行业研究报告哪里找-PDF版-三个皮匠报告 (2023)

  • 中国上市公司环境绩效行业动态榜单 2022 年第 1 期(医药制造业)澎湃新闻 公众环境研究中心(IPE)联合发布 关于中国上市公司环境绩效榜和本期医药制造业榜单 自 2021 年起,澎湃新闻与公众环境研究中心(IPE)联合发布中国上市公司环境绩效动态榜单和行业分榜单。本期分析解读行业为“医药制造业”,涉及 298 家上市公司,18177 家关联企业。医药行业生产品种多,生产工序长,使用原料种类多、数量大,原材料利用率低,导致行业生产过程产生的“三废”量大,废物成分复杂,如不能有效处理,有可能带来较大危害。其中:制药行业废水:部分生产流程涉及的废水成分复杂,有机物种类多、浓度高,色度深,可能带有较大毒性;制药行业废气:部分生产流程涉及的大气污染物种类较多,除挥发性有机物(VOCs)外,还涉及氯化氢、氨、氰化物等有毒有害的无机污染物。本期榜单旨在基于环境大数据,分析医药制造业环境污染问题,科学评估相关上市公司环境绩效表现,推动医药制造业企业践行环境责任,完善环境信息披露;同时也希望协助投资者发现绿色投资机会,完善 ESG 责任投资体系,以市场动力促进医药制造业企业绿色低碳发展。一、本期榜单时段 榜单数据截止日期:2022 年 3 月 7 日 榜单排名比较:2021 年 5 月 14 日至 2022 年 3 月 7 日 二、本期榜单行业企业 1、涉及上市企业 医药制造业上市公司环境绩效榜,评价范围包括 298 家上市公司,涉及 18177 家关联企业。三、公司得分统计 得分低于-50 分:4 家 得分在-50 到-6 之间:65 家 得分在-6 到 0 之间:192 家 分值大于 0:37 家 注:进入上市公司环境绩效榜正分企业,多数自身或主要分子控企业获得生态环境主管部门的正面评价,包括企业环境信用等级评为“绿色”,或是被主管部门纳入监督执法正面清单,或是重污染天气重点行业绩效分级为“A 级”企业、引领性企业,或符合绩效先进性指标企业等;另有部分企业没有环境违规记录,或通过审核及环境信息披露确认此前出现的环境问题得到解决,同时公开承诺后续如出现问题将及时向社会作出公开说明。由于生态环境主管部门正面评价,主要针对有一定产排污行为的企业,而开展环境信息披露的,也主要是有一定产排污行为的企业,因此进入上市公司环境绩效榜正分企业,主要以制造业上市公司为主。四、本期榜单看点 1、医药制造业上市公司环境信息披露进展 环境绩效分值小于-4 分的上市公司中,通过 2020 年度公告、2021 半年度公告以及临时性公告提及自身或关联企业环境处罚情况:19 家上市公司;其中 向社会公开说明处罚整改情况:15 家 未就整改情况进行说明,但提及处罚:4 家 明确被处罚企业主体:19 家 2、排名偏低案例(截止 2022 年 3 月 7 日)东北制药(000597)医药制造业上市公司环境绩效榜排名倒数第一 2019 年以来,其关联企业存在 13 条环境不良记录,涉及 2 家关联企业。新华制药(000756)医药制造业上市公司环境绩效榜排名倒数第二。2019 年以来,其关联企业存在 17 条环境不良记录,涉及 5 家关联企业。天宇股份(300702)医药制造业上市公司环境绩效榜排名倒数第三。2019 年以来,其关联企业存在 10 条环境不良记录,涉及 3 家关联企业。诚意药业(603811)医药制造业上市公司环境绩效榜排名倒数第四。2019 年以来,其关联企业存在 7 条环境不良记录,涉及 2 家关联企业。万邦德(002082)医药制造业上市公司环境绩效榜排名倒数第五。2019 年以来,其关联企业存在 2 条环境不良记录,涉及 1 家关联企业。3、排名下降案例(2021 年 5 月 14 日至 2022 年 3 月 7 日)新华制药(000756)环境绩效得分-79.10 分,医药制造业上市公司环境绩效榜排名倒数第二。环境绩效得分较上一期下降 73.71 分,全 A 股排名下降 1258 位。上市公司自身 2021 年因异味扰民被投诉,2022 年 1 月、2 月因“存在排污口未纳入排污许可证管理的环境违法行为”、“存在污染物排放方式和排放去向与排污许可证不相符合的环境违法行为”被淄博市生态环境局处以罚款,分别涉及金额 12.125 万元,13.25万元。全资子公司山东新华万博化工有限公司因重污染天气橙色预警期间、臭氧二级管控期间”未落实应急管控措施“,“存在污染物排放方式和排放去向与排污许可证不相符的环境违法行为”,于 2022年 1 月、2 月被淄博市生态环境局处以罚款,分别涉及金额 8.75万元,8.1875 万元。全资公司新华制药(寿光)有限公司 2021 年因“未及时对氨水储罐排气管路法兰进行维护,造成物料泄露”被潍坊市生态环境局处以罚款 6.5 万元。控股子公司淄博新华-百利高制药有限责任公司因“存在污染物排放方式和排放去向与排污许可证不相符的环境违法行为”,于2022 年 2 月被淄博市生态环境局处以罚款 8.1875 万元。联营公司灿盛制药(淄博)有限公司 2021 年因“存在污染物排放口位置或者数量不符合排污许可证规定的环境违法行为”被淄博市生态环境局处以罚款 9.3 万元。截止当前,尚未通过公开渠道获得新华制药就前述环境违规问题进行的公开说明。诚意药业(603811)环境绩效得分-53.61 分,医药制造业上市公司环境绩效榜排名倒数第四。环境绩效得分较上一期下降 43.71 分,全 A 股排名下降 923 位。子公司江苏诚意药业有限公司 2021 年因“有 7 类组织生产的产品未通过三同时验收“被清江浦生态环境局处以罚款 78 万元。诚意药业通过 2021 年半年度报告提及上述处罚,但未就整改情况进行说明。凯普生物(300639)环境绩效得分-39.61 分,医药制造业上市公司环境绩效榜排名倒数第七。环境绩效得分较上一期下降 39.61 分,全 A 股排名下降 2859 位。子公司西安凯普医学检验实验室有限公司 2021 年度因“未办理建设项目竣工环境保护验收手续”被西安市生态环境局 2 次处以罚款,累计金额 25 万元。截止当前,尚未通过公开渠道获得凯普生物就其子公司前述环境违规问题进行的公开说明。仁和药业(000650)环境绩效得分-39.44 分,医药制造业上市公司环境绩效榜排名倒数第八。环境绩效得分较上一期下降 39.44 分,全 A 股排名下降 2735 位。全资子公司江西铜鼓仁和制药有限公司2021年因“涉嫌通过篡改、伪造监测数据等逃避监管的方式排放水污染物”被宜春市铜鼓生态环境局处罚款 13 万元。仁和药业在深交所互动易平台回应关于子公司江西铜鼓仁和制药因环境违法行为受到行政处罚的事项时表示,“公司第一时间对于责任人员进行了处理,同时按照国家相关规定进行整改,现已整改到位。目前暂未对社会和公司生产经营产生影响”。控股子公司江西制药有限责任公司 2020 年因“总氮超标”被南昌生态环境局处 20.1 万元罚款。仁和药业通过 2021 年半年度报告回应子公司江西制药有限责任公司处罚事项,“事故出现后,公司查找原因,有针对性地完善环保设施,加强工艺管理,提高污水处理水平,现该指标已完全达到排放标准”。海正药业(600267)环境绩效得分-38.13 分,医药制造业上市公司环境绩效榜排名倒数第十。环境绩效得分较上一期下降 35 分,全 A 股排名下降 1337 位。上市公司自身 2020、2021 年因“超标排放大气污染物”、“超标排放水污染物”、“拆除 Y53 生产车间时未采取相应的土壤污染防治措施,也未制定、实施土壤污染防治工作方案”被台州市生态环境局 3 次处以罚款,累计金额 65 余万元。截止当前,尚未通过公开渠道获得海正药业就前述环境违规问题进行的公开说明 4、排名上升案例(2021 年 5 月 14 日至 2022 年 3 月 7 日)赛托生物(300583)环境绩效得分 0.31 分,医药制造业上市公司环境绩效榜排名第 28位。环境绩效得分较上一期上升 17.84 分,全 A 股排名上升 3566 位。针对过往出现的环境问题,赛托生物公开披露较为完整详实的资料,以确认相关问题得到解决,同时公开承诺后续如出现问题将及时向社会公开说明。山东省企业环境信用评价系统显示其环保信用等级为“绿色”。葵花药业(002737)环境绩效得分 0.44 分,医药制造业上市公司环境绩效榜排名第 25位。环境绩效得分较上一期上升 6.42 分,全 A 股排名上升 3158 位。子公司黑龙江葵花药业股份有限公司、葵花药业集团(伊春)有限公司、葵花药业集团佳木斯鹿灵制药有限公司、葵花药业集团重庆小葵花儿童制药有限公司、葵花药业集团(襄阳)隆中有限公司被地方生态环境局纳入“生态环境监督执法正面清单企业名单”。常山药业(300255)环境绩效得分 0.83 分,医药制造业上市公司环境绩效榜排名第 15。环境绩效得分较上一期上升 3.6 分,全 A 股排名上升 2894 位。上市公司自身,2020 年“重污染天气重点行业绩效分级”结果为 B级。上市公司自身,2022 年被石家庄市生态环境局列入“监督执法正面清单”中。红日药业(300026)环境绩效得分 0.11 分,医药制造业上市公司环境绩效榜排名第 31。环境绩效得分较上一期上升 2.98 分,全 A 股排名上升 2742 位。子公司、孙公司、参股公司兰州汶河医疗器械研制开发有限公司、湖北辰美中药有限公司、河北红日药都药业有限公司、合肥沃太尔医疗科技有限公司被地方生态环境局纳入“生态环境监督执法正面清单企业名单”。智飞生物(300122)环境绩效得分 0.84 分,医药制造业上市公司环境绩效榜排名第 12。环境绩效得分较上一期上升 2.86 分,全 A 股排名上升 2815 位。全资子公司安徽智飞龙科马生物制药有限公司被地方生态环境局纳入“生态环境监督执法正面清单企业名单”。五、企业环境信息依法披露 生态环境部印发的企业环境信息依法披露管理办法(以下简称管理办法)和企业环境信息依法披露格式准则(以下简称格式准则),已于今年 2 月 8 日起施行,明确了企业年度环境信息依法披露报告(以下简称年度报告)和临时环境信息依法披露报告(以下简称临时报告)编制和发布的规范性要求。部分上市公司及其合并报表企业因自身为 2021 年度重点排污单位,或 2021年度因生态环境违法行为被追究刑事责任或者受到重大行政处罚,属于应依法披露环境信息的企业主体。我们提示相关上市公司若在管理办法施行后收到环境处罚决定,应就处罚情况作出临时性信息披露,就发生过的环境违规问题向社会做出公开说明。

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  • 千际投行:2022年交易所产业和产品服务研究报告(33页).pdf

    第一章 交易所发展概述交易所是进行交易某种信息及物品等的信息平台,所需要用的一个固定的地点叫交易所。交易所借助信息平台,实现产权信息共享、异地交易,统一协调,产权交易市场及各种条款来平衡。交易所里进行证券交易或商品大宗交易,所买卖的可以是现货,也可以是期货。通常分为证券交易所和商品交易所。而以股票、公司债券等为交易对象的叫证券交易场所;以大宗商品(如棉花、小麦、铁矿石、原油等)为交易对象的叫商品交易所。还包括有金融期货交易所、黄金交易所、金融资产交易所以及各个地方省市的产权交易所。根据世界交易所联合会统计有250家交易所,股票市值达到109万亿美元,有47919家上市公司,期货业协会(FIA)发布了 2020年全球 80 家交易所的交易所交易衍生品(ETD)交易数据(成交、持仓手数)。2020 年全球期货与期权成交量为 467.67 亿手。1.1 证券交易所证券交易所是为证券集中交易提供场所和设施,组织和监督证券交易,实行自律管理的法人。表 全球主要证券交易所集团组织架构资料来源:资产信息网 千际投行 各交易所官网、年报相关资料整理证券交易所分为公司制和会员制两种。公司制证券交易所是以营利为目的,提供交易场所和服务人员,以便利证券商的交易与交割的证券交易所。会员制证券交易所是不以营利为目的,由会员自治自律、互相约束,参与经营的会员可以参加股票交易中的股票买卖与交割的交易所。从世界各国的情况看,证券交易所有公司制的营利性法人和会员制的非营利性法人,中国的证券交易所属于后一种。目前,大陆有两家证券交易所,即1990年11月26日成立的上海证券交易所和1990年12月1日成立的深圳证券交易所。当然也包括全国中小企业股份转让系统,主要业务是股转平台、新三板等。图 中国证券交易所分类资料来源:资产信息网 千际投行 公开资料整理图 全球市值资料来源:资产信息网 千际投行 WFE图 按季度和地区划分的IPO数量资料来源:资产信息网 千际投行 WFE图 IPO 活动资料来源:资产信息网 千际投行 WFE图 单个股票期权交易变化资料来源:资产信息网 千际投行 WFE1.2 期货交易所期货交易所是买卖期货合约的场所,是期货市场的核心。它是一种非营利机构,但是它的非营利性仅指交易所本身不进行交易活动,不以盈利为目的不等于不讲利益核算。在这个意义上,交易所还是一个财务独立的营利组织,它在为交易者提供一个公开、公平、公正的交易场所和有效监督服务基础上实现合理的经济利益,包括会员会费收入、交易手续费收入、信息服务收入及其它收入。它所制定的一套制度规则为整个期货市场提供了一种自我管理机制,使得期货交易的“公开、公平、公正”原则得以实现。图 中国期货四大交易所简介资料来源:资产信息网 千际投行期货业协会(FIA)于 1 月 21 日发布了 2020年全球 80 家交易所的场内衍生品交易数据(成交、持仓手数)。2020 年全球期货与期权成交量为 467.67 亿手,同比增加 35.59%,表 2020年全球场内期货与期权成交量资料来源:资产信息网 千际投行 FIA表 2020 年基于各类标的资产的场内衍生品成交量资料来源:资产信息网 千际投行 FIA表 全球交易所 2020 年场内衍生品成交量排名情况资料来源:资产信息网 千际投行 FIA表 全球交易所 2020 年场内商品衍生品成交量排名情况资料来源:资产信息网 千际投行 FIA从全球场内衍生品成交量排名看,中国大陆地区继续在全球期货市场占重要地位。按 2020年场内衍生品成交手数统计,大商所、上期所、郑商所和中金所在全球排名依次为第 7、9、12 和 27名;若仅统计 2020 年场内商品衍生品的成交手数,大商所、上期所和郑商所排名全球前 3 位。此外,按成交手数计算,我国螺纹钢、白银和铁矿石期货在全球金属类场内衍生品中排名前 3 位;豆粕、棕榈油和玉米期货在全球农产品类场内衍生品中排名前 3 位;燃料油期货在全球能源类场内衍生品中排名前 3位。图 2003-2018年中国期货市场成交量与成交额资料来源:资产信息网 千际投行 中国期货业协会1.3 黄金和现货交易所黄金交易市场(Gold Market,International Gold Market),是集中进行黄金买卖的交易场所。黄金交易与证券交易一样,都有一个固定的交易场所,世界各地的黄金交易市场就是由存在于各地的黄金交易所构成。黄金交易所一般都是在各个国际金融中心,是国际金融市场的重要组成部分。全球主要黄金交易所分别是伦敦黄金交易市场LBMA,纽约商品交易所,上海黄金交易所等。图 上海黄金交易所会员组织架构资料来源:资产信息网 千际投行 上海黄金交易所图 Au99.99行情走势资料来源:资产信息网 千际投行 上海黄金交易所上海黄金交易所(以下简称“上金所”)是经国务院批准,由中国人民银行组建,专门从事黄金交易的金融要素市场。其他现货交易所经历2018年大幅度整顿后,清理了许多不合规的现货交易所,目前现存有大约82家交易所营业。在整个现货交易领域,以白银、原油为代表的贵金属和能源商品现货是最典型的交易对象,投资者上当受骗、集体维权的事件时有发生。未来第二波交易所整改风暴可能继续来袭。1.4 产权交易所产权交易所是固定地、有组织地进行产权转让的场所,依法设立的、不以赢利为目的的法人组织。产权交易所作为产权交易的中介服务机构,它本身并不参与产权交易,只是为产权交易双方提供必要的场所与设施及交易规则,保证产权交易过程顺利进行。职能是为产权交易提供场所和设施;组织产权交易活动;审查产权交易出让方和受让方的资格及转让行为的合法性;为产权交易双方提供信息等中介服务;根据国家的有关规定对产权交易活动进行监管。图 部分产权交易所名录资料来源:资产信息网 千际投行产权交易所的业务不仅包括股权交易,还包括国有产权交易、知识产权交易等,不同产权交易所或有自己的特有业务设置。图 2018年各交易所挂牌公示项目宗数及金额资料来源:资产信息网 千际投行1.5 金融资产交易所金融资产交易中心,有的称为金融资产交易所(以下简称地方金交所)其经省人民政府批准设立,开展基础资产交易、权益资产交易及信息耦合业务的场所,大部分为国有控股的金融资产交易场所。金融资产交易所顾名思义,是为金融资产交易提供信息和场所的平台。金融资产交易所诞生的初衷,是为响应发展多层次资本市场,盘活流动性较差的金融资产,尤其是非标资产。2010年以来,金交所是我国金融需求与创新结合而来的产物,初衷是为盘活不良资产,增加其他金融资产流动性。随着快速发展,金交所的业务范围不断扩宽,产品结构越来越复杂。表金融资产交易所分类资料来源:资产信息网 千际投行 公开资料整理我国主要的金融资产交易所有北京金融资产交易所,重庆金融资产交易所,天津等金融资产交易所。金交所业务范围涵盖债务融资工具产品发行与交易、金融企业国有资产交易、债权资产交易、信托产品交易、保险资产交易、私募股权交易、黄金交易等,为各类金融资产提供从登记、交易到结算的全程式服务,为金融机构资产流动提供承载平台,进一步集约和优化区域间信贷类金融要素资源配置。图 国内金融资产交易所四大业务资料来源:资产信息网 千际投行 公开资料整理2010年5月,“天津金融资产交易所”、“北京金融资产交易所”相继成立,此后,地方金融资产交易场所如雨后春笋般纷纷冒出。据不完全统计,目前全国已有近70家金融资产交易场所。其中,通过联席会议验收的金交所有9家。截止2018年8月,根据工商信息及各中心官网,浙商国金统计了全国67家金交所(含金交中心)的名单,包含11家金交所、48家金交中心以及8家互联网金交中心。图 以“连交所”为例的定向融资计划结构资料来源:资产信息网 千际投行 连交所表 全国金融资产交易所及合作互金平台概况资料来源:资产信息网 千际投行1.6 平台和其他类1.6.1 大型资产处置机构资产管理公司AMC不属于交易所类别,但是由于拥有大量的资产买卖也作为本文分析对象之一,亚洲金融危机后,为解决银行体系巨额不良资产问题,1999年国务院借鉴国际经验的基础上相继成立东方、信达、华融、长城四大AMC,并规定存续期为10年。负责收购、管理、处置相对应的中国银行、中国建设银行和国家开发银行、中国工商银行、中国农业银行所剥离的不良资产。成立之初,除信达的人员较为整齐之外,其余三家均临时从对应的国有银行抽调。当时财政部为四家公司各提供了100亿元资本金,央行发放了5700亿元的再贷款,AMC获准向对口国有商业银行发行了固定利率为2.25%的8200亿元金融债券,并用这些钱向四大行收购1.4万亿元不良资产。表 不良资产处置行业“5 2 银行系AIC 外资系 N”格局资料来源:资产信息网 千际投行 Wind主要业务(1)不良资产处理:四大AMC分别对应四大行,工农建中始终有不良资产需处置。处理不良资产的方式包括且不限于:债务追偿、债转股、资产证券化、资产置换、债务重组、资产拍卖、资产租赁等。2021年1月,银保监会发布关于开展不良贷款转让试点工作的通知,正式批准单户对公不良贷款转让和个人不良贷款批量转让,拓宽了个人不良贷款的处置路径,加之新冠疫情导致宏观经济下行及金融“去杠杆”等因素叠加,不良资产管理相关业务发展机会将显著增加,市场空间仍然较大,AMC也将迎来重大发展机遇。图 2015-2020年商业银行不良贷款余额(单位:亿元)资料来源:资产信息网 千际投行 Wind(2)信托业务:2010年国家新轮的房地产宏观调控政策出台之后,为AMC提供了丰富的盈利空间。(3)投资银行和直投业务:AMC们在不良资产加投方面有先天的优势,处理问题资产时,AMC可以通过内部自身的直接投资,对企业的资产进行重组和经营,并以此实现盈利。(4)信用评级:目前中国国内没有真正成熟的信用评级公司,有多年不良资产处置经验的AMC,资本实力不俗且具备充足的资产评级人才和债务违约数据库,有得天独厚的优势投入这一领域。表 全国AMC基本情况资料来源:资产信息网 千际投行 Wind1.6.2 网络拍卖网络拍卖是电子商务和拍卖的结合,其中司法拍卖规模最大,网络司法拍卖是指是指人民法院依法通过互联网拍卖平台,以网络电子竞价方式公开处置财产的行为。包括平台对接、法院上拍、平台展示、网络竞价、付款、财产交接等方式。图 2020年全国网络拍卖挂卖、成交情况资料来源:资产信息网 千际投行2020年市场供给方面,挂拍资产量小幅增长,共计78839笔,挂拍金额1905亿元。市场需求方面,成交量持续走低,在挂拍资产同步增加的情况下,成交率降低明显,12月成交难度增大。图 部分司法拍卖平台资料来源:资产信息网 千际投行在网络拍卖中,网络充当着第三方交易平台的角色,仅无偿提供技术支持与平台服务,并通过计算机程序设定,让竞买人在该平台上开展独立竞价,法院自始至终都是司法拍卖的主体。网络拍卖可以降低流拍率,提高拍卖效率;网络拍卖可以促进标的物价格最大化,第二章 商业模式和技术发展2.1 商业模式图 全球主要证券交易所营业收入和收入结构(2019)资料来源:资产信息网 千际投行 各交易所年报平台类业务(1)通道:交易所作为第三方平台,具有良好的公信力,为交易双方提供登记托管、资金划转服务,出具交易完成确认证明。上述业务中交易所因为可以实现保障交易资金安全性,交易完成权责重新确定等目的,是交易双方为达成交易目的而选择的第一类的通道。(2)投融资平台:2013年以来金融办批复金融资产交易所可以作为小贷公司再融资的平台。有融资需求的小贷公司(后迫于生计有所扩展)可在交易所通过私募债、资产证券化等再融资。有投资需求的合格投资人可认购相关产品。打开了另一条中小企的直融渠道。资产端服务传统金融机构盘活资产端服务。目前最简单常见的是对存量金融资产以收益权形式盘活。资金端合作交易所与资金端的合作,互联网金融是一新生力量,还包括传统资金端合作方(私募基金,资管计划,银行理财等)。表 以香港交易所为例分析主营结构资料来源:资产信息网 千际投行2.2 技术发展(1)可自动化的非交易业务:随着期货和证券交易所对更高的利润率和股东价值的追求,交易所在技术领域持续进行着投资,尤其是对支持高频交易、建设托管场所和市场准入方面的技术。而交易所非交易业务的数字化步伐相对缓慢,许多功能依然依赖于电子表格和人工密集的操作。自动化这部分业务将大大提升交易所的运营效率。图 金融市场基础设施的八个方面资料来源:资产信息网千 际投行(2)零售式客户体验:交易所将专注于提供交易所之间直观、无缝的零售式客户体验,提供任何时间、地点及设备均可访问的客户交互接口。(3)增强的自动化控制:运用先进的仪表板支持自动化操作控制,主动识别和缓解风险。(4)强化的劳动力管理。通过人工和数字工具协同工作,增强业务规模和精细程度;在自动化工作流的前提下,对中台和后台操作提供额外的人工管理。(5)新一代可扩展架构。基于新一代技术平台的操作环境,系统地关注创新和减少技术债务,推进从旧系统向新兴技术平台和生态系统的转换。2.3 政策监管行业主要监管部门国务院:证券交易所的设立和解散,由国务院决定。设立证券交易所必须制定章程。证券交易所章程的制定和修改,必须经国务院证券监督管理机构批准。中国证监会:申请设立证券交易所,首先由证监会进行审核,再报国务院进行批准。证券交易所必须在其名称中标明证券交易所字样。其他任何单位或者个人不得使用证券交易所或者近似的名称。行业自律组织中国证券业协会:中国证券业协会成立于1991年8月28日,是依据中华人民共和国证券法和社会团体登记管理条例的有关规定设立的证券业自律性组织,属于非营利性社会团体法人,接受中国证监会和国家民政部的业务指导和监督管理。中国证券投资基金业协会成立于2012年6月6日,是基金行业相关机构自愿结成的全国性、行业性、非营利性社会组织。会员包括基金管理公司、基金托管银行、基金销售机构、基金评级机构及其他资产管理机构、相关服务机构。中国期货业协会成立于2000年12月29日,协会的注册地和常设机构设在北京。协会最早筹建于1995年,是根据社会团体登记管理条例设立的全国期货行业自律性组织,为非营利性的社会团体法人。协会接受中国证监会和国家社会团体登记管理机关的业务指导和管理。协会由以期货经纪机构为主的团体会员、期货交易所特别会员组成。第三章 交易所估值、定价机制和全球龙头企业3.1 综合财务分析和估值方法图 以香港交易所为例估值分析资料来源:资产信息网千际投行 Wind交易所行业估值方法可以选择市盈率估值法、PEG估值法、市净率估值法、市现率、P/S市销率估值法、EV/Sales市售率估值法、RNAV重估净资产估值法、EV/EBITDA估值法、DDM估值法、DCF现金流折现估值法、NAV净资产价值估值法等。表 以芝加哥交易所集团为例分析主营结构资料来源:资产信息网千际投行 Wind图 2019上海联合产权交易所主要财务状况信息表资料来源:资产信息网 千际投行 上海联合产权交易所表 全球上市交易所估值对比资料来源:资产信息网千 际投行3.2 行业发展随着荷兰东印度公司的成立以及股票的发行,股票的流通成为亟待解决的问题,世界上第一家证券股票交易所阿姆斯特丹证券交易所应运而生。英国的股份公司和股票发展和荷兰同步,1802年,伦敦证券交易所获得英国政府的正式批准,并发展成为世界上最大的证券交易所。60年代的英镑危机又使英国已经衰退的经济陷入混乱,世界金融中心从伦敦转移到了纽约。从市值上来看,伦敦证券交易已被纽约证券交易所和东京证券交易所超越,但它目前仍然是世界上最国际化的股票市场,其外国股票的交易量超过其它任何证交所。纳斯达克始建于1971年,是一个完全采用电子交易、为新兴产业提供竞争舞台、自我监管、面向全球的股票市场。纳斯达克是全美也是世界最大的股票电子交易市场,交易量已经超越纽约证券交易所。图 港交所历史沿革资料来源:资产信息网千际投行 Wind国际期货市场的发展,大致经历了由商品期货到金融期货、交易品种不断增加、交易规模不断扩大的过程。1848年芝加哥期货交易所(CBOT)的诞生,1865年标准化合约被推出,随着现货生产和流通的扩大,不断有新的期货品种出现。最早的金属期货交易诞生于英国。1876年成立的伦敦金属交易所(LME),开金属期货交易之先河。1982年10月1日,美国长期国债期货期权合约在芝加哥期货交易所上市。图 2001-2020年中国期货市场成交量和成交额资料来源:中国期货业协会 千际投行 Wind图 中国期货业发展历程资料来源:资产信息网 千际投行 公开资料整理金融资产交易所是为金融资产交易提供信息和场所的平台,本质上仍然是一种产权交易平台,其特殊之处在于交易品种是金融资产或从金融资产衍生而来的金融产品。金融资产交易所的发展经历了迅速发展、清理整顿、创新发展等不同阶段。全球资本市场市值规模达到94万亿美元,创下历史新高。2008年,受次贷危机影响,全球股市市值仅为36万亿美元,经过十多年的发展,在美股蓬勃向上的带动下,市值已经连续两年超过90万亿美元。图 全球主要交易所市值规模变迁(2007-2020.10)资料来源:资产信息网 千际投行 Wind3.3 驱动因子交易所证券成交额、成交量,新上市公司数量,以及保证金、结算所,基金规模均与股票市场景气程度密切正相关。即便具有做空功能的衍生产品(窝轮、牛熊证、股 指期货期权、股票期货期权),也是股票以及期货市场景气较高时,表现更活跃。因此,交所收入、利润随资本市场波动而波动,呈现较强周期性。图 以港股为例成交额与市场景气密切正相关资料来源:资产信息网 千际投行 Wind图 新上市公司数量与市场景气密切正相关资料来源:资产信息网 千际投行 Wind3.4 行业风险分析行业竞争风险目前,全球主要证券市场正展开激烈竞争,特别是对于科技创新上市资源的争夺。过去十多年里,大量优质中概股 远赴美股、港股上市。交易所应持续加大制度创新,提供更具包容性和多元化的上市制度,增强 主板市场的投资吸引力;丰富企业服务方式,延伸企业服务 范围,从上市融资、公司治理、监管要求等角度开展企业服 务,助力企业长期稳健发展。市场风险市场呈现出现货与衍生品分离、交易结算环 节割裂的“碎片化”现状。这带来一系列问题。一是不利于 无缝监管。二是降低市场效率。三是妨碍金融创新。交易所应借鉴境外市场经验,并结合资本市场实际,实施全 面一体化,整合现有的资本市场基 础设施,成立交易所集团,提升中国资本市场国际竞争力业务风险与全球一流交易所相比,部分交易所无论是在产品的宽度和 深度方面,还是在技术业务领域方面仍有所差距,既缺少丰富的衍生品和信息咨询服务,也无法快速响应新技术的更迭 速度。为此,上交所一方面应加大信息服务业务发展力度;另一方面,持续升级基础设施和交易系统,开发多元化信息 数据产品,逐步尝试与一流交易所 进行技术输出,打造上交所的技术影响力。3.5 竞争分析根据德勤报告,目前全球有超过130家的证券交易所从事交易运营,涉及股票、基金、期权期货、互换产品及各类金融衍生品。根据世界交易所联合会(World Federation of Exchanges)数据,目前全球有47家较大规模的证券交易所,包括知名度较高的纽交所、纳斯达克,也包括大陆投资者鲜有了解的百慕大证券交易所、卢森堡证交所、马耳他证交所、爱尔兰证交所等。交易所业务轻资产、高毛利、盈利能力特别强,但随着电子交易等信息技术的进步、全球一体化推进以及资本项目自由流动,交易所之间的竞争日趋激烈,集中趋势显著。目前,证券交易所业务集中度已经较高。以2020年上半年数据,全球排名前十的证券交易所,总市值占比79%、交易额占比89%。图 H120 全球总市值排名前十的证券交易所(单位:万亿美元)图 H120 全球成交额排名前十的证券交易所(单位:万亿美元)资料来源:资产信息网 千际投行 Wind WFE(1)市场参与者要求对交易进行管理,自律组织开始出现,实现了监管制度从无到有的跨越。图 2019 年各交易所指数、数据及科技收入占比资料来源:资产信息网 千际投行 Wind通信技术的改善,使得地方交易所能够进行远程交易,同时,地方性交易所也通过利用其地域优势或建立区域联盟等方式应对来自其他地区性交易所和全国性交易所的激烈竞争。在全球竞争的态势下,交易成本的高低既是投资者业绩的重要决定因素,也会显著影响投资者的投资比重,成为了交易所吸引委托流量的重要手段。图 全球主要交易所EBITDA利润率对比资料来源:资产信息网 千际投行 Wind(2)随着交易所面临的外部环境的不断变化,各国资本市场和金融中心的竞争日益加剧,传统交易所的核心竞争力内容逐步调整和转变交易所需要吸引更多的投资者进入市场,以增加市场活跃度和流动性。因此,交易所竞争的核心就聚焦在委托流量方面。由于交易所具有较强的规模经济效益和网络外部性,委托流量会自然流向交易成本最低的交易所。(3)交易所的规模经济效益和网络外部性表现为上市公司和投资者数量的不断增加。图 全球主要交易所ROE对比资料来源:资产信息网 千际投行 Wind交易成本是决定上市公司和投资者进入的根本因素,因此交易成本就成为传统交易所核心竞争力的根源。传统交易所纷纷通过加大产品创新、更新交易系统、进行并购结盟、改革治理结构等方式,即从交易产品、技术与系统、产业整合、组织治理四个方面来降低交易成本,增加流动性,提高自身竞争力,确保在全球竞争中获取竞争优势。(4)各大交易所收入主要由传统和创新业务构成,未来交易所发展重心将逐渐向创新业务转移。交易所的传统业务主要与资本市场的成交量高度相关,而创新业务主要由交易所的衍生服务(数据服务等)所产生的收入。目前国际成熟的交易所收入结构都由传统和创新业务构成,但在偏向性上存在一定的差异。图 2019 年伦敦交易所与纳斯达克交易所收入结构对比资料来源:资产信息网 千际投行 Wind伦敦交易所 纳斯达克交易所2020 年,中国大陆地区商品衍生品交易规模大幅增加,成交量为 60.38 亿手,同比增加 54.98%,约占全球商品衍生品总成交量的 62.99%。同期,美国商品衍生品成交量为 14.48 亿手,同比增加2.21%,约占全球商品衍生品总成交量的 15.11%。2009 年至今,中国大陆地区始终是全球最大的场内商品衍生品市场。图 中美商品期货成交规模变化情况资料来源:资产信息网 千际投行 FIA、CFA、SHIFD从各类衍生品市场份额上看,中国能源类衍生品明显不足尽管中国大陆地区燃料油、石油沥青和动力煤期货成交手数有较大增长,同时新上市了低硫燃料油期货以及液化石油气期货和期权,使得能源类衍生品的市场份额有较大提高,但与美国相比差距仍较大。从同类产品成交绝对量上看,中国仍有较大提升空间,中国大陆地区与美国在小麦、玉米、大豆等农产品,以及黄金和能源衍生品上存在较大差距。图 中美 2020 年各类商品期货市场份额对比情况资料来源:资产信息网 千际投行 FIA、CFA、SHIFD3.6 中国企业重要参与者中国主要企业有香港交易所0388.HK、上海证券交易所、深圳证券交易所、上海期货交易所、郑州商品交易所、大连商品交易所、中国金融期货交易所、上海联合产权交易所、上海黄金交易所、上海航运交易所、北京金融资产交易所、北京产权交易所、重庆联合产权交易所、广州商品交易所等。表 中国主要交易所资料来源:资产信息网 千际投行(1)香港交易所0388.HK是香港联合交易所有限公司、香港期货交易所有限公司和香港中央结算有限公司的控股公司。香港交易所旗下的市场机构成功带领香港金融服务业由一本地主导的市场,发展成为亚洲区内吸引世界各地投资基金的中央市场。香港交易所于2000年6月、香港的证券及期货市场完成合并之后上市。作为一家市场主导并向股东负责的机构,香港交易所致力把握亚洲区内以至世界各地的商机。(2)上海证券交易所(Shanghai Stock Exchange)是中国最大的证券交易所,总市值为4.02万亿美元。它是一个非营利组织,拥有1000多家上市公司。上海证券交易所起源可以追溯到1866年,现代化的上海交易所成立于1990年。在上海证券交易所上市的股票拥有以当地货币交易的“A”股和以外国投资者为美元定价的“B”股。(3)深圳证券交易所(Shenzhen Stock Exchange)在1990年正式成立,是中国仅有的两家独立经营股票交易所之一,另一家是上海证券交易所。截至2018年11月,深圳证券交易所总市值为2.5万亿美元。在该交易所上市的大多数公司都是在中国,并以人民币进行交易。深圳证券交易所在2009年推出创业板,该创业板由与纳斯达克类似的高增长,高科技创业公司组成。(4)大连商品交易所(Dalian Commodity Exchange,DCE)成立于1993年2月28日,是经国务院批准并由中国证监会监督管理的四家期货交易所之一,也是中国东北地区唯一一家期货交易所;是中国最大的农产品期货交易所,全球第二大大豆期货市场。该商品交易所规范运营、稳步发展,已经成为我国重要的期货交易中心。(5)上海联合产权交易所是经上海市人民政府批准设立的综合性产权交易服务机构;是从事中央企业以及上海企业国有资产交易(含企业产权转让、企业增资、企业资产转让)的指定挂牌交易机构;是集产(股)权、物权、债权、知识产权等交易业务以及增资扩股等融资业务为一体的专业化市场平台;是立足上海、服务全国、面向世界,连接各类资本进退的专业化、权益性资本要素市场。3.7 全球重要交易所全球非中国主要企业有纽约证券交易所NYSE.N、芝加哥交易所集团(CME)CME.O、洲际交易所ICE.N、纳斯达克OMX(NASDAQ)NDAQ.O、LONDON STOCK EXCHANGELS4C.DF、JAPANEXCHANGE8697.T、TMX GROUPX.TO等。图 全球主要上市交易所资料来源:资产信息网 千际投行(1)芝加哥交易所集团(CME)CME.O集团是美国最大的期货交易所,也是世界上第二大买卖期货和期货期权合约的交易所,是由原芝加哥两大交易所芝加哥商业交易所和芝加哥期货交易所于2006年10月17日合并而成的,旗下的期货期权产品包括农产品商品类、能源期货类、股指期货类、外汇期货类、金属期货类等。作为全球领先和最多元化的衍生品市场,CME集团使客户能够交易期货、期权、现金和场外交易市场、优化投资组合和分析数据,从而使全球市场参与者能够有效地管理风险和抓住机遇。四大期货交易所为CME集团以及整个期货行业的核心,他们分别是芝加哥商品交易所(CME);芝 加 哥 期 货 交 易 所(CBOT);纽 约 商 业 交 易 所(NYMEX);纽 约 商 品 交 易 所(COMEX)。(2)纳斯达克OMX(NASDAQ)NDAQ.O集团(原名为纳斯达克-OMX集团)是全球最大的证券交易公司,由美国纳斯达克证券交易所与北欧证券交易商瑞典OMX公司于2007年5月并购而成。为六大洲提供领先的贸易、清算、交互科技、上市、信息和公共公司服务。2015年8月10日,公司名由纳斯达克-OMX集团(NASDAQ OMX Group,Inc)变更为纳斯达克OMX集团(NASDAQ,INC.)。(3)纽约证券交易所(New York Stock Exchange,NYSE),简称纽约证交所,是世界上第二大证券交易所。1792年5月17日,24个证券经纪人在纽约华尔街68号外一棵梧桐树下签署梧桐树协议;1817年3月8日,该组织起草一项章程,并把名字更改为“纽约证券交易委员会”;1863年,改名为纽约证券交易所。纽约证券交易所曾是最大的交易所,直到1996年它的交易量被纳斯达克超过。纽约证券交易所是标志性人物和颠覆者赖以成功并塑造未来的地方。纽交所是世界上最大和最受信任的股票交易所,拥有领先的ETF交易所以及世界上最具确定性的交易技术。(4)伦敦证券交易所LSEG.L集团是世界四大证券交易所之一。作为世界上最国际化的金融中心,伦敦不仅是欧洲债券及外汇交易领域的全球领先者,还受理超过三分之二的国际股票承销业务。伦敦的规模与位置,意味着它为世界各地的公司及投资者提供了一个通往欧洲的理想门户。在保持伦敦的领先地位方面,伦敦证券交易所扮演着中心角色。伦敦证交所运作世界上国际最强的股票市场,其外国股票的交易超过其它任何证交所。(5)东京证券交易所,是日本的证券交易所之一,简称东证,总部位于东京都中央区日本桥兜町。其事业体分为株式会社东京证券交易所及东京证券交易所自主规制法人等两个法人。东京证券交易所发展的历史虽然不长,但却是世界上最大的证券交易中心之一。东京证券交易所与大阪证券交易所、名古屋证券交易所并列为日本三大证券交易所,其市场规模位居世界第四,同时也是日本最重要的经济中枢。市值仅次于纽约证券交易所、纳斯达克证券交易所、伦敦证券交易所。(6)洲际交易所ICE.N集团公司是一家全球领军的金融和商品期货的交易所和结算中心集团。其前身是国际石油交易所,2013年11月,公司完成其对NYSE-Euronext的收购,形成现在的交易所体系。拥有23个交易所和交易市场,包括16家全球交易所和5家中央结算所,覆盖美国、加拿大、欧洲境内。该集团经营的各交易所和结算所涵盖各种资产类别,包括利率、股票、股票衍生品、信用衍生品、债券、外汇、能源、金属,以及农产品。(7)纽约泛欧交易所(退市)NYX.N由纽约证券交易所集团(总部位于纽约)和欧洲证券交易所(总部位于巴黎)合并组成。纽约泛欧证券交易所在五个国家拥有六个现金股票交易市场及六个金融衍生品交易市场,在公司上市、现金股票、金融期权与期货、债券、金融衍生品和市场数据等方面处于世界领先地位。(8)世界交易所联合会(World Federation of Exchanges,简称WFE)是证券市场、衍生品市场、清算结算机构的行业组织,它的前身是国际证券交易所联合会(International Federation of StockExchanges),成立于1961年。2001年经会员大会投票通过,正式更名为世界交易所联合会。该联合会为非营利性组织,致力于发展、支持并促进有组织、受监管的证券和衍生品市场,增进行业交流、提高市场效率并维护市场的公正性。联合会实行正式会员制,其组织结构包括:会员大会、董事会、各委员会、主席和副主席、国际期权市场协会以及秘书处。第四章 产品与服务交易所主要运行机制是提供各类金融投资工具和产品供参与者交易,金融工具主要分为股权、债券、债权、大宗商品、房地产固定资产、货币、衍生品以及其他。表 金融工具和产品资料来源:资产信息网 千际投行表 金融工具和产品资料来源:资产信息网 千际投行

