of the world’s most important freshwater river basins.”
The Enterprise of the Future is… Genuine, Not Just Generous
“The Rainforest Alliance monitors and verifies that Chiquita's farms abide by strong environmental and social standards, which have positive impacts on rural communities and tropical landscapes..”
“The Sierra Club today announced their partnership with Clorox’s newly-launched line of Green Works cleaners, a breakthrough line of natural cleaning products that are as effective as conventional cleaners but made from plant-based ingredients.”
“Ülker supports the campaign “10 billion Oak trees” organized by TEMA, the Turkish environmental protection foundation, of which Sabri Ülker, Ülker’s Honorary Chairman, is among the founding members.”
Source: IBM Institute for Business Value, World Wildlife Fund press release: 06/05/2007, Rainforest Alliance website: http://www.rainforest-alliance.org/news/2000/chiquita.html, Ülker company website: http://www.ulker.com.tr/en/environment.aspx, Sierra Club press release 01/14/2008
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 38
Marks & Spencer is integrating ‘Plan A’ throughout every business aspect in order to make a positive impact world-wide
The Enterprise of the Future is… Genuine, Not Just Generous
Source: marksandspencer.com - “How we do business” 2007 report; “2008 World’s Most Ethical Companies”, Ethisphere Magazine, June 3, 2008; DJSI Annual Review 2007
Named Dow Jones 2007 Sustainability Index retail sector global leader and one of 2008’s World’s Most Ethical Companies by Ethisphere Institute
1. Climate Change: minimizing energy use, maximizing the use of renewables and plans to make operations carbon neutral by 2012 - Reduced carbon footprint by 28% compared to 2005-2006
- Planted 10,000 trees to offset the emissions caused by home delivery of furniture
2. Waste: reducing packaging and eliminating transport of store waste to landfills- Started recycling unsold food into biogas and fibre fuels
3. Sustainable Raw Materials: ensuring raw materials come from the most sustainable sources available- Incorporated Forest Stewardship Council certified materials into furniture, food
packaging, store décor and leaflets
4. Fair Partner: improving the lives of people in the supply chain and community- Bought over one third of the world’s supply of Fairtrade cotton
5. Health: creating healthier lifestyles through product choices and clear labelling- Removed all hydrogenated fats from M&S food products
- Highlighted healthy choices by using nutrition labels and color coded ‘traffic lights’
© Copyright IBM Corporation 2008Global CEO Study 2008 | CP & Retail Perspective | October 2008 39
Are you building your Enterprise of the Future?
Ad hoc and reactive change
Project driven change
Change portfolio and program
Anticipating and proactive change
Change becomes the strategy
HUNGRY FORCHANGE
Regulatory compliance
Strategic philanthropy
Values based
self-regulation
Efficiency through CSR
CSR as growth platform
GENUINE, NOT JUST GENEROUS
Exploring Business Model Innovation
Experimenting with BMI
Implementing BMI initiatives
Multiple BMI strategies
Radical and pervasive BMI
DISRUPTIVE BY NATURE
GLOBALLYINTEGRATED
Customer intelligence
Customer information transparency
Two-way customer interaction
Customer collaborative development
Expanding customer aspirations
INNOVATIVE BEYONDCUSTOMERIMAGINATION
Building the Enterprise of the Future