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B服务领域,助力产业数字化。跨境支付工具-连连支付合作伙伴能力集成:ERP平台、流量平台、运营商、系统商连连支付等第三方支付厂商基于商业数字化和行业信息化等数字场景建设与运营方面的优势,紧紧围绕推动数字经济和实体经济深度融合,赋能传统产业数字化转型升级这一主体思路,持续不断提升核心技术能力以及数字化赋能能力,打造面向政府、行业客户、中小微商户等多业态、多场景的数字化整体解决方案,深度参与中国实体经济的数字化转型。跨境支付工具-连连支付作为全球最大的跨境贸易数字化服务商之一,PingPong以遍布全球的运营服务网络、主流国家地区支付牌照和合规资质为依托,围绕跨境电商、外贸B2B及大型跨国企业的全球展业需求,建立了涵盖跨境收款、外贸B2B收付款、全球收单、全球分发、供应链融资、海外汇率避险、VAT税务服务、出口退税、VCC、SaaS企业服务等多元化的产品矩阵,可为不同类型的客户提供合规、安全、便捷的一站式数字化服务。跨境支付工具-PingPongPayoneer派安盈(NASDAQ:PAYO)作为跨境电商支付第一股,于2021年6月在美国纳斯达克上市。Payoneer派安盈除了不断拓展与新的跨境电商的合作外,2022年面对香港地区商户推出Payoneer Checkout 收单解决方案。并且加大对外贸商家的助力,在原有的8大本地账户的基础上又新推出了阿联酋AED本地收款账户,助力中国商家与“一带一路”沿线国家开展贸易。跨境支付工具-派安盈PART 03跨境支付未来趋势随着金融领域“十四五”规划、人民银行印发关于支持外贸新业态跨境人民币结算的通知重磅文件的相继落地,跨境支付相关的顶层设计正逐渐完善。与此同时,数字人民币作为一项重要的基础性金融创新备受地方重视,各省市纷纷将数字人民币试点纳入发展规划。跨境支付行业政策多发2022年6月,人民银行印发关于支持外贸新业态跨境人民币结算的通知(以下简称通知),支持银行和支付机构更好服务外贸新业态发展。将支付机构跨境业务办理范围由货物贸易、服务贸易拓宽至全部经常项下。十多个省市发布的“十四五”规划中表明,典型如河南省“十四五”数字经济和信息化发展规划、重庆市金融改革发展“十四五”规划(2021-2025年)、深圳市金融业高质量发展“十四五”规划,将努力申请成为数字人民币试点区域。此外,第三批数字人民币试点城市也将在今年落地。数据来源:公开资料、粤贸研究院分析整理流程分析试点企业及其境外交易对手签署业务协议,约定以人民币计价和结算。银行审核客户提交的付款申请材料扣划客户人民币资金后,将汇款指令发送至大额支付系统。银行通过港澳清算行在中国人民银行开立的账户进行人民币资金的跨境清算。港澳清算行收到汇款指令后指示境外参加银行贷记收款人账户。最后,银行根据有关规定办理国际收支统计申报,并通过人民币跨境收付信息管理系统报送相关信息。跨境支付、商业银行、平台类机构的交易支付服务及数据,央行均可以追溯监管,确保支付合规进行。数字货币下的跨境支付或可以大幅降低交易成本,适当提高交易速度和规模。传统跨境交易支付数字货币下的跨境支付数字货币在跨境支付领域的应用还处于相当早期的阶段,在普及条件成熟时,央行数字货币将给跨境支付领域带来深远变革。数字货币普及应用数据来源:公开资料、粤贸研究院分析整理各国对数字货币态度积极,同时2021年2月人民银行宣布香港金融管理局、泰国中央银行、阿联酋中央银行及中国人民银行数字货币研究所联合发起多边央行数字货币桥研究项目,将探索央行数字货币在跨境支付中的应用。国际范围性的数字货币在跨境支付进行第一次应用尝试。各国央行对数字货币态度开放数据来源:移动支付网、公开资料、粤贸研究院分析整理从监管的角度看,相关部门将继续通过提高合规门槛等手段来为跨境支付行业的发展提供更加健康的竞争环境;此外,也会通过一系列的支持性政策继续推动我国跨境贸易和跨境支付行业的良性发展。随着跨境支付服务管理办法等相关政策在未来的持续出台,我国将拥有更加健全完善的跨境支付监管机制,不合规机构的生存空间将会越来越小,劣币驱逐良币的恶性竞争未来有望进一步得到改善。不同企业之间的竞争将更加回归本源。未来,国家仍将深化全面对外开放,推出更多支持性政策,跨境电商等贸易活动将越发频繁,为跨境支付的发展提供良好的市场潜在空间;支付工具形态方面,央行明确进行数字人民币在跨境支付领域的试点应用,未来普及后将有效提升支付效率和安全性。合规持续加码支持性政策仍将出台跨境支付政策红利未来仍将持续释放数据来源:公开资料、粤贸研究院分析整理直接参与海外展业除了技术和商业模式的输出之外,部分有能力的境内跨境支付公司也在尝试通过申请境外支付牌照等方式来直接参与海外的收单和账户运营等业务,进一步拓展和丰富自己的业务范围和展业能力差异化竞争为避免陷入价格战的同质化竞争,很多跨境支付机构开始构建自身差异化的竞争力。如推出选品工具,帮助出口电商选择商品;打造数字银行;持续拓展SaaS、BaaS服务等合规仍是核心对于部分尚未取得牌照的跨境支付厂商来说,未来核心任务之一仍是通过并购等方式获取对应业务牌照,化解牌照隐患;在行业合规不断提升的大背景下,持牌跨境支付机构在交易真实性核验能力上仍需提高推动国内技术出海在东南亚等海外地区,其支付基础设施建设相对滞后,国内跨境支付厂商依靠经国内激烈竞争环境和庞大市场验证过商业价值的支付技术,对其进行技术输出,市场拓展,预期技术出海市场将在一定条件下迎来新的发展机遇服务精细化与业务多元化发展成为趋势数据来源:公开资料、粤贸研究院分析整理PART 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    致同咨询行业洞察能源行业2022年12月发布产业链概览行业发展状况行业政策法规行业热点话题聚行业趋势分析行业细分点击下方图标,了解相关详情能源行业 1行业细分能源与自然资源 Energy&Natural Resources 矿业油气行业 石油 天然气 石化煤炭行业 煤炭 煤化电力行业热力行业新能源行业 风力 光伏 水力能源行业 2行业发展状况-全球能源消费与能源供应能源消费能源供应2020年,新冠疫情限制措施和随之而来的经济衰退触发了石油需求下降,主要由于出行限制对其造成了严重影响。2020年全球煤炭需求历经几十年来最大降幅,主要由于新冠疫情限制措施导致电力需求下降。2020年,天然气受到的影响小于石油和煤炭。2021年,疫情常态化防控下,三大能源的消费量有所回升。2015-2019年,全球石油、煤炭和天然气产量均呈上升趋势。2020年受新冠疫情影响全球三大能源产量缩减,全球用电量亦出现下滑,2021年能源供应增福较小。能源品种2019年产量2020年产量2021年产量原煤产量81.3亿吨77.4亿吨78.9亿吨原油产量44.8亿吨41.7亿吨44.2亿吨天然气产量143.1亿焦耳138.7亿焦耳-2015-2021年全球主要能源消费量(单位:亿吨,EJ)2015-2021年全球主要能源产量(单位:亿吨,EJ)石油消费量(亿吨)煤炭消费量(EJ)天然气消费量(EJ)石油产量(亿吨)煤炭产量(亿吨)天然气产量(EJ)注:截至报告日,天然气2021年产量尚未发布。201543.6158.6125.2201643.8156.6128.1201743.9157.4131.5201844.8159.3138.2201944.8157.6140.5202041.7151.4137.62021E42.5154.4139.00.020.040.060.080.0100.0160.0120.0140.0180.0资料来源:IAE国际能源署 前瞻产业研究院 201543.679.5125.2201643.874.8127.9201743.977.0132.3201844.880.8138.7201944.881.3143.1202041.777.4138.7202144.278.90.020.040.060.080.0100.0120.0140.0160.0能源行业 3行业发展状况-国内能源消费、能源供应与能源技术能源消费能源供应2021年,我国能源消费较快增长,全年能源消费52.4亿吨标准煤,同比增长5.2%,增速比上年提升3.0个百分点。能源消费结构进一步优化,非化石能源消费比重比上年提升0.7个百分点。2021年,我国能源供应能力和水平不断提升,全年一次能源生产总量43.3亿吨标准煤,同比增长6.3%,煤、油、气产量稳步增长,电力装机和发电量较快增长,能源储运设施建设稳步推进,海外油气资源进口多元稳定。能源技术能源领域技术创新不断突破:光伏发电技术、制氢技术、超导输电技术相继突破 海上风电主流机型和抗台风型机组国产化取得关键进展 自主核电技术迈入世界先进行列能源品种2020年产量2021年产量同比增长原煤产量39.0亿吨41.3亿吨5.7%原油产量1.95亿吨1.99亿吨2.1%天然气产量1925亿立方米2076亿立方米7.8%电力装机22.0亿千瓦23.8亿千瓦7.9%能源消费煤炭石油全社会用电量非化石能源天然气消费约42.3亿吨,同比增长4.6%,占能源消费总量的56.0%,比上年下降0.8个百分点消费6.8亿吨,同比增长3.0%,占能源消费总量的18.5%,比上年下降0.4个百分点总计8.3万亿千瓦时,同比增长10.3%消费占能源消费总量的比重增至16.6%,比上年提高0.7个百分点消费约3690亿立方米,同比增长12.5%,占能源消费总量的8.9%,比上年提高0.5百分点资料来源:IAE国际能源署 前瞻产业研究院 能源行业 4行业趋势分析-世界能源行业全球能源危机能源发展转型能源价格飙升能源消费东移受俄乌冲突、新冠肺炎疫情、双碳行动以及极端天气频发等因素叠加影响,全球能源供需严重失衡,可再生能源供应链紧张,能源市场急剧震荡。能源转型主要体现在非化石能源电力为代表的清洁电气化,生物质能和氢能替代传统化石燃料的加速脱碳化。推进节能技术改造、产业结构优化、循环经济利用模式推广的能源高效化,能源互联网、智慧能源等新技术带动下的智慧能源化,以及建立全球性碳排放总量控制与市场化的交易机制共同推动下的全球能源一体化。天然气价格达到了前所未有的水平,煤炭价格也创下了历史新高,石油价格在2022年年中飙升后,有所回落。高昂的天然气和煤炭价格也导致了全球电力成本上升。发展中国家能源消费需求明显提高,超过了发达国家能源消费量,能源消费重心向亚太地区的转移。据国际能源署预测,到2050年,发展中国家能源消费比重将达到80%,增量贡献率达96.5%,亚太地区将稳居全球第一大能源消费区域。能源行业 5行业趋势分析-世界能源行业能源需求的逐渐转变:碳氢化合物的作用下降,可再生能源和电气化的快速扩张以一系列低碳能源和技术为基础的能源转型低碳氢以绿氢和蓝氢为主化石燃料风能和太阳能发电低碳供氢风能和太阳能发电能力的年均增长电动汽车生物燃料低碳氢一次能源份额马特山GW*BECCS通过碳捕获和储存从生物质气化中获得氢气生物燃料包括液态生物燃料和气态生物螂料(生物甲院。以生物柴油当量表示)100 %0 20203020452025204020352050可再生能源*一次能源份额*包括风能、太阳娅、生物能和地热能2020203020452025204020352050100 %0%电在最终消费总额中所占份额 加速净零 新的动力2020203020452025204020352050100 %0%加速了加速了净零净零5003001004002000100060020080040004太瓦时毫巴/天马特山几百万5000025003000015001000050040000200020000100000202020202020202020302030203020302045204520452045202520252025202520402040204020402035203520352035205020502050205000210063004008500200 加速净零 新的动力 净零 备选配置文件;绿氢取代所有蓝氢20302050BECCS*绿色蓝色2000-2005-2010-2015-2019-2025-2030-2035-2040-2045-2005 2010 2015 2019 2025 2030 2035 2040 2045 2050能源行业 6行业趋势分析-中国能源行业绿色低碳转型加快推进风电投资激增多能互补能源体系分布式发展光伏高速发展氢能大步增长2021年我国能源生产和消费结构显著优化,清洁能源生产比重同比提高0.8个百分点,非化石能源消费比重同比提高0.7个百分点。能耗强度和碳排放强度持续下降,可再生能源发展迈上新台阶,化石能源消费得到了合理控制。随着经济的增长,电力消费需求快速增长,多地电力供应紧张,中国风电投资激增。未来风电将迎来包括多方面政策助力,作为清洁能源的重要力量之一,风电市场必将迎来更大的发展空间。大力发展以储能为核心的多能互补体系,将成为我国能源经济持续稳定高质量发展的关键。通过风光水火储多能有效结合、发挥各类电源优势,降低火电等传统能源高污染、高耗能的程度,优化能源结构。十四五时期,光伏、风电、生物质能、地热能等能源系统的分布式应用、创新发展将成为我国应对气候变化、保障能源安全的重要内容。随着一大批光伏产业项目和配套支持政策的陆续出台,我国太阳能发电在过去快速发展的基础上,未来十年仍将实行持续的高速发展,光伏发电从规模上有望超过风电成为全国第三大电源。我国可再生资源丰富,绿氢制取潜力巨大,未来发展前景广阔,对促进国内制氢设备产业快速发展具有重大意义。同时在能源转型政策支持之下,中国的氢能将迎来大步增长。能源行业 7行业热点话题聚焦“两会”十大能源关键词全国人民代表大会人民政治协商会议2022落实碳达峰行动方案,推动能源革命,确保能源供应,立足资源禀赋,坚持先立后破、通盘谋划,推进能源低碳转型双碳目标完善碳市场核查机构的监督管理机制;提升数据质量,助力全国碳市场建设;推动中国与国际碳市场机制的接轨碳交易市场重点推进农村能源转型与乡村振兴融合发展,进一步完善农村能源基础设施乡村振兴推进大型风光电基地及其配套调节性电源规划建设,提升电网对可再生能源发电的消纳能力风光大基地清洁取暖改造具有了更清晰的时间表、路线图;因地制宜选择合适的清洁取暖方式,切实降低清洁取暖成本清洁取暖实施金融支持绿色低碳发展专项政策,设立碳减排支持工具,推进绿色金融标准体系的统一化,有效引导绿色投向绿色金融调整储能配置政策,引导储能合理布局;扩大灵活性资源范畴,鼓励储能灵活配置模式;建立新能源配置储能市场机制储能在提升道路利用率的同时,有效减少出行碳排放;着眼于优化大交通系统,包括大力发展公转铁/水、城际间轨道交通和机动车电动化等低碳交通加强氢能产业顶层设计,坚持“绿氢”(风、光、水、核)原则,依托氢能产业园和化工园区建设,有序推动煤、油、气等化石原料及燃料合理替代氢能支持零碳产业园技术和模式发展,全面推动零碳产业园落地;加快把部分高能耗、高碳排放企业和产业向西部转移零碳工业体系能源行业 8行业热点话题聚焦-双碳目标“双碳目标”是中国未来五十年的基本国策。二十大报告中提出了双碳目标的最新战略部署:要求积极稳妥推进碳达峰、碳中和,立足我国能源资源禀赋,坚持先立后破,有计划分步骤实施碳达峰行动,深入推进能源革命,加强煤炭清洁高效利用,加快规划建设新型能源体系,积极参与应对气候变化全球治理。碳达峰“双碳”目标实现路径碳中和定义:指碳排放量达峰,即二氧化碳排放总量在某一个时期达到历史最高值,之后逐步降低。控制化石能源消费总量 控制煤炭发电与终端能源消费 推动能源清洁化与高效化发展 调整能源结构,推动能源脱碳:发展清洁能源,降低能源消耗过程中的碳排放 强化节能减排要求:节约能源,降低化石燃料的消耗 运用碳市场和碳交易:通过碳排放权的交易达到控制碳排放总量的目的 绿色低碳转型:推动经济结构绿色转型,加快形成绿色生产方式,助推高质量发展定义:即为二氧化碳净零排放,指的是人类活动排放的二氧化碳与人类活动产生的二氧化碳吸收量在一定时期内达到平衡。调整能源结构、提高资源利用效率等方式减少二氧化碳排放 通过CCUS(碳的捕集、利用与封存)、生物能源等技术以及造林/再造林等方式增加二氧化碳吸收前提能源行业 92020 年9 月,国家主席习近平在联合国大会上宣布,中国将为推动落实巴黎协定采取更为有效的措施和行动,其中在二氧化碳排放方面,争取在2030 年前达到峰值,并力争在2026 年前实现“碳中和”,即通过节能减排等方式抵消自身活动产生的二氧化碳等温室气体,从而达到“零排放”。自2020 年提出双碳目标后,我国能源行业尤其是煤炭行业受到了较大影响。双碳目标下中国煤炭刚性需求影响因素、趋势及政策建议 内在动力:约束条件:能源储备以煤为主,分布不均 需求层面:依赖性持续,结构逐步转型 供给层面:格局基本稳定,政策引导有效 行业总体趋势稳定,即将进入减速下行区间在“十四五”时期乃至今后较长时间内,即使在“双碳”目标以及“能耗双控”政策的限制下,煤炭在我国能源结构中的主体地位和“压舱石”作用仍然难以改变。但由于发展空间受限,总体趋势上将呈现先增后降的特点 外部影响:宏观经济:短期冲击可控,长期转型可期 行业层面:内部结构稳步改善,外部需求相对稳定 行业内部将出现结构性分化在煤炭行业整体保持稳定的情况下,内部也将因市场、政策等影响出现结构上的分化煤炭刚性需求影响因素趋势预测政策建议 宏观层面:加强调控体系研究,完善市场化工具1.促进煤炭行业发展及转型政策研究2.充分利用多种市场化手段助力行业发展 企业层面:抓好转型机遇,实现多元化、国际化发展1.充分发挥国企带头作用,以技术创新推动低碳化转型2.推动煤炭企业多元化、国际化发展 行业层面:把握行业发展定位,提升行业标准化水平1.准确把握行业发展定位,坚决落实顶层设计规划2.提高行业标准化水平,探索行业基础设施化发展路径能源行业 10能源绿色低碳转型,是世界各国实现经济韧性、绿色竞争力提升的重要支撑,也是我国实现“3060”双碳目标的重要途径。行业热点话题聚焦-能源绿色低碳转型能源绿色低碳转型的意义能源绿色低碳转型的实现路径能源绿色低碳转型的关键问题 全球低碳转型发展大势不可逆转,世界诸多国家已经宣布碳中和目标愿景,低碳发展领域将成为国际竞争制高点。实现能源绿色低碳转型,是建设生态文明的应有之义 实现能源绿色低碳转型,是推动构建人类命运共同体的重要内容 建立健全能源低碳转型的目标引导机制1.确立能源低碳转型指标体系,明确各阶段性目标2.加快建立地区目标责任制,明确各地区目标 建立全社会分工协作的低碳能源科技创新体系1.加强政府投入,整合高新技术人才2.充分发挥企业在技术创新应用的主力军作用 深化能源价格形成机制和市场体系改革1.积极推进能源外部性成本内部化2.深化电价改革,健全适应新型电力系统的市场机制3.深化统一能源市场建设,打破地区壁垒 建立促进能源低碳转型的协同推进机制1.从国内看,需要从生态文明建设的高度统筹推动能源低碳转型2.从国际看,能源低碳转型事关全球应对气候变化,必须秉承人类命运共同体理念 能源安全问题:能源安全是能源低碳转型发展的前提。随着能源低碳转型逐步推进,能源安全的内涵将发生显著变化 化石能源有序退出问题:化石能源基础设施运行周期长,一旦投入使用将很长时间发挥作业,如不合理规划退出路径,有序减少化石能源开发利用,将带来巨大搁浅成本和区域经济代价 可再生能源成本问题:一是用地问题可能推高可再生能源的非技术性成本;二是当可再生能源成为主力电源后,电力电量平衡将面临系统成本上升的挑战 能源输配体系问题:随着能源开发利用主力由化石能源逐步向非化石能源转变,能源供需格局不可避免将发生深刻调整,对能源输配体系带来深远影响能源行业 11全球主要国家/地区能源结构调整全球主要国家/地区能源结构调整政策欧盟欧盟委员会公布了名为“Fit for 55”的一揽子提案,提出了包括能源、工业、交通、建筑等多方面举措,这也成为欧盟目前最新、最关键的低碳发展政策。韩国将投资6.7万亿韩元开发氢还原铁、高碳原料替代、氢/氨等无碳新能源/燃料、生物燃料、电加热分解工艺、塑料先进热解等核心技术。英国发布净零战略,全面阐述英国如何在2050年实现有关气候变化的净零排放承诺,净零战略包含英国政府一系列长期的绿色改革承诺,涉及清洁电力、交通变革和低碳取暖等众多领域。日本使用脱碳电源,创新火力发电等技术,实现电力系统脱碳,并提供廉价稳定的能源供应。通过电气化、氢能化等扩大非化石能源的应用;有效利用蓄电池等分布式能源资源等美国根据拜登政府所制定的路径,要在2050年前实现净零排放,需要在大部分经济领域中改用清洁能源,此外,还需要提高能源效率并推广从大气中提取二氧化碳的技术。中国将根据方案部署制定能源、工业、城乡建设、交通运输、农业农村等领域以及具体行业的碳达峰实施方案,各地区也将按照方案要求制定本地区碳达峰行动方案。俄罗斯一方面将减少化石燃料生产和运输,在石油开采领域引入现代系统,另一方面将继续开发多元的能源资源储备,促使天然气、氢气、氨气等在低碳能源结构中发挥更大作用。德国实行“清洁能源计划”,2035年完成100%可再生能源供给,放弃化石燃料。能源行业 12行业热点话题聚焦-能源产业数字化能源产业数字化:即通过云计算、大数据、AI、loT、区块链等创新技术,以能源消费用户全生命周期运营为牵引,实现数字化指导下的能源行业生产、储运、销售、消费全产业链管理流程再造。以能源生产型或资源垄断等国有企业为主导,经营活动主要是寻找资源,实行计划内外资源统筹平衡,促进合理分配,保证当地能源市场的供应,获得企业利益。大数据、云等进入能源行业服务,以用户流量、互联网技术、平台化模式等切入,通过多维数字化手段将不同类型用能用户及企业绑定到平台,能源消费的线上线下一体化成为大势。以能源销售渠道优势型企业为主导。构建并经营自有分销通路,逐步形成网络化优势部署全国。市场开始朝标准化探索,地域垄断或限制逐步被打破。物联网、区块链、数字孪生、边缘计算等技术进入,并在生产、运输、分销、零售等环节落地,能源行业进入专业化、智能化、联网化时代。能源消费完全市场化,服务模式加速迭代,智慧化新能源服务品牌体系将会出现。能源行业数字化时代的发展历程1.0 时代3.0 时代2.0 时代4.0 时代企业参与能源行业数字化需具备的四大关键能力资源是能源企业发展的核心竞争力与长线发展动力。能源数字化领域的资源争夺,除了包括能源生产炼化、开发技术、能源流通网络,还包括可争取的资本、新能源基础设备等。资源能源行业的数字化变革为更多创新模式提供发展空间,除了生产、营销、技术服务等单一模式,综合性服务的生态模式在能源全产业链协同发展的背景下将优先获得更多供应链合作机会。模式技术是企业创新及变革的重要驱动力,更是决定传统能源企业朝数字化转型的第一步。能源企业需通过加强对智能化技术的引入与应用,改善固有业务结构弊端、尝试人机模式互换、降低劳动成本,提高管理水平与运营效率。技术5G时代下,能源零售终端更加注重满足消费者差异化需求。在移动互联及用户入口多元的情况下,SaaS、零管技术平台/代运营等企业将显现其专业优势。这些企业在提供技术支持的同时获取多维度的消费者数据,进而构建深度的智能用户运营体系。运营能源行业 13行业政策法规(1/2)2022年发布单位法规名称法规内容影响国家能源局2022年能源工作指导意见 夯实能源供应保障基础 加快能源绿色低碳转型 增强能源供应链弹性和韧性 提升能源产业现代化水平 提高能源服务水平 增强能源治理能力 深入推进高质量能源国际合作 提升能源产业链现代化水平 加大储备力度,保持合理裕度,化解影响能源安全的各种风险挑战 加强化石能源清洁高效利用,推动煤炭和新能源优化组合 增强能源科技创新能力,狠抓绿色低碳技术攻关,加快能源产业数字化和智能化升级国家发改委加快建设全国统一电力市场体系的指导意见 健全多层次统一电力市场体系 完善统一电力市场体系的功能 健全统一电力市场体系的交易机制 加强电力统筹规划和科学监管 构建适应新型电力系统的市场机制 推进适应能源结构转型的电力市场机制建设,加快形成统一开放、竞争有序、安全高效、治理完善的电力市场体系 协同推进市场建设与电网运行管理,防范市场建设风险,确保电力系统安全稳定运行 助力新能源、储能等发展的市场交易和价格机制初步形成工业和信息化部、住房和城乡建设部、交通运输部、农业农村部、国家能源局智能光伏产业创新发展行动计划(2021-2025年)加快产业技术创新,提升智能制造水平,实现全链条绿色发展 支撑智能光伏新型电力系统j建设 助力各领域碳达峰碳中和 优化产业发展环境 强化光伏人才培育 促进5G通信、人工智能、先进计算、工业互联网等新一代信息技术与光伏产业融合创新 加快提升全产业链智能化水平,增强智能产品及系统方案供给能力 促进我国光伏产业持续迈向全球价值链中高端。能源行业 14行业政策法规(2/2)2022年发布单位法规名称法规内容影响国家发改委、国家能源局“十四五“新型储能发展实施方案的通知 强化技术攻关,构建新型储能创新体系 积极试点示范,稳妥推进新型储能产业化进程 推动规模化发展,支撑构建新型电力系统 推进国际合作,提升新型储能竞争优势 推动技术革新、产业升级、成本下降,有效支撑新型储能产业市场化可持续发展 丰富新型储能参与的交易品种,健全配套市场规则和监督规范,推动新型储能有序发展 建立健全新型储能技术标准、管理、监测、评估体系,保障新型储能项目建设运行的全过程安全国家发改委、国家能源局氢能产业发展中长期规划(2021-2035年)系统构建支撑氢能产业高质量发展创新体系 统筹推进氢能基础设施建设 稳步推进氢能多元化示范应用 加快完善氢能发展政策和制度保障体系 促进异质能源跨地域和跨季节优化配置,推动氢能、电能和热能系统融合,促进形成多元互补融合的现代能源供应体系 加强氢能的绿色供应,营造形式多样的氢能消费生态,提升我国能源安全水平国家发改委、国家能源局、国家财政部关于开展可再生能源发电补贴自查工作的通知 自查对象包括电网和发电企业,范围为截止到2021年12月31日已并网有补贴需求的全口径可再生能源发电项目,主要为风电、集中式光伏电站以及生物质发电项目。自查内容主要涉及项目合规性、项目规模、项目电量、项目电价、项目补贴资金、项目环境保护。对存量项目多补、骗补等行为进行系统梳理核查,实现开源节流 促使企业进行自我整改,以免遭遇行业监管部门追究责任,促进新能源产业的规模迅速发展壮大能源行业 15对咨询工作的启示咨询工作围绕行业趋势热点聚焦政策法规咨询服务 融资并购(融资顾问)交易支持(尽职调查、估值模型协助)重整重组(重组)信息科技咨询(IT战略规划、IT评估、IT实施监理、数据和分析、数据挖掘、RPA)管理咨询(组织变革与运营管理)解决方案咨询服务 风险管理(内部控制、内部审计)信息科技咨询(网络安全、合规管理)管理咨询(战略管理、组织变革与运营管理)交易支持(尽职调查)解决方案 是否全面了解现有监管要求及监管趋势?是否针对监管要求进行了影响度分析?现有运营模式是否符合监管要求?如何确保满足监管要求?客户的挑战能源行业 16 2022 致同会计师事务所(特殊普通合伙)。版权所有。“Grant Thornton(致同)”是指Grant Thornton 成员所在提供审计、税务和咨询服务时所使用的品牌,并按语境的要求可指一家或多家成员所。致同会计师事务所(特殊普通合伙)是Grant Thornton International Ltd(GTIL,致同国际)的成员所。GTIL(致同国际)与各成员所并非全球合伙关系。GTIL(致同国际)和各成员所是独立的法律实体。服务由各成员所提供。GTIL(致同国际)不向客户提供服务。GTIL(致同国际)与各成员所并非彼此的代理,彼此间不存在任何义务,也不为彼此的行为或疏漏承担任何责任。本出版物所含信息仅作参考之用。致同(Grant Thornton)不对任何依据本出版物内容所采取或不采取行动而导致的直接、间接或意外损失承担责任。致同咨询能源行业小组行业领导合伙人李菁 合伙人电话 86 10 8566 5360邮箱 胡蓉昕 总监电话 86 10 8566 5908邮箱 应晓欣 高级经理电话 86 10 8566 5665邮箱 陈建军 高级经理电话 86 10 8566 5292 邮箱 小组成员

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    中国工程科技知识中心 3D 打印金属骨骼植入物专利主题分析打印金属骨骼植入物专利主题分析2022 年第三期中国工程科技知识中心2022 年 7 月I目 录摘 要.摘 要.I I1.发展概况.1.发展概况.1 12.数据源与检索策略.2.数据源与检索策略.3 33.专利家族量与趋势分析.3.专利家族量与趋势分析.4 44.技术生命周期分析.4.技术生命周期分析.5 55.技术主题分析.5.技术主题分析.6 65.1.技术主题分布.65.2.技术主题演化.186.技术类别分析.6.技术类别分析.21216.1.技术类别分布.216.2.技术类别演化.227.原创国(地区)分析.7.原创国(地区)分析.24247.1.原创国(地区)分布.247.2.原创国(地区)演化趋势.248.受理国(地区)分析.8.受理国(地区)分析.26268.1.受理国(地区)分布.268.2.受理国(地区)演化趋势.268.3.受理国(地区)同时申请分析.288.4.受理国(地区)技术侧重与技术关联.288.5.受理国(地区)与原创国(地区)交叉分析.309.申请人分析.9.申请人分析.30309.1.申请人专利家族数量.309.2.申请人专利家族趋势.329.3.申请人突破.349.4.申请人合作关系.359.5.申请人技术侧重与技术关联.37知领报告2022 年第 3 期本报告由机器自动生成,仅做研究参考审本报告由机器自动生成,仅做研究参考审 核:核:刘玉琴 黄 颖 刘 佳崔成磊 王雨童II图表目录图 1 历年专利家族数量及其增长率趋势图.4图 2 历年专利家族数量及其累积数量趋势图.4图 3 技术生命周期图.5图 4 主题分布图.7图 5 主题聚类图.8图 6 主题演化趋势图.19图 7 技术生命周期图.20i摘摘 要要本报告基于德温特专利数据库,针对 3D 打印金属骨骼植入物进行检索、筛选与分析,从而剖析该技术发展历程、技术热点、演化趋势,国家、机构之间的合作、竞争、技术侧重点等。本报告主要结论如下:1.截止到 2022 年 7 月,在德温特专利数据库中检索得到 3D 打印金属骨骼植入物相关专利家族 50 个,总体呈现递增趋势,2016、2018 年数量增加较为显著,2020 年数量达到顶峰为 13 个专利家族。2.根据历年专利家族数量与机构数量的变化绘制技术生命周期图,判断该技术主题目前处于成长期。3.3D 打印金属骨骼植入物热点集中于材料、应用、结构三大类别,其中材料的类型包括热塑性材料、金属及球形合金粉末、铝合金晶粒、聚合物结构材料、骨科特定材料、热固性含硅聚合物的复合制品、可流动材料、含氟弹性体制品、加热材料及熔融材料、活性成分和共晶体组合物;应用类型包括增材制造设备、增材制造系统、医用植入物修改、生成以及智能启用设计模型、候选对象识别工具、管理数据通信库、热管理单元;结构类型包括树脂浸渍子结构、工艺晶格结构、间隙空间结构、弹性体结构和硅基结构、耦合结构。从主题词演化角度看,2015 年主要为转移壳,牙科器械,牙科医疗器械、耦合结构,增材制造工艺,蜂窝结构,低孔隙率,包层结构,最外表面,易附着;2016-2020 年主要为医疗器械,增材制造工艺,增材制造,增材制造系统,增材制造设备,可流动材料,扩链剂组分,多元醇成分;2021 年主要为增材制造,医疗器械,增材制造设备,增材制造方法,增材制造系统,加热筒,消费品,内部容积,最小局部层,机器组成。4.按照技术类别进行数量统计,排序前 5 位的分别为 A96(医疗、牙科、兽医、化妆品)、A32(聚合物制造-如成型、挤出、成型、层压、纺丝)、X25(工业电气设备)、D22(消毒、绷带、敷料和皮肤保护剂)、A95(运ii输-包括车辆零件、轮胎和武器),数量分别达到 32、31、23、17、16。2015 年主要为 P32(牙科、绷带、兽医、假肢(A61C、D、F),S05(医疗电气设备),T01(数字计算机),X25(工业电气设备);2016-2020年主要为 A96(医疗、牙科、兽医、化妆品),A32(聚合物制造-如成型、挤出、成型、层压、纺丝),X25(工业电气设备),D22(消毒剂、绷带、敷料和皮肤保护剂),T01(数字计算机),A95(运输-包括车辆零件、轮胎和武器),P53(金属铸造、粉末冶金(B22),M22(铸造,粉末冶金-包括铸造模具、成型机、模型、模具、型芯和金属铸造(B22),B07(通 用-片 剂、DISPENSERS、导管(不包括引流和血管成形术)、封装等,但不包括血液或生理盐水或 IV 喂养等系统);2021年以后主要为 A32(聚合物制造-例如成型、挤出、成型、层压、纺丝)、A96(医疗、牙科、兽医、化妆品)、X25(工业电气设备)、A95(运输-包括车辆零件、轮胎和武器),D22(消毒剂、绷带、敷料和皮肤保护剂),A88(机械工程和工具,例如阀门,齿轮和传送带),S05(电气医疗设备),T01(数码电脑),P34(消毒,注射器,电疗(A61L,M,N),M22(铸造)。5.按照原创国(地区)进行数量统计,排序前 5 位的分别为美国、德国、英国、中国、法国,数量分别达到 43、2、1、1、1。6.按照受理国(地区)进行数量统计,排序前 5 位的分别为美国、世界知识产权组织、欧专局、加拿大、中国,数量分别达到 41、28、17、12、10。中国专利家族数量少,而且没有走出国门,仅限于在国内申请。美国是该领域最主要的技术原产国,同时也是各机构最青睐的专利申请地。受理国(地区)专利家族的趋势为:2015 年主要为德国,欧专局;2016-2020 年主要为美国,世界知识产权组织,欧专局,中国,加拿大,日本,印度,澳大利亚,巴西;2021年以后主要为美国,世界知识产权组织,加拿大,澳大利亚,欧专局,中国,韩国,新加坡,德国。从主题角度看,美国、世界知识产权组织、英国、法国侧重于医疗器械、增材制造、机械部件、消费品、增材制造设备;中国、日本、澳大利亚、印度侧重于医疗器械、增材制造、热塑性聚氨酯组合物、建筑材料、扩链剂成分;欧专局、加拿大、德国侧重于医疗器械、增材制造、增材制造iii工艺、消费品、机械部件;巴西、墨西哥、以色列侧重于热塑性聚氨酯组合物、芳香族二异氰酸酯、芳香族二异氰酸酯成分、人工心脏、人工器官;韩国、新加坡侧重于医疗器械、热塑性聚氨酯组合物、增材制造、芳香族二异氰酸酯、芳香族二异氰酸酯成分。按照申请人进行数量统计,排序前 5 位 的 分 别 为 THERMWOOD CORP、MEDTRONIC INC、LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC、ARCONIC INC,数量分别达到 14、4、3、3、2。申请人专利家族趋势表现为:2015 年 主 要 为 HODECKER M、WEIN S、WUELLENWEBER P;2016-2020 年主要为THERMWOOD CORP、LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC、ARCONIC INC、ETHICON LLC、CARDIAC PACEMAKERS INC、MEDTRONIC VASCULAR INC、MOOG INC、BIOMET MFG LLC、TAN TOCK SENG HOSPITAL PTE LTD;2021 年 以 后 主 要 为THERMWOOD CORP、MEDTRONIC INC、GREENE TWEED TECHNOLOGIES INC、BAKER HUGHES OILFIELD OPERATIONS INC、IQBAL M F、CHAMARTHY M K、JAIN J、DREESE M、GLADKIKH M N、GENERAL ELECTRIC CO.合作关系显著有 THERMWOOD CORP、SUSNJARA K J、VAAL S G;LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC;BAKER HUGHES OILFIELD OPERATIONS INC、IQBAL M F、CHAMARTHY M K、JAIN J、DREESE M;ETHICON LLC、CILAG INT GMBH;GENERAL ELECTRIC CO、GE AVIO SRL;HODECKER M、WEIN S。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心11.发展概况发展概况3D 打印机又称三维打印机(3DP),工业上称为增材制造技术,即一种以快速成型技术为主的机器。3D 打印材料制造技术的内核以计算机 3D 设计为基础,运用特殊蜡材、粉末状金属或塑料等可粘合材料,采用分层加工、叠加成形的方式,将各种粘合材料制造为三维的物体。3D 打印主要通过电脑端技术将实物信息扫描并进行数字切片,所有切片信息传输到 3D 打印机,3D 打印机会利用原材料将连续的薄型层面逐层堆叠起来,直到一个固态物体成型。主要的打印过程包括五部分,即设计数字 3D 打印对象、以 3D 打印机可读文件格式保存、将文件导入打印、设置相关参数打印、对产品表面进行后处理1。材料是 3D 打印技术的关键元素,材料决定着 3D 打印材料的制备技术,生产材料的设备构造,以及成型材料的具体性能。3D 打印金属骨骼植入物技术主要是通过金属材料的植入将人体内坏掉的骨组织替换并还原骨骼正常的功能2。3D 打印技术近年来在骨科植入医疗器械领域发展迅速,能够根据患者需求个性化地定制植入物形状,并且精确控制植入物的复杂微观结构,从而实现植入物外形和力学性能与人体自身骨的双重适配3。目前该技术领域的材料包括聚合物、金属和陶瓷等,并且近年来也出现了一些新兴的材料,比如包含塑料类材料、光敏树脂材料、新型聚合物材料的聚合物材料种类;包含氧化铝陶瓷、磷酸三钙陶瓷、陶瓷先驱体等材料的陶瓷材料;钛合金、高温合金等种类的金属材料;以及仿生 3D 打印材料。在这些材料中,一些适用于 3D 打印金属骨骼植入物的原材料对 3D 打印技术发展具有助推作用,目前较为流行的 3D 打印金属骨骼植入物材料包括覆膜砂、农作物秸秆、聚乳酸、石膏、人造骨粉、细胞生物原料以及砂糖等。每种材料具体堆叠的形态促使 3D打印金属骨骼植入物工艺丰富多样,每种工艺能够产生不同的打印材料类型,如1 刘宸希,康红军,吴金珠,等.3D 打印技术及其在医疗领域的应用J.材料工程,2021,49(06):66-76.2 窦坚.基于 3D 打印金属骨骼植入物技术研究D.沈阳航空航天大学,2018.3 甄珍,王健,奚廷斐,等.3D 打印钛金属骨科植入物应用现状J.中国生物医学工程学报,2019,38(02):240-251.3D 打印金属骨骼植入物专利主题分析2中国工程科技知识中心常见的有 SLA(激光固化光敏树脂成型)、FDM(熔融挤压堆积成型)、EBM(电子束熔化成型)、3DP(三维喷涂粘结成型)、SLM(选择性激光熔融)、LENS(激光熔敷)、DLP(数字激光成型)、UV 紫外线成型、分层实体制造等4,3D 打印金属材料植入物的成型工艺以 EBM 和 SLM 两种技术为主。3D 打印金属骨骼植入物技术在医疗方面具有独特优势,可以根据原型自由成型,以及快速制造多孔和复杂微观结构的植入物。3D 打印金属骨骼植入物具有个性化定制、微观结构精准化、成本低,周期短且材料利用率高等特点。近 10年来,3D 打印金属骨骼植入物应用集中在医疗产业中,上市的产品也多为采用3D 打印技术模拟骨小梁结构打印的标准规格化产品,3D 打印更广阔的应用前景在于为指定患者的罕见或特殊病损情况定制的 3D 打印个性化植入器械。3D打印金属基生物材料主要用于组织修复、骨科植入、口腔科及心血管设备的应用。3D 打印植入物比常规植入物具有更快的骨整合率5,金属基骨骼修复支架是骨科植入物替代人体器官的最佳选择之一,3D 打印为制造具有复杂设计、高度互联孔隙的支架开辟新的可能性。同时个性化的医疗植入物可减少手术和住院时间,从而降低总体医疗成本,3D 打印金属骨骼植入物材料在临床应用中具有巨大的潜能。4 刘晶.3D 打印金属骨骼植入物专利分析J.北京印刷学院学报,2019,27(03):92-99.5 纪琦,喻正文,张剑.3D 打印金属基生物材料工艺和临床应用的问题与趋势 J.中国组织工程研究,2021,25(16):2597-2604.3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心32.数据源与检索策略数据源与检索策略数据来源:德温特专利数据库检索时间:截止到 2022/7/25检索策略:TI=(3D PRINTING OR THREE-DIMENSIONAL PRINTING OR RAPID PROTOTYPING OR RAPID MANUFACTURING OR ADD*MANUFACTUR*OR INCREASE*MANUFACTUR*OR INTELLIGENT MANUFACTURING OR DIGITAL MANUFACTURING OR STEREO LITHOGRAPHY OR FUSE*DEPOSIT*OR ADDITIVE MANUFACTUR*OR LATTICE STRUCTUR*OR 3D PRINT*)AND TI=(MEDIC*IMPLANT*OR MEDIC*DEVICE*)检索结果:50 个专利家族专利家族是指在不同国家或国家专利组织多次申请、公布和批准的内容基本相同,且具有共同优先权的一组专利文献。简单专利家族是指,在同一个专利家族中,专利家族成员以同一件专利或几个共同的专利申请为优先权。广义上来讲,专利家族是指一件专利后续衍生的不同请案,同一技术发明揭露后,后续所衍生的不同专利申请情况;从狭义上来讲,专利家族是指在该国所主张的专利申请范围均相同,但也可能由于各国审查基准不同或翻译问题产生例外情形。3D 打印金属骨骼植入物专利主题分析4中国工程科技知识中心3.专利家族量与趋势分析专利家族量与趋势分析专利家族数量趋势在一定程度上可以反映出某技术类别或研究领域的发展状态、热度和趋势。根据专利文献的信息,统计该技术主题历年专利家族数量及其增长率,历年专利家族数量及其累积数量,如下两幅图所示。该技术主题专利家族总量 50 件,总体呈现递增趋势,2016、2018 年数量增加较为显著,2020 年数量达到顶峰为 13 件。图 0-1 历年专利家族数量及其增长率趋势图图 0-2 历年专利家族数量及其累积数量趋势图3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心554.技术生命周期分析技术生命周期分析技术生命周期的概念源自产品生命周期,但与侧重产品和市场的视角相比,技术生命周期理论的出发和落脚点都是基于技术自身角度。技术生命周期细分为竞争影响力和产品与制造的整合两个维度,并研究开发(萌芽)期、成长期、成熟期和衰退期四个阶段。除衡量单项技术随时间变动的发展趋势外,技术生命周期理论还可用于对同类技术市场总量变化或技术的性能进行评价。专利数据的使用是判断技术周期的良好依据之一,优点有以下几点:第一,专利包含许多隐形及高质量技术知识,有助于理清技术发展脉络;第二,专利能发现技术商业潜能;第三,基于专利申请数据的技术生命周期分析比产品生命周期分析早,易通过专利数据库客观衡量专利申请。根据历年专利家族数量与申请人数量的变化绘制技术生命周期如图 3 所示,判断该技术主题技术生命周期。对照标准的技术生命周期曲线,可知该技术主题目前处于成长期。图 0-3 技术生命周期图3D 打印金属骨骼植入物专利主题分析6中国工程科技知识中心5.技术主题分析技术主题分析5.1.技术主题分布技术主题分布技术主题图通过类似于地理信息系统中的等高线图实现对科技文本数据的可视化,通过颜色的深浅区别数据的多少以及数据之间的关系。技术主题图是进行技术主题布局分析的典型计量学方法之一。绘制 3D 打印金属骨骼植入物主题分布,如图 4、图 5 所示。图中每个点表示一个技术热点词,词与词之间的平面距离与词之间的关系强度成正比;颜色深浅度形成等高线,表示该词词频数量多少与密集程度;等高线中心山峰区域表示一个技术主题聚类。图 4、图 5 分别为热力图和地形图形式的技术主题分布图,3D 打印金属骨骼植入物主要研究热点大体围绕以下热点词进行:主题聚类显著的医疗器械、机械零部件、增材制造工艺、消费品、增材制造设备、增材制造系统、流体通信、内部体积、植入式医疗器械扩链剂组分、多元醇组分、三维医疗器械、摩尔比、热塑性聚氨酯组合物医用植入物、增材制造打印机、粉末床、疲劳性能、电子束铝合金产品、流程图、挤出机总成摄氏度、摄氏度/分钟。不难看出,热点词集中在材料、应用、结构等方面。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心77图 0-4 主题分布图3D 打印金属骨骼植入物专利主题分析8中国工程科技知识中心图 0-5 主题聚类图3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心995.1.1 材料类型(1)热塑性材料THERMWOOD 公司应用该技术制造使用到的材料为热塑性材料,这种材料用于制造部件,如汽车部件、医疗设备、机械部件和消费品。热塑性材料的优点是无需在制造过程中进行额外精加工,热塑性材料从挤出机输送到喷嘴,在垂直和水平移动喷嘴的同时沉积热塑性材料,从而通过喷嘴沉积第一层材料。LUBRIZOL ADVANCED MATERIALS INC 公司用于牙科和矫形应用的医疗器械或部件,包括增材制造的热塑性聚氨酯组合物,该组合物衍生自多异氰酸酯、聚醚多元醇的多元醇和扩链剂部件。医疗器械或部件采用热塑性聚氨酯有极大的优势,具有生物相容性和生物耐久性,不含加工助剂和惰性填料。LUBRIZOL ADVANCED MATERIALS INC 公司用来制造医疗器械或部件(例如可植入/不可植入器械或部件)包括衍生自芳族二异氰酸酯、多元醇部件和扩链剂部件的热塑性聚氨酯组合物。优势为热塑性聚氨酯具有生物相容性,热塑性聚氨酯不含无机、有机或惰性填料,属于优选工艺范畴,即材料通过熔融沉积建模或选择性激光烧结制造,材料性质中多元醇的数均分子量为 700 或更大。(2)金属及球形合金粉末UNIV CHULALONGKORN 公司用金属合金粉末制造具有生物相容性的大块金属玻璃,可以用于整形外科和神经外科或骨科的医用植入物。这种金属合金粉末材料不仅包括钛、铜和过渡金属,过渡金属还包括锆、铌、钽、钯和钴中的一种或多种,金属合金粉末可以在快速冷却的速度下,提供具有优异机械强度的大块金属玻璃。TANIOBIS GMBH 公司用该技术来制造球形粉末,即包括由至少两种难熔金属组成的合金粉末,其中合金粉末具有均匀的微观结构和至少两种晶相。可以用于选择性激光熔炼、电子束熔炼和激光沉积焊接等增材制造工艺中的球形粉末,以及用于形成医疗植入物、设备、发动机和高温炉等部件的金属粉末注射成型。优势在于球形粉末提供具有优异光学和电子性能的部件。(3)铝合金晶粒ARCONIC INC 公司用于制造铝合金产品,使用该技术制造的铝合金产品含3D 打印金属骨骼植入物专利主题分析10中国工程科技知识中心有 20%或更多大等轴晶粒的晶粒,其面积加权平均晶粒尺寸大于 10m,平均纵横比小于 4:1。该铝合金产品的具有更好的疲劳性能、强度、疲劳裂纹扩展性能、断裂韧性、耐腐蚀性,包括应力腐蚀开裂性能、晶间腐蚀性能、电偶腐蚀性能和剥落腐蚀敏感性性能,以及蠕变特性。(4)聚合物结构材料UNIV CARNEGIE MELLON 公司用于生产制品(如管材),涉及沉积包含聚合物和流变改性剂的结构材料,重复沉积来制造制品,并从制品中部分移除支撑材料。这种材料可以用于生产物品制造,如软结构、生物假体、支架、医疗器械、植入式器械、垫圈、管子、密封件、航空航天部件、汽车部件、建筑部件和其他结构。(5)骨科特定材料CHENGDU TIANQI ADDITIVE INTELLIGENT MF公司使用 3D金属骨骼植入物技术制造骨科修复医疗器械的特定材料,包括在惰性气体或真空条件下将特定材料加入固溶体加热和冷却,有效改进 17-4PH 材料的热处理工艺。在保证 17-4PH 材料具有足够高的抗拉强度和屈服强度的条件下,大大提高断裂伸长率;使其满足骨科修复医疗器械要求,并且有效缩短时间消耗。(6)热固性含硅聚合物的复合制品GREENE TWEED TECHNOLOGIES INC 公司用于形成包含热固性含硅聚合物的复合制品,其中该制品可用作 O 形圈、密封件、垫圈、医疗器械或医疗植入物或其组成部分,使用该技术的优点为提供具有改进的机械和化学性能的制品。(7)可流动材料THERMWOOD CORP 公司使用该技术来接收可流动材料相关信息的控制器,其中接收信息包括可流动材料的热膨胀系数。该技术工艺系统中的喷嘴具有接收可流动材料的入口和沉积可流动材料的出口。通常用于制造汽车元件、医疗器械、机械部件、消费品等部件。该工艺利用大的印刷珠来实现精确的最终尺寸和形状,更快的打印过程可以有效地补偿将元件修剪到最终尺寸所需的额外时间。(8)含氟弹性体制品3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心1111GREENE TWEED TECHNOLOGIES INC和 UNIV MASSACHUSETTS公司用于制造含氟弹性体制品,包括将可固化含氟聚合物组合物形成的长丝送入3D 打印机,对长丝加热,并使用打印机将从喷嘴出口出来的连续几层长丝打印到基板上。用途包括但不限于 O 形圈、V 形圈、U 形杯、垫圈、轴承、阀座、适配器、V 形支承环、医疗器械、假体和植入物、建筑材料和消费品。该技术工艺为弹性体制品提供优异的效率。该制品具有优异的耐溶剂性、耐化学性和耐等离子体性,以及抗拉强度和模量、弹性体性能、热性能和压缩永久变形,并且由于消除材料中的废物,可以高效又经济地制造产品。(9)加热材料及熔融材料THERMWOOD CORP 公司通过将加热材料接收到 3D 打印制造机器挤出机的开口中,加热通过挤出机材料,从喷嘴输出材料,调整移动速度,并确定温度,从而形成部件。将材料接收到挤出机开口中,当材料通过与挤出机开口流体连接的挤出机时加热材料,还有部分熔融材料,从与挤出机流体连通的喷嘴输出材料以形成部件的一部分,响应于操作员的输入调整材料,通过机器的移动速度,确定从喷嘴输出的材料的温度,以及显示从喷嘴输出材料的温度。从喷嘴输出的材料温度使用热成像相机确定,其中加热材料包括旋转挤出机输出内的螺杆。该方法适用于使用 3D 打印形成部件,以及制造部件,如汽车部件、医疗器械、机器部件和消费品,优点是该方法比薄层方法快得多。(10)活性成分和共晶体组合物UNIV TEXAS SYSTEM 公司用于制备载药医疗器械的组合物包括共晶体。共晶体包含活性成分,即化疗剂、抗生素、抗病毒剂、甲非那酸衍生物、来那度胺和氟罗沙星以及共形剂,或者活性成分是布洛芬,共形物是糖精,活性成分是乙酰水杨酸,共形器是糖精,以及活性成分是卡马西平,辅成型剂是马来酸。该组合物可用于制备载药医疗器械;治疗或预防患者的疾病或紊乱;生产用于增材制造的共晶;制备活性成分和构象的共晶体,优选抗生素、抗病毒药物和癌症治疗剂的共晶体;以及治疗癌症、缩小肿瘤的大小、降低肿瘤的侵袭性、降低癌症的生长速度或预防转移。组合物至少表现出一种有利的特性,如足够的强度、足够的应力、弯曲角、直径、粘度或卡尔指数等自由流动特性;提供增强的溶解性、3D 打印金属骨骼植入物专利主题分析12中国工程科技知识中心溶解性、生物利用度和稳定性;延长癌症患者的生存期;并且当与人和动物的组织、器官和或体液接触时不会引起过度毒性、刺激、过敏反应或其他问题或并发症。5.1.2 应用类型(1)增材制造设备MEDTRONIC VASCULAR INC 公司将该技术视为制造医疗设备的方法之一。其中医疗设备包括管状开槽支架和激光切割支架或腔内假体等支架,用于使用该技术工艺植入患者体腔内。用途包括但不限于动脉、冠状动脉、肠系膜、外周血管、脑血管、静脉、胃肠道、胆道、尿道、气管、肝分流术和输卵管。优点是该方法能够将不同带和连接器的材料形成可拆卸遮蔽板,从而消除对带和连接器产生的不利影响,并在此情况下执行移除可拆卸遮盖板的过程。THERMWOOD CORP 公司用于制造汽车配件、机器或医疗部件的增材制造设备。应用该技术的增材制造设备包括第一垂直延伸的支腿、第二垂直延伸的支撑腿以及支撑在第一和第二支腿上的机架,在一定程度上确保部件的经济制造。除此之外,还可用于增材制造过程中的热补偿,该工艺可以缩短打印到最终精确尺寸和形状的时间。除此之外,通过该技术工艺,从多种材料中制造部件,如汽车零件、医疗器械、机器部件和消费品等。使用该技术的优势在于可以消除或以其他方式大幅减少由增材制造工艺生产的物品中的翘曲或其他变形。CARDIAC PACEMAKERS INC 公司将该技术用于连接到电线可拆卸的植入式医疗设备如植入式心脏复律除颤器、起搏器和神经调节设备。这种连接的最大优势在于该连接器通过包含单个组件的电气连接器,而不是包含组件的连接器,连接器的金属体积减小,从而减少额外制造连接器所需的时间,从而降低组装复杂性和成本。BOSTON SCI SCIMED INC 公司用于制造医疗器械升降机,包括在升降机近端形成枢轴部分,以及使用附加制造方法在枢轴部分远端形成升降机主体,制造一些常见的医疗设备,如十二指肠镜。WARSAW ORTHOPEDIC INC 公司用于制造治疗脊柱疾病的骨螺钉,涉及腔体内定向的插入物,使得腔定向插入物基于参数来制造成制造设备,从而形成3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心1313螺钉轴的一部分。主要用于制造治疗脊柱疾病和肌肉骨骼疾病的骨螺钉,还可以用于动物、骨模型和其他非生物基质,如训练、测试和演示,以及用于治疗脊柱疾患,如退行性椎间盘疾病、椎间盘突出症、骨质疏松症、脊椎滑脱、狭窄等,脊柱侧凸和其他曲率异常、脊柱后凸、肿瘤和骨折。该技术的优势在于避免必须将脊柱植入物、手术器械或医疗设备的部分直接连接到构建板,提高安全性并降低操作员受伤的风险。THERMWOOD CORP、SUSNJARA K J、VAAL S G 等公司将该技术用于制造部件的方法之一,例如汽车部件、医疗器械、机械部件和消费品,涉及将沉积的加热材料与辊接合,以将沉积的部分加热材料沿着向外的转向,移动到特定部分。利用 3D 打印技术的优势在于可以减少切弧或消除变形。MOOG INC 公司用于制造阀门组件、歧管组件、密封组件、电气外壳组件、医疗植入物或其他物体。该工艺涉及通过在粉末床的预定区域上扫描定向能量束,在粉末床中形成物体层,以在预定区域中熔合粉末。无需加工步骤即可消除物体的表面粗糙度和亚表面缺陷,使用该技术生成的物体的疲劳性能得到改善,并且生成的物体的总成本降低。由于在后处理中实现了节省,因此制造对象的总时间和成本显著降低。GENERAL ELECTRIC CO、GE AVIO SRL 两个公司使用该技术来完成高质量的设备缝合,可以使用局部搜索算法或随机坐标修改算法中的一种来确定第二组针脚坐标,并且第二组缝线坐标减少缝合长度或支持负载平衡,该方法优化了增材制造中的缝合质量,从而提高了印刷零件的质量。(2)增材制造系统MEDTRONIC INC 公司用于医疗设备的增材制造系统,如导管和植入式刺激导线。制造后的材料进入人体内的血管和其他位置,并在这些位置执行各种功能。有助于在更广泛的操作条件下进行原型设计或制造,适配于 3D 打印医疗设备的系统和方法,有助于构造具有可实现新治疗的特性的独特组合。还可用于具有基板出口的可植入医疗设备如导管,该基板出口适于选择性地调整,修改基板出口的尺寸和形状。利用 3D 打印技术的快速集成功能和迭代设计,操作者易按照医疗设备的形状或位置来规范制造导管。3D 打印金属骨骼植入物专利主题分析14中国工程科技知识中心THERMWOOD CORP 公司用于通过该技术工艺制造部件(如汽车单元),以及通过该工艺生成用于形成部件的刀具路径,并评估刀具路径以识别方向变化。控制系统被编程为通过包括第一部分和第二部分来生成刀具路径,第一和第二部分沿不同方向延伸,使开口和辊根据刀具路径的第一部分移动,同时从开口沉积加热材料,确保简单高效的增材制造方法。以及该公司应用该工艺制造沉积热塑性材料以形成船用物品的模具的第一部分。可以用于制造部件如船模、船体和相关部件、汽车部件、医疗器械、机械部件和消费品等,该方法减少了与船或海洋物品模具生产相关的时间和人员要求,比传统方法更快且成本更低。THERMWOOD CORP 公司用于制造设备包括用于接收和加热材料的挤出机和具有用于沉积加热材料的开口的涂敷器头、辊和控制系统。增材制造设备可确保新的可流动材料层可在足够的温度下沉积,以允许新的此类材料层与先前沉积的层熔化和熔合,从而产生固体成分,将部件修剪至最终尺寸所需的额外时间由设备的更快打印过程补偿。NORSKTITANIUMAS 公司使用该技术来优化定向能量沉积增材制造系统,包括逻辑、间隔距离测量单元、基板、焊炬、进料单元、材料和移动器,其中逻辑使进料单元输出材料。定向能量沉积增材制造系统可在通过金属(如钛、铝)或金属合金(如铝)进行工件(如航空结构、海洋结构、车辆零件、医疗设备、火器、刀具)增材制造,实现对防区外距离的实时自动测量、评估、响应和动态控制 Ti6Al4V、铬镍铁合金变体等或其他形式的定向能。(3)医用植入物BIOMET MFG LLC 公司应用该技术来制作医用植入物,从而用于髋关节等具有从骨的高分辨率扫描复制的身体表面,并促进组织生长,植入物具有金属主体,包括从骨的高分辨率扫描复制的多孔表面,并促进骨生长或组织生长,其中植入物使用该技术生成。还用于更多种类的医用植入物,例如髋关节、肩关节、膝关节、脊柱、肘关节、腕关节、踝关节、手指或脚趾。在某种程度上改善了骨传导性能,因此多孔表面能够作为支架发挥作用,在植入部位表现出理想的承载强度。植入物允许骨生长或生长中以促进和鼓励周围骨和软组织的生长,并通过在植入物表面制造多孔涂层来实现期望的长期固定和稳定性。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心1515(4)修改、生成以及智能启用设计模型THERNWOOD CORP 公司用于修改基于预期翘曲信息修改设计模型,并使用修改后的设计模型制造零件。具有一部分的设计模型偏离该部分的预期翘曲,通过该技术机加工去除支撑或修剪材料,同时零件的功能特征(如模腔或工具表面)可适当补偿翘曲。使用 3D 打印制造技术来制造汽车部件、医疗器械、机器部件和消费品等。3D MEDLAB 公司生产医疗设备涉及识别医疗设备的预期植入区域,借助采集单元以非侵入方式收集与局部解剖结构相对应的生理数据集。借助分析工具并以非侵入性方式从患者的生理数据集合中借助分析工具进行测量、添加特定于增材制造的医疗器械的特征以生成待生产医疗器械的 3D 模型,打印机的参数适合于医疗器械的几何形状。该方法能够生产出提高机械性能的医疗器械。TATA CONSULTANCY SERVICES LTD公司使用该技术实现定制管理医疗设备生命周期,涉及基于从物联网设备和经过训练的人工智能设备接收的信息,使用唯一代码标记分析的医疗设备。该方法包括训练人工智能启用模型,以及与用于增材制造的材料相关的样本数据集和医疗设备的设计信息。该方法使用多个样本数据集来训练人工智能模型,这些样本数据集与医疗设备的增材制造中使用的多种材料有关,并接收患者健康记录、医疗设备的设计信息和一组材料中每种材料的图像,从而确保定制医疗设备的简单而有效的生命周期管理。(5)候选对象识别工具BAKER HUGHES OILFIELD OPERATIONS INC、IQBAL M F、CHAMARTHY M K、JAIN J 等多个公司将该技术作为增材制造过程中的候选对象识别方法工具。该方法对数据执行机器学习,来识别适合于增材制造的对象,可以用于识别航空航天、汽车、消费品、医疗器械、石油和天然气勘探和生产等行业中使用的增材制造中的候选对象的方法。该方法提供一种系统、整体的增材制造的方法,能够以批量处理模式为分析对象,而不是依赖于手动专家一个个地发现机会,极大地提高了增材制造的采用率。(6)管理数据通信库TAN TOCK SENG HOSPITAL PTE LTD、NAT HEALTHCARE GROU3D 打印金属骨骼植入物专利主题分析16中国工程科技知识中心P PTE LTD 公司用于管理 3D 打印系统具有与用户接口设备进行数据通信的数据库,以存储与基于多个类别分类的三维产品相关的数据文件。个性化医疗的附加制造过程管理系统,用于医疗设备的快速原型设计,用途包括但不限于执行 3D建模和支持设计、数据转换和传输、使用各种添加剂制造工艺检查、制备和构建部件、3D 打印制造部件的后处理、制造部分的批准以及添提供商的批准和资格认证。优势为加密系统支持整个添加剂印刷过程,允许对添加剂制造产品生命周期进行系统管理,并为用户提供了一个集成解决方案,减少了复杂的步骤和过程。减少了医疗保健专业人员的错误发生和学习曲线。(7)热管理单元INKBIT LLC 公司用于例如汽车应用的 3D 打印设备具有热管理单元,该热管理单元包括可控气流控制单元,该单元配置为在工艺中逐步添加材料以形成三维物体,热管理单元包括可控空气分配系统,该系统可配置为引导气流以在添加制造过程期间引起物体热特性的变化。该方法允许控制工艺,以实现精确的制造公差和高材料质量。该方法控制穿过对象表面的冷却空气流,以冷却对象,这种传热控制可以包括控制冷却气流的流速和温度,以及气流的位置控制,以在表面的不同部分产生不同的流动特性,从而控制来自不同部分的热流。5.1.3 结构类型(1)树脂浸渍子结构ETHICON LLC 公司通过该技术来生成生产制造部分结构,应用于医疗器械增材制造中具有接收对象定义的控制系统。该技术的优势是,在聚合物或树脂浸渍过程中用作子结构时,单向股网格的多向股提供了更大的体积和更多的间隙空间,由此产生的间隙空间的形状允许有效定制树脂浸渍子结构的刚性和柔性。(2)工艺晶格结构IMPERIAL COLLEGE INNOVATIONS LTD 公司用于制造医疗器械工艺的晶格结构,包括置换已识别支柱的选定点,并输出用于制造工艺结构设备的控制数据。优点是该技术方法提供了一种制造近似水平结构的选择,由于现有金属印刷技术的限制,有的工艺晶格结构不能建造或建造不良。该技术具有提供建构水平薄弱面的优点,该薄弱面可以使用现有的添加剂制造工艺构建,它提供了一3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心1717种没有隐藏刚度峰值的伪各向同性晶格结构。(3)间隙空间结构ETHICON LLC、CILAG INT GMBH、ETHICON LLC 等公司用于生产制件(如医疗器械),涉及使用增材制造系统生产结构,其中结构具有一组间隙空间,并且将多个聚纤维股放置在该结构上。挤压喷嘴可提供大范围的移动和旋转,以方便制造不同尺寸和结构的设备,并允许大范围的聚纤维方向性。(4)弹性体结构和硅基结构OSSUR ICELAND EHF 公司用于制造医疗器械用弹性体结构和硅基结构的增材制造系统,也可用于高纯度应用,例如生产医用级硅酮,以及制造任何合适的物品,如弹性乳房植入物、衬垫、医用植入物(如管道和密封件)、关节部件更换和外科工具。沉积设备可以很容易地拆卸和重新组装,以便于清洁或根据特定任务的需要更换单个组件。增材制造系统用于分配和沉积设备在物品的所需位置,以所需数量制造硅酮结构,从而在所需位置实现珠子、长丝或材料层的平滑、连续沉积,并控制所需性能的变化。(5)耦合结构HODECKER M、WEIN S、WUELLENWEBER P、WEIN S、WUELLENWEBER P 等公司用该技术来制作牙科医疗器械中的联接牙科装置和转移壳的联接结构,其中牙科装置和移植壳是在增材制造工艺中生产的,转移壳包括具有低孔隙率的蜂窝结构和转移壳最外表面处的覆层结构,选择耦合结构的孔隙率使得转移壳与牙科装置分离而不损坏牙科装置。耦合结构可释放地耦合牙科设备和转移壳,从而允许转移壳的轻松连接和拆卸,不会对牙科设备造成任何损坏,同时允许牙科设备在患者口腔空间中的正确定位。3D 打印金属骨骼植入物专利主题分析18中国工程科技知识中心5.2.技术主题演化技术主题演化主题演化分析作为新兴趋势探测方法之一,有助于了解领域主题产生、消亡、增强、减弱、聚合和裂变的过程,在文献分析中广泛应用,也得到众多研究者的关注。本报告以主题词来演化反应领域的主题变化情况。其基本过程:提取每个时间段的主题词(或主题词组),统计各主题词(或主题词组)频数,列出前 N个主题词,依据数量多少排序;计算各个时间段主题词(或主题词组)之间的同现关系强度,上一阶段的同现关系作为上一阶段主题词(或主题词组)与下一阶段主题词(或主题词组)之间的关系强度。绘制 3D 金属骨骼植入物技术主题词演化图,如图 6 所示。2015 年主要为转移壳、牙科器械、牙科医疗器械、耦合结构、增材制造工艺、蜂窝结构、低孔隙率、包层结构、最外表面、易附着;2016-2020 年主要为医疗器械、增材制造工艺、增材制造、增材制造系统、增材制造设备、可流动材料、扩链剂组分、多元醇成分;2021 年以后主要为增材制造、医疗器械、增材制造装置、增材制造方法、增材制造系统、加热筒、消费品、最小局部层、机器组件。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心1919图 0-6 主题演化趋势图3D 打印金属骨骼植入物专利主题分析20中国工程科技知识中心技术生命周期的概念源自产品生命周期,但与侧重产品和市场的视角相比,技术生命周期理论的出发和落脚点都是基于技术自身角度。技术生命周期细分为竞争影响力和产品与制造的整合两个维度,并研究开发(萌芽)期、成长期、成熟期和衰退期四个阶段。除衡量单项技术随时间变动的发展趋势外,技术生命周期理论还可用于对同类技术市场总量变化或技术的性能进行评价。专利数据的使用是判断技术周期的良好依据之一,优点有以下几点:第一,专利包含许多隐形及高质量技术知识,有助于理清技术发展脉络;第二,专利能发现技术商业潜能;第三,基于专利申请数据的技术生命周期分析比产品生命周期分析早,易通过专利数据库客观衡量专利申请。根据历年专利家族数量与申请人数量的变化绘制技术生命周期如图 3 所示,判断该技术主题技术生命周期。对照标准的技术生命周期曲线,可知该技术主题目前处于成长期。图 7 技术生命周期图3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心21216.技术类别分析技术类别分析6.1.技术类别分布技术类别分布统计该技术主题技术类别分布比如下表,排序前 5 位的分别为 A96(医疗、牙科、兽医、化妆品)、A32(聚合物制造)、X25(工业电气设备)、D22(消毒、绷带、敷料和皮肤保护剂),数量分别达到 32、31、23、17、16。表 1:主要技术类别专利家族数量表序号技术类别专利家族数量1A96(医疗、牙科、兽医、化妆品)322A32(聚合物制造)313X25(工业电气设备)234D22(消毒、绷带、敷料和皮肤保护剂)175A95(运输包括车辆零件、军备)166T01(数字计算机)157A88(机械工程和工具阀门、齿轮和传送带)98S05(电气医疗设备)89P53(金属铸造、粉末冶金(B22)810M22(铸件)711粉末冶金包括铸造模具、成型机、模型、模具、型芯和金属铸件(B22))712B07(一般片剂、分配器、导管、封装等)613P32(牙科、绷带、兽医、假肢(A61C、D、F))514P34(消毒、注射器、电疗(A61L、M、N))415L03(电(内)有机-导体、电阻器、磁体、电容器和开关、放电灯、半导体和其他材料)316M26(有色合金-包括合金的生产和成分(C22C)317A85(电气应用)318A25(聚氨酯)319聚醚320P31(诊断、手术(A61B)321S06(电子照相和摄影)322P73(分层产品(B32)223V04(印刷电路和连接器)224X24(电焊)225A93(道路、建筑、施工地板)226D21(用于牙科制剂)227A89(摄影、实验室设备、光学)23D 打印金属骨骼植入物专利主题分析22中国工程科技知识中心28P62(手动工具,切割(B25,B26))229A84(家庭和办公室配件)130W06(航空、海洋和雷达系统)16.2.技术类别演化技术类别演化提取历年主要技术类别专利家族趋势如图 7 所示。据图可知,2015 年主要为 P32(牙科、绷带、兽医、假肢(A61C,D,F),S05(医疗电气设备),T01(数字计算机),X25(工业电气设备));2016-2020 年主要为 A96(医疗、牙科、兽医、化妆品),A32(聚合物制造),X25(工业电气设备)),D22(消毒、绷带、敷料和皮肤保护剂,T01(数字计算机),A95(运输包括车辆零件、轮胎和武器),P53(金属铸件,粉末冶金(B22).),M22(铸造,粉末冶金-包括铸造模具、成型机、模型、模具、型芯和金属铸造(B22),B07(一般片剂、分配器、导管(不包括引流和血管成形术)、封装等);2021 年以后主要为 A32(聚合物制造),层压,纺丝),A96(医疗、牙科、兽医、化妆品),X25(工业电气设备),A95(运输-包括车辆零件、轮胎和武器),D22(消毒剂、绷带、敷料和皮肤保护剂),A88(机械工程和工具,E.G.阀门、齿轮和传送带),S05(电气医疗设备),T01(数字计算机),P34(消毒,注射器,电疗(A61L,M,N),M22(铸造)。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心2323图 1 技术类别演化趋势图3D 打印金属骨骼植入物专利主题分析24中国工程科技知识中心7.原创国(地区)分析原创国(地区)分析7.1.原创国(地区)分布原创国(地区)分布通过原创国(地区)的分布分析可以了解 3D 金属骨骼植入物技术在全球范围的创新来源与竞争格局。统计该技术主题原创国(地区)专利家族总量及其占比如下表所示,排序前 5 位的分别为美国、德国、英国、中国、法国,数量分别达到 43、2、1、1、1。表 3:主要原创国(地区)专利家族数量表序号原创国(地区)专利家族数量比重1美国4386.000%2德国24.000%3英国12.000%4中国12.000%5法国12.000%6印度12.000%7新加坡12.000%7.2.原创国(地区)演化趋势原创国(地区)演化趋势提取历年主要原创国(地区)专利家族趋势如图 9 所示。据图可知,2015年主要为德国;2016-2020 年主要为美国,新加坡,法国,英国,中国,印度;2021 年以后主要为美国,德国。从表中数据可以看出,3D 金属骨骼植入物技术领域的原创国(地区)所占国家较少,并未覆盖全球大多数国家和地区,区域发展呈现出不均衡的特点。随着 3D 金属骨骼植入物技术的不断发展,原创国(地区)逐渐产生区域的转移,其中美国和德国呈现出较高的重视程度。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心2525图 2 原创国(地区)演化趋势图3D 打印金属骨骼植入物专利主题分析26中国工程科技知识中心8.受理国(地区)分析受理国(地区)分析8.1.受理国(地区)分布受理国(地区)分布根据专利文献的专利权人信息,统计主要受理国(地区)专利家族占比如下表所示,排序前 5 位的分别为美国、世界知识产权组织、欧专局、加拿大、中国,数量分别达到 41、28、17、12、10。表 4 主要受理国(地区)国专利家族数量表序号受理国(地区)数量比重1美国4182.00%2世界知识产权组织2856.00%3欧专局1734.00%4加拿大1224.00%5中国1020.00%6日本714.00%7澳大利亚612.00%8印度510.00%9韩国48.00新加坡48.00%8.2.受理国(地区)演化趋势受理国(地区)演化趋势提取历年主要受理国(地区)的专利家族,绘制受理国(地区)专利家族趋势如图 10 所示。据图可知,2015 年主要为德国,欧专局;2016-2020 年主要为美国,世界知识产权组织,欧专局,中国,加拿大,日本,印度,澳大利亚,巴西;2021 年以后主要为美国,世界知识产权组织,加拿大,澳大利亚,欧专局,中国,韩国,新加坡,德国。随着全球 3D 金属骨骼植入物技术规模的不断扩大,更多国家加入该技术迭代的阵容中,3D 金属骨骼植入物技术可能会成为未来制造业不可或缺的重要技术领域。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心2727图 3 受理国(地区)演化趋势图 3D 打印金属骨骼植入物专利主题分析28中国工程科技知识中心8.3.受理国(地区)同时申请分析受理国(地区)同时申请分析一个专利可以同时在不同国家和地区进行申请,图 11 为在不同国家和地区进行申请、同时申请的关系图,图中节点大小与在该国(地区)申请的专利家族数量多少成正比,连线粗细与同时申请数量多少成正比,节点红、绿、黄色分别表示申请的时间顺序,比如红色为第一申请国(地区)数量,绿色为第二申请国(地区)数量,黄色为第三申请国数量。从图中可以看出,同时申请显著的美国、欧专局、世界知识产权组织。图 4 受理国(地区)同时申请关系图8.4.受理国(地区)技术侧重与技术关联受理国(地区)技术侧重与技术关联利用文本挖掘技术,挖掘受理国(地区)的技术主题词侧重,计算受理国(地区)之间的技术关联强度,揭示受理国(地区)之间的技术竞争,如图 12 所示。图中节点大小与专利家族文献数量多少成正比,图中连线粗细与受理国(地区)之间的技术关联强度成正比。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心2929关联关系显著的美国、世界知识产权组织、英国、法国;中国、日本、澳大利亚、印度;欧专局、加拿大、德国;巴西、墨西哥、以色列;韩国、新加坡。图 5 受理国(地区)关联关系图从主题角度看,美国、世界知识产权组织、英国、法国侧重于医疗器械、增材制造、机械部件、消费品、增材制造设备;中国、日本、澳大利亚、印度侧重于医疗器械、增材制造、增材制造热塑性聚氨酯组合物、建筑材料、扩链剂成分;欧专局、加拿大、德国侧重于医疗器械、增材制造、增材制造工艺、消费品、机械部件;巴西、墨西哥、以色列侧重于增材制造的热塑性聚氨酯组合物、芳香族二异氰酸酯、芳香族二异氰酸酯成分、人工心脏、人工器官;韩国、新加坡侧重于医疗器械、增材制造的热塑性聚氨酯组合物、增材制造、芳香族二异氰酸酯、芳香族二异氰酸酯成分。3D 打印金属骨骼植入物专利主题分析30中国工程科技知识中心8.5.受理国(地区)与原创国(地区)交叉分析受理国(地区)与原创国(地区)交叉分析统计各原创国(地区)在不同国家和地区进行专利布局的情况,如图 13 所示,横轴为受理国(地区),纵轴为原创国(地区)。美国倾向于美国、世界知识产权组织、欧专局、加拿大、日本进行专利申请,倾向于美国、德国、英国、新加坡;中国专利仅限于在中国境内申请。图 6 受理国(地区)与原创国(地区)交叉图9.申请人分析申请人分析9.1.申请人专利家族数量申请人专利家族数量统计该技术主题申请人专利家族总量及其占比如下表,排序前 5 位的分别为 THERMWOOD CORP、MEDTRONIC INC、LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC、ARCONIC INC,数量分别达到 14、4、3、3、2。根据表中数据来看,格林特维技术公司(中国台湾地区)的专利家族数量为2,公司主要生产卫生材料及医药用品制造、包装装潢印刷品及其他印刷品印刷以及塑料制品的制造。成都天齐实业(集团)有限公司的专利家族数量为 1,主要生产化工产品、矿产品(国家有专项规定的除外)、金属材料(不含稀贵金属)、3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心3131石材、机械设备及配件、五金交电、建筑材料(不含危险化学品)、装饰材料(不含危险化学品)、精密零配件生产、制造(限分支机构在工业园区内经营)。我国专利家族数量较少。表 4:主要申请人专利家族数量表序号申请人专利家族数量比重所属国家1THERMWOOD CORP1428.000%美国2MEDTRONIC INC48.000%美国3LUBRIZOL ADVANCED MATERIALS INC36.000%印度4LUBRIZOL ADVANCED MATERIAL INC36.000%印度5ARCONIC INC24.000%美国6ETHICON LLC24.000%美国7GREENE TWEED TECHNOLOGIES INC24.000%中国台湾地区8UNIV CHULALONGKORN12.000%欧专局9IMPERIAL COLLEGE INNOVATIONS LTD12.000%英国10MEDTRONIC VASCULAR INC12.000%欧专局11BAKER HUGHES OILFIELDOPERATIONS INC12.000%美国12IQBAL M F12.000%美国13CHAMARTHY M K12.000%美国14JAIN J12.000%美国15DREESE M12.000%美国16GLADKIKH M N12.000%美国3D 打印金属骨骼植入物专利主题分析32中国工程科技知识中心17SUSNJARA K J12.000%美国18VAAL S G12.000%美国19GENERAL ELECTRIC CO12.000%欧专局20GE AVIO SRL12.000%欧专局21CARDIAC PACEMAKERS INC12.000%澳大利亚22NORSK TITANIUM AS12.000%新加坡23BOSTON SCI SCIMED INC12.000%美国24UNIV CARNEGIE MELLON12.000%韩国25成都天齐实业(集团)有限公司12.000%中国26CILAG INT GMBH12.000%美国27OSSUR ICELAND EHF12.000%美国28WARSAW ORTHOPEDIC INC12.000%美国29HODECKER M12.000%德国30WEIN S12.000%德国9.2.申请人专利家族趋势申请人专利家族趋势提取历年主要申请人绘制申请人趋势图如图 14 所示。据图可知,2015 年主要为 HODECKER M、WEIN S,WUELLENWEBER P;2016-2020 年主要为 THERMWOOD CORP、LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC、ARCONIC INC、ETHICON LLC、CARDIAC PACEMAKERS INC、MEDTRONIC VASCULAR INC、MOOG INC、BIOMET MFG LLC、TAN TOCK SENG HOSPITAL PTE LTD;2021 年以后主要为 THERMWOOD CORP、MEDTRONIC INC、GREENE TWEED TECHNOLOGIES INC、BAKER HUGHES OILFIELD OPERATIONS INC、IQBAL M F、CHAMARTHY M K、JAIN J、DREESE M、GLADKIKH M N、GENERAL ELECTRIC CO.3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心3333图 7 申请人演化趋势图3D 打印金属骨骼植入物专利主题分析34中国工程科技知识中心9.3.申请人突破申请人突破从机构突破角度也可以看出不同时间新进入的机构情况与机构持续时间,参考图 15。(1)强度最强的突破申请人MEDTRONIC VASCULAR INC 公司突破强度达到 0.75,该公司侧重于医疗器械、机械部件、消费品、增材制造方法、增材制造装置,将 3D 金属骨骼植入物技术视为制造医疗设备的方法之一。制造医疗器械(例如支架)的方法涉及形成医疗器械第一部分的一组层,并移除可移除遮蔽板,而不会对第一部分、第二部分和连接器产生不利影响。该方法使 3D 金属骨骼植入物技术形成医疗器械第一部分的一组层,在第一部分上方放置可移除掩模板,其中可移除掩模板包括与第一部分的点对齐的开口。使用 3D 金属骨骼植入物技术在第一部分上形成连接器层,其中连接器形成在可移除遮蔽板的开口中。再形成医疗器械的第二部分的一组层,其中第二部分层组的第一层部分形成在连接器上,部分形成在可移除遮蔽板上。移除可移除遮蔽板而不会对第一部分、第二部分和连接器产生不利影响,其中医疗器械由第一和第二材料和碱性溶液(即氢氧化钠或氨)制成。(2)持续时间较短的突破申请人根据图中数据来看,各个机构突破后持续时间均较短,也就是进入该领域后持续投入后劲不足。在知识经济和全球化时代,专利突破数量代表公司对 3D 金属骨骼植入物技术具体领域的开发,数量越多表示该公司的 3D 金属骨骼植入物技术发展前景有重大突破,也代表着在该领域的差异化发展趋势,从而获取竞争优势和市场优势。技术自主创新意识能够助推公司在 3D 金属骨骼植入物技术领域深耕,创新及突破持续时间决定着公司的发展前景。3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心3535图 8 申请人突破图9.4.申请人合作关系申请人合作关系申请人合作关系如图 16 所示。图中节点大小与专利家族数量多少成正比,节点红、绿、黄色分别表示署名第一、第二、第三及以后的专利家族文献数量。图中连线粗细与合作数量多少成正比。从图中可以看出,合作关系显著的 THERMWOOD CORP、SUSNJARA K J、VAAL S G;LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC;BAKER HUGHES OILFIELD OPERATIONS INC、IQBAL M F、CHAMARTHY M K、JAIN J、DREESE M;ETHICON LLC、CILAG INT GMBH;GENERAL ELECTRIC CO、GE AVIO SRL;HODECKER M、WEIN S。3D 打印金属骨骼植入物专利主题分析36中国工程科技知识中心图 9 申请人合作关系图 3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心37379.5.申请人技术侧重与技术关联申请人技术侧重与技术关联挖掘申请人的技术主题词侧重,计算申请人之间的技术关联强度,揭示申请人之间的技术竞争,如图 17、18 所示。图中节点大小与专利家族文献数量多少成正比,图中连线粗细与申请人之间的技术关联强度成正比。节点标注文字为该申请人名称及其应用最多的三个技术主题词和专利家族技术类别编码。关联关系显著的 MEDTRONIC INC、LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC、ARCONIC INC、ETHICON LLC、GREENE TWEED TECHNOLOGIES INC、UNIV CHULALONGKORN、IMPERIAL COLLEGE INNOVATIONS LTD、CARDIAC PACEMAKERS INC、NORSK TITANIUM AS、BOSTON SCI SCIMED INC、UNIV CARNEGIE MELLON、CILAG INT GMBH、OSSUR ICELAND EHF;BAKER HUGHES OILFIELD OPERATIONS INC、IQBAL M F、CHAMARTHY M K、JAIN J、DREESE M、GLADKIKH M N、CHENGDU TIANQI ADDITIVE INTELLIGENT MFG;THERMWOOD CORP、MEDTRONIC VASCULAR INC、SUSNJARA K J、VAAL S G、WARSAW ORTHOPEDIC INC;GENERAL ELECTRIC CO、GE AVIO SRL;HODECKER M、WEIN S.3D 打印金属骨骼植入物专利主题分析38中国工程科技知识中心图 10 申请人关联关系图3D 打印金属骨骼植入物专利主题分析中国工程科技知识中心3939从主题角度看,MEDTRONIC INC、LUBRIZOL ADVANCED MATERIALS INC、LUBRIZOL ADVANCED MATERIAL INC、ARCONIC INC、ETHICON LLC、GREENE TWEED TECHNOLOGIES INC、UNIV CHULALONGKORN、IMPERIAL COLLEGE INNOVATIONS LTD、CARDIAC PACEMAKERS INC、NORSK TITANIUM AS、BOSTON SCI SCIMED INC、UNIV CARNEGIE MELLON、CILAG INT GMBH、OSSUR ICELAND EHF 侧重于增材制造、增材制造系统、内部容积、医疗器械、加长基板;BAKER HUGHES OILFIELD OPERATIONS INC、IQBAL M F、CHAMARTHY M K、JAIN J、DREESE M、GLADKIKH M N、CHENGDU TIANQI ADDITIVE INTELLIGENT MFG 侧重于增材制造、批量模式、候选对象、消费品、气体勘探;THERMWOOD CORP、MEDTRONIC VASCULAR INC、SUSNJARA K J、VAAL S G、WARSAW ORTHOPEDIC INC 侧重于医疗器械、机械部件、消费品、增材制造方法、增材制造装置;GENERAL ELECTRIC CO、GE AVIO SRL 侧重于增材制造、航空零部件、定制医疗器械、首针原创、首套;HODECKER M、WEIN S 侧重于增材制造工艺、包层结构、计算机程序产品、正确定位、耦合结构。3D 打印金属骨骼植入物专利主题分析40中国工程科技知识中心图 11 申请人关联关系图(标注主题词)版权声明版权声明版权所有,未经中国工程科技知识中心许可,不得以任何形式或任何方式(电子、机械、影印或其他方式)复制,传播本报告的任何部分,不得将其存储在检索系统中或进行传播。免责条款免责条款本报告中部分观点和数据采集于公开信息,中国工程科技知识中心对该等信息的准确性、完整性或可靠性作尽最大努力的追求,但不作任何保证。在任何情况下,本报告中的信息或所表述的观点均不构成任何建议。本报告中发布的调研数据采用样本调研方法,其数据结果受到样本的影响。由于调研方法及样本的限制,调查资料收集范围的限制,该数据仅代表调研时间和人群的基本状况,仅服务于当前的调研目的,提供基本参考。受研究方法和数据获取资源的限制,本报告只提供给用户作为参考资料,本中心对该报告的数据和观点不承担法律责任。定制服务定制服务知识中心可根据政府、企业、智库等组织的需求提供公益性深度分析报告服务详情联系我们联系电话:010-59300026邮箱:;本报告可扫描下载 二维码地址:北京市西城区冰窖口胡同 2 号电话:86-10-59300004网址:http:/E-mail:科技智库,大国工程创造科技价值,服务大国工程携科技利器,创大国伟业科技智库,大国工程创造科技价值,服务大国工程携科技利器,创大国伟业

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海光信息 路维光电 博纳影业联影医疗 丛麟科技 易点天下 华大智造奥比中光 恩威医药 富创精密 星环科技箭牌家居 鼎泰高科毅达资本145万朗磁塑 臻镭科技 汇通达 纽泰格软通动力 仁度生物 骏创科技 井松智能铖昌科技 华盛锂电 普瑞眼科 海能技术康为世纪 怡和嘉业红杉中国136翱捷科技 格灵深瞳 瑞科生物 药康生物思特威 慕思股份 普瑞眼科 英诺特中科蓝讯 博纳影业 零跑汽车 中创新航心泰医疗招银国际资本124腾远钴业 瑞科生物 普源精电 思特威益方生物 智云健康 博纳影业 联影医疗叮当健康 百奥赛图 万润新能 艾美疫苗注:图中仅展现注:图中仅展现IPOIPO数量超过数量超过(含含)9)9家的机构,以企业家的机构,以企业IPOIPO上市时间为统计口径,深蓝色为科创板上市企业上市时间为统计口径,深蓝色为科创板上市企业来源:来源:CVSourceCVSource投中数据根据公开信息整理投中数据根据公开信息整理32022年1-11月 VC/PE机构IPO战绩一览(续)Copyright 投中信息IPO数量参投项目机构科创板数量小米长江产业基金119翱捷科技 奕东电子 唯捷创芯 峰岹科技纳芯微 思特威 必易微 凌云光 帝奥微中创新航 灿瑞科技海通开元116天岳先进 迈威生物 合富中国 乐普生物瑞科生物 联翔股份 思特威 奥比中光劲旅环境 汇成股份 富创精密朗玛峰创投116翱捷科技 Credo 希荻微 经纬恒润华如科技 普瑞眼科 恒烁股份 易点天下中科蓝讯 艾美疫苗 星环科技达晨财智114纬德信息 华康医疗 软通动力 禾川科技铖昌科技 奥迪威 凌云光 汉仪股份中微半导 奥浦迈 凌雄科技广发信德107百合股份 纬德信息 海创药业 经纬恒润英集芯 华如科技 奥比中光 联影医疗豪鹏科技 华大智造国中资本106亚虹医药 东微半导 凯德石英 莱特光电荣昌生物 华大九天 联特科技 邦彦技术星环科技 东星医疗君联资本104莱特光电 瑞科生物 峰岹科技 Anycolor Lunit 诺思格 盟科药业 思特威 巨子生物 亚朵同创伟业104润迈德 联影医疗 中微半导 百奥赛图 联特科技 艾美疫苗 飞天云动 伟测科技 甬矽电子 东星医疗国投创业98臻镭科技 荣昌生物 长光华芯 拓荆科技华海清科 凌云光 路维光电 百奥赛图富创精密注:注:图中仅展现图中仅展现IPOIPO数量超过数量超过(含含)9)9家的机构,以企业家的机构,以企业IPOIPO上市时间为统计口径,深蓝色为科创板上市企业上市时间为统计口径,深蓝色为科创板上市企业来源:来源:CVSourceCVSource投中数据根据公开信息整理投中数据根据公开信息整理42022年1-11月 VC/PE机构IPO战绩一览(续)Copyright 投中信息IPO数量参投项目机构科创板数量国新基金97天岳先进 希荻微 乐普生物 中复神鹰云从科技 中钢洛耐 龙芯中科 有研硅昆船智能华登国际96翱捷科技 Credo 唯捷创芯 峰岹科技HiDeep 中科蓝讯 熵基科技 汇成股份甬矽电子注:图中仅展现注:图中仅展现IPOIPO数量超过数量超过(含含)9)9家的机构,以企业家的机构,以企业IPOIPO上市时间为统计口径,深蓝色为科创板上市企业上市时间为统计口径,深蓝色为科创板上市企业来源:来源:CVSourceCVSource投中数据根据公开信息整理投中数据根据公开信息整理5Copyright 投中信息核心发现 共335家具有VC/PE背景的中企实现上市,VC/PE机构IPO渗透率为77.55%。深创投参投29家IPO战绩夺魁。IT及信息化、人工智能和医疗健康等热门领域VC/PE渗透率均超八成,机构参投活跃。432家中企于全球市场IPO,超八成登陆A股市场,港股IPO节奏放缓,中企赴美IPO较为惨淡。6Copyright 投中信息CONTENTS中国企业IPO退出分析中国企业IPO分市场分析中国企业IPO行业及地域分析中国企业十大热门IPO政策热点回顾01/02/04/05/03/7Copyright 投中信息中国企业IPO退出分析01/2022年1-11月,共335家具有VC/PE背景的中企实现上市,VC/PE机构IPO渗透率为77.55%。互联网、人工智能和运输物流行业VC/PE渗透率达100%。8VC/PE机构IPO渗透率超七成2022年1-11月,共335335家具有VC/PE背景的中企实现上市,VC/PE机构IPO渗透率为77.55w.55%。其中,上交所科创板VC/PE渗透率高达95.45%,深交所创业板VC/PE渗透率为74.82%,位居前列。从账面退出回报来看,截至11月,账面退出回报共计5,7765,776亿元亿元,其中,第三季度表现较为强劲,占整体的47.21%。从账面回报倍数来看,第一季度和第二季度起伏较大,第三季度趋于平稳。根据CVSource投中数据统计,人工智能和运输物流领域VC/PE渗透率高达100%,医疗健康和IT及信息化均超80%;制造业平均退出超4年,其余重点行业均在3年左右;医疗健康和IT及信息化领域账面退出均超千亿,遥遥领先;整体来看,机构参投较为活跃。Copyright 投中信息账面回报倍数VC/PE渗透率重点行业账面退出回报(亿元)2022年1-11月IPO重点行业退出分析人工智能1004.823.76运输物流100.011.16医疗健康88.33%1,431.643.29IT及信息化87.80%1,005.117.76制造业75.16d4.522.80数据来源:CVSource投中数据 投中研究院,2022.129 9数据来源:CVSource投中数据 投中研究院,2022.12 2021年11月-2022年11月VC/PE机构IPO退出账面回报350112394122636544410225642499213115112047.616.486.975.22.5910.973.413.493.83.213.783.192.3221-11 21-12 22-01 22-02 22-03 22-04 22-05 22-06 22-07 22-08 22-09 22-10 22-11账面退出回报(亿元)平均账面回报率(倍数)Copyright 投中信息中国企业IPO分市场分析02/2022年1-11月,全球市场共计432家中企IPO,节奏放缓;A股市场IPO募资创近十年新高;港交所蓄势待发;中企赴美热潮按下暂停键,停滞不前。10Copyright 投中信息中国企业IPO市场全景树图432432家家募资总规模募资总规模61046104亿亿元元港股港股5656家家679679亿亿元元A A股股364364家家53415341亿亿元元202220221-111-11月月IPOIPO树图树图美股美股1212家家8484亿亿元元中国中国移动移动天齐天齐锂业锂业中国中国中免中免中国中国海油海油联影联影医疗医疗制造业制造业医疗医疗健康健康江苏江苏ITIT及及信息化信息化旅游业旅游业北京北京广东广东 2022年1-11月,共计有432家中国企业在A股、港股以及美股成功IPO,募资总额6,104亿元;IPO募资规模TOP5企业依次为中国移动、中国海油、中国中免、天齐锂业、联影医疗;IPO集中行业为制造业、医疗健康、IT及信息化;IPO集中地域为广东、江苏、浙江、北京、上海。上海上海浙江浙江11全球市场中企IPO节奏放缓Copyright 投中信息122022年1-11月,共计432432家家中国企业在A股、港股以及美股成功IPO,IPO数量较2021年同期下降22.02.02%,募资总额共计6,1046,104亿元,IPO规模较2021年同期下降19.54.54%。2022年,随着疫情反复和市场主体融资转弱等因素,整体呈现下降趋势。总体来看,2022年全球市场中企IPO发行节奏放缓,A股IPO领跑全球,美股降幅剧烈。数据来源:CVSource投中数据 投中研究院,2022.12 数据来源:CVSource投中数据 投中研究院,2022.12 2012年-2022年1-11月全球市场中企IPO规模及数量1680131514133558320934684162514786078681610422511026336034859832137356561343220122013201420152016201720182019202020212022年1-11月IPO募资规模(亿元)IPO中企数量(家)2021年11月-2022年11月全球市场中企IPO规模及数量42110969022355208011183925988787483843223959352141391838525356374221-1121-1222-0122-0222-0322-0422-0522-0622-0722-0822-0922-1022-11IPO募资规模(亿元)IPO中企数量(家)全球市场中企IPO节奏放缓Copyright 投中信息13从股票市场分布来看,超八成中企选择A股IPO。从交易板块来看,深交所创业板在注册制改革推动下,上市公司数量位居首位。创业板IPO数量比去年同期下降了20.57%;上交所科创板有110家企业IPO,募资规模以2,294.6亿元拔得头筹,同比上升51.23%;募资总额前五中,上交所主板和港交所均各占据2席,中国移动(600941.SH)和中国海油(600938.SH)带动上交所主板IPO募资规模位居第三。IPO数量IPO规模(亿元)交易板块股票市场2022年1-11月各交易板块IPO数量及规模统计A股深交所-创业板1391,715.74上交所-科创板1102,294.602,294.60深交所-主板35272.12北交所3560.58上交所-主板29963.40港股港交所-主板56678.94港交所-创业板-美股纳斯达克1130.72纽交所152.65数据来源:CVSource投中数据 投中研究院,2022.12A股市场IPO募资创近十年新高Copyright 投中信息 142022年1-11月,共计364364家家中国企业在沪深、北交所三市IPO,较2021年同期降低16.51%,募资规模共计5,3415,341亿元,较2021年同期增加19.22%,有望创近十年IPO募资总额新高。A股募资前10家IPO中,上交所科创板占据7席,多集中于IT及信息化和能源及矿业行业。截止2022年11月,共计46家医疗健康企业上市,其中22家选择登陆科创板,占今年医疗健康IPO的47.83%;科创板上市企业数量累计达到582家。得益于新三板企业申报北交所的积极性较高,且在注册制下,已有132家企业IPO,主要集中在制造业、IT及信息化和医疗健康等。IPO企业主要集中于广东、江苏和北京。领域募资总额(亿元)股票代码企业名称地区2022年1-11月A股市场IPO规模TOP10中国移动600941电信及增值服务北京486.95 中国海油600938能源及矿业香港280.80联影医疗688271医疗健康上海109.88海光信息688041IT及信息化天津108.00晶科能源688223制造业江西100.00翱捷科技688220IT及信息化上海68.83万润新能688275能源及矿业湖北63.89华宝新能301327能源及矿业广东58.29纳芯微688052IT及信息化江苏58.11三一重能688349制造业北京56.11数据来源:CVSource投中数据 投中研究院,2022.121,034 0 787 1,585 1,498 2,301 1,378 2,490 4,625 5,326 5,341 154012521922743610520139448136420122013201420152016201720182019202020212022年1-11月2012年-2022年11月A股市场中企IPO规模及数量IPO募资规模(亿元)IPO中企数量(家)数据来源:CVSource投中数据 投中研究院,2022.12 2022年1-11月,有5656家家中国企业在香港IPO,均在主板上市,另有6家介绍上市,1家转板上市,IPO数量较去年同期减少29.11%,募资金额为679亿元,规模较去年减少69.62%。医疗健康成为中企赴港上市最热门行业,占比为23.21%。在中概股回归热潮的推动下,多家公司如金力永磁、360数科等纷纷选择港交所进行二次上市,港股前10家IPO中,中概股二次上市占据3席。虽有中国中免、天齐锂业等大型企业赴港上市,但港股市场流动性依然较弱。截止11月30日,有7家企业正在招股期中,预计12月会迎来新一波IPO发行热潮。港股市场IPO蓄势待发Copyright 投中信息15632 1231 1690 1935 1553 916 2173 2410 3041 2469 679 5893108121108135176139131955620122013201420152016201720182019202020212022年1-11月2012年-2022年11月港股市场中企IPO规模及数量IPO募资规模(亿元)IPO中企数量(家)数据来源:CVSource投中数据 投中研究院,2022.12 领域募资总额(亿元)股票代码企业名称地区2022年1-11月港股市场IPO规模TOP10中国中免01880旅游业北京141.83天齐锂业09696能源及矿业四川115.35中创新航03931能源及矿业江苏91.37零跑汽车09863汽车行业浙江56.88万物云02602房地产广东52.17金力永磁06680制造业江西34.67汇通达09878互联网江苏18.02创新奇智02121人工智能山东9.57云康集团02325医疗健康广东9.36德银天下02418汽车行业陕西8.40数据来源:CVSource投中数据 投中研究院,2022.12Copyright 投中信息162022年1-11月,共1212家家中企在美国资本市场IPO,同比减少67.57%;募资金额共计8383亿元亿元,IPO规模同比减少90.63%,IPO降幅剧烈,少有大型企业。美联储强势加息、市场波动加剧和疫情反复等因素,使得美股市场前景不明。2022年1-11月,美股市场IPO募资规模TOP10主要分布在香港地区,主要集中在金融和教育培训行业。其中,尚乘数科(HKD.NYSE)于7月15日上市,募资金额为52.65亿元,占1-11月中企美股募资总规模的71.59%,为今年以来中企美股市场IPO募资规模最大的项目。美股市场中企IPO较为惨淡领域募资总额(亿元)股票代码企业名称地区2022年1-11月美股市场IPO募资规模TOP10尚乘数科HKD金融香港52.65 亚朵生活ATAT消费升级上海11.27豪微科技NAIT及信息化浙江5.48大健云仓GCT互联网江苏2.44美华国际MHUA医疗健康江苏2.28见知教育JZ教育培训北京1.71中阳金融集团TOP金融香港1.67智能生活应用集团ILAG制造业香港1.36智富MEGL金融香港1.35金太阳教育GSUN教育培训上海1.18数据来源:CVSource投中数据 投中研究院,2022.12数据来源:CVSource投中数据 投中研究院,2022.12 15 52 834 31 149 248 590 247 941 886 83 3918121124393340371220122013201420152016201720182019202020212022年1-11月2012年-2022年11月美股市场中企IPO规模及数量IPO募资规模(亿元)IPO中企数量(家)Copyright 投中信息中国企业IPO行业及地域分析03/2022年1-11月,制造业股IPO数量规模双夺冠,江浙沪地区表现抢眼。17制造业股IPO数量规模双夺冠Copyright 投中信息182022年1-11月,制造业、制造业、ITIT及信息化和及信息化和ITIT及信息化及信息化类公司IPO募资位居前三,占据各行业募资总额的57.98W.98%,其中,制造业制造业类公司共有149149家家企业IPO,募资规模达1,491.721,491.72亿亿元元,成为IPO数量规模最多行业。制造业25%IT及信息化21%医疗健康13%能源及矿业12%电信及增值服务10%化学工业4%汽车行业3%旅游业2%公用事业2%金融1%人工智能1%建筑建材1%其他5%其他10 22年1-11月中企IPO规模行业分布(%)数据来源:CVSource投中数据 投中研究院,2022.12数据来源:CVSource投中数据 投中研究院,2022.124791010121416236082149其他互联网企业服务电信及增值服务公用事业汽车行业能源及矿业化学工业医疗健康IT及信息化制造业2022年1-11月中企IPO中企数量行业分布(家)江浙沪地区表现抢眼Copyright 投中信息交易规模(亿元)单笔规模(亿元)IPO数量(起)地域2022年1-11月各地区IPO数量、募资规模及平均募资水平(同比)广东77(14w(14%)890.70(9%)11.57(6%)江苏72(13%)863.38(23%)11.99(10%)浙江51(41%)462.29(30%)9.06(7%)北京43(32%)1152.75(5752.75(57%)26.81(37%)上海42(35%)556.85(47%)13.02(19.93%)山东22(33%)201.35(23%)9.15(16%)四川14(22%)245.27(41%)17.52(81%)安徽11(31%)108.66(4%)9.88(51%)陕西11(83%)97.29(320%)8.84(129%)香港11(83%)351.43(2410%)31.95(1241%)河南1080.878.09福建9116.9012.99湖北9168.7518.75江西7232.2633.18天津6198.1033.02辽宁6121.6420.27重庆633.925.65湖南544.048.81新疆333.4111.14黑龙江326.488.83河北317.225.74甘肃230.9215.46云南29.854.93贵州133.5033.50广西17.987.98内蒙古15.385.38西藏15.235.23吉林14.564.56陕西11.51.5澳门11.161.16数据来源:CVSource投中数据 投中研究院,2022.122022年1-11月,从IPO数量来看,广东、江苏、浙江广东、江苏、浙江位居前三位,广东广东地区以7777家家位居首位;从交易规模来看,北京北京地区以1,152.751,152.75亿元亿元位居榜首,广东地区紧随其后,江苏位居第三;从单笔交易规模来看,香港地区同比增长12.41倍,表现突出。192022年1-11月中企IPO数量(左)及募资规模(右)地区分布(%)18%5%3&%广东江苏浙江北京上海山东四川其他19%9%7%6%4&%北京广东江苏上海浙江香港四川其他数据来源:CVSource投中数据 投中研究院,2022.12Copyright 投中信息中国企业十大热门IPO04/2022年1-11月,前十大IPO项目的募资规模均在63亿元以上,占整体募资25.71%。当日市值前十大IPO均超过480亿元,上交所占据6席。20当日市值(亿元)中企IPO规模及当日市值TOP10Copyright 投中信息21领域募资总额(亿元)股票代码企业名称地区2022年1-11月中企IPO规模TOP10中国移动600941电信及增值服务北京486.95 中国海油600938能源及矿业香港280.80中国中免01880旅游业北京141.83天齐锂业09696能源及矿业四川115.35联影医疗688271医疗健康上海109.88海光信息688041IT及信息化天津108.00晶科能源688223制造业江西100.00中创新航03931能源及矿业江苏91.37翱捷科技688220IT及信息化上海68.83万润新能688275能源及矿业湖北63.89数据来源:CVSource投中数据 投中研究院,2022.12领域上市日期企业名称地区2022年1-11月中企IPO当日市值TOP10 中国移动2022-01-05电信及增值服务北京12,340.70 中国海油2022-04-21能源及矿业香港6,525.42中国中免2022-08-25旅游业北京2,836.66联影医疗2022-08-22医疗健康上海1,493.54海光信息2022-08-12IT及信息化天津1,396.93天齐锂业2022-07-13能源及矿业四川1,153.50晶科能源2022-01-26制造业江西1,055.00中创新航2022-10-06能源及矿业江苏609.12万物云2022-09-29房地产广东486.30三一重能2022-06-22制造业北京482.01数据来源:CVSource投中数据 投中研究院,2022.12中国海洋石油有限公司是海上原油及天然气生产商。2022年4月21日,中国海油在上交所主板上市,当日市值超6,500亿元。至此中国三大石油公司齐聚A股。全球前十大IPO发行概览中国旅游集团中免股份有限公司是一家旅游零售服务商。2022年8月25日,中国中免在港交所主板上市,正式迈入“A H”新纪元,并成为2022年至今港股募资规模最大的IPO。Copyright 投中信息22天齐锂业股份有限公司是一家锂电新能源材料供应商,业务涵盖锂产业链的关键阶段。2022年7月13日,天齐锂业在港交所主板上市,实现“A H”两地上市。中国移动有限公司是一家电信运营商。2022年1月5日,中国移动在上交所主板上市,成为“红筹公司回归A股主板上市第一股”,也是近十年来最大规模的IPO项目,此次中国移动上市后,国内三大电信运营商也齐聚A股市场。上海联影医疗科技股份有限公司是一家医学影像诊断仪器研发商,2022年8月22日,联影医疗在上交所科创板上市,是今年以来科创板最大IPO,也成为国内民营企业最大IPO。海光信息技术股份有限公司是一家处理器生产商,主要从事从事于研发、设计高端处理器。2022年8月12日,海光信息在上交所科创板上市,募资108亿元,欲成为“国产CPU第一股”。全球前十大IPO发行概览(续)晶科能源有限公司是一家光伏产品制造商。2022年1月26日,晶科能源在上交所科创板上市,募资总额100亿元,是迄今为止新能源行业募资规模最大的科创板IPO项目。翱捷科技股份有限公司是一家提供无线通信、超大规模芯片的平台型芯片企业。2022年1月14日,翱捷科技在上交所科创板上市,成为“A股基带芯片第一股”。Copyright 投中信息湖北万润新能源科技股份有限公司是一家锂电池正极材料研发商,2022年9月29日,“年内最贵新股”万润新能在上交所科创板上市,发行价为每股299.88元,募资63.89亿元。23中创新航科技股份有限公司是动力电池研发生产商,2022年10月6日,中创新航在港交所主板上市,成为港股动力电池第一股,同时是2022年港股市场至今的第三大IPO。Copyright 投中信息政策热点回顾05/1月28日,为进一步推动提高招股说明书信息披露质量,证监会发布了关于注册制下提高招股说明书信息披露质量的指导意见,自公布之日起施行。8月26日,中国证券监督管理委员会、中华人民共和国财政部与美国公众公司会计监督委员会(PCAOB)签署审计监管合作协议,按照对等互利原则,就双方对相关会计师事务所合作开展监管检查和调查活动作出了明确约定,形成了符合双方法规和监管要求的合作框架。242022年1-11月IPO政策盘点Copyright 投中信息政策与热点 1月28日,为进一步推动提高招股说明书信息披露质量,证监会发布了关于注册制下提高招股说明书信息披露质量的指导意见,自公布之日起施行。2月25日,为适应注册制改革和常态化退市的要求,进一步完善上市公司退市后监管工作,营造“有进有出,能进能出”的良好生态,促进资本市场健康稳定发展,根据公司法证券法等有关规定,中国证监会起草了关于完善上市公司退市后监管工作的指导意见(以下简称指导意见),并向社会公开征求意见。3月31日,为进一步规范上市公司破产重整等事项的实施程序和信息披露,充分发挥破产重整等在促进市场主体有序进退、实现风险出清方面的积极作用,推动提高上市公司质量,更好保护中小投资者合法权益,深交所正式发布上市公司自律监管指引第14号破产重整等事项。4月15日,为贯彻落实新证券法和国务院关于进一步提高上市公司质量的意见,进一步规范上市公司投资者关系管理,证监会发布上市公司投资者关系管理工作指引,自2022年5月15日起施行。指引共32条,由总则、投资者关系管理的内容和方式、组织与实施、附则等内容组成,强化投资者关系管理,是提高上市公司质量的重要举措,也是投资者保护的重要内容。下一步,证监会将在具体监管工作中督促上市公司认真落实指引提出的各项措施,加强上市公司与投资者之间的有效沟通,促进上市公司完善治理,切实保护投资者特别是中小投资者合法权益。252022年1-11月IPO政策盘点(续)Copyright 投中信息政策与热点 5月13日,为落实关于在上海证券交易所设立科创板并试点注册制的实施意见,深入推进设立科创板并试点注册制改革,完善科创板交易制度,提升科创板股票流动性、增强市场韧性,证监会制定并发布了证券公司科创板股票做市交易业务试点规定。做市规定共十七条,主要包括做市商准入条件与程序、内部管控、风险监测监控、监管执法等方面的内容。7月22日,科创板开市三周年,上海证券交易所举行科创板企业座谈会,上海市委书记李强出席座谈会并指出,为深入贯彻落实习近平总书记重要指示精神,深刻认识设立科创板的重大战略意义,在新起点上全力支持科创板做强做优做大,加快完善创新服务体系,营造充满活力的创新生态,更好支持科创企业勇攀高峰、勇立潮头。8月26日,中国证券监督管理委员会、中华人民共和国财政部与美国公众公司会计监督委员会(PCAOB)签署审计监管合作协议,将于近期启动相关合作。合作协议依据两国法律法规,尊重国际通行做法,按照对等互利原则,就双方对相关会计师事务所合作开展监管检查和调查活动作出了明确约定,形成了符合双方法规和监管要求的合作框架。10月19日,香港交易所全资附属公司香港联合交易所有限公司刊发咨询文件,为扩大香港现有上市制度,允许特专科技公司来港上市,增加香港上市公司种类,让更多不同类型的公司可进入国际市场。新规则将适用于五大特专科技行业的公司:新一代信息技术、先进硬件、先进材料、新能源及节能环保及新食品及农业技术。2615223633813115为方便读者使用,现将报告中数据来源、统计口径及汇率换算进行说明:数据来源数据来源本报告图表数据来源均为CVSource投中数据。统计口径统计口径 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  • 世界零售大会:全球零售业年终报告-2023年挑战展望(英文版)(52页).pdf

    END OF YEAR REPORTLOOKING AHEADTO THE CHALLENGES OF 2023A WORLD RETAIL CONGRESS PUBLICATIONINTRODUCTION:THE BIGGEST PRIORITIES FOR 2023The year began with fresh waves of Covids latest variant,Omicron,which brought with it more restrictions,closures and cancellations across all walks of life,retail included.But at the same time,there was seen to be light at the end of the tunnel as vaccine programmes gathered pace and the severity of the infection began to wane.Lockdowns were also easing gradually and we all dared to think about the“post-pandemic”world.It was to be the core focus of the World Retail Congress which was finally able to meet in person in April,in Rome.It was the first physical meeting of the Congress in three years,which was important in itself but was deemed even more so just because it allowed the industry to finally meet.However,if we have learned nothing else from the tumultuous and unprecedented events of the last three years,it should be that we can never rule out another twist or turn.And so it proved with the invasion of Ukraine on February 24th.At the World Retail Congress in Rome,Dr Ira Kalish,the chief global economist for Deloitte summed up the economic and geopolitical picture brilliantly as ever.In his keynote presentation he said that:“If you had asked me three months ago about the outlook,I would have said that things are going a lot better.But war in Ukraine has changed all that”.He added that the conflict has thrown“a massive monkey wrench”into what had been a gradually improving global economic picture.It set the tone for the discussions across this years World Retail Congress-that retail was suddenly going to have to learn how to live with inflation rates never seen for over 30 years coupled with an energy crisis,growing supply chain bottlenecks,recruitment challenges and consumers facing real pressures on household budgets.At the same time,all of the structural changes retailers were learning to live with as a result of the pandemic were continuing to play out.Taken together,it has meant that the challenges facing any retail CEO and executive team are more severe than at any time in generations.Which is why we wanted to use this special End of Year World Retail Congress report to ask our international roster of retail leaders and industry expert correspondents to highlight the three biggest business priorities that they are focused on for 2023.2|End of the year reportWhat is striking across all of the contributions in this report are the similarities of issues and priorities right around the world and across all retail sectors.One of the most common words used throughout is“uncertainty”and that looks set to remain true through into 2023.The report highlights all of the key business challenges but also the mounting imperative to focus on delivering sustainability targets,to think about the people in their businesses and how to find ways of serving increasingly hard-pressed consumers.Retailing does not and cannot stand still and what is clear from this report is the way that retailers are identifying the problems but are at the same time looking to find and implement solutions.Finding growth when growth is hard to find is always challenging but it also creates the environment that encourages ingenuity and innovation.The content of this special report reinforces the theme and focus for the 2023 World Retail Congress which will meet in Barcelona on April 25-27th.Our theme is“Retail leadership for extraordinary times”and will bring together four key pillars we are calling“resilient retail”-to show how retail can meet todays economic challenges,“purposeful retail”-underlining the importance of having a strong purpose and focus on ESG strategies,“transformational retail”-to show how we now operate in a truly omnichannel world and all that brings with it and finally“customer focused retail”.The consumer is now truly in charge and retailers have to respond to their demands to show how,where,when and with whom they want.The open,honest contributions from senior executives from across the global retail industry in this report show in clear terms how retailers are facing up to these challenges.We hope that you find this collection of views and experiences valuable to your thinking and analysis as you look ahead to a new year.IAN.MCGARRIGLEWORLDRETAILCONGRESS.COMIAN MCGARRIGLE CHAIRMAN WORLD RETAIL CONGRESSINTRODUCTION3|End of the year report4|End of the year report5|End of the year reportMEET THE EXPERTSIn this end of the year edition,we have gathered insights from 21 leading global retailers and experts to understand how,and crucially,what,the industry is prioritising in order to survive the current economic climate.Over the course of this issue,you will glean learnings from:DEBORAH WEINSWIG FOUNDER AND CEO CORESIGHT RESEARCHHELEN DICKINSON CEO BRITISH RETAIL CONSORTIUMBERNIE BROOKES AM OWNER AND EXECUTIVE CHAIRCOLETTE BY COLETTE HAYMAN PATRON|JOE BERRY RETAIL AWARDCHAIR|THE CEO INSTITUTE SYNDICATEMUWAFFAQ M JAMAL MANAGING DIRECTOR|SUDASIA CONSULTINGFORMER BOARD OF DIRECTORS MEMBER AND CEOABDULLAH AL-OTHAIM MARKETS COMPANY AND PANDA RETAIL COMPANYMATTHEW SHAY PRESIDENT AND CEO NATIONAL RETAIL FEDERATIONBS NAGESH CHAIRMANSHOPPER STOPFOUNDERTRUST FOR RETAILERS AND RETAIL ASSOCIATES OF INDIA(TRRAIN)ASHLEY MICKLEWRIGHTCEO BLUEBELL GROUPJAN BARTELS SVP B2B ZALANDOSUZIE WOKABI FOUNDER SUZIE BEAUTY AND SB DADAJULIET ANAMMAH CHAIRWOMAN AND GROUP CHIEF SUSTAINABILITY OFFICER JUMIA NIGERIATOLGA NC HEAD OF RETAIL IKEA RETAIL(INGKA GROUP)MARK W.BAUM CHIEF COLLABORATION&COMMERCIAL OFFICER FMISELVANE MOHANDAS MANAGING DIRECTOR INTERNATIONAL ASSOCIATION OF DEPARTMENT STORESDJ FORZA MANAGER RACE TO ZERO CAMPAIGN FOR RETAIL,HOSTED BY WORLD BUSINESS COUNCIL FOR SUSTAINABLE DEVELOPMENTMATT CLARK EMEA RETAIL LEAD ALIXPARTNERSDAVID BASSUK GLOBAL RETAIL CO-LEAD ALIXPARTNERSTHOMAS HARMS GLOBAL RETAIL LEADER EYCHRISTEL DELBERGHE DIRECTOR GENERAL EUROCOMMERCEEVAN SHEEHAN GLOBAL INDUSTRY RETAIL LEADER DELOITTE GLOBALKATIE WEIR GLOBAL CONSUMER OPERATIONS LEADER DELOITTE GLOBALGUILLAUME PROU PRESIDENT,EMEAHAVAIANAS6|End of the year reportINDUSTRY EXPERTSMEET OUR7|End of the year reportINDUSTRY EXPERTSFOCUSING ON THE CONSUMER2023 will be another rocky year of large-scale disruption for retailers.As they face into a recession,they must see their business through the eyes of the consumer.Discretionary spend and brand loyalty will be at an all-time low,and me-centric consumers will focus their purchase considerations on cost more than ever.Retailers must take honest stock of what they have,what differentiates them from the competition,and what their customer values the most.By focusing on strengthening and effectively communicating their value proposition,retailers can stand out from the crowd and remain top of mind.Margins will be squeezed by discounting intended to shore up customer demand and clear inventory.Rising costs driven by product inflation,energy prices,labour rates,and a contraction in marketing effectiveness are all additional pressures that will impact the bottom line.A self-disrupting mindset is required,through the creative destruction of the old ways of doing things.Retailers need to think through all costs and ask why,and then why again.This exercise will be painful,but there is simply no way around it.Rethink every single practice,policy,procedure,and person from the lens of having to pay for your transformation journey.We anticipate digital growth to decelerate,which opens up huge opportunity.Retailers have focused funding on digital growth without fully considering profit,and will finally make the shift to omniprofit.87%of consumers engage in digital throughout their instore/online purchase journey,and the industry needs to shift its thinking to digital first by reorienting people,process,tools,and KPIs to truly unlock profit in the face of disruption.The winners will be those who are agile and innovative in their approach,surfing the waves of disruption,while others will be knocked down by the force of the industry,consumer,and the operational changes required to survive and thrive.MATT CLARK EMEA RETAIL LEADALIXPARTNERSDAVID BASSUK GLOBAL RETAIL CO-LEADALIXPARTNERS8|End of the year reportINDUSTRY EXPERTSA WIN WIN IN UNCERTAIN TIMESAs 2022 draws to a close,its easy to be worried just looking at the headlines about inflation and cost increases.Pair that with ever increasing demand from customers for sustainable goods and it can feel like the squeeze is on.However,Deloittes Global Retail Practices sees an exciting trend with Deloitte clients who are using efficiency enablers like AI and machine learning to cut costs and carbon.We believe 2023 can be the year of the win-win if you know where to look.In the short term,global economic worries are impacting global behavior.In the US and the UK,the share of wallet consumers plan to allocate toward more discretionary categories has been slipping since September 2021.1 At Deloitte,we are studying how sustainability preferences are impacting spending intent.Even as inflation bares down,sustainability is still a desire from the wealthiest and youngest consumers.2 We expect this double pressure of rising costs and expectations to persist into 2023 for most retailers.But all is not lost,we are seeing incredible trends in AI and machine learning in retail.Innovation is enabling measurable improvements in sustainability and margins.This win-win is fueled by technologies that can enable new resource efficiencies.We have seen fashion retailers stripping cost and carbon from supply chains with geospatial data in raw material sourcing.AI is decreasing emissions with telematics for fleet efficiency and successfully reducing shrink,as well as smog,with real-time demand forecasting.Cutting carbon and cutting costs is what 2023 will be about.One trend we can get behind in the new year?Younger shoppers and those with the deepest pockets are increasingly willing to pay premiums for sustainable goods.3 Now thats a win-win.1.Shape of consumer spending|Deloitte Insights2.The cost of sustainable products|Deloitte Insights3.The cost of sustainable products|Deloitte InsightsDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited(“DTTL”),its global network of member firms,and the irrelated entities(collectively,the“Deloitte organization”).DTTL(also referred to as“Deloitte Global”)and each of its member firms and related entities are legally separate and independent entities,which cannot obligate or bind each other in respect of third parties.DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions,and not those of each other.DTTL does not provide services to clients.Please see to learn more.KATIE WEIR GLOBAL CONSUMER OPERATIONS LEADERDELOITTE GLOBAL EVAN SHEEHAN GLOBAL INDUSTRY RETAIL LEADERDELOITTE GLOBAL 9|End of the year reportINDUSTRY EXPERTSOPPORTUNITIES IN CHALLENGING TIMESAs 2022 draws to a close,consumers continue to face rising costs,geopolitical uncertainty,and mounting debt.The holiday shopping season,which usually promises so much for retailers,has been muted by increasing austerity and thrift among hard-hit shoppers.Unfortunately,these challenges look set to continue in 2023 and retailers will be balancing them against shoring up their supply chains and delivering on their sustainability commitments.But arguably the biggest priority for retailers will be about staying in business how to generate revenue and get costs under control without sacrificing their value proposition.As an optimist,I see opportunities in challenging times.As consumers increasingly focus on their basic needs,so must retailers.Their main priority will be to look at whats happening to their top line.How can they increase shopper engagement,continue to build loyalty,and explore additional revenue models?Customer-centricity will be more important than ever and by supporting their customers through difficult times,retailers will see the increased shopper engagement and loyalty they need.Many grocery retailers have already applied voluntary price freezes to essential items,pushed back on price increases from brands,and increased the appeal of private label brands,and theyre seeing positive increases in market share as a result.When managing costs retailers need to keep their customers front-of-mind,by focusing on retaining those elements of the shopping experience that add value to their shoppers and removing those that dont.Reducing staff may seem like an obvious solution to managing cost,but its one that will almost certainly have a negative impact on the customer experience.The last few years have shown us how resilient and adaptive we are.Its this resilience and willingness to adapt and listen that will help retailers and consumers appreciate and understand what it takes to find the solutions and opportunities we all need.THOMAS HARMS GLOBAL RETAIL LEADEREY10|End of the year reportMARKET REPORTS11|End of the year reportMARKET REPORTS:AUSTRALIATHE BIG 3 DOWN UNDERBERNIE BROOKES AM OWNER AND EXECUTIVE CHAIR COLETTE BY COLETTE HAYMANPATRON|JOE BERRY AWARD;CHAIR|CEO INSTITUTE SYNDICATEAustralian retail veteran,Bernie Brookes,and owner and Executive Chair of Colette by Colette Hayman highlights the three biggest challenges he sees facing retailers in Australia in 2023Retain and attract quality staff.With an over reliance on workers with Visas and a low unemployment rate,retailers are going to face increasing difficulties in finding staff.Rising costs of freight,electricity,gas,postage,and the anticipated wage pressures will make cost control difficult and consumer affordability of many discretionary items hard.Satisfying the ever-increasing consumer focus on sustainability.1TALENT2VALUE3SUSTAINABILITY12|End of the year reportMARKET REPORTS:ASIAWATCHING AND WAITINGASHLEY MICKLEWRIGHT CEO|BLUEBELL GROUP Ashley Micklewright,CEO of the Bluebell Group,the luxury brand retailer which operates throughout Asia including China,highlights the biggest three priorities for 2023.Need to keep an eye on the strength of the US dollar and some Asian currency weaknesses,as well as inflationary pressures from Europe,of which we still have not seen an impact yet in Asia.Need to keep monitoring when they will start travelling again,and in what numbers,to determine how individual brand strategies will evolve,especially with regards to the fast expanding daigou cross border shopping trend where individuals or syndicates buy outside of China for importing back into China for customers particularly in luxury goods.Need to keep assessing the impact on domestic demand in each Asian market as travel and local restrictions loosen.1MACRO2MAINLAND CHINESE TRAVELLERS3COMING OUT OF COVID13|End of the year reportMARKET REPORTS:EMEAPUTTING THE FOCUS WHERE IT MATTERS GUILLAUME PROU PRESIDENT,EMEA|HAVAIANAS Rethinking the purpose of Direct-to-Consumer within a multichannel strategyDTC will continue to play a very important role for Havaianas to build the brand image;yet,the current trend is one of soaring costs,especially for online trading.Among key factors:logistic costs,performance marketing,gross margin degradation due to price war triggered by other e-tailers.We will need to reset the priorities of the channel brand image focus while maintaining a good level of profitability.From a store opening point of view,we will prioritize regions where higher growth is expected:Middle East/Africa/Southern Europe Revenue management in a highinflationary environment Costs are increasing at double-digit rates in some lines of P&L,especially cost of goods;there is a need for re-establishing gross margin through price increases without losing market share.We will reduce promotional intensity,and work on high gross margin categories-essentially the core lines of the business.We will play to the max one of the brand strengths:an affordable price point for a branded footwear that can set us apart from competition as the anti-crisis open-toe footwear.Among the top projects to streamline the cost structure of DTC,we have implemented a new logistic hub,going from 2 to 4 warehouses servicing Europe,to get closer,faster and cheaper to our final consumers and stores.Very focused marketing investments The strategy will be kept very flexible during the short sell out season(16 to 20 weeks),accelerating investment where productivity proves to be the best.Seizing the best retail media opportunity and concentrating the investment in a few selected markets will be of essence.We want to continue increasing our investment in brand marketing,no matter how hard the times will be,as we still need to build awareness around the brand and new categories in many European markets.13214|End of the year reportMARKET REPORTS:EUROPECHRISTEL DELBERGHE DIRECTOR GENERAL EUROCOMMERCEGETTING RETAILS VOICE HEARD BY POLICYMAKERSOur major priority currently is to ensure policymakers understand the impact of high inflation and high energy prices on our sector.Our sector faces a triple squeeze driven by energy and commodity prices,constant demand from large manufacturers for price increases while consumers cut back their purchasing in the face of a real cost-of-living crisis.This calls the existence of some companies,particularly small businesses,into question.We see a worrying trend of national governments equating high turnover with high profits and being tempted to impose ill-conceived taxes on excess profits or seeking to address inflation by imposing retail price caps with no reference to the actual cost of sourcing these products.These challenges come at a time when our sector continues to face a major transformation in digitalisation,sustainability and skills.Our recent joint study with McKinsey shows that up to 2030 retail and wholesale will need to invest over 600 billion in these three areas or an additional investment of up to 1.6%of company turnover;and this at a time when margins are being squeezed by high inflation.We will need to highlight the essential service we provide both to consumers and many industrial ecosystems,and that we will need help in both the short term on energy and in the longer term with the investments we need to keep competitive.Due to our specific role in the supply chain,supporting our sectors transformation can be a powerful means to help the EU achieve its own digital,sustainability and resilience objectives.Finally,the cost and practicability of regulation remains a top priority:we still face a veritable tsunami of EU regulation,particularly on due diligence,sustainability and the circular economy,with a risk of drawing resources on compliance rather than investment.Next year we will be celebrating 30 years of the EUs single market,and this is a great opportunity to remind ourselves of the important role it plays in the competitiveness of our sector.All of this underlines the need for all of us,at the European and national level,to get across to decision-makers the importance of our sector to society,the threat to its essential role by ill-conceived regulation but also that supporting our sectors current fundamental transformation is an opportunity for Europe,its economy and society.EuroCommerce 3 key priorities for 202315|End of the year reportMARKET REPORTS:GERMANYBUILDING THE CUSTOMER EXPERIENCEZalando is one of Europes leading online platforms for fashion and lifestyle.We are progressing with our strategy to be the Starting Point for Fashion by deepening customer relationships and strengthening our relationships with partners to drive the growth of our platform business model.In 2023,we will continue to carefully navigate through these turbulent times,pushing forward with our strategic initiatives,mainly focussing on further elevating the customer experience,continuing to work on our ambitious sustainability goals and taking our B2B services to the next level.Personally,I am thrilled to further elevate our B2B offer.Already today,we make our logistics know-how and infrastructure available to around 800 of our partners,so they can concentrate fully on their core competencies in the fashion business.As a next step,we want to offer our partners multi-channel fulfillment.This means that we will provide them with our infrastructure and capabilities not only for orders received via Zalando,but also via other platforms and the partners own online shops.In this way,we not only help them overcome the complexities and challenges arising from running cross-border E-Commerce but also increase the efficiency of the fashion industry which is currently suffering from inventory and supply chain inefficiencies.JAN BARTELS SVP B2B|ZALANDO16|End of the year reportMARKET REPORTS:INDIACHALLENGES OF GROWTHIndia is one of the fastest growing countries in the world.Indias growth is dependent on consumption and retail controls that last mile of consumption,which underlines the importance of Indian retail and the Indian consumer.With these important facts in mind,the three priorities for all retailers will be:1.Build resources for growth.Financial capital storefronts and digital assets.2.Hire and acquire talent at the head office level,which is in big shortage in the country given that modern retail in India is still only two decades old.3.Navigate the digital strategy and serve the Indian consumer through omnichannel retailing.Specific challenges for Electronics retail:Supply chain and China manufacturing.Specific for food and grocery:Competition from the big retailers and online players who are pouring money to capture a share of the US$450 billion food industry.Specific to fashion and Lifestyle Sector:Customers are polarising towards luxury or value and therefore to get the right positioning and serve the customer will continue to be a challenge.The big opportunity for the premium lifestyle and fashion retailer is the tier 2/3/4 markets that are growing at a fast,high double digit rate.All other sectors in retail like jewellery,ethnic wear,homewear:1.The huge shift from unorganised retailing to organised retailing that is being pushed by Government policies as well as changes in consumer expectation.2.Increase in wages and therefore shortage of skilled manpower.3.Services industry like restaurant,hospitality,medical,tourism and aviation is drawing entry level candidates and retail is feeling the pressure.BS NAGESH CHAIR|SHOPPERS STOPFOUNDER|TRUST FOR RETAILERS AND RETAIL ASSOCIATES OF INDIA(TRRAIN)17|End of the year reportMARKET REPORTS:KENYAA NEW BRAND LAUNCH FOR A NEW YEARMy top 3 priorities for 20231.To launch and establish my second beauty brand.Having successfully created(2009),launched(2012)and sold(2016)Kenyas first beauty brand,SuzieBeauty,I have spent 2022 creating my second brand,SB Dada.SB Dada will be an introduction into beauty tech in the African market.Our target audience is millennials and GenZ,which is important because the mean age on the continent is 19.7years old.The brand will be trend and tech forward,with a“fast beauty”approach in marketing and sales.Our brand pillars are sustainability,relevance,uniqueness,and inclusion.The landscape and industry players are completely different this time around,so its almost unchartered territory,again!A very exciting space to play in.2.Living in the digital revolution is a privilege.Introducing beauty tech/digital transformation into my local(African)industry sprinkled with the currently unprioritized concept of sustainability is really important to me and my business.3.To more thoroughly understand the obstacles placed on start-up businesses and brands,demystify the myths,and do what I can to smooth the road for those following in my wake.SUZIE WOKABI FOUNDER|SUZIE BEAUTY AND SB DADA18|End of the year reportMARKET REPORTS:NIGERIAEMERGING MARKET CONSUMERS BATTEN DOWN THE HATCHESJULIET ANAMMAH CHAIRWOMAN AND GROUP CHIEF SUSTAINABILITY OFFICER|JUMIA NIGERIA1.All eyes on ChinaHow China responds to the unrests and decisions it takes either to abandon its zero covid policy or continue will have significant implications on supply chains and inflation.Industries that have de-linked their supply chain from China and have robust demand outside its shores will experience minimal impact.2.Two Consumer behaviour trends that will shape business priorities Revenge spending As inflation shrinks household budgets consumers are reordering core and discretionary items and some products are surprisingly benefitting more than others.In general consumers have deprioritized discretionary items such as durable goods and automobiles and are bargain shopping on core staples such as food.However,after two years of COVID restrictions,they are spending more(or at least not reducing their spending)on leisure activities,entertainment,alcoholic beverages and personal grooming.These are products that are either typically considered discretionary(leisure activities,and entertainment for example)or at the bottom of the core basket of goods(alcoholic beverages for example).However,spending on these products affords consumers an opportunity to be contrarian,to reassert control over their lives and yes exact a revenge on the macro environment which had made them powerless for so long.Possibly if inflation persists into the new year,this contrarian behavior will revert to the norm.Companies in the industries benefitting from this today will do well to recognize that this is short-lived and plan accordingly.Defending the core basket To fund spending on leisure activities and entertainment as highlighted above,consumers in emerging markets are aggressively battening down the hatches on the cost of their core staples budget.They spend time discovering the lowest prices among retail outlets for different food categories thus creating specialties within their core basket and once this is clear they do not switch.For example,while shopping for detergents and cleaning supplies,they may switch brands in store to gain small discount price advantages but will hardly switch stores.Retailers thus need to understand where they are considered category leaders and invest in deepening that advantage.3.Sustainability Coming soon to a theatre near youGiven the stark realities of how far we are from achieving the Paris agreement by 2030,there will be increased regulatory focus on environmental sustainability.Companies will need to simultaneously develop strategies for adapting their business models to the effects of a warmer and more unpredictable climate as well as reducing their impact on the environment.It will be a tough juggle but for companies that have not already started to look at climate related risk to their business model,it will be even harder to adjust.19|End of the year reportMARKET REPORTS:SAUDI ARABIAEMBEDDING GROWTH2022 witnessed an outstanding comeback for retail in Saudi Arabia.Double digit growth rates,north of 20%,were achieved by most retailers in grocery food as well as fashion.This took place despite the fact that 2021 had already seen a strong recovery in growth following the worst of the pandemic period.The best performing retail sector was food services where Saudi witnessed unprecedented growth rates.That was driven by the change of customer habits fueled by the authorities efforts to grow the entertainment sector.With the turmoil of war in Ukraine putting the global supply lines under pressure to the whole world and specifically to the Middle East,those challenges are easing going through the last quarter of 2022.But retailers are still looking to manage stock levels to meet demand.At the same time,oil prices continue to sustain record high levels which is still putting pressure on retail prices.All imports into Saudi Arabia are already seeing an average 15%price increase for shipments arriving in 2023.Retailers are meeting the challenge of high prices by continuing to push promotional activities and that will prevail throughout 2023.Being innovative in driving retail sales is going to be a material challenge for retailers to achieve growth in 2023.The last challenge for Saudi retailers in 2023 is being close to the disruptive shopping habits of customers.The pandemic period was only the beginning,and it has become an everyday matter where retailers cannot afford to let their eyes off this ball.Being close to customers and adapting to the ever-changing habits will for sure be a major task during 2023.MUWAFFAQ M JAMAL MANAGING DIRECTOR|SUDASIA CONSULTINGFORMER BOARD OF DIRECTORS MEMBER AND CEOABDULLAH AL-OTHAIM MARKETS COMPANY AND PANDA RETAIL COMPANY20|End of the year reportMARKET REPORTS:SWEDEN|IKEASUPPORTING THE MANY TOLGA NC HEAD OF RETAIL IKEA RETAIL(INGKA GROUP)Affordability and energy saving The IKEA vision is to create a better everyday life for the many,and it is more relevant than ever,as we face rising cost of living and increased inflation.People continue to spend much of their time at home and the need for a safe space is essential.In this new reality,we want to ensure that IKEA offers home furnishing solutions that meet peoples needs.Staying as affordable as possible for the many is our absolute priority this has never been as important as it is now when we see the increasing cost of living.While IKEA is unfortunately not immune to inflation and increased prices of raw material and energy,we have invested heavily in keeping our prices as low as possible.We will continue exploring opportunities to make our offer even more affordable and decrease prices when and where possible.We are also stepping up our efforts to support people in energy saving and circularity,in addition to our own investments and contributions to renewable energy as a company,continuing on our long-term commitments.We are committed to doing our part to limit global temperature rise to 1.5C by becoming net-zero latest 2050,and halving greenhouse gas emissions in absolute terms from the total IKEA value chain by 2030.Right now and going forward,we are increasing our efforts to inspire and guide our customers by highlighting products and sharing tips to save energy,reduce waste,and give their furniture a longer life.We also offer affordable financial solutions to allow people to create big or small changes to their homes.1My top 3 priorities for 202321|End of the year reportMARKET REPORTS:SWEDEN|IKEA Customer centric omnichannel retailingWe continue to innovate and change to meet new customer needs.At IKEA,we have found new ways to meet our customers where they live,often integrating into existing neighbourhoods,with smaller stores and through new,unique formats such as IKEA planning studios.We have also developed new,relevant fulfilment strategies,with a strong focus on more sustainable solutions.For home deliveries,the goal is to have 100%last mile zero emissions by 2025.We are creating a seamless customer experience to be there for our customers whenever and wherever they want to meet IKEA,and we are bringing our products and services closer to our customers with new touchpoints and formats.Physical IKEA stores remain an essential part of our business model and one of our biggest strengths.Sustainable and humanistic employerWe want our customers to know that when they shop with us,they are playing their part in building a fairer,greener and healthier future without having to compromise on the experience.Equality,diversity and inclusion are an essential part of the IKEA culture,and we believe refugee integration is good for both business and society.Refugee employment,as part of our wider equality agenda,brings talent,skills,diversity and different perspectives into our company and the communities where we operate.It is important to have the emergency support in place-from IKEA and others-but our partners have told us whats needed is allies that are there for the long run,and this is what we have committed to as a company.We have three main aims with our approach-to improve the perception amongst our co-workers,customers,and societies around us related to refugee integration,to inspire the private sector to engage in refugee employment and to engage and share knowledge with decision makers and opinion leaders to drive a positive change in public policy around the lives of refugees.2322|End of the year reportMARKET REPORTS:UKHOW TO COMPETE FOR CONSUMER SPENDTheUK economy has been buffeted by soaring inflation,political instability,and a weak pound.Households have faced inflation rates not seen in over forty years,as the war in Ukraine drove up food and energy prices.Rising costs and falling sales volumes have also meant an increasingly challenging year for retailers.As competition for the limited consumer spend heats up,retailers will need to focus on three key priorities:HELEN DICKINSON OBE CEOBRITISH RETAIL CONSORTIUMThe cost of living is rising,and real incomes continue to fall because of high inflation.Customers are more cautious in their spending,looking for the best value for money in their purchases.Even higher income households are trading down to cheaper brands,while many value-brands have seen a huge jump in demand.Retailers must respond to this backdrop by continuing to put the needs of their customers first and ensuring everything they do represents excellent value for money.And those selling more discretionary products will need to work twice as hard to show the value and importance of their products to their customers.Understandably retailers are looking for more ways to cut operational costs,as they work hard to protect customers from price rises.But they must not be tempted to cut their sustainability efforts.Putting sustainability at the heart of business operations is not a marketing ploy.It is not virtue signalling.It is not a nice-to-have.It is a vital part of the solution.From reducing packaging to green fleets,and from solar panels to cutting waste we need to see more essential actions that will not only help tackle climate change but will also help to reduce energy use and cut future costs.The world of retailing is transforming fast,and the challenges are big and often new.Navigating such an uncertain world requires agility,ruthless flexibility and being prepared to fail.Not all leaders are equipped with the skills they need and resource is stretched and often in short supply.Therefore,the need to retain and develop home grown talent has never been greater.And the need for all people to feel valued,recognised,and happy in an inclusive and diverse workplace a pre-requisite for future success.123VALUESUSTAINABILITYTALENT23|End of the year reportMARKET REPORTS:USASUPPORTING RETAILERS FOR THE YEAR AHEADMATTHEW SHAY PRESIDENT AND CEO NATIONAL RETAIL FEDERATIONAs we approach the end of 2022,holiday shopping is in full swing.Consumer demand is stronger than expected,with in-store shopping showing particular strength.Consumers cherish the tradition of in-store holiday shopping with friends and loved ones,and they have missed these memorable experiences the past several years due to COVID-19 restrictions.While spending continues to grow,consumers and businesses also face persistent inflation and economic uncertainty.NRF will remain focused on key policy priorities to ensure the retail industry is best positioned for success in the year ahead.Reducing inflation:Though inflation has moderated slightly from all-time highs,core inflation remains at elevated levels,even as the Federal Reserve raises interest rates to cool off the economy.While the Federal Reserve can focus on long-term economic policy,Congress and the administration can take steps to provide American consumers with relief from higher costs.These immediate steps include repealing the failed Section 301 Tariffs,addressing the ongoing labor shortage by passing comprehensive immigration reform,and further easing supply chain pressures by investing in supply chain resiliency.Fighting organized retail crime:Organized retail crime has become a significant issue plaguing retailers of all sizes.ORC is a primary driver of retail“shrink,”which reached$94.5 billion in 2021 up from$90.8 billion in 2020,according to NRFs latest National Retail Security Survey with an average 26.5%increase in ORC incidents over the previous year.To bring this problem under control,NRF strongly supports curbing the online sale of stolen goods by passing the INFORM Consumers Act and increasing federal coordination to fight crime by passing the Combatting Organized Retail Crime Act.NRF looks forward to advocating on behalf of the retail industry in 2023 to ensure retailers large and small have the right conditions to compete,grow and succeed.We will discuss retails future at length during NRFs annual Big Show next month in New York City.On behalf of the entire NRF team,have a wonderful holiday and a happy new year!24|End of the year reportMARKET REPORTS:USAFOCUSING ON THE OPPORTUNITIES Retail heads into 2023 facing brisk macroeconomic headwinds,but opportunities remainto drive up productivity and quality of experience,and tap alternative revenue streams.More positively,we anticipate a welcome easing of input cost pressures,overall inflation in consumer prices and retail-specific inflation by 2022s holiday peak.These should reduce the pressures on retailer margins and alleviate the stresses on consumers wallets.1.Deploy Tech for Productivity GainsRetailers have renewed impetus to deploy technology that boosts productivity and increases customer conversion and retention.Inventory is the lifeblood of retailers,and managing it optimally has major implications for revenues,margins,working capital efficiency and consumer sentiment,which in turn affects revenues,margins and profits.Prescriptive analytics can improve customer satisfaction through better management of inventory and assortment,customer service and adherence to safety protocols as well as lowering markdowns,reducing shrink and optimizing staffing.Retailers and brands leveraging inventory management systems can significantly improve their forecast accuracy by using AI-powered forecasting tools.Adding external data such as weather,local calendars and consumer sentiment can markedly improve the accuracy of demand forecasting.Inventory management systems can also achieve other goals including reducing waste,improving financial metrics or reducing waste or the environmental impact of their operations.DEBORAH WEINSWIG FOUNDER AND CEO CORESIGHT RESEARCH25|End of the year reportMARKET REPORTS:USA2.Engage To Drive Long-Term LoyaltyA more challenging economic environment will not halt shoppers interest in more engaging retail experiences.Retailers must continue to cross-pollinate the convenience of e-commerce to stores and the experience offered by stores to digital channels.Livestreaming represents one means of bringing greater experience to e-commerce and,so,presents opportunities to engage more fully with consumers,including a more loyal or interested subset that are more likely to join a companys livestream.Livestreaming is about discovery,education,engagement and participation and brings back the fun of shopping,and it draws a direct line between consumer impressions and sales.Brands and retailers will need a cohesive livestreaming strategy to maximize effectiveness,which encompasses selecting the right platforms and hosts to reach and appeal to their target shoppers.Social media and video-sharing platforms enable access to large audiences but retail companies can nurture online communities through owned websites or apps,in order to drive online traffic,sales and customer loyalty.Having control of livestreaming sessions on owned sites provides brands with greater access to first-party data that can be used to generate customer insights and improve personalization.3.Capitalize on New Revenue OpportunitiesIn 2023,we point to the opportunities afforded by opportunities in retail mediaa market that Coresight Research forecasts will have been worth around$75 billion worldwide in 2022.Long term,incremental revenues from advertising can offset some of the additional costs incurred in new channels and services,notably e-commerce and its subsegments such as quick commerce.Short term,these revenues can serve as a support for retailers in softening markets and can help offset increased input costs in price-sensitive non discretionary sectors.As competition for retail media dollars increases,retailers must provide efficient workflows,greater access to data and more accurate measurement within their retail media solutions.We expect retailers to most often partner with technology providers,as these providers can help retailers successfully set up,run and manage all aspects of their retail media networks.Among US retailers that have in-house retail media capabilities,almost half cited concerns over high levels of capital investment,according to a 2022 Coresight Research survey.26|End of the year reportSECTOR REPORTS27|End of the year reportTHE ACCELERATION OF UNCERTAINTYFor the past two years,retailers,including department stores,have learnt the hard and almost Clausewitzian way that business,just like war,is now the“realm of uncertainty”to paraphrase the military theorist.To be fair,only nostalgia would suggest that before 2020,business was a long,quiet river,as challenges have always been part of the job,but the acceleration of chain reaction crises has transformed business as usual into permanent heavy weather management.After all,we are talking about no less than an unprecedented pandemic which gave way to social and political unrest,leading to a war,an energy crisis and the rise of inflation,completed by environmental catastrophes and a supply chain crunch.No wonder retail leaders,as resilient as they may be,are trying to guess what is in store for 2023.At IADS,we see three top priorities for the year to come.DEPARTMENT STORESSELVANE MOHANDAS MANAGING DIRECTOR INTERNATIONAL ASSOCIATION OF DEPARTMENT STORES28|End of the year reportDEPARTMENT STORESThe first one is of course to be able to deal,this year again,with extreme uncertainty.Even though it is essential,it is really hard to plan the budget for the year to come,as many of the parameters still remain unclear.While it is clear that inflation is going to hit many countries,its amplitude remains to be seen,as it will impact relationships with brands eager to preserve their margins through retail price hikes,leading to consequences at the customer level and ultimately the retailers bottom line.This is all recurring in a context where profitability remains a priority to be able to invest in store experiences,online and supply chain capabilities,and system upgrades.In addition,as seen already in some markets,some weaker competitors might make decisions which could worsen market conditions,such as increasing salespersons pay to retain them,or offloading excess inventory.But while“plans are worthless,planning is everything”and being able to react fast to changing conditions is key,the right human organisation is required,which has a cost.The second priority that we see are the ongoing environmental and social concerns.As we document it in our latest White Paper about sustainability and department stores(to be released in January 2023),addressing such concerns is all about being able to deal with a variety of stakeholders with different views and expectations(including retailers own teams),in a context of evolving but uncoordinated international regulation.The most pressing issue is that while we already know that there will not be a one size-fits-all answer,there is also no clear solution already identified,as sustainability is“a framework rather than a destination”.And as shown already by some initiatives such as the 2030 Breakthrough,department stores will be increasingly cooperating between themselves to learn and make progress together.Finally,such changes,dubbed“The Triple Transition”by McKinsey(systems,sustainability and people transitions),come at a hefty cost in a context of shrinking margins.Retail leaders are pushed to review their business model to create new sources of revenue.This involves thinking out of the box and allows them to generate new initiatives,such as the Tailored Insight retail media program launched by Galeries Lafayette(a first in Europe),new partnerships with brands allowing them to propose infinite shelving to instore customers,new financial accords,or even bringing in a new typology of partners,as shown by Manor with Sephora or El Corte Ingls having the first Michelin-starred chef to ever team up with a department store.All in all,2023 will be,no doubt,another“extraordinary”year for department stores,which will continue their transformative journey due,or thanks to,renewed uncertainty,as well as the need to find the key to sustainability,and finance it through new models.If needed,this is proof that collaboration groups and think-tanks,such as the World Retail Congress and the IADS,are more useful and relevant than ever to help retailers cooperate and learn from each other.The International Association of Department Stores is an Association partner of the World Retail Congress.29|End of the year reportACCELERATING THE RACE TO ZEROSUSTAINABILITYPriorities for 20231.Mobilise retail associations from all over the world to join EuroCommerce,British Retail Consortium,the Australian Retail Association and many others in pledging to become Accelerators for the Race to Zero.Retail associations play a key role to drive climate action and support their member retailers in setting out their plans to help limit global warming to 1.5 degrees by 2030.2.Share the tools,resources and support available to help retail associations and their members on their journey towards the Race to Zero,including the Race to Zero Retail Center of Excellence available for free to retail associations making the pledge to Accelerate the Race to Zero.3.Build strong partnerships to catalyse a movement within the retail sector to transition to a more sustainable,net zero future.With retail accounting for 40%of global emissions,we must go further,faster together to ensure a more sustainable future.Race to Zero Breakthroughs 2030:Retail is an initiative backed by the United Nations High-Level Climate Champions,founded by Best Buy,H&M Group,Ingka Group(IKEA),Kingfisher plc and Walmart,and hosted by the World Business Council for Sustainable Development(WBCSD).The global campaign aims to mobilize retail associations to engage their members and catalyze a net zero breakthrough within the retail industry by 2030.DJ FORZA MANAGER|RACE TO ZERO CAMPAIGN FOR RETAIL,HOSTED BY WORLD BUSINESS COUNCIL FOR SUSTAINABLE DEVELOPMENT30|End of the year reportTHE CONVERGENCE OF DISRUPTIONThe pace of disruption has accelerated.For an industry,consumer trust is everything,and the food industry rose to the challenges of the pandemic,took care of their customers and communities,and won meal occasions from other sectors.Looking forward,that trust is threatened by on-going product availability disruptions,labor and workforce challenges,inflationary pressures,which are not transitory,as well as threats to physical and cyber infrastructure.Today,however,disruption on several key issues has converged at an unprecedented speed.The duration of these challenges has immediate as well as longer-term implications.Food retailers,wholesalers,and suppliers of all shapes,sizes,and geographies must address these new challenges together with a renewed sense of purpose and commitment to collaborate to better serve consumers.FOODMARK W.BAUM CHIEF COLLABORATION&COMMERCIAL OFFICER|FMIThe Food Industry Association which represents the$800 billion US food industry31|End of the year reportFOODIt is often difficult to look up from the day-to-day operations of the business and see whats coming in the next few years.This is where FMI adds significant value to its members.Through our Imperative Issues initiative,we have identified and prioritized issues that will have the greatest potential to affect the food industry in the next six to twelve months and the implications of the same over the next twelve to twenty-four months.There is broad alignment across retailers,wholesalers,and suppliers in the prioritization and urgency of the issues.However,there are nuances between retailers and suppliers in terms of imperative issues priorities,particularly in the context of rising ESG expectations,impacts related to labor shortage and workforce challenges,as well as the role that accelerating technology transformation will have on business models and go-to-market capabilities.In todays environment,it is difficult to predict the future with any certainty.The current state poses significant challenges that must be addressed with a sense of urgency more than at perhaps any time in the history of the industry.Restoring supply chain equilibrium and addressing the significant workforce challenges will require breakthrough thinking and a new era of collaboration.The future presents new obstacles,but it also presents opportunities for those who are able to identify those obstacles early on and lead the way toward innovative and agile solutions.The industry must focus on what is controllable through advocacy,including consumer education and public relations,collaboration with peers and trading partners,and education on best practices.Food retailers and suppliers have identified key areas of focus encompassing a broad range of issues to include restoring access to frontline and skilled labour while addressing the ability to adapt to the future workplace.In the longer term,enhancing industry reputation and attractiveness is a strategic opportunity as the food industry competes for talent.The supply chain requires near-term and long-term focus to restore product availability and to embed greater resilience in the system.Evolving consumer behaviours highlight the need to retain meal occasions,improving the omnichannel shopping experience,and addressing consumer demands for transparency and trust.Environmental and social issues have risen in importance.There is a strong willingness to reduce food waste and the need to fight food insecurity and hunger.Navigating values-based social responsibility,while responsibly and sustainably stewarding the environment,has now taken on a whole new level of importance.The changing marketplace will require an overarching need to protect pro-business policies and improve the economics of e-commerce.A common enabler is the acceleration of technology transformation designed to prevent cybersecurity breaches while accelerating the adoption of automation.FMI has worked through the process of identifying and prioritizing these imperative issues in the midst of on-going disruption and uncertainty.We will continue to leverage and refocus our core services in advocacy,collaboration,education,communication,and research that will help food industry trading partners and related stakeholders navigate through todays unpredictable marketplace and chart a course into the future.32|End of the year reportCHRISTMAS WINDOWS33|End of the year reportA WINDOW ON THE HOLIDAY SEASON 2022Despite the increasingly challenging times,department stores around the world have clearly decided not to scale back on their Christmas window displays that are such an important part of the Holiday season.With thanks to our partner,the International Association of Department Stores for compiling this collection of the incredible window displays and instore merchandising from some of the worlds top department stores.CHRISTMAS WINDOWSDENMARKFRANCEUSAUKHONG KONGVENEZUELASWITZERLANDITALYGERMANYMEXICO34|End of the year reportCHRISTMAS WINDOWS|DENMARK35|End of the year reportCHRISTMAS WINDOWS|FRANCE36|End of the year reportCHRISTMAS WINDOWS|FRANCE37|End of the year reportCHRISTMAS WINDOWS|FRANCE38|End of the year reportCHRISTMAS WINDOWS|FRANCE39|End of the year reportCHRISTMAS WINDOWS|GERMANY40|End of the year reportCHRISTMAS WINDOWS|GERMANY41|End of the year reportCHRISTMAS WINDOWS|HONG KONG42|End of the year reportCHRISTMAS WINDOWS|ITALY43|End of the year reportCHRISTMAS WINDOWS|MEXICO44|End of the year reportCHRISTMAS WINDOWS|SWITZERLAND45|End of the year reportCHRISTMAS WINDOWS|UK46|End of the year reportCHRISTMAS WINDOWS|UK47|End of the year reportCHRISTMAS WINDOWS|UK48|End of the year reportCHRISTMAS WINDOWS|USA49|End of the year reportCHRISTMAS WINDOWS|USA50|End of the year reportCHRISTMAS WINDOWS|USA51|End of the year reportCHRISTMAS WINDOWS|VENEZUELARETAIL LEADERSHIPFOR EXTRAORDINARYTIMES

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  • 仲量联行:2023年全球商业地产(CRE)十大趋势报告(英文版)(15页).pdf

    1|2022 Jones Lang LaSalle IP,Inc.All rights reserved.JLL Work Dynamics ResearchTop 10 Global CRE Trends 2023Global Corporate Real Estate Trends in 20232|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Thriving through uncertaintyRising costsEnergy,construction materials,food,rent,wages and debt costs are all rising,feeding,and being accelerated by,high inflation.While inflation is expected to fall,price levels are likely to remain high.Supply chainThe war in Ukraine,sanctions and Chinas recent zero-Covid policy have increased supply chain and logistics disruption and uncertainty.Costs are up,and so are lead times,impacting the ability to plan,price and deliver projects.Labor shortageLabor markets were tight before covid and have tightened further in the rebound.Travel and migration disruption is exacerbating problems filling vacancies,and skills shortages abound.Energy crisisThe energy crisis is foremost a cost problem,driving up energy expenses several fold.But risks to availability are rising,affecting the certainty of supply.Europe is the most acutely affect,but the Americas are not immune.Key global macro factors organizations face:The global economic outlook is challengingOrganizations face a confluence of headwinds that are impacting growth,costs,supply chains,and the ability to plan.Understandably,businesses will be more cautious and may considerreviewing their CRE strategyin light of the current operating environment.Business success lies in staying ahead of the curve through thoughtful real estate managementCorporates will need to revisit their CRE strategies and invest in solutions that enable continuous adaptation to rapidly changing market dynamics.A careful balancing of effective cost management whilst not compromising on quality and workplace transformation will be crucial.Top 10 global CRE trends in 2023 3|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Dynamic operationsImplement digital technologies that drive operational efficiency and deliver return on investment Optimize with impactBalance the risk of losing key talent against short-term cost and portfolio efficienciesData maturityData maturity will help generate sophisticated performance insights and enable dynamic decision-makingHybrid realityAligning spaces,technology and HR policies will be imperative to operationalizing hybridClimate resilienceMaintaining momentum on actions will be critical to support net zero ambitions and future-proof businessesConnected communitiesLocation decisions will gravitate towards places where people can socialize,shop,live,work and eatHolistic wellbeingWellbeing will need to be inclusive,holistic,and personalized to enhance workforce resilience and performanceResponsible procurementBring positive and sustainable change by taking ethical and sustainable considerations when sourcing services,supplies,and/or worksRedefined partnershipsOrganizations will form strategic alliances and partnerships to tackle new challenges and solve complex problemsInnovation clustersOrganizations will prioritize markets with the strongest innovation and talent characteristicsHybrid reality4|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Hybrid is now a non-negotiable element of the workplace ecosystemLearn from the experiences and experiments of the past and reconfigure spaces,implement tech solutions and align HR policies to embed a hybrid environment that is agile and effectiveAligning spaces,technology,and HR policies will be imperative to operationalizing hybridSource:JLL Future of Work Survey,202256%of corporates consider operationalizing hybrid work modelsto support agility and flexibility a top priority between now and 2025PolicyTechnologySpace60%of office workers want to work in a hybrid style53%of organizations plan to make remote working permanently available to all employees by 2025Source:JLL Future of Work Survey,202247%of corporates already have remote working technology in place,another 44%plan to implement it over the next 3 yearsSource:JLL Future of Work Survey,202258%of employees expect to be supportedwith financial assistancefor expenses linked to remote work60%of employees expect to be supported with remote-working technologies24%Office Home24%Office Home Third place10%Home Third place3%Office Third placeSource:JLL Workforce Preferences Barometer,2022Source:JLL Workforce Preferences Barometer,2022Source:JLL Workforce Preferences Barometer,2022Optimize with impact5|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Optimizing investments with a long-term people-first mindsetBalance the risk of losing key talent against short-term cost and portfolio efficienciesReallocate capital and prioritize investment to optimize costs,meet stakeholders expectations and attract and retain talent50%of office workers have left their job since the start of the pandemic,90%of them would consider moving jobs again in the next 12 monthsSource:JLL A new employee value proposition,202267%of CFOs recognize“Identifying cost optimization and productivity opportunities”as a high prioritySource:WNS Global CFO Survey,202275%of employers globally report difficulty finding the talentthey need in 2022 this is a 16-year-highSource:ManpowerGroup Employment Outlook Survey,2022CRE leaders are revisiting portfolio strategy in light of current market conditions,business objectives and workforce preferences40BF%Managing space demanddynamicallyIncrease the amount of flexspace in the portfolioWorkplace design to improveemployee engagement andwellbeingQ:Does your CRE function plan to accelerate investment in each of the following areas between now and 2025?Source:JLL Future of Work Survey,2022Dynamic operations6|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Transforming operations and driving resilience in an agile worldImplement digital technologies that drive operational efficiency and deliver return on investment Leverage advanced technologies to manage operations dynamically on a daily/weekly basis to drive efficiencies and adapt quickly to continuous changeCEOs believe advanced technologies can help increase competitivenessQ:What are the top ways you believe AI can help differentiate your organization and increase your competitiveness in the marketplace?(top 3)?Source:Fortune/Deloitte CEO Survey,Fall 202256%plan to implement technologies to enable predictive management and maintenance of building systems this year or next three yearsSource:JLL Future of Work Survey,202253%of corporates consider improving operational efficiency and portfolio resilience a top priority between now and 2025Source:JLL Future of Work Survey,202270%of CFOs recognize“implementing digital technologies to improve efficiency,effectiveness,and stakeholder experience”as their top prioritySource:WNS Global CFO Survey,202263SPH4celerate intelligent insightsImprove decision making and provideclarity on outcomesSpeed to executionReduce costsIncrease focus on customer/consumer,supplier,and employee experienceFuel innovationFortify trust with customers/consumers/suppliersPeriodic data collectionContinuous,real-time data collectionBackward-looking,retrospectiveA mix of past,present and future measures.Including forward-looking,anticipatory,predictive onesLearning too little,too lateResponsive,agile,adaptableSimplistic metricsMetrics harness varied data and advanced analyticsLargely financial measuresEncompasses a broad range of financial and non-financial measuresDisconnected from wider strategyAligned with strategic aims and objectivesMetrics viewed as efficiencies and numbers to hitMetrics used to drive transformation,enable change and track value creationMetrics based around stakeholders needsMetrics based on the needs of employees and other stakeholders as well as shareholdersConsistencies achieved with standardized metrics and clear data governance practiceData maturity7|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Improved and increased data capabilities,insights and analyticsData maturity will help generate sophisticated performance insights and enable dynamic decision-making56%already introduced or plan to introduce data science and statistical modelling by the end of this yearSource:JLL Future of Work Survey,202243%plan to accelerateinvestment in leveragingdata and analytics to enablereal-timedecision-makingSource:JLL Future of Work Survey,2022Only 13%are collecting data on an ongoing or real-time basis and leveraging advanced forms of analysisSource:JLL Future of Work Survey,2022Double down on data and technology investment and build maturity in reporting of real estate data and better facilitate decision makingHarness the power of data to enable decision-makingPeriodic data collectionBackward-looking,retrospectiveLearning too little,too lateSimplistic metricsLargely financial measuresDisconnected from wider strategyMetrics viewed as efficiencies and numbers to hitMetrics based around stakeholders needsInconsistencies in data availability,collection,analysis&integrity limit usabilityCurrent stateFuture stateSource:JLL Metrics that Matter,202238%of employees are stressed because of their workload and overwhelmed by a huge mental burdenSource:JLL A New Employee Value Proposition,2022Holistic wellbeing8|2023 Jones Lang LaSalle IP,Inc.All rights reserved.An all-encompassing approach that combines social,physical and mental wellbeingWellbeing will need to be inclusive,holistic,and personalized to enhance workforce resilience and performanceAddress wellbeing holistically to help improve workforce resilience,engagement and drive long-term business successSource:International Labour Organization,Transforming enterprises through diversity and inclusion,2022Source:Future Forum Pulse,202241lieve that improving the well-being of employees is a driver of D&I actionmore“likely”or“very likely”to look for a new job in the coming yearBurned out employees feel far less connected to their companies and report being3X 43%plan to accelerate investment in new or enhanced health and wellbeing amenitiesSource:JLL Future of Work Survey,202249%already implemented inclusive workplace design,another 33%plan to implement by 2026Source:JLL Responsible Real Estate:Social Value,2023PhysicalHolistic WellbeingSocialMentalCreate workplaces that enable collaboration,socialization and give people a sense of belonging.Organize work in a way that encourages employees to actively pursue personal resiliency and allows people to flourish.Create healthy spaces and empower workforce with opportunities for physical activity,nutrition and recovery.Connected communities9|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Multi-functional,live-work-play communitiesLocation decisions will gravitate towards places where people can socialize,shop,live,work and eatIncrease the attractiveness of your organization by considering locations that offer elements of high energy districts and flight to qualityChanging workforce and consumer preferences,sustainability pressures and the transformation of real estate by technology are forcing a reimagination of CBDs and the selective urbanization of suburbia.Top 10 considerations for location selection at a neighborhood levelCharacteristics of dynamic city districts3777789BDHI%A diverse communityAir quality within the neighborhoodA wide variety of local amenitiesLocal healthcare facilitiesGreen/EV transport infrastructureGood transport linksAffordability of the neighborhoodStrong connection to local communitySafety and security of the neighborhoodAvailability and quality of green spacesand natureConnectedGood densityHigh amenityVibrantMixed-useFlexible and adaptable spacesSustainable and resilientPublic realm investmentInnovative and collaborativeQ.In your opinion,which five of the following considerations would create higher social impact at a neighborhood level?Source:JLL Responsible Real Estate:Social Value,2023Climate resilience10|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Adapting and transforming towards a carbon neutral built environmentMaintaining momentum on actions will be critical to support net zero ambitions and future-proof businessesAccelerate initiatives to improve energy efficiency and reduce emissions whilst moving decisively toward climate change adaptationEnergy-related emissions from the operation of buildings in 2021 were 5%higher than 2020 levels and 2%more than the pre-pandemic peak in 2019.Operational energy demand in buildings for heating,cooling,lighting and equipment rose about 4%from 2020 levels.Source:Global Alliance for Buildings and Construction,202274%of CRE leaders say they would pay a premium for leasing a green buildingSource:JLL Future of Work Survey,2022Reduce operational energy useActions to address energy and emissions in the built environmentImprove green ratioEmbed circularityNearly 40%plan to accelerate investment in embedding circular design principles into fit-outs and refurbishmentsSource:JLL Future of Work Survey,2022By 2025,90%of CRE leaders will be on track to reduceoperational energy use(smart heating,smart lightning,smart building technology,utilization tracking)Source:JLL Decarbonizing the Built Environment,202184%already include lowering energy use/availability of renewables and offsets in their leasesor plan to include upon renewal80%already include electrification strategy in their leases or plan to include upon renewalSource:JLL Responsible Real Estate:Social Value,2023Partner with landlordsResponsible procurement11|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Sourcing products and services ethicallyBring positive and sustainable change by taking ethical and sustainable considerations when sourcing services,supplies,and/or worksSustainable sourcing requires action at three levels environmental,social,and governance79%Source:EY CEO Survey,2022of CEOs are adjusting,or are planning to adjust global operations or supply chains60%Source:UNGC Accenture CEO Study,2021of global emissions are generated by supply chainsPartner with procurement in your organization and adopt responsible practices to minimize risk and ensure business objectives flow down to the supply chainProcurement GovernanceEnsures vendors and procurement practices adhere to modern slavery,labor rights and equal opportunity employment.Social ProcurementStrategies that increase procurement from minority owned,women owned,disability and social enterprise,and local businesses.Environmental Procurement Delivers environmentally sustainable supply chain practices that reduce greenhouse gases and pollution,and increases recycling,waste reduction,efficiency and climate resilience.Source:JLL Responsible Sourcing Framework,2022Redefined partnerships12|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Expanding networks to address emerging complexitiesOrganizations will form strategic alliances and partnerships to tackle new challenges and solve complex problems79%of leading CRE functions anticipate more reliance on external partners.Future outsourcing priorities cover non-traditional services:Harness specialist skills and expertise from an ecosystem of partnerships to achieve your strategic objectives and reduce spend4-in-10organizations are looking to outsource more around health&wellbeingand sustainability43%predict that they will require more outsourcing support for renewable energy supply and sourcing over the next three years43%expect they will need more outsourcing support for CRE technology solutions over the next three yearsSource:JLL Future of Work Survey,2022CorporateOccupiers/End UsersCity Governments/Academia/Non-ProfitReal Estate Owners/Investors/Lenders“It takes an ecosystem of partnerships to finance and enable the transition to a low-carbon,sustainable,equitable world with government,lenders,insurers,investors,occupiers,non-profits and innovators all deciding to prioritize sustainability in decision-making.Source:JLL Decarbonizing Cities and Real Estate,2022Strong performance on both metrics but with a focus on innovation.Includes:Stockholm,Denverand Hong KongInnovation clustersHarnessing the global talent pool to accelerate innovationAlign your portfolio location strategy alongside your talent strategy when reallocating footprint to facilitate access to future talent pools Organizations will prioritize markets with the strongest innovation and talent characteristicsCity Clusters:Combining innovation and talent concentration data,cities with similar characteristics have been grouped into six clusters:50%of CEOs believe laborshortage will influence or disrupt their business strategy in the short-termWorld leaders on innovation and talent.Includes:Beijing,Paris and San FranciscoStrong performance on both metrics but with a focus on talent.Includes:Chicago,Barcelona andSingaporeStrength in innovation but with a lower talent concentration.Includes:Mumbai,Guangzhouand HyderabadStrength in talent but with lower levels of world-class innovation ecosystems.Includes:Brisbane,Hamburg and NashvilleLocally-focused cities with less developed or diversified innovation and talent.Includes:Leeds,Busan and Tampa1 in 5 organizations globally are having trouble finding skilled tech talentSource:JLL Innovation Geographies,2022Source:ManpowerGroup,Employee Outlook Survey Q4 2022Source:Fortune/Deloitte CEO Survey 202239%of CRE leaders are reallocating footprint to facilitate access to talent poolsSource:JLL Future of Work Survey,2022Thank youRicha WaliaDirector,Work Dynamics Research,EMEAHannah DwyerHead of Work Dynamics Research,EMEAAmber SchiadaHead of Work Dynamics and Industry Research,AJames TaylorHead of Work Dynamics Research,APACMarie PuybaraudGlobal Head of Work Dynamics RFlore PradereDirector,Global Work Dynamics RTo learn more about how we can support your workplace strategy,visit our website.About JLL ResearchJLLs research team delivers intelligence,analysis and insight through market leading reports and services that illuminate todays commercial real estate dynamics and identify tomorrows challenges and opportunities.Our more than 500 global research professionalstrack and analyze economic and property trends and forecast future conditions in over 60 countries,producing unrivalled local and global perspectives.Our research and expertise,fueled by real-time information and innovative thinkingaround the world,creates a competitive advantage for our clients and drives successful strategies and optimal real estate decisions.About JLLJLL(NYSE:JLL)is a leading professional services firm that specializes in real estate and investment management.JLL shapes the future of real estate for a better world by using the most advanced technology to create rewarding opportunities,amazing spaces and sustainable real estate solutions for our clients,our people and our communities.JLL is a Fortune 500 company with annual revenue of$19.4 billion,operations in over 80 countries and a global workforce of more than 102,000 as of September 30,2022.JLL is the brand name,and a registered trademark,of Jones Lang LaSalle Incorporated.For further information,visit.About JLL Work DynamicsJLL Work Dynamics partners with leadingorganizations across industry sectors,creating environments that achieve a more humancentric,resilient and responsible approach to shaping a better world of work.With more than 45,000 local and global specialists,the team enables clients to enhance the performance of their portfolios and people to realize their ambitions of a more sustainable built environment.Through technology enabled solutions,JLL Work Dynamics creates safe and inspiring spaces around the world for people to collaborate,innovate and drive meaningful change anywhere that work is performed.JLL Work Dynamics manages over 1.6 billion square feet of real estate and has averted more than 112,700 metric tons of CO2e by advising clients on renewable energy projects.For more information visit

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  • Grocer Vision:2023年消费者行为研究报告(英文版)(15页).pdf

    THE GROCER VISION REPORTTHE GROCER VISION REPORTPAID FOR BY AND WRITTEN IN PARTNERSHIP WITH This is what consumers want in 2023THE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023ContentsINTRODUCTIONGetting to grips with the ever-evolving consumer 4 Shopper behaviour has rarely been more volatile nor more unpredictable.But as a cost of living crisis escalates around the UK,neither has the need for consumer goods brands to understand what their customers want been more urgent.CHAPTER ONEMeet the shoppers 8 Yes,uncertainties remain.But there are some clear behavioural shifts underway that can help brands navigate challenges,and leverage opportunities too.CHAPTER TWODeconstructing value in a cost of living crisis 14 Consumers may be preoccupied with price,but that isnt the only product characteristic they care about when deciding what and what not to add to their shopping trolley.What matters instead is delivering value,be it through innovativeness,functionality or sustainability.CHAPTER THREEHarnessing shopper insights to drive brand loyalty 18 Gathering the right customer insights is only the first step for consumer goods companies.Next,theyll need to develop agile and reactive processes that allow them to turn these insights into strategic action.CONCLUSIONUnderstanding what consumers want is the key to surviving this cost-of-living crisis 24 It has arguably never been more challenging to get to grips with what your customers want.Not least as shoppers grapple with the unpredictability of an ongoing financial crisis.But those companies that do manage to achieve this level of insight are set to emerge from this current crisis in a far better shape than the competition.CONTRIBUTORSWords:Megan TatumDesign:Amber Stoddart2TheGrocerVision paid for by and written in partnership with5THE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023TheGrocerVision paid for by and written in partnership withIntroductionGetting to grips with the ever-evolving consumer For UK consumer packaged goods(CPG)the last few years have been nothing short of a rollercoaster.How can brands keep up?The industry has grappled with sweeping disruption to global supply chains,steep cost rises across commodities and logistics,the bureaucratic headache of Brexit and a deeply unstable geopolitical terrain.But perhaps their biggest challenge has been getting to grips with exactly what it is that their consumers really want against the backdrop of consistent uncertainty.Rarely has shopper behaviour been more volatile First off,a global pandemic pushed millions of locked down consumers online where they splashed out on reas-suringly familiar brand names,brushed up on their cooking skills and indulged in premium treats to make up for the lack of social lives outside the home.COVID-19 also brought with it a surging interest in wellbeing.There was a 500%spike in searches for immunity in food and drink following the onset of the virus,found Google Trends data,and by early 2021 an ONS survey revealed that more than 80%of UK adults had decided to carve out healthier lifestyles.Then came an end to restrictions from Spring 2021.A shuttered hospi-tality industry reopened to waiting queues,remote workers returned to offices in their droves and shoppers armed with accumulated savings pots sought out greater convenience and value once again,as they diverted dis-posable incomes toward long-awaited leisure activities.During June,consum-ers splashed out 37%extra on eating and drinking out compared to two years previous,according to data from Bar-claycard-and spent 15.4%more overall during the height of summer even com-pared to pre-pandemic.Now,an escalating cost of living cri-sis looks set to upend consumer behav-iour once again.By October 2022,the Deloitte Consumer Tracker revealed con-sumer confidence had fallen for a fifth consecutive quarter,reaching a record 67THE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023TheGrocerVision paid for by and written in partnership withTheGrocerVision paid for by and written in partnership withlow of-20%,as sharp increases in the cost of fuel,energy and food left many households forced to cut back.Nearly a third(30%)of consumers said they had begun to spend less,with home energy consumption(57%),fashion(40%)and entertainment(22%)the hardest hit.Food and drink is by no means immune either.A November survey commissioned by Ingredient Communi-cations,found that 29%of UK grocery shoppers had stopped buying a particu-lar brand or product because of increas-ing prices,half(47%)had purchased a product less often for the same rea-son and 54%had switched to a cheaper brand or private label alternative.In short,CPG brands can no longer take consumer loyalty for granted.In the coming year,theyll need to dig deep if theyre to prevent shoppers downtrading away from their brand,and demonstrate the value that makes their product worth paying for.To do that,theyll need to understand what is motivating consumer behaviour in the current economic climate.Thats no easy task,of course.It would take a time machine to predict with any certainty how consumer sentiment could evolve in the coming months,and how shoppers might respond to further finan-cial challenges in the supermarket.But“Brands can no longer take consumer loyalty for granted.In the coming year,theyll need to dig deep if theyre to prevent shoppers downtrading away from their brand,and demonstrate the value that makes their product worth paying for.”that doesnt mean there isnt huge ben-efit in understanding what behaviour is already beginning to emerge as a result of the cost of living crisis and what dif-ferent customer segments may develop as we move through 2023.By using these behavioural insights as a base-line,teams can regularly build on them,developing clear mechanisms via which to monitor what motivates their consum-ers from week to week,and from month to month.Its only by doing so that theyll have any chance of holding onto loyalty in the challenging year ahead.Thats why in the report,well explore:Expert analysis on how consumer behaviour could evolve in the coming months and changes that are already taking place in stores What value really looks like to shoppers in 2023 How to use these insights across areas such as promotions,merchandising and marketing and how others are already doing so The need to develop mechanisms that allow teams to keep their finger on the pulse going forward 9TheGrocerVision paid for by and written in partnership withTHE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023Chapter OneMeet the shoppersAn escalating cost of living crisis looks set to reshape consumer behaviour yet again.What key purchase trends look set to emerge?sectors boomed by 44%in b2b sales and 95%in b2c from 2020 to 2022,accord-ing to research by Salesforce.This has been far less pronounced in the con-sumer goods industry with a peak in online sales of just 16.1%in January 2021,according to data from NielsenIQ but still reflects a fundamental attitu-dinal shift across many consumers,who have developed a greater comfort and familiarity with digital channels.Not least as,even where final transactions take place in bricks and mortar stores,digital platforms are increasingly used as a source of inspiration and informa-tion.As a result,more than two thirds(69%)of 4,000 global companies polled by Salesforce reported investing in new digital channels in the course of the last two years.Then theres the impact of their new hybrid working patterns,a core legacy of the pandemic.Nearly a quarter(24%)of UK workers had adopted a hybrid sched-ule as of May 2022,according to the ONS,and 38%had carried out at least some of their work remotely in the last seven days.As a result,many residential con-venience stores have reported a steady uplift in sales as workers pop out to pick up top-up items during the working day,while the food-to-go category has been forced to reassess and reframe its offer.Both these overarching trends have shaped strategies in the last year.But Short of a crystal ball,the coming months hold very little certainty as regards consumer behav-iour.In fact,“with the pace of change were seeing in the world,I think any-one making big bold predictions about trend buckets anything more than four to six weeks beyond where we are now is asking for trouble,”says Ben Davies,founder of market insights platform Vypr.“Making consumer behaviour pre-dictions is hard enough in times of full economic stability,let alone when weve lurched from generational crisis to gen-erational crisis.”Then again,given the events of the last few years,that lack of certainty is practically the norm for CPG companies.Just as brands and retailers were forced to adapt and pivot to navigate through the tumult,so too have their consumers adjusted when,where,what and how they shop,evolving at a pace that can be challenging to keep up with.In the midst of the pandemic,44%of shoppers said theyd developed perma-nent changes to their routine shopping habits,according to research by O2 Busi-ness and Retail Economics many of which have now developed into major macrotrends shaping the consumer goods landscape.Take the migration to digital com-merce fuelled by the pandemic,during which digital order growth across all TheGrocerVision paid for by and written in partnership with10TheGrocerVision paid for by and written in partnership withTHE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023against the backdrop of an escalating cost of living crisis even these can start to look uncertain.By October 2022,for instance,online sales in grocery for instance had declined six percentage points from their pandemic peak to 10.9%as consum-ers opted to compare price at bricks and mortar stores,many opting to use cash rather than card as a way to budget and cut costs too.In short,theres a critical need to ask anew:what is it that consumers want as we move into 2023?There isnt one single answer to this question,of course.The cost of living crisis will impact consumer confidence and expenditure differently depending on their age,income and dependants.While a third of middle-income consum-ers anticipate being financially worse off in the next 12 months,that declines to only 15%of high-income consum-ers,according to EYs Future Consumer Index.In fact,61%of this income bracket say theyre excited about spending money on things that will improve their lifestyle.As a result,there are already some varied customer segments emerg-ing see box:The four shopper types set to shape 2023.But alongside these nuances in con-sumer outlook,there are some overarch-ing themes that brands need to factor in,many of which are only really starting to take shape now,despite months of finan-cial uncertainty.Though relative to each shoppers circumstances,there is undoubtedly a growing desire to save cash.“With the cost-of-living crisis in full force,in 2023 well see consumers increas-ingly embrace a no frills outlook with spend,”says Melissa Minkow,direc-tor of retail strategy at CI&T“Excessive spending has become a thing of the past and more consumers even those not so affected by the crisis are cutting costs UK consumers are spending more at supermarkets,but buying less.In October 2022,total grocery sales rose 4.4%,but volume sales declined by 6%.NIELSEN IQIn fact,annual food bills rose to 1,378 in 2022,an average increase of 26.50 per week.In Manchester,the weekly food shop is now thought to be 132 on average.KIRSTYSSeven stats that show how shoppers are responding to the cost of living crisis“Making consumer behaviour predictions is hard enough in times of full economic stability,let alone when weve lurched from generational crisis to generational crisis.”Ben Davies,Vypr That has turned price into their highest priority.Sixty-nine per cent of UK consumers say that rising prices are their top concern,compared to 58ross Europe on average.MCKINSEY&COMPANYThey arent afraid to shop around to get the deal theyre looking for.Almost a quarter of shoppers(23%)are seeking out the best deals rather than sticking with their usual brands and retailers.AMERICAN EXPRESSPromotions are looking far more tempting as a result.Half(47%)of people now say deals and promotions alone would prompt them to buy from or visit a food retailer.Once inside the store,shoppers are eschewing fresh produce in favour of frozen,as a way to spend less and make food last longer.Volume sales of fresh meat,fish and poultry fell by 8%in October 2022.NIELSEN IQTheyre also looking for affordable treats.Sales at Greggs had shot up by 15%in the three months to October 2022 as the bakery chain said people indulged in its affordable sausage rolls and iced buns GREGGS1213THE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023TheGrocerVision paid for by and written in partnership withTheGrocerVision paid for by and written in partnership withThe four shopper types set to shape 2023 Practical purchasers Between 18-34 years old on average,this group are also the most likely to spend their cash online.They prioritise convenience(88%)above all else,including sustainability,and would likely ditch a retailer that failed to offer super quick delivery options.For much the same reason theyre big fans of subscription models rather than repeat buys(54%)but equally value retailers,such as convenience stores,that facilitate last-minute buys(93%).Savvy spendersGetting a good deal is top of mind for this group,who are likely to prioritise bargains,discounts and sales over showing loyalty to any single retailer.This is driven by a blow to their disposable cash reserves,with 52%saying theyre currently buying less overall and 32%downtrading to more affordable brands.Cost(70%)is their top priority.Sustainable shoppersMade up of predominantly Gen Z consumers,this group continue to care about ethical and sustainable shopping despite navigating a cost of living crisis at the same time.Eighty-nine per cent say they believe they can make a difference by shopping in a more environmentally friendly way,which includes seeking out local retailers and brands(86%).That doesnt mean they arent careful about what they spend though.Nearly seven in ten say they are buying fewer but better quality items.Experience seekers At the opposite end of the spectrum to Practical Purchasers,this group are conservative by nature and prefer familiarity.That means 78%prefer to buy from a brand they know and 79%continue to make regular(at least weekly)trips to a bricks and mortar stores.As the name suggests,they prefer to splash the cash on experiences rather than products though.For CPGs that means this group are more likely to be saving up for occasional splurges on leisure and hospitality than premium products,though theyre also the group that like to pop an occasional treat item in their shopping basket too.where they can,opting for cheaper dis-count supermarkets and cancelling sub-scriptions.In reaction,well likely see retailers place more emphasis on basics ranges to attract consumers.”And as“consumer wallets are being squeezed”there are two major changes in consumer behaviour,says Adrian Smalley,consumer goods transforma-tion senior director at Salesforce.“Check-ing pricing online to determine how you shop and being selective in which brands are worth the premium-experimenting and switching is likely going to acceler-ate.a category.”The transparency of pricing online means many shoppers are migrating to the discount channel.In the three months to September,Aldi reported 1.5 million new customers had walked through its doors,with non-food spe-cialists such as B&M also seeing strong growth.For brands without a presence in this channel thats potentially problem-atic for loyalty,as consumers are more likely to try a substitute rather than go on another shopping mission.But the extent to which brands are exposed to this behaviour relates to the latter,with some big variations by cat-egory.Fresh produce,dry goods and household products are proving par-ticularly vulnerable to downtrading for instance,while alcohol and cosmetics are more likely to hold their own.There are already some strong indica-tors as to how this growing focus on price and affordability is likely to filter through into consumer behaviour by category and by channel as the crisis gains pace see box,Seven stats that show how shoppers are responding to the cost of living crisis but at the crux of it all is a new scrutiny on which brands represent the best value.This doesnt simply mean cutting prices.It requires CPG companies to demonstrate clear and unequivocal value next to their competitors on the super-market shelf even if they cost a few pence more.But what exactly does great value look like in the current climate?“Excessive spending has become a thing of the past and more consumers even those not so affected by the crisis are cutting costs”Melissa Minkow,CI&TTo reflect the varied ways in which consumers are responding to a cost of living crisis,American Express surveyed 2,000 UK adult shoppers.Here are the four shopper profiles that emerged15TheGrocerVision paid for by and written in partnership withTHE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023It comes as no surprise that,in the midst of an escalating cost of living crisis,the concept of value is gaining plenty of column inches.Chapter TwoDeconstructing value in a cost-of-living crisis More than three quarters of UK consumers now say they want products that offer value for money,according to a poll of more than 2,000 UK shoppers by American Express in October 2022.But what does the concept of value in the current climate actually mean?There is no doubt,of course,that price and affordability are a key constituent of value for many consumers as they grapple with significant inflation in their weekly shopping baskets.“Value and price are absolutely front and centre of all purchase decisions being made,no matter what the demo-graphic,segment or profile,”believes Davies.“Value means lots of different things to lots of different people,but the need for low price products has never been so high.Brands can still thrive by trading on their core DNA,but only if they place value and price first in the queue for consumers.”As explored in the chapter above,this focus on price is prompting many con-sumers to actively seek out brands and retailers offering price discounts or pro-motional deals.Theyre also far less loyal in this climate and will go so far as to switch stores if it means finding a low-er-priced option,a behavioural change that is likely to see private label alterna-tives experience the same surge in pop-ularity as during the 2008 recession see box:Lessons from the past:how con-sumers responded to the 2008 economic crash.But it would be mistaken to see main-taining or dropping prices as the only way to hang onto share of wallet,par-ticularly given the inflationary pressures that continue to push up costs along the consumer goods supply chain.Instead,companies need to provide value that goes beyond this one metric.“Whilst the obvious response to the cost-of-living crisis is to look at pric-ing and tighten organisational belts,we shouldnt be focusing on a race to the bottom,”agrees Joe Harrison,global head of brand experience and design at Reckitt.“Now more than ever we need to provide value and communicate our purpose,offer services and not just products.This is how we can continue to build brand loyalty.”This includes product quality,func-tionality and innovative formats that offer greater convenience.As consumers 1617TheGrocerVision paid for by and written in partnership withTheGrocerVision paid for by and written in partnership withTHE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023spend less on leisure activities outside the home for instance,brands could inspire new ways to socialise while stay-ing in with scratch cooking kits,cock-tail recipe bundles or restaurant-quality ready meals.This concept of value also extends to broader brand characteris-tics,such as sustainability,with many consumers still conscious of the environ-mental and ethical status of consumer goods despite the pressure on their household income.In fact,according to a recent ESG benchmark report by tech company Glow,consumers are switch-ing to brands with the strongest sustain-ability credentials at twice the rate of the average brand.“Downtrading on price is not uniform across all consumers or categories except for amongst the most financially inse-cure groups,”points out Glow CEO Tim Clover.“The majority of consumers will actively make choices about which cate-gories and products they look to save on and which they are unwilling to swap.In these circumstances consumers need a compelling reason why they shouldnt swap a brand for a cheaper alternative.Along with quality,sustainability con-cerns are likely to be a key factor con-sumers evaluate.”This has informed the strategy at Reckitt.The brand owner says it is cur-rently trialling paper-based packaging for its dishwashing brand Finish(a move that will eliminate the need for more than 2,000 tonnes of plastic annually)while its toilet cleaning brand Harpic partners with Water.org to provide improved sanitation for families.“Initi-atives like this show our commitment to a cleaner world and it means that cus-tomers can feel better about purchasing our products,knowing that the brand theyre spending their money on is striv-ing for innovative solutions,”adds Harrison.Premium products that provide a sense of affordable indulgence at home appear to be another component of value that appeals to shoppers,the so-called lipstick effect.“Yes,people are being cautious but theyre also not spending 50 on a meal in many cases so theyre happy to create their own special occa-sion at home,”says Simon Waterfall,managing director of soft drinks brand Soda Folk.“Were definitely getting more of a sense of the product being used dur-ing occasions as a more cost-effective treat whether in a cocktail or making a float for the kids.”Its this behavioural shift that led the brand to relaunch the full-sugar variant of its original Cream Soda SKU in November,having replaced it with a non-HFSS reformulation only five months previously.The decision was made as Waterfall says he noticed indulgence and taste trumping health for many of the brands consumers in the current climate.The reality is some consumers will be fixated on price as they struggle to make ends meet.For these consumers,value is singularly focused and can only be sat-isfied by deals,discounts or smaller for-mat packs.But for others,products that deliver affordability alongside quality,“Now more than ever we need to provide value and communicate our purpose,offer services and not just products.This is how we can continue to build brand loyalty.”Jos Harrison,Reckitt Lessons from the past:how consumers responded to the 2008 economic crashinnovativeness,sustainability and a sense of indulgence can also satisfy their evolving idea on what constitutes great value.The bottom line is that“to get a han-dle on changing consumer behaviours,brands need to make sure that their offering stands up to increased scru-tiny as to whether its worth buying or that its value for money,”says Andrew Walker,client knowledge director at Kantar Worldpanel UK.“Brands can achieve this by offering good pack sizes and price points,but the real differen-tiation will come from the other side of the value equation whether the availa-ble product or service will add value to a consumers life.”“Theres a clear opportunity for the fmcg industry to change the narrative in 2023 and beyond,”concludes Harrison.“It starts with viewing our customers as people rather than consumers people with whom we can build rewarding rela-tionships based on long-term mutual value.”There are clear differences between the circumstances that surrounded the 2008 economic crash versus the current cost of living crisis.But there is still plenty to be gained from understanding how consumers reacted the last time their household income took a blow and their notion of value shifted.Here are five of the biggest behavioural changes CPGs saw 14 years ago.Consumers ditched multibuy promo-tions for straightforward price drops.By 2014,Bogofs were worth less than a third of what they had been in 2010,according to Kantar Worldpanel.More expensive fresh produce was swapped out for cheaper cuts.Volumes of fresh beef and lamb fell by 6.3%and 9.9tween 2011 and 2014,according to Kantar,while pork fell by just 4%and chicken rose by 3%.Areas of sustainability that also helped consumers cut costs,such as reducing food waste,saw big growth however.The proportion of food purchases thrown away declined from 22.2%to 18.5tween 2007 and 2012.Elements of sustainability that overlapped with cost cutting saw big growth however.Such as waste.The proportion of household food purchases thrown away declined from 22.2%to 18.5tween 2007 and 2012.Premium tiers outperformed value in some cases,as consumers reached for small treats in their supermarket shop.Value sales of premium tier own-label lines at the big four had risen by a third between 2008 and 2014.19TheGrocerVision paid for by and written in partnership withTHE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023to happen the only thing you can do is stay close to your retail partners and to share insights on changes to consumers behaviour and react as quickly as possi-ble,”he says.To do this requires a firm grasp of the critical role of data within a consumer goods organisation.Without compre-hensive insights on evolving shopper preferences,interests and priorities brands can do little more than guess at what their consumers want.But against a backdrop of privacy concerns,the way in which this data is made available to brands is changing.Already the likes of Apple have blocked many third-party cookies using their Intelligence Tracking Prevention(ITP)feature while Google is set to phase them out by late 2023.For years,cookies have provided an inval-uable tool with which to build customer segments and target messages and their decline poses a major challenge to con-sumer goods.“It creates a clear imperative for indi-vidual brand owners to create reliable sources of first-party consumer data instead,”says Smalley.“These may be insights built off a direct-to-consumer platform,leveraging the power of a strong brand community to gather feed-back on social media or crafting loyalty schemes that require the exchange of Chapter ThreeHarnessing shopper insights to drive brand loyaltyGetting to grips with consumer behaviour is only half the battle.The next critical step is turning insights into action.“In an environment where you have no idea whats going to happen the only thing you can do is stay close to your retail partners and to share insights on changes to consumers behaviour and react as quickly as possible”Adrian Smalley,Salesforce It isnt enough for brands to sim-ply understand what their shop-pers want and need.Instead,it is those brands that leverage these behav-ioural insights to adapt and respond via marketing,promotions or even product development that will see the tangible benefits on their ability to navigate the current crisis.The reality is that not all CPG compa-nies get this,points out Saikat Bagchi,CPG and retail analytics expert at The Smart Cube.“There is an entire spec-trum to this maturity,”he says.“At one end,less mature organisations are in the process of bringing together informa-tion sitting in silos.In the middle,there are many who are leveraging informa-tion in a reactive manner to act on the four Ps of marketing:product,price,place,and promotion.At the mature end of the spectrum,some organisations are adopting a proactive approach to using this information,such as implementing a create to value approach and design of experiments.”But wherever they currently rank on this maturity scale,the cost of living crisis should propel brands to progress higher.At the crux of this will be agility,points out Smalley“In an environment where you have no idea whats going 21TheGrocerVision paid for by and written in partnership withTheGrocerVision paid for by and written in partnership withdata but create reciprocal value for both consumer and brand.”Whatever form it takes its a process that needs to be owned internally too,to ensure speed and flexibility.“The days of briefing an agency and waiting weeks for the report are long gone,says Davies.“A constant dialogue with consumers needs to be opened up,so that hypoth-eses and assumptions can be validated or debunked.The only way to do this in a cost-effective manner is through tech-nology,so that the consumer voice can quickly be disseminated throughout organisations so they can optimise their decision-making in real time.”“Making decisions on market data that is even three months old may be dangerously misleading;the behaviours that a consumer displays today may be uprooted by changes in the macro eco-nomic environment within weeks,both for the positive and negative.Its crucial for brands to remain in constant dia-logue with consumers through this time as they navigate through this crisis.”And,of course,use this dialogue to act upon the insights it provides.Those most able to do so will be those with teams and systems that are set up for rapid responses and adjustments.For example,“those that invested in their digital capabilities a few years ago are probably going to be in the best place to respond as things change and evolve,”adds Smalley.For those stuck on spread-sheet driven annual planning cycles meanwhile,will struggle to adapt in the current volatile,high inflationary world.Its going to be an incredibly challenging period.THE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023Where and how consumers shop has never been more fragmented.Yes,many have returned to bricks and mortar stores for their weekly grocery shop since an end to COVID-19 restrictions,but they now increasingly split their spend across the multiples,discounters and convenience stores in search of the right deal.Digital platforms too continue to play a significantly enhanced role in their purchase journey,even where final transactions take place in a physical store.Consumers now use social media for recipe and product inspiration,budget their shopping baskets using comparison sites and download personalised discounts on retail loyalty apps.That means it isnt enough to know who consumers are,brands increasingly need to understand where to find them and tailor their messages carefully according to the channel.Thats getting harder to achieve though.Just as channels have become more fragmented so too are teams grappling with declining marketing budgets.Spending on marketing for consumer goods decreased slightly from 8.3%in 2021 to 8.0%in 2022,according to Gartner,making it ever more challenging to craft strategies that hit every digital and physical touchpoint.In short,brands need to be doing more with less.All which amplifies the need for brands to boost the efficacy of their media spend.Currently,around 60%of cash spent on digital advertising is wasted,according to a report by AlixPartners,and fails to deliver a positive ROI.So,here are three ways brands can use data and insights to cut waste and reach consumers in the right places.Dont spread resources too thin.Identify three to four channels with which others in the category have a strong track record on ROI and focus your efforts there.Create channel-specific data silos to understand how consumers are making use of a particular platform and which message would therefore resonate Use digital ad spend to build brand equity as well as drive sales.In other words,create a full-funnel strategy tailored to different digital touchpoints“Making decisions on market data that is even three months old may be dangerously misleading”Ben Davies,Vypr Getting to grips with the new multichannel mix2223THE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023TheGrocerVision paid for by and written in partnership withTheGrocerVision paid for by and written in partnership withShould shrinkflation ever be a part of consumer goods strategy?First coined all the way back in the 1980s,the term shrinkflation has worked its way into mainstream rhetoric in recent years thanks to some high profile examples and equally high profile backlash.From tins of Quality Streets getting quietly smaller each Christmas,to incrementally larger gaps between Toblerone triangles and shrinking cans of Coca-Cola,theres an extensive list of consumer goods brands that have reduced pack sizes to maintain prices.But given that it often leaves consumers feeling cheated,should shrinkflation play a role in the current cost of living crisis?The data suggests its already happening.According to a 2022 study by IGD,80%of UK shoppers have noticed shrinkflation happening in retail in the last 12 months,with this awareness varying by category.Fifty-nine per cent of consumers have noticed items getting smaller in the last year,for instance,while for chilled products,such as ready meals and prepared meats,this drops to just over a quarter.Fresh meat and fish sits lower at 19%and dairy at 17%.Those CPGs that pursue this strategy should do so with caution though.Where introduced without clear transparent communication on the decision to reduce pack size(and the reasons for doing so)brands risk being labelled dishonest or even deceptive.Its also important to consider how the brands particular target audience might react.For example,the same study found that a sizeable chunk of consumers would prefer to pay more for a product than see packs shrink but this varied significantly by income levels.Forty-seven per cent of the most affluent consumers(AB income bracket)would prefer to pay more,compared to 28%among the lowest earning consumers(DE income bracket).There are organisations,of all types and sizes,that have already demon-strated the impact of rapidly responding to consumer preferences.In March 2022,Asda unveiled its plans for a new Just Essentials own label tier in stores,for example,just as shoppers began to grav-itate toward private label products.The UK grocer reportedly gave its suppliers just four weeks to support the 300-strong range,with many questioning the via-bility of such a rapid rollout.But two months later,at the end of May,the first products hit stores.As of November 2022,Asda became the fastest growing super-market in Britain,with an increase of 7%in shopper visits to stores,according to Nielsen IQ.In August,Leeds-based sausage brand Heck leveraged similar insights to launch a new,standalone value tier brand called the Yorkshire Sausage Co lowering the meat content to 42%in its pork sausages to support a price point of just 2 for a 410g pack,33%cheaper than its more premium line-up.And after insights showed its brand portfolio was losing consumers to own label alternatives,Unilever also announced its decision to boost spend on advertising and marketing by 200m in order to maintain market share in an inflationary environment,and reas-sert the value and purpose of its brands.Though the multinational brand owner expects to see its market share drop as a result of its stance on price,it maintains that this focus on brand equity will see its portfolio sustain and even gain share in the long term.In a call with investors in October,CEO Alan Jope said 80%of its brands were either holding or gaining brand power as a result of its approach.As well as major campaign or product launches though,there also is huge value in carefully utilising shopper insights to identify those consumers most at risk of abandoning the brand and developing hyper-targeted communications focused on this group,suggests Smalley.“It cant just be above-the-line brand building.If youve got an extra pot of money then you need to identify those consumers at risk and make sure youre hyper-focused on targeting those through social and media channels where youve got the capacity for precision targeting.”Make use of the tools that are increas-ingly available to turn data and insight into action,agrees James Cuthbertson,CRO of Relative Insight,which recently carried out an 18-month study using social listening metrics to create a pic-ture of changing shopper behaviours.“Intelligence gathering matters more than ever,”he says.“Headline stats or numbers only tell us the what,rather than the why.Yet still,many do not leverage unstructured text data.Fortu-nately,today technology renders this possible,in near real time and without manual intervention,making it p ossible to uncover a treasure trove of insights which go beyond more rudimentary personas or consumer segmentations.”25TheGrocerVision paid for by and written in partnership withTHE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023ConclusionUnderstanding what consumers want is the key to surviving this cost-of-living crisis It might not be easy.But itll be those consumer goods companies that get to grips with what consumers want that will survive this crisis.Its undeniable that getting to grips with what motivates consumer behaviour has always been a crit-ical part of success in consumer goods.Understanding how shoppers make choices,what theyll pay extra for and what are their red lines:its all integral to building brands to which theyll remain loyal.But never has it been more valua-ble nor more challenging than in the last few years.From the global pandemic to the ongo-ing conflict in Ukraine and the constant threat of climate change,the cost of liv-ing crisis is the latest in a string of major disruptions to have unsettled typical con-sumer behaviours and shifted priorities.For consumer goods brands this con-stant rollercoaster ride of shopper behav-iour can feel incredibly challenging to grapple with.Not least given the dual challenges they face with rising costs and ongoing disruptions in their own supply chains.But challenging as it may be,staying on top of how consumers are responding to this latest crisis should be a non-negotiable.It is those CPG companies that con-nect the dots across the organisation and dig deep into data and insights to build up a picture of how this behaviour might evolve in the coming 12 months that stand the best chance of emerging from this latest crisis with their market share intact.This isnt simply about relying on shopper personas that ring true now either.As explored in this report,there are a number of emerging trends that brands should pay attention to,from the risk of downtrading,to the variations in consumer confidence by demographic and the well-documented lipstick effect,by which shoppers seek out small affordable indulgences,create new at home consumption habits in the midst of financial difficulties.This report has broken down the changing concept of value too.The way“From the pandemic to the conflict in Ukraine and the threat of climate change,the cost of living crisis is the latest in a string of major disruptions”By Adrian Smalley,Customer Transformation Senior Director,Consumer Goods at Salesforce.26TheGrocerVision paid for by and written in partnership withTHE GROCER VISION:THIS IS WHAT CONSUMERS WANT IN 2023“If the last few years have taught the industry anything,it is to prepare for the unexpected”Adrian Smalley,SalesforceHow Salesforce can helpAt Salesforce,our expertise can help consumer goods brands get on top of behavioural changes and react fast-even in the most volatile climate.We can help you give consumers exactly what they want to deliver success now,by:Creating strategies that increase productivity&efficiency whilst engaging with customers on their terms Reducing customer acquisition costs to make the most of every marketing pound Driving more business value using the data and resources you already haveTo find out how were helping brands like yours achieve a 32%increase in Marketing ROI,get in touch here.Our experts are ready and waiting to talk you through exactly what we can do for your business.in which price is only one lever that brands can pull in order to create com-pelling product propositions,with pack size,premium positioning and environ-mental impact still holding sway with different segments and generations of consumers.These topline insights should abso-lutely feed into strategies as we head into 2023 but brand teams should regard them as a starting point,a baseline for an ongoing pulse check month by month,or even week by week.This will mean not only gathering data from vari-ous sources,but sharing with teams reg-ularly to analyse and take action,be it to tweak promotions or pricing,NPD or shopper marketing campaigns in order to reflect the current zeitgeist.Its true that many brand owners arent set up for this.On the one hand,they often lack the capabilities for pre-cision marketing and the mechanisms via which to gather first-party data,both of which are required to build the right segments and target the right consum-ers with the right messages.Plus,they lack agility.They rely on agencies to do this work on their behalf,slowing down decision processes and,added to this,they continue to use annual planning that leaves little scope for even quarterly adjustments.But as the industry navi-gates this latest crisis that will need to change.If it doesnt already exist,agil-ity will need to be reverse engineered into each process,with cross func-tional teams collaborating to drive faster approvals leveraging software to make data-driven decisions significantly faster.Nobody has a crystal ball for exactly how the cost of living crisis will impact consumer behaviour in 2023.If the last few years have taught the industry any-thing,it is to prepare for the unexpected after all.Thats why embedding insights and data-driven actions must be at the core of operational decision making over the next 12 months,with brands set up to respond to evolving consumer prefer-ences,whatever that may look like a year from now.

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    AfCFTA:A New Era for Global Business and Investment in AfricaI N S I G H T R E P O R TJ A N U A R Y 2 0 2 3ContentsImages:Getty Images 2023 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.ForewordPrefaceExecutive summary1 Introduction2 Key sectors2.1 Automotive industry2.2 Agriculture and agro-processing2.3 Pharmaceuticals2.4 Transport and logistics3 Tools3.1 The AfCFTA Guided Trade Initiative3.2 The PanAfrican Payment and Settlement System(PAPSS)3.3 The AfCFTA Adjustment Facility Fund3.4 The AfCFTA Private-Sector Engagement Strategy3.5 The Rules of Origin Manual and E-Tariff Book4 Strategies for success5 ConclusionContributorsEndnotes34578911141719212122232324323335AfCFTA:A New Era for Global Business and Investment in Africa2ForewordOfficially launched in 2021,the African Continental Free Trade Area(AfCFTA)creates a single market projected to grow to 1.7 billion people and$6.7 trillion in consumer and business spending by 2030.1 The preferential trade agreement will increase international exports and intra-African trade,unlocking tremendous opportunities for local and global businesses to enter into and expand throughout new markets across the continent.Four sectors automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics were identified by the AfCFTA as important areas of business due to their potential for meeting local demand with local production.To better understand the business opportunities,operational tools and possible strategies for success in using the AfCFTA,this insight report offers both a systematic analysis of the important trends and opportunities and an investigation into some illustrative examples of success in each sector.It builds on macro trends in the region as well as insights from Landry Signs book Unlocking Africas Business Potential,2 the AfCFTA Secretariat,the World Economic Forum and case studies from companies currently operating in Africa to explore how the private sector can seize the opportunities of the AfCFTA for the mutual benefit of businesses and African economies.Macro trends in the four key sectors and across Africas growth potential as a whole reveal tremendous opportunities for business expansion as population,income and connectivity are on the rise.The AfCFTA will unlock these opportunities,but not without disruption and change in business and production dynamics,especially due to increased intra-African trade.Companies can better anticipate and mitigate these disruptions through the various initiatives and tools provided by the World Economic Forum and the AfCFTA.The Forums initiatives will help to ease physical,capital and digital flows in Africa through stakeholder collaboration,private-public collaboration and information-sharing due to the organizations wide range of partners and experience.Similarly,the AfCFTA and other tools will help with specific issues and opportunities for trade under the AfCFTA,including clarification on rules of origin and payment simplification through an innovative platform.Lastly,feedback from companies already finding success in navigating African markets will reveal their strategies for success,including:the importance of employing local partnerships;making the most of trust and close relationships with communities;using AfCFTA accelerators such as infrastructure,banking and logistics;and drawing on synergies across multiple projects and goals.Combined,these resources and strategies will help guide new investors to the important considerations and enablers when taking part in critical markets across the continent.The benefits to African countries and to business success under the free trade area arise from the private sector understanding,recognizing and acting on the initiatives value.This report is important for global businesses that are serious about doing business in Africa because it lays out the value of the unique opportunities available and examines how to capitalize on them as economies evolve with and transition to a more integrated regional market.The AfCFTA will provide important opportunities for Africa,increasing international exports and intra-African trade.Wamkele Mene Secretary-General,African Continental Free Trade Area SecretariatBrge Brende President,World Economic ForumAfCFTA:A New Era for Global Business and Investment in AfricaJanuary 2023AfCFTA:A New Era for Global Business and Investment in Africa3PrefaceBy 2050,the continent will be home to 2.5 billion people,with its combined business and consumer spending reaching$16.12 trillion.3 The African Continental Free Trade Area(AfCFTA),which was signed in 2018,ratified in 2019 and officially launched in 2021,creates a single market in Africa,offering tremendous opportunity for unlocking business potential across Africa and the world.Taking into account the additional benefits from increased foreign direct investment(FDI)expected from the AfCFTA,the World Bank projects that the AfCFTA could lift 50 million people out of poverty,raise overall incomes by 8%,increase intra-African exports by up to 109%and increase international exports by 32%by 2035.4 These projections reveal an unprecedented opportunity for local and global businesses to invest in African countries and play a vital role in the development of crucial local and regional value chains on the continent.Historically,Africas FDI,as well as its regional and global value chain participation,have been consistently low compared to the rest of the world,hampered by barriers to trade and competitiveness.The AfCFTA aims to remove many of these barriers and unlock opportunities for Africa to join regional and global value chains and integrate with international businesses.The promising gains from an integrated African market should be a signal to investors around the world that the continent is ripe for business creation,integration and expansion.Moreover,investment in Africa under the AfCFTA is undoubtedly a path towards sustainable,equitable and inclusive prosperity,and represents an unprecedented opportunity for companies to have a lasting impact on the flourishing of the continent with the youngest average population in the world.Increased investment and the strengthening of value chains due to the AfCFTAs promise of greater economic integration will bring much-needed jobs and increase wages for all,especially women.By 2035,wages for men are projected to increase by 8.5%,while wages for women should increase by 11.2%on average.5 Furthermore,in conjunction with the Fourth Industrial Revolution,the AfCFTA will enable Africa to both“leapfrog”certain industrial stages in which it has sometimes lagged and spur the job creation so essential to its young workforce.6 As the AfCFTA facilitates trade and thus accelerates industrialization,virtuous cycles will begin to emerge across the continent:increased manufacturing leading to high-skill jobs creation,bringing better educational training and educational opportunities,and finally the development and retention of local talent,leading to thriving local businesses that can partner with global leaders to the mutual benefit of African and international companies alike.It is this promise the promise of a symbiotic relationship between international business and the people of the continent that is at the root of the commitment to this project and report.The report aims to provide a pathway for global businesses and investors to understand the biggest trends,opportunities and strategies to successfully invest and achieve high returns in Africa,developing local,subregional and continental value chains and accelerating industrialization,all of which go hand in hand with the success of the AfCFTA.To do so,it uses the work of Landry Sign(including his book Unlocking Africas Business Potential7 and his forthcoming work Africas Fourth Industrial Revolution)and that of the AfCFTA Secretariat,and cites illustrative cases from numerous multinational corporations and institutions.Global businesses and investors are encouraged to invest in the four priority sectors explored here(automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics),capitalizing on the various tools and strategies provided in this report.The examples set by the institutions and companies highlighted here are inspiring,having grasped so successfully what it means to invest in Africa,in every sense of the word.The insights provided will be of use in imagining and building Africas future in the era of the AfCFTA.Landry Sign Executive Director and Professor,Thunderbird School of Global Management,Washington,DC;Co-Chair,World Economic Forum Regional Action Group for AfricaChido Munyati Head of Regional Agenda,Africa;Global Leadership Fellow,World Economic ForumAfrica is experiencing swift growth of a young labour force,rapid urbanization,increasing technology adoption and an expanding middle class.AfCFTA:A New Era for Global Business and Investment in Africa4Executive summaryThe adoption of the African Continental Free Trade Area(AfCFTA)will accelerate intra-African trade and develop regional and local value chains,creating new business dynamics that offer investors access to a population of 1.7 billion people with combined business and consumer spending reaching$6.7 billion by 2030.8 To better understand the opportunities available,four high-potential sectors were initially selected by the AfCFTA to analyse in its Private-Sector Engagement Strategy as sectors representing opportunities for companies looking to invest in Africa:automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics.These four sectors are expected to see rapid acceleration in production and trade volumes under the AfCFTA,given that they have a high potential to meet local demand with local production.The automotive industry in Africa is expected to grow to more than$42 billion by 2027 due to increasing domestic demand,rising incomes and high projections for intra-African trade.9 Agriculture offers opportunities for economic growth,job creation,poverty reduction and food security,with the potential for even more value added with agro-processing.Intra-African trade in agriculture is expected to increase by 574%by 2030 if tariffs are eliminated under the AfCFTA.10 Pharmaceuticals was selected as a vital value chain given its potential for more value added as a complex product,given the feasibility of overcoming traditional barriers under the AfCFTA.The AfCFTA will help increase intra-African trade in pharmaceuticals,which is currently extremely low(only 3%of demand is met by intra-African trade),leading to more resilient health supply chains.11 Transport and logistics will be a crucial area for investment as an enabler of trade in goods as intra-African trade increases.The AfCFTA is projected to increase intra-African trade demand by 28%,with demand for almost 2 million trucks,100,000 rail wagons,250 aircraft and more than 100 vessels by 2030.12 While the AfCFTA offers business opportunities in each of these four sectors,companies will need to understand how the changing environments under the trade agreement will affect their strategies for success in the region.Public-private initiatives,operational tools and illustrative case studies offer insight into the type of support that exists for companies to build effective strategies for the way forward under the AfCFTA.The World Economic Forum is actively working towards implementing trade and investment tools that are aligned with the negotiation process of the AfCFTA by identifying areas where public-private collaboration can help reduce barriers and facilitate investment from international firms.Public-private collaboration can help remove obstacles in the supply chain,improve cross-border payments and access to trade finance,reduce the costs and delays of moving goods across borders,help to mainstream environmental sustainability,and tackle barriers to investment entry and expansion.To do so,the Forum is helping to drive these goals across five key pillars to ease physical,capital and digital flows in Africa and grow inclusive and sustainable development.The AfCFTA will create the worlds largest free trade area,bringing transformative change and tremendous economic and business opportunities.AfCFTA:A New Era for Global Business and Investment in Africa5 Pillar 1 is the effort to facilitate trade in goods.The World Economic Forum is supporting public-private collaboration centred on implementing trade-facilitating provisions through projects already under way.Pillar 2 is the effort to facilitate services and investment.The Forum is working to address fragmented investment regulatory frameworks through on-the-ground projects.Pillar 3 is the effort to facilitate digital trade.As negotiations over the Protocol on Digital Trade advance,efforts are being developed to accelerate e-commerce preparedness for small businesses in Africa.Pillar 4 is the effort to facilitate inclusive trade.The Forum has launched the Inclusive Trade Initiative to improve the societal outcomes of trade through its Trade and Labour Programme as well as the Trade and Indigenous Peoples Programme,which uncovers good practices that can be shared with AfCFTA negotiators and businesses.Pillar 5 is the effort to facilitate environmentally sustainable trade.The Forum is working to mainstream environmental sustainability in trade policy,which will be necessary to keep pace with the sustainability preferences of important trade partners,such as emissions reductions and material circularity.To achieve its goals of reducing barriers and facilitating flows in Africa across all five pillars,the Forum acts as a convener to deliver impactful outcomes achieved through two working methods:1)driving collective action;2)experience-sharing and peer learning.Through its findings,the Forums initiatives can provide businesses with knowledge on best practices for facilitating and improving trade and investment,enabling businesses to have a more data-driven and experience-driven approach for making use of AfCFTA.Furthermore,the Forum is driving collective action by facilitating public-private cooperation around pillars of mutual interest between business and governments.In addition to the Forums efforts,five operational tools have been created to help companies adjust to new dynamics under the trade agreement.1.The AfCFTA Guided Trade Initiative has facilitated the start of actual trade under the trade preferences in eight countries for 96 products.2.The Pan-African Payment and Settlement System is a transformative tool that enables users to make near-instant payments in their local currency without needing to convert to a foreign currency or use a third-party institution.3.The AfCFTA Adjustment Facility Fund is a combination of a base fund,general fund and credit fund that assists governments and the private sector in addressing short-term disruptions through financing,technical assistance and grants and compensation funding.4.The AfCFTA Private-Sector Engagement Strategy is a tool that helps companies to better understand the overall continental strategy as well as the specific initiatives and policy recommendations in emerging sectors that the AfCFTA is prioritizing.5.The Rules of Origin Manual and E-Tariff Book sets out guidelines for the rules and procedures determining the origin status of goods.This will help companies clarify and keep track of the changes in trade at the international and regional levels.Beyond operational tools,illustrative examples from successful companies show how successful strategies have been developed and implemented up to now,and how companies are planning to seize opportunities from the trade agreement in the future.On-the-ground experience from companies including Agility,the Africa Finance Corporation(AFC),Coca-Cola,DP World,Menzies Aviation,Novartis,the Office Chrifien des Phosphates(OCP),the United Bank for Africa(UBA),Volkswagen and Yara has revealed three main strategies that have led to success in Africa so far and also promise future success.The first strategy is to use local partnerships with governments,local institutions,universities etc.The second strategy is to use important trade accelerators such as investing in local infrastructure and logistics.The third and final strategy is using synergies for multiple projects through integrated environments.This report presents data on important high-potential sectors,supporting initiatives from the Forum,operational tools for the AfCFTA and practical examples and advice from global companies.The information will enable local and global businesses looking to invest in Africa to be ready for and take advantage of the transformative change under integrated markets so that they can achieve business success while helping to usher in a new era of economic development.The global private sector must be prepared for the coming changes in trade dynamics on the continent in order to seize the opportunities that the AfCFTA brings to business in Africa.AfCFTA:A New Era for Global Business and Investment in Africa6Introduction1Signed in 2018,ratified in 2019 and officially launched in 2021,the AfCFTA creates a single market in Africa.The African Continental Free Trade Area(AfCFTA)offers tremendous opportunity for unlocking business potential across the continent and the world.Historically,Africas FDI as well as its regional and global value-chain participation have been consistently low,hampered by barriers to trade and competitiveness.The AfCFTA removes many of these barriers and unlocks opportunities for Africa to join regional and global value chains and integrate with international businesses.Specifically,the AfCFTA Private-Sector Engagement Strategy,through multistakeholder consultations,has identified four key sectors that have high potential for local and global business:automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics.All of these sectors add value in different ways,including through job creation,inclusivity,contribution to GDP and potential for local value addition.This report first presents the unique trends,players and opportunities for local and global businesses in these four sectors in the era of AfCFTA.Second,it discusses various operational tools the private sector can use to capitalize on these opportunities,with a specific focus on facilitations by the AfCFTA Secretariat,World Economic Forum and strategic tools.Finally,the report shares the experiences and strategies of various successful companies(including AFC,Agility Logistics,Coca-Cola,DP World,Menzies Aviation,Novartis,OCP,UBA,Volkswagen and Yara)to better understand the impact of the AfCFTA and how it can be a driver for business growth across the continent.AfCFTA:A New Era for Global Business and Investment in Africa7Key sectors2The four sectors identified as high-potential are:automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics.AfCFTA:A New Era for Global Business and Investment in Africa8The four sectors identified in the AfCFTA Private-Sector Engagement Strategy as having high potential for investment(automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics)have been selected as opportunities to focus on here on the basis of their potential to meet African demand through local production as well as their potential value as exports to the rest of the world.Together,these four sectors represent$130 billion in goods and services imports.13The automotive industry was identified as a key sector by the AfCFTA Private-Sector Engagement Strategy because of characteristics that will accelerate intra-African trade:high product complexity and high potential for meeting local demand.The AfCFTA will help amplify these strengths,providing opportunities for domestic and global businesses alike to invest in the automotive sector.Key trendsIn 2021,the automotive industry in Africa was valued at$30.44 billion and is predicted to grow to$42.06 billion by 2027 an almost 40%increase in value.14 Across the continent,there is an average annual demand for 2.4 million motor cars and 300,000 commercial vehicles.Currently this domestic demand rising due to the continent-wide increase in disposable income,strong growth of the middle class and rapid urbanization is met mainly by imports of used vehicles.However,domestic production has been growing in the past few years at a rate of 7%per year on average.At present,domestic production across Algeria,Egypt,Morocco and South Africa exports about 56%of its production outside Africa.With domestic production already growing,there is a strong opportunity to apply domestic production to local demand.Today,Morocco and South Africa are leading the way as major players in the automotive sector,making up 80%of African exports,with Algeria experiencing rapid growth.The AfCFTA will likely increase the competition and interest in North Africa as a nearshoring destination for European countries and as a manufacturing hub for local demand.15 Automotive industry2.1AfCFTA:A New Era for Global Business and Investment in Africa9Key opportunitiesThe AfCFTA unlocks several opportunities for African and global businesses in the automotive industry to seize.These include 1)the enhancement of a more competitive market for local assembly and sourcing;2)political will from the local public and private sectors;and 3)market opportunities for electric vehicles and motor vehicles.The unified market under the AfCFTA enhances the competitiveness of local assembly and local sourcing partnerships.This means opportunities for local and global businesses to enter or expand their operations in the automotive industry in Africa.16 The common market is a much more attractive dynamic for investors than 54 smaller economies,especially in a sector that requires economies of scale.17 It will allow companies to plant assembly locations in one country while being able to both target a greater consumer base across the region and take advantage of reduced tariffs on local inputs(for example,aluminium in Mozambique,rubber in Cte dIvoire).As companies relocate production steps and supply chains in African countries,these countries will be able to avoid losing out on revenue from value addition as they do when raw materials are exported.18 Currently,many regional economic communities apply a 2535%value-added threshold for locally originated products.19 The AfCFTAs rules of origin will help to set common thresholds for value-added levels.If these common thresholds are progressively harmonized across regional communities,these more general and co-equal rules will help stimulate trade.20 There is significant political will among numerous African governments and private-sector players to develop automotive regional value chains because of the sectors historic contribution to knowledge-intensive industrialization,and leadership is actively working towards improving the investment environment for the automotive sector specifically.For example,the African Export-Import Bank(Afreximbank)and the African Association of Automotive Manufacturers(AAAM)are working together to support the industry by helping to harmonize automotive standards,developing a focused training programme for the public and private sectors,and providing financing to industry players across the value chain.21 In addition,Afreximbank has committed$1 billion to supporting the industry through direct financing and partnerships.22 Current and future demand is pointing to opportunities for new markets in electric vehicles and motor vehicles.Africa could be an important region for local and global companies to promote sustainable mobility and harness renewable energy.Electric vehicles make up less than 1%of sales in South Africa,but demand is growing across the continent as some of Africas main trading partners have banned internal combustion engine vehicle sales as early as 2035.23 Already,there are pilot projects for sustainable vehicles in Rwanda,Egypt and South Africa,and e-mobility start-ups have emerged across the continent.24 Africa has a great wealth of the natural resources that are vital raw materials for vehicles that run on new types of energy,25 and several countries have their own procurement markets for materials such as copper,platinum,cobalt,bauxite and lithium.There is also a huge market for motorcycles in Africa(especially in West,East and North Africa),with the potential for more domestically produced inputs and domestic production.There is opportunity,too,for electric two-wheelers to become more of a player as the technology for electric motorcycles is simpler than it is for electric vehicles.Volkswagen identifies opportunity with the AfCFTABOX 1Volkswagen has been successful in establishing local assembly operations on the continent,with the long-term goal of becoming a driver of industrialization in the automotive sector through strong local value chains.The company attributes its success in Africa so far to its collaboration with African governments in developing and implementing automotive policies in their respective countries.It recognizes that the increase in local manufacturing requires different levels of investment that depend on consistent enabling industrial policies with access to local markets.It sees this as a major benefit of the AfCFTA.According to the company,South Africa,Morocco,Tunisia,Ghana,Kenya and Egypt have made positive policy developments towards an enabling investment environment,making them more competitive and attractive for automotive investment.Major private-sector players include the African Association of Automotive Manufacturers(AAAM)and several global companies that have expanded their operations across the continent.AAAM has been a major player for the sector,working directly with governments in Egypt,Ghana and South Africa,among others,and directly with the AfCFTA Secretariat to help shape the vision and strategy for the automotive sector under the AfCFTA trade agreement.Specific global companies are also recognizing the opportunity for industrialization in Africa through the automotive sector.For example,Volkswagen has recognized the potential and need for new,modern and safe vehicles to be produced in African countries to meet African demand rather than the continent continuing to rely on imported used cars.So far,the company has successfully established local assembly operations in Kenya,Rwanda and Ghana and two wholly owned subsidiaries in Rwanda and Ghana.The common market is a much more attractive dynamic for investors than 54 smaller economies,especially in a sector that requires economies of scale.AfCFTA:A New Era for Global Business and Investment in Africa10Agro-processing was named a key sector for the AfCFTAs Private-Sector Engagement Strategy because of its exceptional potential for increasing intra-African trade,meeting local demand,accelerating GDP growth,creating jobs and improving inclusivity due to its upstream and downstream linkages.The AfCFTA will expand participation in value chains and trade since countries will no longer have to rely on exporting only agricultural intermediaries with little value added.26Key trendsAgro-processing has important implications for economic growth,food security,job creation and poverty reduction.27 While African countries have accelerated their focus on agro-processing as a result of food insecurity caused by trade disruptions from global shocks,it will also be important as a way to transform economies from the current export of raw materials,which has much less benefit for a countrys economy.As much as 80%of food production on the continent is from smallholder farmers with historically low yields.28 Agriculture and agro-processing have high potential for economic growth,employment and inclusivity,and could spur an increase in intra-African trade.Currently,the continent imports about$50 billion of agricultural products per year,29 but,by 2030,intra-African agricultural trade is projected to increase by 574%if import tariffs are eliminated compared to a scenario without the AfCFTA.30In particular,the fish and meat industries have great potential for investment.The majority of demand for both fish and meat is met by local production that is not traded and only 16%and 10%of demand respectively is met by imports.31 They are both expected to see an increase in overall demand given rising incomes,which means there is tremendous opportunity to scale production and increase the trade in processed goods.Demand for fish is exceeding local supply,growing at around 4%annually for the past 10 years,32 and demand is also accelerating for meat.33 Production of beef is widely fragmented across the continent,but meat processing is concentrated in a few countries.34 This means there is a major opportunity to scale up the production of processed meats such as sausages and canned meats to meet the rising local demand.35 Southern Africa is more connected via trade relationships within the beef industry,but the AfCFTA will unlock opportunities for Northern and Western African countries to join.36 Ghana is an example of a country that has taken steps to boost agro-processing by attracting foreign investment and investing in infrastructure for preserving,storing and transporting harvest yields.37 Ghana intends to process more of its cocoa domestically rather than exporting raw cocoa beans so that it can reduce dependence on raw material exports and shift its status and strengths towards the top of the value chain becoming a top trader of processed goods.38 Agriculture and agro-processing2.2of food production on the continent comes from smallholder farmers with historically low yields80CFTA:A New Era for Global Business and Investment in Africa11Key opportunitiesImportant opportunities for the private sector here include adding value to an already competitive agriculture sector,using regional differences to develop food value chains and meeting input and infrastructure needs.Agro-processing is a way to add value to an already competitive agriculture sector.Africas wide range of climates,high percentage of arable land and counter-seasonality to the northern hemisphere all contribute to the competitiveness of the sector.Agro-processing specifically has unique strengths for investors and African countries alike.It is described as the most important sub-sector of manufacturing because of the greater stability of world prices for processed agricultural products compared to raw products.It is also significant for its effect on the generation of new companies,its diversification of rural economies and its creation of new job opportunities.39 Scaling agro-processing has important inclusivity effects as well,given that women make up 70%of employment in the overall agricultural sector and the majority of the domestic agro-processing workforce is female.The common market can use regional differences in the strengths and competitiveness of African countries in food value chains.40 Increased intra-African trade through the AfCFTA will help reduce dependency on foreign agricultural inputs with positive effects for continental food resilience.Each region has natural advantages that,if better coordinated to benefit African partners,can help create full regional value chains.For example,South Africas integrated value chain,from inputs,equipment,packaging and specialized logistics to marketing and retail,is an example for other African countries,and showcases the great potential for investment in this sector in conjunction with the AfCFTA.41 There is also a great opportunity for new businesses to meet the input and infrastructure needs of the agricultural sector.Some major barriers to scaling agro-processing include the need for more local production of inputs.For example,a major barrier to scaling fish production is the high costs and high dependency on foreign trade for fish feed.42 Regional hubs can help increase intra-African trade of fish feed and allow for scaling up within what is now a highly fragmented market made up of small producers.For agriculture more broadly,there is also a significant need for inputs and infrastructure to sustain higher levels of exports.According to a McKinsey report,Africas agricultural potential will require an 800%increase in fertilizer application for main nutrients,a$65 million-plus investment in irrigation and more than$8 billion in investment for storage through local warehouses.43 Companies are already finding these areas to be lucrative opportunities to develop value chains across the continent.The common market will help reduce dependency on exports,leading to stronger and more sustainable domestic development.OCP,for example,has recognized the potential of the AfCFTA to develop unifying standards for fertilizer regulation and to increase inter-African trade for agricultural goods and supplies,as well as the significant potential of investing in these value chains(see Box 7 below).Scaling agro-processing has important inclusivity effects as well,given that women make up 70%of employment in the overall agricultural sector and the majority of the domestic agro-processing workforce is female.AfCFTA:A New Era for Global Business and Investment in Africa12Finding success in mutual goals:Coca-Cola in AfricaBOX 2Coca-Cola has been a long-time partner in Africa by 1970,Coca-Cola was available across the continent.Today,the Coca-Cola system(which includes bottling partners and plants)employs more than 50,000 people,with 30 bottling partners and 130 bottling plants.To get this far,the company has taken tangible steps to find areas of mutual interest with various countries,including the following initiatives.5by20 Program:In 2010,Coca-Cola launched this initiative to provide business skills training,mentoring connections,financial services and other assets.In 2020,the company exceeded its target(of helping 5 million female entrepreneurs)and supported 6 million women entrepreneurs worldwide including 2 million in Africa.Project Last Mile:The Coca-Cola system works with global donors and African governments to strengthen health systems through the companys expertise in logistics,distribution and marketing.Replenish Africa Initiative(RAIN):Since 2010,The Coca-Cola Foundations RAIN initiative has reached more than 6.7 million people in 41 countries and territories in Africa with safe,sustainable access to water,sanitation and hygiene.Due to these commitments and the recognition of the economic powerhouse that is Africa,Coca-Cola has been successful in working with local suppliers and developing value chains as important components of its strategy on the continent.This increased attention on Africa has led to billions of dollars of investment.Together with its bottling partners,Coca-Cola has benefited from a thriving business due to Africas young population,while contributing to economic growth through job creation,sustainability and the economic empowerment of women and youth.The AfCFTA will help the company further develop sourcing and production as well as packaging within African markets.The AfCFTA could help drive costs down,which will give more countries an equal chance to be suppliers for Coca-Cola.Agri-business opportunities under the AfCFTA:YaraBOX 3Yara is a leading Norwegian crop nutrition company and a provider of environmental and agricultural solutions.The company has operated in Africa since 1929,expanding to 12 African countries,including a blending facility,a chemical enterprise and sales offices throughout different countries.Yara recognizes the power of the AfCFTA in unlocking and strengthening business opportunities on the continent by reducing costs,improving infrastructure and support services,and promoting gender equality and youth empowerment.The agreements tariff reduction will significantly reduce the cost of producing,importing and exporting fertilizers,digital farming technologies,mechanized farm equipment,power generation and other crop nutrition services.The AfCFTA will also reduce costs for infrastructure and support services such as basic storage,transport facilities,integrated roads and infrastructure,cold-chain investments and irrigation,which will help farmers reach new destinations efficiently something that was impossible before the AfCFTA.Yara also recognizes the AfCFTAs ability to promote gender equality and youth empowerment by unlocking entrepreneurship opportunities for women and youth in agriculture.These promising opportunities have prompted Yaras social impact commitments,including supporting 5 million women and young people with agri-related economic opportunities by 2025.AfCFTA:A New Era for Global Business and Investment in Africa13Four main factors underpin the future growth of Africas market,with different impacts depending on the country1 Increased expenditure Increasing health investment Rising consumerism population,urbanization,middle class Increased burden of disease2 Expanded provision Expanded human resources for health and prescriber base Evolving provider models Increasing private-sector provision3 Maturing businessenvironment Maturing regulatory environment Improving investment climate Reduced counterfeits4 Increased“genericization”Increased confidence in generic products Ongoing pricing pressure Increasing push for local manufacturingPharmaceuticals2.3UNIDO has identified four important factors leading to a high projection for the growth of Africas pharmaceutical market specifically45Source:UNIDO,“Africa an Opportunity for Pharma and Patients”,McKinsey&Company,2018:https:/www.unido.org/sites/default/files/files/2018-03/Jean Mina_McKinsey&Company_African Pharma Market_01032018.pdfFIGURE 1Within pharmaceuticals,packaged medicines and medical instruments46 make up the largest import shares for the continent(65%and 12%respectively of the$17 billion47 pharmaceutical imports).48 Packaged medicines represent the biggest opportunity,given their high percentage of imports and the sourcing and manufacturing stages of the value chain.Some 40%of the disease burden on the continent is due to HIV/AIDS,tuberculosis,malaria,diarrhoea and respiratory diseases.To treat these,packaged medicines typically come in the form of either solid oral pills or liquids and gels that have simpler manufacturing processes than other types of drugs such as injectables.Total demand for all packaged medicines in Africa is around$18 billion annually,of which 61%is imported and 36%is locally produced and not traded.Only 3%of demand is met by intra-African trade.This lack of intra-African trade is leading to high dependency on imports(seven times more than India,for example),even though local production is possible.Meanwhile,local production is concentrated in generic medicines(70%)with simple production processes.The processes,which are concentrated downstream in formulations and packaging,have little upstream R&D and limited production of intermediates and active pharmaceutical ingredients(APIs),which require complex chemical and biological processes.49 There are currently about 600 manufacturers of packaged medicines on the continent,and they are highly concentrated in eight countries(80%),with North Africa leading the way.Only four countries have more than 50 manufacturers,while 22 countries have none.Pharmaceuticals is one of the four sectors seen to have the highest potential due to the feasibility of addressing barriers to trade and production in a short time frame,as well as the strong potential for meeting demand locally.Pharmaceuticals also have high product complexity,which can lead to greater opportunities for high local value-added production.Important trendsThe pharmaceutical industry is projected to grow at 5.13%compound annual growth rate(CAGR)in 20222027 in Africa.44 The United Nations Industrial Development Organization(UNIDO)has identified four important factors that are leading to high projected growth in Africas pharmaceutical market specifically.These are:increased expenditure;expanded provision;a maturing business environment;and increased genericization.AfCFTA:A New Era for Global Business and Investment in Africa14The pharmaceutical industry in Africa presents unique advantages for the private sector to pursue both profit-driven and impact-related interests.These opportunities are growing,thanks to the mitigation of regulatory challenges and the acceleration of new manufacturing.Wider opportunities are also arising within the pharmaceutical industry for products that can be produced locally.Regulatory challenges that have long hindered the growth of the pharmaceutical industry in Africa are already being mitigated by the AfCFTA.For example,the lack of regulatory alignment and weak regulatory frameworks have been addressed through the Africa Medicine Regulatory Harmonization(AMRH)initiative.The AMRH initiative was created in 2009 to address challenges faced by national medicine regulatory authorities(NMRAs)that were leading to poor access and overpriced medicines.50 Thanks to this initiative,the marketing approval time has been reduced from more than a year to between seven and eight months in the East African Community(EAC)and the Southern African Development Community(SADC)regions.51 It has also successfully achieved appropriate standards for four of the seven East African NMRAs and five West African NMRAs.Most importantly,the AMRH paved the way for the treaty to establish the African Medicines Association(AMA)in 2019,which has been ratified by 24 countries to date.The AMA will promote the adoption and harmonization of medical products regulatory policies and standards,as well as provide scientific guidelines and coordinate existing regulatory harmonization efforts in the African Union.The AfCFTA can help scale these efforts by acting as a liaison between local manufacturers and the AMA,as well as supporting other countries that are not covered so that they are also able to align standards and regulatory practices.Such regulatory harmonization will be a great enabler for innovation,for regional as well as international companies,and the reduced fragmentation of the market can also help reduce the prices of imported medicines(such as by eliminating the need for bespoke packaging).The AfCFTA will help to overcome the challenge of small fragmented markets in order to create a positive cycle of increased regional manufacturing,research and local talent.Small and isolated markets made it impossible for African countries to compete with Asian manufacturers.With a continental market,it will be possible to sustain greater economies of scale,which will help businesses achieve higher production volumes that will save money.52 Regional markets will allow for specialization,which ultimately will enable regional procurement markets that are beneficial for investors.Frannie Lautier,Chief Executive Officer of Southbridge Investments,explains how local manufacturing contributes to stronger local health systems for the mutual benefit of investors and countries:“There is a positive cycle,where you go from detection and diagnosis to research and development to treatment.This creates an ecosystem of experts who work together on different dimensions of the problem.The missing link in all of that is the manufacturing side.If you can tighten that link,and improve the medical products that are available,you attract qualified doctors and nurses.Then more people come down for treatment,so you have longitudinal studies that offer results.Manufacturing has been very important in all the countries that have succeeded in building pharmaceutical centres of excellence it has helped them retain talent.”53The AfCFTA will open a wider range of opportunities for the types of activities that can be executed and sourced within the continent.Beyond packaged medicines,there are several opportunities in the pharmaceutical industry for investment,including building quality healthcare infrastructure and increasing the capacity for vaccine manufacturing.54 The Africa Investment Forum has facilitated investments since the onset of the pandemic,including five transactions,valued at$484 million total,spanning from the creation of a multinational health fund to a mobile telemedicine product.The AMA will promote the adoption and harmonization of medical products regulatory policies and standards,as well as provide scientific guidelines and coordinate existing regulatory harmonization efforts in the African Union.Key opportunitiesAfCFTA:A New Era for Global Business and Investment in Africa15Impact of the AfCFTA on pharmaceuticals:NovartisBOX 4Novartis has understood the opportunities in the region and created a dedicated organization focused on reaching more patients in sub-Saharan Africa,aiming to maximize its impact on patients and its ability to grow a sustainable business.Novartis identified four areas where the AfCFTA will have the greatest impact:1.Sustainable healthcare systems A resilient health system requires investment in high-quality healthcare,medicines,services and healthcare innovations.The AfCFTA can provide incentives for partnerships between governments,companies and international organizations to support a shift away from reliance on donor funding and build sustainable,resilient health systems across the SSA region.Novartis supports regional and country capacity-building,acting as a catalyst towards sustainability by providing time,expertise and financial support.2.Innovation policy,intellectual property(IP)rightsThe AfCFTA can help regional and country bodies develop policies and IP laws that nurture healthcare innovations,which can have a critical impact on health across the continent.Novartis sees opportunities for new voluntary licensing mechanisms to increase access to medicines,similar to the agreement it entered into in 2022 with the Medicines Patent Pool(as part of the Access to Oncology Medicines Coalition)to increase access to nilotinib for the treatment of chronic myeloid leukaemia.This type of voluntary licensing mechanism has been tested successfully with communicable diseases such as HIV and COVID-19,but is the first of its kind for the treatment of a non-communicable disease such as cancer.3.Effective regulatory systems and harmonizationNovartis recognizes the role of the AfCFTA in producing medicine regulation that is clear,transparent and robust.The company looks to partner with regulatory bodies to support regulatory harmonization that accelerates patient access to medicines while reducing the burden on individual countries.4.Strengthening supply chainsNovartis is committed to making sure it can meet as many health needs as possible through its facilities,and via a robust supply chain.A global supply chain increases sustainability and supply security,which is put at risk through forced localization.Novartis sees the developments made by the Africa Medical Supplies Platform,an online portal that enables the delivery of medical supplies to African governments,as encouraging insofar as there is the potential to facilitate greater economies of scale,simplify logistics and reduce mark-ups across the distribution chain.The AfCFTA can promote incentive-based policies in the region that strengthen the supporting infrastructure,workforce capacity and capability,and stability required to create a favourable environment to attract investment.AfCFTA:A New Era for Global Business and Investment in Africa16Transport and logistics represents a high-potential sector due to its role as an important enabler of the trade of goods and the fact that it is the largest contributor to imports(the value of imports of freight transportation to African countries from within and outside of the continent is$36.8 billion annually).55 Transport and logistics includes passenger and freight transportation,third-party logistics,freight forwarding,and courier express and parcel services.56 Key trendsA majority of intra-African exports are transported over land(60%of automotive exports,56%of pharmaceutical exports and 60%of agro-processing product exports).As for maritime trade,this is projected to increase from 58 million to 132 million tons by 2030 with the implementation of AfCFTA.57 Road and maritime freight transportation therefore offer,at present,the biggest opportunity as the infrastructure for air and rail transportation is still being developed.Transport and logistics barriers have historically held African countries back as they have faced higher custom delay periods,lower percentages of paved roads and a higher loss of goods due to limited cold chains compared to other regions in the world.All of these challenges are being addressed through the AfCFTA.The establishment of the AfCFTA is projected to increase intra-African freight demand by 28%,leading to demand for almost 2 million trucks,100,000 rail wagons,250 aircraft and more than 100 vessels by 2030.58 Large logistics companies have historically been too expensive for African companies to use,but that is changing with the rise of new digital logistics companies.China and South-East Asia have been major players in the sector,with competitive transit times for companies connecting Asia and East Africa.An example of this is Hapag-Lloyd,which successfully entered the market to connect landlocked East African countries with inland connections.59Transport and logistics2.4Macro-trends affecting logistics:Agility LogisticsBOX 5Agility Logistics,a company that focuses on many different aspects of transport and logistics,has been successful in developing a strategy that both enables local companies to scale and attracts international companies to enter African markets.Agility has been successful in building warehouses to match supply and demand efficiently.The macro trends that guide Agilitys strategy in Africa are:1.Demographics2.Regional trade3.Growing consumption4.Digitization and simplification of moving goods across Africa5.Supporting small and medium enterprise development6.Attracting FDI to the continent7.Local manufacturing8.The AfCFTA single marketThese macro trends have led Agility to focus on purchasing land close to economic hubs in order to reduce the time barriers and costs for companies that use warehouses.The company has been successful in attracting multinational companies and SMEs since it is a reliable source of quality warehouses across the continent that can be managed under one landlord.Projected increase in intra-African freight demand thanks to the AfCFTA 28CFTA:A New Era for Global Business and Investment in Africa17Key opportunitiesAs the AfCFTA increases intra-African trade and eliminates burdensome customs and costs,there is an opportunity to help close the urban-rural divide,develop digital logistics and fulfil the logistics needed to ensure long-term increases in both business-to-business and business-to-consumer commerce.The overwhelming demand and need for logistics and transport services will only increase as the AfCFTA is implemented and intra-African trade increases.Unlocking intra-regional trade will skyrocket the demand for logistics,with more small and medium-sized enterprises needing logistics providers to connect to bigger markets.If commodities prices are lower due to the removal of trade barriers and import costs,consumption and demand will increase,to the benefit of African manufacturers and the logistics and transport sector.60 This will also open the door for digital logistics companies to step in and reduce costs,as well as improving the quality of services while promoting sustainability.61 Closing the urban-rural divide also presents significant opportunities in the logistics sector.Rural areas are increasingly reliant on regional supply chains rather than megacities,but they are often isolated due to inadequate road infrastructure.Start-ups have begun to address these issues,with innovative solutions to integrate rural and city markets.62 Infrastructure gaps,especially those that take a long time to fix,such as road issues,have prompted companies to create innovative,new solutions,including cargo drones,inland waterways and ports,and other means of transport.Business-to-business(B2B)logistics is expected to dominate the sector in the short to medium term,but business-to-consumer logistics will continue to increase as consumer spending rises,e-commerce becomes more prevalent and urbanization increases.63 African companies spent$2.6 trillion on B2B transactions in 2015,with spending expected to reach$3.5 trillion by 2025.64 Building upon these already existing trends,the AfCFTA will accelerate opportunities for companies providing B2B services,including companies specializing in digital logistics.Opportunities in aviation transportation:Menzies AviationBOX 6Menzies Aviation is the largest aviation services provider in Africa,supplying air cargo services,fuel services and ground services in 20 African countries and employing more than 3,500 people.Menzies has identified Africa as one of the fastest-growing aviation markets for both air cargo and passenger travel,both of which will be accelerated by the AfCFTA.The company recognizes the AfCFTAs potential to help make air travel and cargo movement easier,cheaper,safer and more competitive,which will help revive economies and create jobs.The aviation industry will soar as a result of the greater geopolitical stability,harmonized aviation standards,lower air tariffs and greater passenger confidence that will result from AfCFTA and the investment it can bring.Already,there is political will to connect Africa(first to connect African countries one with another,then with the rest of the world),as seen through the Single African Air Transport Market(SAATM),which opens up Africas skies,connecting 15 countries.Menzies is already working with airlines looking to enter the African market,including several Middle Eastern carriers looking to jointly expand their networks along with Menzies.African companies spent$2.6 trillion on B2B transactions in 2015,with spending expected to reach$3.5 trillion by 2025.AfCFTA:A New Era for Global Business and Investment in Africa18Tools3Companies wishing to conduct operations in Africa can make use of five key operational tools.AfCFTA:A New Era for Global Business and Investment in Africa19Five pillars to ease physical,capital and digital flows in Africa and grow inclusive and sustainable developmentTABLE 1Source:World Economic ForumPillarAfCFTAWorld Economic Forum supporting initiatives Pillar 1:Facilitating trade in goodsPhase 1 negotiations:AfCFTA trade-facilitating provisionsThe Global Alliance for Trade Facilitation:a public-private partnership led by the World Economic Forum,International Chamber of Commerce(ICC),Center for International Private Enterprise(CIPE)and the German Agency for International Cooperation(GIZ),which has been working with Cameroon,Madagascar,Malawi,Morocco,Mozambique,Senegal,Tunisia and Zambia to implement trade-facilitation projects.These projects cover various aspects of trade facilitation such as digitalizing border processes,digitizing phytosanitary and rules of origin certificates,modernizing customs broker arrangements,establishing advanced rulings and facilitating imports of vaccines and HIV/AIDs test kits.Pillar 2:Facilitating services and investmentPhase 1 and 2 negotiations:Protocol on Trade in Services already in force Enabling Action on Sustainable Investment(EASI)initiative:to be launched in Sierra Leone and Ghana in 2023.EASI projects will bring a public-private approach to implementing investment measures that will facilitate the flow of sustainable investment and grow a larger continental market,thereby attracting greater FDI from outside Africa.EASI projects can also help support the implementation of the WTO Investment Facilitation for Development Agreement,where this is requested by host governments participating in the Agreement,and work to maximize the benefits of trade and investment opportunities brought about by the AfCFTA protocols.EASI projects will help operationalize the provisions of the AfCFTA investment protocol once the text is agreed.Pillar 3:Facilitating digital tradePhase 2 and 3 negotiations:The Protocol on Digital Trade is advancingTradeTech:a concept that reflects different Fourth Industrial Revolution technologies in the trade space.The Forum has identified opportunities and proposed policy recommendations associated with TradeTech,which are ready for deployment in Africa.Digital Economy Agreements Leadership Group:this provides an impartial space for information exchanges and debate concerning digital economy agreements.Trade Finance Frontiers:a multistakeholder group to explore and analyse where public-private cooperation can help the growing trade finance gap.Digital Economy Agreements Leadership Group:this provides an impartial space for information exchanges and debate concerning digital economy agreements.Pillar 4:Facilitating inclusive tradePhase 2 negotiations:Protocol on Women and YouthInclusive Trade Initiative:the Forum aims to improve the societal outcomes of trade.Its Trade and Labour Programme and Trade and Indigenous Peoples Programme aim to identify how trade tools and mechanisms can better serve workers and increase access to trade benefits for Indigenous businesses and communities.Pillar 5:Facilitating environmentally sustainable tradePhase 2 and 3 negotiationsGreen Trade and Investment pathways:for African governments and businesses to lead a just transition by preparing for the new competitiveness needs of a carbon-constrained global economy.This includes a guidebook of investment facilitation measures for developing countries to attract FDI aligned with climate action.The World Economic Forum has worked with national stakeholders in Ghana and South Africa to identify opportunities for trade policy to contribute to a circular economy for plastics.More of these studies at the national and regional levels are being planned.As both local and global companies seek to capitalize on the immense opportunities in the various sectors that have been accelerated by the AfCFTA,operational tools exist to help them navigate the implementation period and beyond.As the AfCFTA continues to progress through the different negotiation periods,the World Economic Forum has developed five pillars that give an insight into the support it offers throughout the process.These supporting initiatives can provide companies with clearer information and allow them to take advantage of better coordination processes throughout the implementation stage.Beyond the five pillars,companies should be aware of five operational tools.Companies looking to launch,expand or enhance their operations in Africa can take advantage of five operational tools as goods begin to be traded under the AfCFTA:The AfCFTA Guided Trade Initiative The Pan-African Payment and Settlement System(PAPSS)The AfCFTA Adjustment Facility Fund The AfCFTA Private-Sector Engagement Strategy The Rules of Origin Manual and E-Tariff BookAfCFTA:A New Era for Global Business and Investment in Africa20Though trade under the AfCFTA officially commenced in January 2021,commercially meaningful trade under the agreement was delayed due to disruptions arising from the COVID-19 pandemic,prolonged negotiation periods,administrative issues and overlaps with other existing customs unions.65 Therefore,the Secretariat organized the Guided Trade Initiative,which was launched on 7 October 2022,66 as an exercise to demonstrate that the AfCFTA is truly operational.Countries that have ratified the agreement and submitted their schedules of tariff concessions are able to trade preferentially among themselves.67Eight countries Cameroon,Egypt,Ghana,Kenya,Mauritius,Rwanda,Tanzania and Tunisia are participating in the inaugural exercise.In collaboration with their respective ministries of trade and national coordination offices,the AfCFTA Secretariat matched businesses and products for export and import among interested state parties.For the first time ever,African goods were traded with preferential duties and simplified documents under the AfCFTA.The initiative helped members of the private sector learn how to use the agreement practically and also helped the Secretariat note avenues and areas that require further intervention.Members of the private sector can currently take full advantage of all of the trade-facilitating aspects of the agreement now that it is fully operational.The Secretariat aims to host another guided trade exercise in 2023,expanding its scope to include not only trade in goods,but also trade in services,as well as highlighting youth in trade with a focus on digital trade and the creative industry.As the AfCFTA Guided Trade Initiative continues,there is a great opportunity for interested companies to gain experience in trading under the AfCFTA with direct support from the initiative,giving them a head start and competitive advantage.The private sector should be engaged in monitoring the outcomes of this initial trading period as it may provide valuable,specific lessons in terms of implementation.This initiative is a powerful signal to the private sector locally and globally that trade under the AfCFTA has begun and that there is a tremendous opportunity for the private sector and the AfCFTA Secretariat to converge on their mutual interest of developing strong value chains by building on the lessons learned from this first period of trading.The AfCFTA Guided Trade Initiative3.1The Pan-African Payment and Settlement System(PAPSS)is a centralized financial market infrastructure enabling the efficient and secure flow of money across African borders.An African Union scheme developed in collaboration with the African Export-Import Bank(Afreximbank)to complement trading under the AfCFTA,it enables users to make near-instant payments(within 120 seconds)in their local currency,without converting to a foreign currency or using a third-party institution/bank.As of October 2022,the PAPSS network consists of seven central banks,28 commercial banks and five switches.It will expand into the five regions of Africa before the end of 2023.All central banks are to sign up by the end of 2024 and all commercial banks by the end of 2025.The instant nature of payments,in local currency,provided by PAPSS will help African businesses avoid the delays in confirming payments that have long been a barrier to trade.This new platform will lead to increased trust and time capacity to increase trade volumes.68 Overall,PAPSS will remove the payment bottleneck for companies,reduce the dependency on foreign currencies and improve the efficiency of cross-border trade across the continent.69The Pan-African Payment and Settlement System(PAPSS)3.2 For the first time ever,African goods were traded with preferential duties and simplified documents under the AfCFTA.AfCFTA:A New Era for Global Business and Investment in Africa21The AfCFTA will create significant general and long-term benefits across the continent,including stimulating structural transformation.As with any major trade liberalization regime,the AfCFTA may introduce near-term disruptions,as tariff revenues by state parties are reduced,industrial sectors are disordered,businesses and supply chains are reorganized and employment is dislocated often in ways that cannot be anticipated.The estimated requirement for uninterrupted implementation of the AfCFTA and elimination of the adjustment cost is$7.7 billion over the next six to 10 years.To combat the adverse effects that may arise from implementation of the AfCFTA,Decision Ext/Assembly/AU/Decl.1(XII)of the 12th Extraordinary Session of the Assembly of July 2019 committed to provide an Adjustment Facility(the“Facility”)and to“collaborate with international financial institutions to mobilize short term financing to assist State Parties meet their liberalization commitments in the AfCFTA with minimum adjustment costs”.70 Decision Assembly/AU/Dec751(XXXIII)further requested the development of a statute and resource mobilization plan.71Afreximbank and the AfCFTA Secretariat were mandated by the AfCFTA Council of Trade Ministers and the African Union Heads of State and Government to establish and operationalize the AfCFTA Adjustment Funds,which consist of the base fund,the general fund and the credit fund.The base fund will be used to mobilize grants to address tariff revenue losses and to support AfCFTA state parties to implement the various protocols under the AfCFTA.The Afreximbank board also approved grant funding in the amount of$10 million as seed funding to kick-start the establishment of the base fund.The general fund will be used to mobilize concessional funding,while the credit fund will mobilize commercial funding to support the public and private sectors,including small and medium-sized enterprises(SMEs)as well as youth and women,to adjust to the new trading environment arising from the AfCFTA.These funds will be critical in enabling the private sector to address the short-term disruptions through financing,technical assistance and grants and compensation funding.Specifically,the funds will support companies to undergo changes in skills,tools and capabilities in line with the development of regional value chains that add value to goods and services.72 The credit fund will enable factories that previously produced primarily for local demand to retool and reorganize their operations for different types of production that will be traded within the region.The benefits for countries themselves should also give investors confidence that the AfCFTA is committed to offsetting potential losses,allowing smaller countries that were previously dependent on tariff income also to become important players participating in the AfCFTA.The AfCFTA Adjustment Facility Fund3.3Amount approved by the Afreximbank board as seed funding$10 millionAfCFTA:A New Era for Global Business and Investment in Africa22The AfCFTA Secretariat has developed an engagement plan to guide its efforts in collaborating with the private sector and other important stakeholders to boost intra-Africa trade and production.The engagement plan is the outcome of extensive consultations with industry players and associations in the priority value chains,development finance institutions and African Union institutions.The plan can help companies better understand the initiatives and policy recommendations associated with each of the four value chains discussed above(automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics)and their impact.The recommendations are based on on-the-ground experience that will provide practical advice and a better understanding of the links between company and continental goals.The AfCFTA has also outlined other important value chains that will be the focus of future reports.The AfCFTA Rules of Origin Manual and E-Tariff Book sets out guidelines on the operationalization of Annex 2 on Rules of Origin to accord tariff preferences to goods that meet the origin rules and are traded among the AfCFTA state parties.Flexible rules of origin regimes will be vital to unlocking the potential of the AfCFTA,and the manual can help provide transparency and consistency among trading partners.The manual spells out in detail the application of the rules used in determining the origin status of goods,the procedures for administering the rules and the institutional framework for the implementation of the AfCFTA Rules of Origin.This manual can help provide clarity for countries and businesses so they can understand how an economic identity will be assigned to goods.In the future,its annual review will help simplify,clarify and enhance the rules.The Rules of Origin Manual and E-Tariff Book is another milestone by publishing information on the rates of duty under the AfCFTA state parties,and makes searching and comparing easy,companies will be able to use it to close any information gaps.73 The AfCFTA Private-Sector Engagement StrategyThe Rules of Origin Manual and E-Tariff Book3.43.5AfCFTA:A New Era for Global Business and Investment in Africa23Strategies for success4Local and multinational companies outline their strategies and advice for others wishing to invest in Africa.AfCFTA:A New Era for Global Business and Investment in Africa24OCP Africa,a long-standing player in African markets,is an African company that specializes in providing customized fertilizer solutions.With offices in 12 African countries,it represents a successful example of making use of local partnerships on the continent to expand its reach and impact.In three years,OCP established 80 farmer hubs in Nigeria and Cte dIvoire,which provide farmers with a range of inputs and agricultural services.Its success in reaching farmers locally is due to its strong partnerships with governments,non-profit organizations,research centres and universities across Africa.One example is OCPs partnership over the past decade with Mohammed VI Polytechnic University(UM6P)in Marrakesh to develop training programmes for OCPs employees as well as to conduct research,putting UM6P at the core of OCPs innovation,sustainability and transformation strategy.The university provides 80%of OCPs R&D activity,houses the Agri-Food Tech start-up incubator,74 partners with Shell on piloting the large-scale production of low-carbon ammonia,and offers multidisciplinary vocational and technical training to African students.In the future,OCP will double its commitment on the continent.It hopes to launch hundreds of farmer hubs in several countries in Eastern and Western Africa by 2025.The company is also continuing to invest in its university partnerships on the continent and internationally.Operational tools such as those mentioned above can help businesses close information gaps,facilitate payments more efficiently and provide practical insight into the progress of the implementation of the AfCFTA in various industries and value chains.Some companies,local and multinational,have already found success in African countries by building local partnerships,trust and relationships with communities,and using AfCFTA accelerators and synergies in a way that is beneficial to both their company goals and the overall country goals.These companies share their strategies and advice for global companies looking to invest in Africa.Using local partnershipsCentral to our approach are partnerships with governments,institutions,experts and other players in agricultural and global food supply chains,all of which help to provide the full range of support farmers need to prosper and meet Africas agricultural needs.Office Chrifien des Phosphates(OCP)AfCFTA:A New Era for Global Business and Investment in Africa25OCPs winning strategies in Africa:Succeeding today,investing in tomorrowBOX 7Winning strategies:1.Farmers are at the centre of OCPs strategyWith farmers at the centre,OCP recognized that farmer profitability and livelihood was the key to OCPs success,leading to several initiatives focused on holistic support for farmers,including farmer hubs,soil mapping,training,field trials and market linkages.2.OCPs approach aims to end a one-size-fits-all approach to fertilizersOCP has developed 44 fertilizer formulas based on soil mapping.It has worked directly with wholesalers and distributors by selling to large farmers and co-ops while also customizing methods and products to smallholder farmers.Already,OCP has helped improve the productivity of African crops by 2040%over six years.It is also working to address other barriers for farmers,including developing support packages that address inputs,financing,irrigation,mechanization and market access and which have already trained millions of farmers.3.Digital transformation and innovation support the missionOCP has made digital solutions across the value chain a main priority in the farming environment.It has developed its own digital platform,Udongo,which offers its services digitally,and AI Moutmir,which provides customized solutions and fertilizers.4.OCP invests in Africa for AfricaThe AfCFTA will help divert fertilizer production towards servicing local demand,rather than being only for export.This will also unlock other benefits,including food security and resilience.The company sees the AfCFTA as an opportunity to develop a unified set of regulations for fertilizers that is based in science and has the needs of farmers and sustainability at its core.It has earmarked nearly$5 billion for developing industrial platforms in Ethiopia,Nigeria and Ghana,as well as 11 platforms for logistics that have a storing capacity of 300 kilotons and a blending capacity of nearly 1.2 megatons.5.It believes in innovating today to harvest Africas futureThe company is increasing its R&D investment in optimal nutrient management and climate-smart solutions in response to climate change and water scarcity.6.OCP makes African markets attractive to investorsOCP is developing a blended finance platform that would de-risk the agricultural value chain for investors and end isolation between financial partners so that investment is more coordinated and therefore more effective at supporting the African agriculture value chain.AfCFTA:A New Era for Global Business and Investment in Africa26Using local healthcare partnerships:Novartis BOX 8Novartis has made use of local partnerships in three main areas:building sustainable healthcare systems;IP and local manufacturing;and creating sustainable business models.Building sustainable healthcare systems:sickle cell disease programmeNovartis uses local partnerships to help bridge disparities in health outcomes through its sickle cell disease(SCD)programme,which has become a blueprint for addressing major global health challenges.In June 2022,Novartis announced a partnership with the American Society of Hematology to provide six additional African nations with the technology being used in Ghana to document and track the diagnosis of babies with SCD.Novartis has also partnered with Bill&Melinda Gates Foundation and Precision Biosciences to develop and roll out innovative SCD gene therapies across the continent.Novartis is also working with the Ghanaian government to reimburse SCD treatments and diagnostics through the countrys national health scheme and has been able to expand access to generic medicines and a child-friendly formulation through tight collaboration with the government.IP and local manufacturing:Access to Oncology Medicines(ATOM)CoalitionNovartis is a founding member of the new ATOM Coalition that aims to increase the availability of cancer medicines in low-and lower-middle-income countries and build capacity in diagnosis and treatment.It is the first pharmaceutical company to contribute an innovative treatment to the coalition through a freedom-to-operate licence agreement.The licence allows generic manufacturers in seven middle-income countries,including Egypt,Morocco and Tunisia,to independently develop,manufacture and supply generic versions of the therapy to treat chronic myeloid leukaemia.Royalties from the commercialization and distribution of the treatment will be invested back into the coalition for continued investment aimed at strengthening local health systems.The goal is for the contribution to serve as a new model and first step towards closing the gaps in access to medicine by tailoring approaches to IP.Creating sustainable business models:Healthy Family programmesNovartis uses local partnerships to tailor its Healthy Family programme to each countrys healthcare priorities,with the overall goal of increasing access to community education,improving infrastructure and expanding affordable healthcare products for rural communities through an innovative business model.Through the programme,Novartis is committed to reaching 40,000 workers,community members and schoolgirls,including 20,000 women workers with health education,products and services on reproductive health and family planning in at least five countries by 2023.Already in 2022,Novartis exceeded this commitment by reaching more than 90,000 people,including 60,000 women.Examples In Kenya,Novartis partnered with the Christian Health Association of Kenya and Kenya Conference of Catholic Bishops to increase access to healthcare through education and awareness,screening,strengthening early diagnosis and treatment across a wide range of disease areas.In Uganda,Novartis partnered with the Uganda Protestant Medical Bureau and Uganda Catholic Medical Bureau with a focus on awareness and education,screening,early diagnosis,treatment and the establishment of patient support groups,made up mainly of women with chronic conditions.In Ethiopia,Novartis is collaborating with the Tropical Health Education Trust to reach community members with health and well-being information,awareness,screening and treatment.Novartis has also used local partnerships for a variety of programmes with African governments,civil society,religious groups,domestic and international companies and foundations.These partnerships have been vital in tackling access barriers that would otherwise have been impossible if the company was working alone.AfCFTA:A New Era for Global Business and Investment in Africa27Trust and close relationships are vital for competitive companies operating in Africa.To build this trust,Yara has focused on investing time and resources in identifying and growing local talent,people who are connected and knowledgeable about their own country and regional markets.Locals can help identify the needs,cultures and ways of doing business in individual regions,which is critical to being able to customize products and solutions to different customers and markets.For example,Yara identified the importance of strong relationships with African governments in assessing the products,technologies and public policy frameworks that will help it achieve its wide range of goals.Developing this type of trust and close relationships requires time and commitment but can ultimately lead to success,with new doors opened and a better understanding of the market.Drawing on close relationships with countries and communitiesBuilding trust and long-term relationships is fundamental to doing well in Africa.Fernanda Lopes Larsen,Executive Vice-President,Africa and Asia,YaraHow Yara has adapted its practices to local needsBOX 9Yaras relationships with farming communities through Yara Crop Nutrition Centers have helped the company understand how best to provide specific agronomic advice and methodologies to improve farmers prosperity in an environmentally sustainable manner.This includes developing digital farming technologies and online environments to make smallholder and commercial farmers more competitive and attractive to financial investors.Yara embedded a social impact strategy across the business in Africa in 2021 to address the challenges specific to smallholder farmers in the communities in which they operate.So far,it has launched MBA-style leadership academies in Kenya to strengthen skills for micro,small and medium-sized enterprises,with plans to expand further in 2023.Central to Yaras strategy is an“Africa for Africa”focus to build a comprehensive field-to-fork value chain on the continent by further investing in current and aspiring farmers,retailers,distributors,technology developers and agri-entrepreneurs.AfCFTA:A New Era for Global Business and Investment in Africa28The expansion of the common trade area will lead to increased demand for companies that provide the infrastructure needed to support the increased trade volumes.DP World is a global logistics provider that has spent the past 20 years on the continent meeting the great demand for road,rail,maritime and air freight.This has led it to invest in infrastructure,logistics and fully integrated services and solutions that will help accelerate the AfCFTAs goals and add maximum value as intra-African trade increases.DP World has been successful with this strategy,operating 10 ports and terminals and employing 9,000 people,with four more projects currently in development.Using key AfCFTA acceleratorsTo unlock the immense economic potential of Africa,and to realize the full benefits of the AfCFTA,the continent needs massively increased investment in the development of trade and logistics infrastructure opportunities therefore abound.DP WorldUsing local AfCFTA accelerators:DP World BOX 10Example 1 Kigali:DP World helped Rwanda a land-locked country become a valuable trade hub through a one-stop-shop logistics hub with efficient access to two ports.Through integrated solutions,DP World has helped the capital Kigali significantly increase its exports,especially in agriculture,which has enabled them to reach markets in Europe,the United States and the Middle East.Trade hubs helped make advanced and specialist logistics networks possible.Example 2 Somaliland:DP World invested more than$440 million in transforming Berbera Port in Somaliland into a maritime gateway in the Horn of Africa that can now service the largest container ships in the world.The company is currently developing a nearby economic zone to become a centre of trade,investment and job creation,targeting warehousing,logistics,traders,manufacturers and other related sectors.The ports and terminals operated by DP World in Africa(Algeria,Angola,Egypt,Mozambique,Rwanda,Senegal,Somaliland and South Africa)will help African countries to grow global trade relationships,support export competitiveness and integrate into the global economic system.The African Finance Corporation(AFC)focuses on overcoming Africas infrastructure deficit and has also been successful in understanding the infrastructure needs that will accelerate the implementation of the AfCFTA,including transport and logistics,power and technology.Investment in transport and logistics was based on the recognition that high-quality infrastructure significantly increases bilateral trade intensity among African countries.This need was a main driver for AFC to both add value and bridge infrastructure gaps.So far,AFC has led or contributed to approximately$4 billion in sovereign facilities for power,roads,water and other infrastructure assets.AfCFTA:A New Era for Global Business and Investment in Africa29AFCs strategic pillarsTABLE 2Revenue growth balancing debt and equity,with a diversified and high-quality asset bookStrategic and complementary partnerships with governments,sponsors,peers and playersRobust enterprise risk and portfolio managementProject development,advisory and country relations as origination enginesInnovation to address and monetize market distribution and standardization gapsBuilding the core of critical enabling systems and processesVertical industry integrations,country and regional ecosystemsAnalytics and data-driven risk,balance sheet and liquidity managementBuilding capabilities,organizing to execute,aligning performance management147582369The United Bank for Africa(UBA)has been successful in becoming and continues to strive to be the bank of choice for individuals and businesses already on the African continent as well as those wishing to do business in Africa.Banking and access to financing are important enablers for new and existing companies wishing to take advantage of the integrated markets under the AfCFTA.UBA has a customer-first philosophy using three levers people,process and technology.Through its African footprint,product construct and support provided to the AfCFTA for the rollout of the PAPSS,UBA has found success in applying its strengths to AfCFTA accelerators and goals such as job creation,e-commerce and infrastructure.AfCFTA:A New Era for Global Business and Investment in Africa30Using synergies for multiple projects through integrated networksAFC has been successful in developing end-to-end value chains around a countrys natural resources.This can lead to synergies that de-risk projects,as multiple projects can benefit from shared infrastructure.One example is the ARISE Integrated Industrial Platform in Gabon,a$1 billion wood-based export ecosystem co-owned by AFC and Olam International.The platform is in the Nkok special economic zone(SEZ).The Nkok SEZ has developed a sustainable forestry ecosystem,with a furniture manufacturing cluster supported by a comprehensive and shared infrastructure,including power and water and transport logistics that move timber into the economic zone and finished projects out of the zone to the port.Over 10 years,this economic zone has tripled the number of jobs to 34,000,achieved EBITDA(earnings before interest,taxes,depreciation and amortization)of more than$500 million and increased the export of wood products from$350 million in 2010 to$1 billion in 2021(a 17-fold increase).The success of the zone,which attracted more than 140 global investors,has led AFC to use this model in other countries such as Benin,Togo,Rwanda,Cte dIvoire,the Democratic Republic of the Congo(DRC),Nigeria and Chad.AfCFTA accelerators through UBABOX 11Job creation:UBAs banking operations are helping to address the issues facing small businesses in Africa,including business formalization,access to credit and multiple taxation,among others.E-commerce:As the AfCFTA is negotiating the protocol on digital trade in Africa to facilitate cross-border e-commerce transactions,UBA is helping accelerate solutions to challenges related to payments and currency conversion.UBA has pioneered ground-breaking products such as Leo,Africas largest chatbanking platform(which performs banking services via chat apps),and has created interoperable systems to facilitate intra-African trade and retail payments.The companys leadership in helping the deployment of PAPSS means it is uniquely positioned to provide reliable rails for partners,especially fintechs and corporate entities.Infrastructure:UBA recognizes the vital role of the AfCFTA in identifying important infrastructure projects that will enhance intra-African trade and attract local and foreign partners who will deliver capital,expertise and governance for these types of projects.The company is looking to partner directly with the AfCFTA through UBAs credit fund,which is purely private-sector-driven and focused on infrastructure finance,given its extensive experience in this space.Number of jobs created in the Nkok SEZ over 10 years34,000AfCFTA:A New Era for Global Business and Investment in Africa31ConclusionWith trade beginning under the AfCFTA,there has never been a more exciting time for new and expanded investment in Africa.Growing populations,rising incomes and integrated markets are all offering businesses tremendous opportunities for success and growth in meeting new levels of demand.The four sectors examined here automotive;agriculture and agro-processing;pharmaceuticals;and transport and logistics present growing opportunities for new and existing businesses due to their high potential for meeting local demand with local production.Each sector has specific strengths that companies can take advantage of:high product complexity in the automotive industry;high contribution to GDP growth and inclusive job growth in agriculture and agro-processing;high feasibility of addressing barriers quickly for the pharmaceutical industry;and the overwhelming demand and enabling opportunities in transport and logistics.With intra-African trade expected to accelerate to new levels,local and global businesses can leverage the World Economic Forums supporting initiatives across five pillars,the five AfCFTA operational tools,and practical experience and strategic insight from global companies.The supporting initiatives provide opportunities for public-private partnerships and engagement that can bridge information gaps,while the operational tools provide a logistical basis for how to effectively trade under the AfCFTA.The company examples highlighted here offer invaluable advice for new investors while also collectively underscoring the attractiveness of operating across the continent.Using these sources,companies looking to enter or expand into African markets will be able to develop their own strategy for seizing the opportunities brought by a more integrated continent.By 2030,Africa will be home to 32%of the worlds youth,a powerful force for entrepreneurship and innovation that will drive the growth and success of new business as markets become more connected.Macro trends,operational support and company testimony all point to the reality that business in Africa is the future.The private sector will play a huge role in helping the continent reach the goals promised by the AfCFTA.Now is the time for local and international companies alike to align their strategies and investment priorities with the profound change to come as economies evolve and opportunities abound.Participation in bilateral and multilateral free trade agreements like the AfCFTA,standards regimes and related frameworks can help firms better mitigate their operating costs,barriers to market entry,compliance with non-harmonized standards and regulations across borders and enable them to grow their industries more effectively in support of local and regional economic development and transformation.YaraAfCFTA:A New Era for Global Business and Investment in Africa32ContributorsAcknowledgementsLead author Landry Sign*Executive Director and Professor,Thunderbird School of Global Management,Washington DC;Co-Chair,World Economic Forum Regional Action Group for Africa*Landry Sign is a Senior Fellow at the Brookings Institution.Contributing author Chido Munyati Head of Regional Agenda,Africa,World Economic Forum AfCFTA SecretariatGilberto AntonioSenior AdviserCynthia Gnassingbe-EssonamSenior Adviser,Private Sector EngagementGrace KhozaPrincipal Communications AdviserThemba KhumaloAdviser,Industrial DevelopmentAfrica Finance Corporation(AFC)Rita Babihuga-NsanzeChief EconomistAgilityGeoffrey WhiteChief Executive Officer,Africa,Agility The Coca-Cola Company Shiletsi MakhofaneSenior Director,Public Policy,AfricaPatricia ObozuwaVice-President,Government Affairs,Communications and Sustainability,AfricaDP WorldSuhail Al BannaChief Executive Officer and Managing Director,Middle East and AfricaSumeet BhardwajChief Executive Officer and Managing Director,RwandaEsha MansinghExecutive Vice-President,Corporate Affairs and Investor Relations,Imperial Logistics(a DP World Company)Supachai WattanaveerachaiChief Executive Officer,Horn of AfricaMenzies AviationHassan El HouryChairmanNovartisLutz HegemannPresident,Global Health and SustainabilityRacey MuchilwaCountry President and Head,Sub-Saharan AfricaThe World Economic Forum thanks the following individuals for their contributions to this insight report:AfCFTA:A New Era for Global Business and Investment in Africa33OCP AfricaMohamed HettitiSenior Vice-President,West Africa Anouar JamaliChief Executive OfficerYoussef LahmitiVice-President,East AfricaUnited Bank for Africa(UBA)Oliver AlawubaGroup Managing DirectorVolkswagen GroupSerge KamuhindaChief Executive Officer,Mobility Solutions RwandaFa-eez KarodiaBusiness Project Leader,Corporate Strategy,Volkswagen Group South AfricaLutendo KhavhadiCorporate Strategy Analyst and Personal Assistant to the Managing Director,Volkswagen Group South AfricaMichael PetrieProduct Manager,Strategic Plant Development,Volkswagen Group South AfricaYaraDom La VigneDirector,Public Affairs and Corporate Communications,Africa and AsiaFernanda Lopes LarsenExecutive Vice-President,Africa and AsiaAnu PaasiaroDirector,Global Initiatives,Strategy and Business DevelopmentLuis Alfredo PrezSenior Vice-President,Business Unit AfricaWorld Economic ForumSean DohertyHead,International Trade and Investment;Member of the Executive Committee Philippe IslerDirector,Global Alliance for Trade Facilitation;Member of the Executive CommitteeWalter MandelaCommunity Specialist,Regional and Global Cooperation,AfricaMariam SoumarCommunity Engagement Specialist,Global Alliance for Trade FacilitationMatthew StephensonHead,Investment Policy and PracticeCandice WhiteKnowledge Management and Community Engagement LeadThe World Economic Forum also thanks Hanna Dooley,Daniela Ginsburg and Holly Stevens for their special assistance.AfCFTA:A New Era for Global Business and Investment in Africa34Endnotes1.Sign,Landry,Unlocking Africas Business Potential:Trends,Opportunities,Risks,and Strategies,Brookings Institution Press,2020:https:/www.brookings.edu/book/unlocking-africas-business-potential/.2.Ibid.3.Ibid.4.World Bank,“Free Trade Deal Boosts Africas Economic Development”,30 June 2022:https:/www.worldbank.org/en/topic/trade/publication/free-trade-deal-boosts-africa-economic-development#:text=A new agreement creating Africas,people out of extreme poverty.5.Ibid.6.Sign,Landry,Africas Fourth Industrial Revolution,Cambridge University Press,forthcoming.7.Sign,Landry,Unlocking Africas Business Potential:Trends,Opportunities,Risks,and Strategies,Brookings Institution Press,2020:https:/www.brookings.edu/book/unlocking-africas-business-potential/.8.Ibid.9.Agarwal,Prachi,Anthony Black,Alberto Lemma,Vuyiswa Mkhabela and John Stuart,“The African Continental Free Trade Area and the Automotive Value Chain”,Overseas Development Institute,July 2022:https:/cdn.odi.org/media/documents/VVC_paper_final_.pdf.10.AfCFTA Secretariat,“AfCFTA Private Sector Engagement Strategy,20222032”,November 2021.11.Ibid.12.United Nations Economic Commission for Africa/KAS Office Ethiopia/AU,“Policy Brief:Private Sector as the Backbone of the AfCTA Implementation”:https:/www.kas.de/documents/13332971/17139048/Policy brief - Private sector as the backbone of the AfCFTA implementation.pdf/09f35ba4-326f-a283-bf48-5ee3965a1661?t=1655293939245.13.AfCFTA Secretariat,“AfCFTA Private Sector Engagement Strategy,20222032”,November 2021.14.Agarwal,Prachi,Anthony Black,Alberto Lemma,Vuyiswa Mkhabela and John Stuart,“The African Continental Free Trade Area and the Automotive Value Chain”,ODI,July 2022:https:/cdn.odi.org/media/documents/VVC_paper_final_.pdf.15.Zhang,Ganyi,“AfCFTA:A More Integrated Africa in the Global Supply Chain”,Upply,17 February 2021:https:/market-Asia Consulting,“Africa Automotive Industry Attractiveness:Opportunities for International Automotive Players”,April 2021:https:/eac-consulting.de/wp-content/uploads/2021/04/EAC-Insights-Africa-Automotive-April-2021.pdf.17.Agarwal,Prachi,Anthony Black,Alberto Lemma,Vuyiswa Mkhabela and John Stuart,“The African Continental Free Trade Area and the Automotive Value Chain”,Overseas Development Institute(ODI),2022:https:/cdn.odi.org/media/documents/VVC_paper_final_.pdf.18.IndustriALL Global Union,“Sub Sahara Africa Automotive Sector:Potential to Boost Manufacturing and Create Decent Jobs”,8 September 2020:https:/www.industriall-union.org/sub-sahara-africa-automotive-sector-potential-to-boost-manufacturing-and-create-decent-jobs.19.Agarwal,Prachi,Anthony Black,Alberto Lemma,Vuyiswa Mkhabela and John Stuart,“The African Continental Free Trade Area and the Automotive Value Chain”,Open Data Institute(ODI),2022:https:/cdn.odi.org/media/documents/VVC_paper_final_.pdf.20.Sign,Landry,and Payce Madden,“Considerations for Rules of Origin Under the African Continental Free Trade Area”,Journal of African Trade,vol.8,no.2(Special Issue),2020,p.77:https:/doi.org/10.2991/jat.k.201205.001.21.Afreximbank,“AAAM and Afreximbank Sign an MoU to Drive Automotive Investment in Africa”,18 February 2021:https:/in the Era of the AfCFTA Authors”,Journal of African Trade,17 December 2021:https:/www.atlantis-Black,Alberto Lemma,Vuyiswa Mkhabela and John Stuart,“The African Continental Free Trade Area and the Automotive Value Chain”,Open Data Institute(ODI),2022:https:/cdn.odi.org/media/documents/VVC_paper_final_.pdf.24.EBCAM,“The Automotive Industry in Africa:Domestic Production for Local Job Creation and Safe,Climate-Friendly Mobility”,11 December 2020:https:/www.ebcam.eu/images/EBCAM-AAAM_Automotive_Africa_-_Position_Paper.pdf.25.Sign,Landry,“US Trade and Investment in Africa”,Brookings,28 July 2021:https:/www.brookings.edu/testimonies/us-trade-and-investment-in-africa/.26.Africa Legal Network,“Agriculture Under the African Continental Free Trade Area”,13 July 2022:https:/aln.africa/insight/agriculture-under-the-african-continental-free-trade-area-afcfta/?utm_source=Mondaq&utm_medium=syndication&utm_campaign=LinkedIn-integration.AfCFTA:A New Era for Global Business and Investment in Africa3527.Hackman,Bryanne,“The New Age of Agro-Processing in Africa”,Future Africa Forum,13 May 2021:https:/futureafricaforum.org/the-new-age-of-agro-processing-in-africa/.28.Birx,Laura,“Adapting to Climate Change”,Bill and Melinda Gates Foundation,19 March 2021:https:/www.gatesfoundation.org/ideas/articles/climate-change-agriculture-africa.29.AfCFTA Secretariat,“AfCFTA Private Sector Engagement Strategy,20222032”,November 2021.30.Africa Legal Network,“Agriculture Under the African Continental Free Trade Area”,13 July 2022:https:/aln.africa/insight/agriculture-under-the-african-continental-free-trade-area-afcfta/?utm_source=Mondaq&utm_medium=syndication&utm_campaign=LinkedIn-integration.31.AfCFTA Secretariat,“AfCFTA Private Sector Engagement Strategy,20222032”,November 2021.32.Ibid.33.Ibid.34.Mainly South Africa,Egypt,Morocco and Nigeria.35.AfCFTA Secretariat,“AfCFTA Private Sector Engagement Strategy,20222032”,November 2021.36.iAfrica,“African Continental Free Trade Agreement:Will the SA Beef Industry Benefit?”,Bilaterals,17 October 2019:https:/www.bilaterals.org/?african-continental-free-trade-40206&utm_source=dlvr.it&utm_medium=facebook.37.Hackman,Bryanne,“The New Age of Agro-Processing in Africa”,Future Africa Forum,13 May 2021:https:/futureafricaforum.org/the-new-age-of-agro-processing-in-africa/.38.Ibid.39.Owoo,Nkechi S.and Monica P.Lambon-Quayefio,“The Agro-Processing Industry and Its Potential for Structural Transformation of the Ghanaian Economy”,in Industries Without Smokestacks:Industrialization in Africa Reconsidered,1 November 2018:https:/Bali and Luca Salvatici,“The AfCFTA Impact on Agricultural and Food Trade:A Value Added Perspective”,European Review of Agricultural Economics,vol.49,issue 1,January 2022,pp.237284:https:/doi.org/10.1093/erae/jbab046.41.Department of Trade and Industry,Republic of South Africa,“Investing in South Africas Agro-Processing Sector”:http:/www.investsa.gov.za/wp-content/uploads/2021/03/FACT-SHEET_AGRO-PROCESSING_2020.pdf.42.AfCFTA Secretariat,“AfCFTA Private Sector Engagement Strategy,20222032”,November 2021.43.Goedde,Lutz,Amanda Ooko-Ombaka and Gillian Pais,“Winning in Africas Agricultural Market”,McKinsey&Company,15 February 2019:https:/Pharmaceutical Logistics Market Report 20222027:Industry Size,Share,Trends and Forecast”,LinkedIn,14 May 2022:https:/an Opportunity for Pharma and Patients”,McKinsey&Company,2018:https:/www.unido.org/sites/default/files/files/2018-03/Jean Mina_McKinsey&Company_African Pharma Ma

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  • Newzoo:媒体和娱乐参与的新时代-不同世代如何与数字和现实世界交互(英文版)(36页).pdf

    A New Era of Engagement in Media&Entertainment Featuring insights into US consumers across generations How varying generations engage with the digital and physical world2023 NewzooThe future of media and entertainment is not about a complete shift to digital.There are many misconceptions about how diferent generations engage with media and entertainment.Here are some of the ones we want to dispel.Games are the mainreason why kids areincreasingly overweight!Kids simply do not play outside anymore.Its a shame!Kids used to be creative anddraw and paint.Now they justsit behind their screens.They simply are more passive.Millennialshave stoppedwatching TV!2023 Newzoo/Media&Entertainment Report02/36Younger Generations Play in Both Physical and Digital SpacesPopularity of playing sports and games(comparing physical and digital activities)Share of generation that is active and share of generation that does both(%)SportsGen Z10-25 years oldMillennials26-40 years oldGen X41-50 years oldMore time spent gaming doesnt mean that younger generations are more averse to physical sports.In fact,almost 70%of Gen Z do both compared to less than half of Gen X.Much of this report centers around Gen Z in comparison to Millennials and Gen X.Based on when we gathered the data,we define each generation as:Gen X were born from 1965 to 1980,Millennials from 1981 to 1996,and Gen Z from 1997 to 2012.Examining behaviors and preferences across these generations,we can see that younger people are spending more time blending digital and physical activities and pursuing more active forms of engagement.74%of Gen Z participatesin sports/fitnessactivities 48%does bothGamesSportsGamesSportsGamesSource:Newzoo Consumer Research|US Online Population 10-50|June 202260iU%does both79fg%does both85tfining physical and digital activities to examine how diferent generations spend their timeParticipating in sports or other physical/mental exercises,including yoga,fitness,walking.Playing video games,participating in online betting or gambling,including online casinos.PhysicalDigital2023 Newzoo/Media&Entertainment Report03/36The future of media andentertainment is about.MEDIAENTERTAINMENTLEISURE TIMEAn increasing convergence of activitiesin the digital and physical world.Younger generations spend their time not just consuming content,but creating it.68%of Gen Z identify as digital creators,compared to 46%of Gen X.This is an active process that unites digital and physical engagement methods.68%A generational shift to moreactive forms of engagement.53%When it comes to games,younger consumers find new waysto engage.Gen Z consumers spend more than half of their time engaging with game IP in other ways than playing.People engaging with all forms ofentertainment in a single environment.Younger generations are turning more to game platforms for media engagement.Gen Z spends an average 12.2 hours per week on games.12.2hrs/week2023 Newzoo/Media&Entertainment Report04/36ContentsAbout the data in this reportThis report features high-level insights from a consumer research study that we conducted in the US in June 2022.The scope of the study was the online population aged 10-50 and the sample is representative of 180M people.When we refer to generations,we use the following definitions.Gen Z:People aged 10-25|Millennials:People aged 26-40|Gen X:People aged 41-50We understand that Gen X represents a wider age range,but for the purposes of this study,we focused on a sample aged 10-50 and believe its representative.IntroductionMediaEntertainmentLeisure TimeThe Metaverse67152532?2023 Newzoo/Media&Entertainment Report05/36How we choose to spend our time has changed a lot in the 15 years since Newzoo was founded.New generations have fresh views and expectations on how they spend and value their time.The physical and digital worlds are blending,fueled by innovations in VR,blockchain,crypto,web3,and NFTs.Consumer behavior is shifting,especially after the pandemic.Researching,analyzing,and reporting on shifting consumer behavior and its impact on business is what Newzoo does.Since day one,we have focused on games as the most innovative form of entertainment and the most challenging to track.Fifteen years on,the games business has grown by$155 billion in consumer-generated revenues alone.The most important metric that has grown even faster is time spent or engagement.This is because games give people the power to choose.Gamers spend as much or as little time or money as they wish and decide whether their experience is passive,active,or a mix of both.You could consider this the foundation of“the metaverse”as games are now a destination for all types of engagement including creating,socializing,viewing,and playing.Games are now an entertainment form that can be enjoyed across all media as well as a media platform that can host any other form of entertainment.This not only impacts game companies,that continue to expand their horizons to include other forms of entertainment,but also consumer brands and the traditional media value chain that relies largely on advertising.Younger generations now want to actively engage with content and IP through creation,play,and simultaneous socializing.Fandom can no longer be built with passive experiences alone.Thats why we are releasing this report.Newzoos mission is to accelerate the future of gaming and we believe that future is equal to the future of media and entertainment.We want to enable the companies that are creating and shaping this future to thrive,with data and insights that are future-proof and take engagement as the starting point.Our eforts may not contain all the answers.But we are confident that we can at least help the market to ask better questions.Michelle RouhofCEONewzooIntroduction2023 Newzoo/Media&Entertainment Report06/36Mobile Has Become the Dominant Platform for Accessing Media and IPMedia Consumption by ScreenMEDIAThis section focuses on how every generation surveyed engages with diferent types of media.Weve split media content into five distinct platforms:Video Games andVirtual WorldsSocial Media andVideo-Sharing PlatformsRadio,Podcasts,andMusic Apps News Apps,Websites,Blogs,and Magazines Broadcast TV andSubscription Services Source:Newzoo Consumer Research|US Online Population Aged 10-50|2,699 respondents|June 20223hrsper day per person4.3hrsper day per person2023 Newzoo/Media&Entertainment Report07/36If we break down how respondents interface with the five media catego-ries,it becomes clear that social media and video-sharing platforms have the highest levels of engagement.Broadcast TV and subscription services slightly trail by 2%,though people tend to spend more time fixed to this media type than the former.While TV racks up more hours of passive viewership,social media and video-sharing platforms dont lag far behind.This suggests that more passive engagement attracts more attention than active forms of media like video games and other virtual experiences.However,its important to note that people spend nearly 12 hours a week on average on video games and virtual worlds,eclipsing audio and written media.Video games and virtual worlds Social media&video-sharing platforms Broadcast TV&subscriptionservices Radio,podcasts,and music appsNews apps,websites,blogs,and magazines People Spend Nearly 12 Hours Per Week On Video Games and Virtual WorldsEngagement with Media Platforms84.8096.1294.9287.3775%6.56Share of people who use this platform Avg number of hours spent per weekTotal hoursspent per week0.9B2.2B2.3B1.6B1.8BMEDIASource:Newzoo Consumer Research|US Online Population Aged 10-50|2,699 respondents|June 202260%of engagement on media platforms happens on mobile devices 2023 Newzoo/Media&Entertainment Report08/36Video games and virtual worlds Social media&video-sharing platforms Broadcast TV&subscriptionservices Radio,podcasts,and music appsNews apps,websites,blogs,and magazines 55EsFTh2%Share of Engagement Time on Mobile Devices Compared to Other TechnologiesMobile(smartphone,smartwatch,tablet)Non-mobilePeople Prefer Mobile for Media Engagement(Unless Were Talking TV)Source:Newzoo Consumer Research|US Online Population Aged 10-50|2,699 respondents*|June 2022*Sample size varies by groupHow much time do people spend engaging with media on their mobile devices versus other technologies?More people spend time engaging with media on their mobile devices than they do via laptops and desktops.Nearly two thirds of time spent on social media&video-sharing platforms goes to mobile,while audio sits at 68%.We see a more even split when it comes to video games and virtual experiences,while TV is the only media platform where mobile doesnt dominate consumer time.In the mobile-first era,IP holders will focus more on mobile-native engagement.Brands will increasingly add vertical videos,ads,product placements,and other elements to mobile games.MEDIA62%of time spent watchingTV via on demand serviceslike Netflix,Amazon Prime,or HBO Max 2023 Newzoo/Media&Entertainment Report09/36MEDIAGame Content is Popular Across Non-Gaming Media Platforms Broadcast TV&Subscription Services HBO:The Last of Us HBO greenlit its first video game adaptation in 2020,a star-studded rendition of 2013s The Last of Us.The series debuts in January,2023,and the production team have hinted that the show will consist of several seasons.Netflix:UnchartedDespite having mixed reception from critics,Sony Pictures 2022 film adaptation of Uncharted is the fifth highest grossing video game flick as of early 2023.Uncharted may become a new cinematic franchise for Sony,depending on its performance.News Apps,Websites,Blogs,and MagazinesSince Computer and Video Games ran its first issue in 1981,gaming magazines have taken up a lot of newsstand real estate.Radio,Podcasts&Music Apps Theres an abundance of games podcasts on Spotify and other platforms.VanossGaming has 26 million subscribers to his game-themed channel on YouTube.Social Media&Video-Sharing Platforms2023 Newzoo/Media&Entertainment Report10/36Gen Z Engagement by Media PlatformShare of Gen Z consumers who use this platform Avg number of hours they spend per week Gen Z Spends More Time Engaging with Games and Virtual Worlds than Watching TVVideo games and virtual worlds Social media&video-sharing platforms Broadcast TV&subscriptionservices Radio,podcasts,and music appsNews apps,websites,blogs,and magazines Delta vs.Age 10-50A slightly higher share of Gen Z consumers engage with social/video platforms than engage with TV:96%vs.95%.Perhaps even more surprising is that they spend more time per week within video games and virtual worlds than they do with TV.This includes on-demand services like Netflix.Whats less surprising is that Gen Z engages the least with writ-ten media,including news apps,websites,blogs,and maga-zines.This media type has the lowest reach and accounts for the fewest hours spent on engagement.Average hours spent on TV or subscription services per weekSource:Newzoo Consumer Research|US Online Population Aged 10-25|953 respondents|June 2022 6% 3% 0% 6% 1%-1%-2% 6% 1%-15.1913.9211.8588.2873%6.9796%Overall:13.9Gen Z:11.9Millennials:14.7Gen X:16.1MEDIA2023 Newzoo/Media&Entertainment Report11/36Games are a Platform for Entertainment:FortniteFortnite remains incredibly engaging for consumers and has grown into an entertainment hub where people have unique,digital identities and share experiences far beyond cooperative play.As of October 2022,nearly 200 million players played Fortnite on console or PC*,with many millions more on mobile.Music artists,film directors,and many other entertainers outside the games industry are flocking to this massive audience and many have started to use Fortnite as a platform to reach millions of consumers.*Data source:Newzoo ExpertIn 2021,Epic Games partnered with Ariana Grande to create a live music event within the Fortnite universe called the Rift Tour.The concert,taking place over 3 days in August,featured a virtual version of the singer/song-writer and was part of a campaign to market new skins,accessories,and in-game items.(Live)Music concertsWhile mainstream sports brands and networks havent jumped on the Fortnite platform,ESPN 8 did air wild sports from The Ocho in 2020.Pro sports contentFortnite players got to watch an exclusive scene from Star Wars:The Rise of Skywalker during the Live at Risky Reels event in 2019.This scene,featuring the return of a popular character in the franchise,became canon.Movie viewingsmonthly active usersFashionFortnite has collaborated with major fashion brands like Polo Ralph Lauren,Moncler,Gucci,and Nike to release in-game skins and co-branded clothing items.200MMEDIA2023 Newzoo/Media&Entertainment Report12/36Games are a Platform for Entertainment:RobloxMEDIA*Data source:Roblox Third Quarter 2022 Financial ResultsSpotify Island on RobloxSpotify partnered with Roblox to create an in-game spot for players to discover new music,engage with artists,earn exclusive merchandise,and even create their own music and beats.Stranger Things:Starcourt Mall by NetflixIn 2021,Roblox players got the chance to explore the Stranger Things universe,a popular Netflix IP.Samsung Superstar Galaxy on RobloxShowcasing the market efcacy of live music in the metaverse,this was a timed experience from May to June 2022 that culminated in a virtual performance by popstar Charli XCX.average daily activeusers in Q3 202258.8MRoblox is more than just a game it is a platform where people gather to share experiences with others and create those experiences for others.In the third quarter of 2022,nearly 59 million people played Roblox across PC,console,and mobile*.This huge player base,coupled with the games expansive population of younger users,has drawn the attention of Samsung,Spotify,Netflix,and other media companies.The entertainment world sees a lot of opportunities in the Roblox universe,though with an air of caution,given the age of players.2023 Newzoo/Media&Entertainment Report13/36In recent years,many game developers have added features to their environments that enable people to watch others play.Enthusiasts used to rely on streaming platforms for this,but now more games have viewing functionality built in.This unlocks engagement time and provides exciting viewing experiences for non-players.Games Attract Players and Audiences Alike:Spectatorship as a FeatureGamers are creative and find ways to use new functionalities to their benefit.With stream sniping,players would enlist friends to watch ongoing matches and call out enemy locations,making it easy for teams to essentially cheat.Even though games like Fortnite have removed spectating features,its still possible to stream snipe opponents who are broadcasting their gameplay on streaming sites like Twitch or YouTube.These options come with a considerable lag,so its much harder to stream snipe and deprive opponents of fair play.Spectating in FortniteIn season 2,Fortnite introduced a Watch Game mode to all users.However,this feature led to stream sniping and has since been removed.Roblox Spectator ModeRoblox ofers spectator mode as an option to add to the worlds that players create.Free cam allows you to watch yourself play from all angles.Simultaneous Playing and ViewingFortnite Movie Nights are organized frequently.Users can watch together or watch while continuing to play,an example of simultaneous engagement.Watching YouTube while CreatingThere are more ways that videos can be viewed in Roblox.A popular use case is bringing YouTube tutorials into the world you are building.MEDIA2023 Newzoo/Media&Entertainment Report14/36Entertainment EngagementHours per day spent on active vs passive engagementENTERTAINMENTActive Engagement Is Becoming More Popular with Every New GenerationVideo GamesSports&FitnessMusicBooks&ComicsMovies&Series4.5hrsper day per person4.3hrsper day per personACTIVEPASSIVESource:Newzoo Consumer Research|US Online Population Aged 10-50|1,363 respondents|June 2022In this section,we split entertainment into five distinct categories to better understand userpreferences.We also segmented the ways in which people can engage with entertainment into five active and passive activities.5 forms of entertainment(IP)5 ways of engagingReading,Creating,PlayingViewing,ListeningViewingListeningReadingCreatingPlaying2023 Newzoo/Media&Entertainment Report15/36Consumers Spend Nearly 15 Hours Per Week Engaging with GamesReach and Average Time Spent by Entertainment TypeAudience reachAverage time17.0197.3514.46Source:Newzoo Consumer Research|US Online Population Aged 10-50|1,363 respondents*|June 2022*Sample size varies by groupAvg.time they spend per week(hrs)Share of people who use this type of entertainment(%)of the time spent on moviesand series is spent watchingas opposed to more activeforms of engagement.When it comes to types of entertainment,movies and series as well as music are both incredibly popular among consumers in the US.Almost everyone engages with this content in some form or another.Video game content is third with an 87%reach.In terms of hours spent,movies and series have a clear lead.We found that people spend over 17 hours per week either watching content or engaging with big and small screens in other more active ways.Movies&SeriesGamesMusic2500a0141881.14Books&Comics74.40Sports&Fitness60%isspent creating content about movies and series,includingblog posts and reviews.11%ENTERTAINMENT2023 Newzoo/Media&Entertainment Report16/36Younger Consumers Spend More Time on Games than Previous GenerationsGen Z Engagement by Type of EntertainmentAudience reachAverage time14.4698.9914.88Source:Newzoo Consumer Research|US Online Population Aged 10-25|498 respondents*|June 2022*Sample size varies by groupAvg.time they spend per week(hrs)Share of people who use this type of entertainment(%)For Gen Z consumers in the US,audio entertainment slightly trumps game content in terms of weekly hours spent engaging.However,in terms of the percentage of people who engage in each entertainment type,regardless of hours spent,movies and music stand out as the most popular.If we compare the five entertainment types listed,its obvious that music,movies,and games outshine other forms of IP and activities.We can likely attribute this to how easy it is to access tunes,flicks,and mobile games on smartphones,coupled with Gen Z being the first digital native generation.Whats more,game platforms are now filled with music and movie content,so the three entertain-ment types enjoy a ready-made shared space when it comes to snagging fans.Movies&SeriesGamesMusic3500i121585.79Books&Comics79.24Sports&FitnessGen Z consumers in the USspend nearly 15 hours per week engaging with game content.14.9hrsENTERTAINMENT2023 Newzoo/Media&Entertainment Report17/36Video Games Command the Most Active Engagement Hours Active Engagement by Entertainment FormShare of time spent creating,playing,and reading this type of contentSource:Newzoo Consumer Research|US Online Population Aged 10-50|1,363 respondents*|June 2022*Sample size varies by groupOut of the 5 types of media we defined,video games inspire the most active engagement.Nearly three quarters of respondents said they prefer playing,creating,and reading about video game content over passive enjoyment.This active engagement ofers brands a unique opportunity to have their target audiences engage with their products and services in a more hands-on way,which makes games unique compared to other types of entertainment IP.This data also suggests that gaming audiences prefer interactive and native ways of brand engagement over traditional ads.To win the hearts of gaming fans,brands will move toward IP crossovers,social media and streamer partnerships,branded UGC,and inventive product placement.Video GamesSports&FitnessMovies&SeriesMusicBooks&Comics7203btiveEngagementReadingCreatingPlayingof engagement withgames is active:playing and readingabout games,or creating game-relatedcontent72%ENTERTAINMENT2023 Newzoo/Media&Entertainment Report18/36People Consume Video Game Content in Many Ways The Ways People Engage With Game ContentPercentage of total time spent per activitySource:Newzoo Consumer Research|US Online Population Aged 10-50|1,176 respondents|June 2022PlayingReadingCreatingViewingListening47%Game enthusiasts in the US tend to spend just under half of their time with games in the player seat.The majority share of time spent seems to be going to reading,listening to,and watching content from the gaming space,as well as creating games and game content.This suggests that brands can leverage the various touchpoints not only to build legitimacy around their presence in or around games,but also to create diferent kinds of content that amplify their message within the target group.For instance,a car manufacturer might want to place its vehicles in a racing game,while ofering video and/or written racing advice to sim racers and providing tools for creators to customize their favorite cars from the brand to use in-game.PassiveActiveof time allocatedto video gamesis spent playing47tive Playing video games(on a console,PC,mobile,or VR device)Reading news,blogs,websites,or social media posts about gaming Creating content about video games(e.g.live streams,video content,fan art,writing blogs,reviews)PassiveWatching video game-relatedcontent(e.g.live streams,lets plays,pre-recorded content,reviews)Listening to podcasts or radio shows about video gamesENTERTAINMENT2023 Newzoo/Media&Entertainment Report19/36How Likely People Are to Engage in Types of Entertainment with Other PeopleSource:Newzoo Consumer Research|US Online Population Aged 10-50|1,363 respondents*|June 2022*Sample size varies by groupVideo GamesSports&FitnessMovies&SeriesMusicBooks&Comics44VG9%Every form of entertainment attracts a diferent type of social setting.Certain IPs are best enjoyed at home alone,while others require a crowd.Sports and fitness media stands out as the only form of entertainment where over half of respondents would rather engage with it in the company of others.For many people,watching sports is a social event that involves coming together as fans of the same franchise.Playing sports nearly always requires other people,as opposed to video games where its possible to play alone.Sports&Fitness Represent the Most Social Way to Engage with Media35%Gen Z are more likely to turn sports media engagementinto a group event:58%ENTERTAINMENT2023 Newzoo/Media&Entertainment Report20/36Share of People Who Consider Themselves To Be A Fan of Each Entertainment FormatVideo GamesSports&FitnessMovies&SeriesMusicBooks&Comics24&17%The share of movie fans increases with each generation while the share of game fans decreases.Music boasts the highest number of fans with 37%of consumers self-identifying as a true music fan.This is followed by movies and series with 31%.Sports has a slight edge over games with just over a quarter of consumers considering themselves as true fans of sports/fitness compared to 24%for games.Lets put this more into context:IP holders are increasingly eyeing cross-media strategies for launching their fran-chises.Maximizing reach now means fueling fandom across games,movies,TV,comics,and other media platforms.Music Has the Highest Share and Number of True Fans22%Source:Newzoo Consumer Research|US Online Population Aged 10-50|1,363 respondents*|June 2022*Sample size varies by groupENTERTAINMENT2023 Newzoo/Media&Entertainment Report21/36GAME IP4/10We asked respondents to identify their top 10 brands out of a randomized list of 27.These brands included cinematic universes,video games series,sports franchises,media personalities,and more.Here is each generations top 10 picks for entertainment IP:Gen Z(10-25 years)Share that are a fan of:AppleMarvelStranger ThingsGrand Theft AutoCall of DutyFortniteHarry PotterCandy CrushStar WarsDrake1.2.3.45.6.7.8.9.10.488883(&%Source:Newzoo Consumer Research|US Online Population 10-50|June 2022Video Game IP Resonates across Generations and Especially with Gen ZFan of none of 27 brands:4%GAME IP3/10Millennials(26-40 years)Share that are a fan of:AppleMarvelHarry PotterStranger ThingsCall of DutyStar WarsGrand Theft AutoCandy CrushLord of the RingsWalking Dead43521(&%1.2.3.45.6.7.8.9.10.Fan of none of 27 brands:5%GAME IP2/10Gen X(41-50 years)Share that are a fan of:MarvelStar WarsAppleStranger ThingsCandy CrushHarry PotterWalking DeadLord of the RingsGrand Theft AutoRolling Stones1.2.3.45.6.7.8.9.10.Fan of none of 27 brands:9721)(&%# %ENTERTAINMENT2023 Newzoo/Media&Entertainment Report22/36Integrating Entertainment IP into Video GamesGame integration enables brands and IP to engage with the gaming community by providing a plat-form for socialization and entertainment and infusing the IP in a manner and format that gamers enjoy such as cool avatars,virtual pop-ups,in-game events,and more.You are more likely to find brands integrated into video games than ever beforeBurberry x MinecraftBMW x Rocket LeagueVans x RobloxFIFA 23 x Ted LassoThe fictional football coach and his team AFC Richmond are playable in EAs FIFA23,which marks a significant merger between AppleTV IP and the video game world.Stranger Things VRA VR game is in development based on the successful series after multiple mobile games were already launched through Netflix.Fortnite x Marvel seasons and spin-ofsFortnite is no stranger to IP injections,but its collaboration with Marvel goes well beyond a one-time promotion.The world of Fortnite is ofcially part of the Marvel universe,which means the game is filled with playable charac-ters from comics lore.This collaboration has even generated a new series of comic books and tie-in content.ENTERTAINMENT2023 Newzoo/Media&Entertainment Report23/36How Entertainment IP Can Transcend Single Forms of MediaCD Projekts Cyberpunk 2077 and The Witcher are two perfect examples of how to leverage existing IP to build a cross-media franchise.Following a successful crossover to TV with The Witcher,the games publisher built out the Cyberpunk 2077 franchise across nearly every type of entertain-ment available.Heres a breakdown of how this video game publisher crossed the bound-aries of entertainment to create a digital franchise.MusicCD Projekt had many artists compose original songs for its soundtrack,including acclaimed hip hop duo Run the Jewels.The complete soundtrack is available on streaming services like Spotify.Movies&SeriesEdgerunners is an animated series based on the game launched in September 2022,which rein-vigorated the player base after several game-play updates.Books&ComicsTo date,six comics based on Cyberpunk 2077 have been released by Dark Horse Comics.GamesThe much-awaited game Cyberpunk 2077 launched in December 2020.ENTERTAINMENT2023 Newzoo/Media&Entertainment Report24/36People Spend More Leisure Time Engaging with Digital Interfaces than on Real World ActivitiesLeisure Time ActivitiesHow much time people spend per day on digital vs.physical activitiesLEISURE TIMEThis section covers 23 diferent types of leisure activities and 7 distinct ways that people can engage with these activities.Weve split these into two interaction categories:digital and physical.For reference,weve classified activities as digital when the primary medium is a digital interface.6.6hrsper day per person2.9hrsper day per personSource:Newzoo Consumer Research|US Online Population Aged 10-50|1,336 respondents|June 2022PHYSICALDIGITAL2023 Newzoo/Media&Entertainment Report25/36When it comes to digital leisure time activities,most engagement hours are spent passively watching content,including videos and on-demand TV.We asked respondents to list their top 5 leisure activities out of a list of 13,based on time spent.Here is how the data breaks down by generation.LEISURE TIMEDigital Leisure Time ActivitiesIncludes:Watching movies,TV,or news on demand(e.g.,using Netflix,Hulu,Amazon,Disney ,etc.),Watching video on social platforms such as Facebook,YouTube,Twitch,Reading e-books,Playing video games,Writing and sharing blogposts or online content,Online shopping,Listening to music,podcasts or audiobooks through apps or streaming platforms,Reading online news,blogs or social feeds,Creating or live-streaming video content or podcasts,Making digital art,music or play-lists/DJ-sets,Engaging with friends or meeting new people on social media,in games or apps.Gen ZWatching video content on platforms such as Facebook,TikTok,Instagram,YouTube,Twitch;live-streamed or on demand(excl.TV and streaming services)Watching movies,TV,or news on demand(e.g.,using Netflix,Hulu,Amazon,Disney ,etc.)Playing video games,on a console,PC/Laptop,mobile or VR device.Listening to music,podcasts or audiobooks through apps orstreaming platforms.Watching movies,TV,or newsas scheduled/live as it airs(e.g.,broadcasted on TV,at the cinema,etc.)Watching movies,TV,or news on demand(e.g.,using Netflix,Hulu,Amazon,Disney ,etc.)Watching video content on platforms such as Facebook,TikTok,Instagram,YouTube,Twitch;live-streamed or on demand(excl.TV and streaming services)Listening to music,podcasts or audiobooks through apps orstreaming platforms.Playing video games,on a console,PC/Laptop,mobile or VR device.Watching movies,TV,or newsas scheduled/live as it airs(e.g.,broadcasted on TV,at the cinema,etc.)MillennialsWatching movies,TV,or news on demand(e.g.,using Netflix,Hulu,Amazon,Disney ,etc.)Watching video content on platforms such as Facebook,TikTok,Instagram,YouTube,Twitch;live-streamed or on demand(excl.TV and streaming services)Watching movies,TV,or newsas scheduled/live as it airs(e.g.,broadcasted on TV,at the cinema,etc.)Listening to music,podcasts or audiobooks through apps orstreaming platforms.Playing video games,on a console,PC/Laptop,mobile or VR device.Gen XDigital:Using a digital interface is the primary way to enjoy this activity123452023 Newzoo/Media&Entertainment Report26/36When it comes to physical or real-world leisure time activities,every generation spends the most time socializing with their family or friends.Includes:Reading printed books,newspapers or magazines,writing books,painting,drawing,or other physical creative arts,Playing a musical instrument,Attending live concerts,music festivals or conferences,Going to a cinema,theatre,museum or attending live sports events,Socializing in real-life with friends or family,Going out to restaurants,clubs,bars to socialize or meet new people,Visiting and playing at physical casinos or betting agencies,Playing board-or other physical games,Participating in sports or other physical/mental exercises,Shopping in physical stores.We asked respondents to list their top 5 leisure activities out of a list of 9,based on time spent.Here is how the data breaks down by generation.Gen ZSocializing in real-life with friends or family at home or an outside location.Participating in sports or other physical/mental exercises,including yoga,fitness,walking.Playing a musical instrument,singing,or playing music/DJing live.Going out to restaurants,clubs,barsto socialize or meet new people.Writing books,painting,drawing,sculpturing or other physical creative arts(not digitally).Socializing in real-life with friends or family at home or an outside location.Participating in sports or other physical/mental exercises,including yoga,fitness,walking.Shopping in physical stores,alone or with others.Reading physical books,newspapers or magazines.Writing books,painting,drawing,sculpturing or other physical creative arts(not digitally).MillennialsSocializing in real-life with friends or family at home or an outside location.Participating in sports or other physical/mental exercises,including yoga,fitness,walking.Shopping in physical stores,alone or with others.Playing a musical instrument,singing,or playing music/DJing live.Reading physical books,newspapers or magazines.Gen X12345Physical Leisure Time ActivitiesLEISURE TIME2023 Newzoo/Media&Entertainment Report27/36People Engage in Digital vs.Physical Activities in Diferent WaysShare of Time Spent Per Type of ActivityDigital vs Physical ActivityViewingListeningReadingPlayingCreatingShoppingSocializingSource:Newzoo Consumer Research|US Online Population Aged 10-50|June 2022Viewing is by far the most popular way to engage in digital leisuretime activities.Out of all the ways people can partake in leisure activities,the vast majority of respondents prefer viewing content.The next largest chunk of time spent on leisure activities goes to listening to media,with playing,reading,creating,socializing,and shopping all taking a far smaller piece of the pie.On the other hand,physical activities have noticeably diferent patterns.Most hours are spent socializing with friends and family in-person followed by creating and playing.Most importantly,the boundaries between digital and physical experiences are blurring,if not disap-pearing entirely.Many traditional physical activities are taking place in the digital realm.Live music events in games and AR shopping are two prevalent examples.Blending digital and physical experiences is becoming increasingly crucial for brands.Its becoming essential for optimal reach and engagement.DigitalPhysical0 0Pp0%of the time spenton digital activitiesis spent viewingcontent.41%LEISURE TIME2023 Newzoo/Media&Entertainment Report28/36Source:Newzoo Consumer Research|US Online Population 10-50|June 2022Diferent Generations Dont Create Equally“Creative”Digital Leisure ActivitiesGen Z spends 3X more timeon digital creation per weekthan Gen X.?Creating or live-streaming video content or podcasts.?Creating and sharing blog post,online articles,or reviews.?Creating digital art,music or playlists/DJ sets.For clarity,weve excluded in-game creating from this list of activities.Content creation is an increasingly powerful form for Gen Z consumers to engage with their favorite IPs and brands within the gaming world and across most media forms.IP holders and brands should seek to include this creative element in their strategies moving forward.Inside the gaming world,Gen Z consumers enjoy creating content they can call their own.UGC elements power todays most popular franchises like Roblox,Minecraft,and Fortnite.Digital Creative Activities by GenerationDigitalPercentage of people who create digital content within each generationAvg time they spend per week69YF%6.9hrs/weekDigital6.8hrs/weekDigital5.9hrs/weekGen Z10-25 years oldMillennials26-40 years oldGen X41-50 years old3XLEISURE TIME2023 Newzoo/Media&Entertainment Report29/36Brand Partnerships Combine Physical and Digital SpacesA brand partnership can cross the boundaries of digital and physical,driving business in new ways while delighting and engaging customers.McDonalds&Overwatch 2Fast food brands have been trying to get into the gamification game since before the McDon-alds Monopoly promotion,and now they are one of the industries bridging the gap between digital and physical,while also showing the power of cross-media promotion.In late 2022,McDonalds partnered with Over-watch 2 to ofer app users the chance to unlock unique character skins by purchasing certain menu items.Ballantines x BorderlandsBallantines joined the fray in 2022 with a collaboration with Gearbox Entertainment.Players can now get their hands on a limited edition Scotch whisky evoking the popular NPC character Mad Moxxi.Every bottle of this co-branded elixir comes with unlockable content for Borderlands 3.LEISURE TIME2023 Newzoo/Media&Entertainment Report30/36The future of media andentertainment is about.MEDIAENTERTAINMENTLEISURE TIMEAn increasing convergence of activitiesin the digital and physical world.A generational shift to moreactive forms of engagement.People engaging with all forms ofentertainment in a single environment.2023 Newzoo/Media&Entertainment Report31/36Defining the Metaverse in Contrast to Virtual WorldsThe term metaverse dates back to the 1992 novel Snowcrash by Neal Stephenson and has evolved into the concept of a shared virtual space bringing together every conceivable virtual world.Though there isnt a definition everyone can agree on,one thing we can say with confidence is that its a wholly diferent concept than virtual worlds.These are isolated virtual spaces like in Minecraft or other multiplayer games,where the metaverse is the convergence of all these plat-forms.To achieve a metaverse thats universal would take all the brands operating virtual worlds to band together and unite their universes into one.THE METAVERSEThe metaverse defies a single definition,mostly because no one in the tech community can really agree on what it is or what it should be.One thing we can say is that the metaverse,however it mani-fests,will play a huge role in the blending of physical and digital spaces.Here are a few helpful frame-works for how to think about the metaverse from thought leaders in the gaming world.A persistent,infinitely-scaling virtual spacewith its own economy and identity system.Jonathan Lai|a16zPersistent,shared,3D virtual spaces in a virtual universe.Tim Sweeney|Epic GamesRealtime 3D social medium where people can create and engage in shared experiences as equal participants in an economy with societal impact.RobloxAn interconnected and interoperable network of persistent,virtual worlds that are populated by large numbers of players who interact with each other via 3D digital avatars,ofering users a heightened sense of immersion and presence.Newzoo2023 Newzoo/Media&Entertainment Report32/36The Metaverse Ofers Richer Engagement Possibilities forAll Types of ConsumersTHE METAVERSETraditional media mostlyfocuses on passive engagement while social media adds a socializing layer and facilitates creation.Game environments add even more possibilities by bringing active play into the mix.Active engagement breeds fandomBlending diferent forms of engagement leaves a more lasting impression.While listening to an album or playing a video game on a console are both enjoyable,most likely an in-game concert that involves active participation in some way will be a much more impactful experience.This will be critical moving forward for brands that want to engage with younger generations,who treat fandom more actively.Metaverse&Fandom:Fueled by Richer EngagementPlayingCreatingSocializingViewingListeningListeningViewingSocializingCreatingMoreEngagementMaximumEngagementRicherEngagementPlayingSEQUENTIALSIMULTANEOUSPlayingCreatingSocializingViewingListeningListeningViewingSocializingCreatingPlayingMETAVERSE&FANDOMTraditional MediaSocial MediaGames as Media2023 Newzoo/Media&Entertainment Report33/36RTFKT Acquisition by NikeNike is swiftly becoming a mainstay in digital realms thanks to how the brand is successfully sharing its iconic culture and building communities in this digital space.From launching Nikeland in Roblox in November 2021 to acquiring RTFKT in December 2021,Nikes foray into digital is just getting started.In 2022 Nike launched SWOOSH,a new community experience,where people can build,display,and trade virtual branded wearables.RTFKT Studios is one of the most popular digi-tal fashion brands on the market.It has amassed a sizable audience and is known for its virtual sneakers and popular NFT collections.In April 2022,Nike launched its Cryptokicks NFT collection,comprising 20,000 sneaker NFTs,including one designed by artist Takashi Murakami.This particular NFT sold for an eye-watering$134,000.“This acquisition is another step that accelerates Nikes digital transformation and allows us to serve athletes and creators at the intersection of sport,creativity,gaming and culture,”saysJohn Donahoe,President and CEO of NIKE,Inc.THE METAVERSE2023 Newzoo/Media&Entertainment Report34/36John KosnerPresidentNewzoos first ever Media&Entertainment Report goes beyond deconstructing the gaming revolution.It helps IP holders make smarter,better informed decisions about active compared to passive engagement,combining digital and physical experiences,reaching younger audiences via mobile,and more.2023 Newzoo/Media&Entertainment Report35/36Brands and companies will need to be more creative than ever to connect with their audience,engage with new people,and build dedicated fandoms that keep coming back.Newzoo is here to help navigate this shift.Join a growing community of early adopters and disruptors:Explore NewzooThe future of media and entertainment will be about blending digital and physical

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  • Totem:2023年中国市场营销及媒体趋势报告(英文版)(106页).pdf

    CHINA MARKETING&MEDIA TRENDS20232023 BRAND MARKETING&MEDIA PLANNING OUTLOOK China is finally re-opening after three years of tight Covid controls.Once it moves past the current deluge of Covid cases,we should-FINALLY-see a resumption of normal.Brands(and consumers)have been stuck in a holding pattern for the last three years.A lot of damage has been done.Consumer confidence has eroded significantly.Many high profile Global brands have pulled out of the market,while many others are reducing investments in growth.Profit margins have been clipped back.Key staff have repatriated.Many companies have started a pivot towards Asia-and a re-balancing of budgets towards growth in S.E.Asia.With all this said,there is still a surprising level of optimism around China growth prospects.While our annual survey of brands acknowledges a decreased level of optimism(from years past),the majority of brands continue to invest into growth.The majority of brands are increasing budgets and expanding long-term commitments;targeting new customer groups,exploring new media and advertising opportunities,and refining localized products and services.Even with reduced growth prospects,China is a massive economy and has a momentum which should allow it to push through some pain.Economist growth forecasts for Chinas economy in 2023 are in the range of 4-to-6%-which has China still out-pacing growth in developed markets like the US/EU.Its middle class continues to expand and its lower tier cities are a source of new growth prospects.China is in the midsts of a material pivot,which could leave many aspiring Global brands on the outside looking in-after the dust settles.It may be a similar pivot(toward localism)that occurred in the 90s for Japan.Some top brands still thrive in Japan but the bulk of the market is dominated by local players,leaving many international brands as marginal players(novelties,served as the side dish,instead of being the main course).In this context,many brands headed into 2023 will have to make hard choices about whether to follow the China path or divert attention to S.E.Asia(or India).Chris Baker Founder,Totem ABOUT THIS REPORTJan 2023Returning for its 8th year running,Totems China report is designed to help brand leaders stay a step(or two)ahead.We hope that it serves as a template for evaluating and planning brand growth.The report links together wider insights from the macro-economy and consumers,with key details of the marketing and media landscape.In this year of transition,we also hope that it provides a spark,to help brands regroup,and set new plans for China and the Asia region at-large.A key ingredient in this report are the collective insights from brands.We had inputs from 82 marketing leaders in our the 2023 survey(held in Nov 22).This data underpins the overall direction of our analysis.A big thanks to the team at Totem for their dedication to this process.Its a lot of work on-top of some very hectic schedules!TOTEMS 8TH ANNUAL REPORT ON CHINACONTENTS1THE BIG PICTURE210 CONSIDERATIONS3BRAND SURVEY4MEDIA ENVIRONMENT5GROWTH FRAMEWORKTRAVEL SNAPS BACK33CONSUMER INSIGHTS27AI&WEB331PIVOT TO ASIA32GROWTH PARAMETERS24CONSUMER CONFIDENCE13MIDDLE CLASS RISING16CHINA DIGITAL ECONOMY6CITY TIERS&CLUSTERS17BATB&WALLED GARDENS63FOUR MODES OF ADVERTISING69AD INFLATION PROJECTIONS58PRIVATE TRAFFIC&CRM75BUDGETING PRIORITIES38INFLUENCERS/KOLS44LIVESTREAMING47BRAND OPTIMISM37CHANNEL PLANNING51BRAND GROWTH FRAMEWORK87CATEGORY CONCENTRATION84STRATEGIES&CASE STUDIES91Chinas rapid re-opening should prompt brands to quickly firm up plans and resume more comprehensive marketing efforts.This is the moment of truth for the long-term path of China-and the place of brands in the Worlds second largest economy.The duress of Covid,coupled with newer opportunities across the region have lead to many brands pivoting attention away from China-to build the wider Asia market.Brands that double-down on China need to build more complete,clear frameworks for growth.Growth focused brands also need to consider going deeper into lower tier cities.1Marketing and sales success in China remains firmly connected to social commerce routines.Winning brands are expert in cultivating customers on social,rallying audiences to buy,via a potent mix of;influencers,livestreaming,social mini-programs and private traffic tactics.CRM and DTC(direct-to-consumer)efforts will expand into 2023,as improved LTV and organic results have become priorities.With private traffic and CRM being priorities into 2023,brand are seeking to understand and engage with customers better-and niche-down on more specific customer cohorts.2Offline efforts must expand to catch up with online investments,as brands are heavily over-weight on digital.Assuming the re-opening continues,then brands should look to reallocate from online to offline.With 80-90%of budgets allocated to digital(vs only 67%of user time),digital is over-inflated.Offline is ripe for(affordable)investment;(1)out-of-home was down more than 30%in 2022,and(2)the property market is soft(cheaper),with vacancy levels at all-time highs in key cities.The opening is there for brands to create high-impact(memorable)experiences offline,in support of brand and customer acquisition.3THREE KEY TAKEAWAYS:CHINA MARKETING IN 2023THE BIG PICTURE1CONSUMER CONFIDENCE13MIDDLE CLASS RISING16CHINA DIGITAL ECONOMY6CITY TIERS&CLUSTERS17China is a resolutely digital environment.Its one billion netizens,average over seven hours per day on a mobile phone.More than 85%are routine users of mobile payments.The result of this concentration in digital is that China leads the World(by a long shot)in retail ecommerce.China accounts for more than 50%of all retail ecommerce spending.And,in China,more than 55%of all retail spending is online.By comparison,only 15-16%of retail spending in the US is online.China is years ahead of most developed countries in the shift to online.Marketing innovations have also been occurring at a rapid pace.New concepts scale more quickly when you have universal adoption of mobile phones(as primary screen),mobile payments and 5G.Livestream commerce,AR/VR,and AI are also omni-present.These technologies are being recombined in exciting and novel ways,with audiences hungry for new things.CHINAS DIGITAL ECONOMYSource:CNNIC 2022CHINA MARKET SCALECHINAS INTERNET POPULATIONTOTAL NUMBER OF NETIZENS IN CHINA CONTINUES TO GROW AT AROUND 5%YEAR-ON-YEAR,AND CURRENTLY SITS AT OVER 1.0 BILLION.THERE ARE 1.05 BILLION MOBILE NETIZENS IN CHINA(MORE THAN 99.6%OF ALL NETIZENS ARE MOBILE).By comparison,there are 307 million netizens in the US(as of January 2022)-and an 85%mobile penetration rate.3507001,0501,4002016201720182019202020212022Chinas Netizen Pop.(Millions)Penetration(%of Pop)74.4qgaWSP%1,0511,01093985480275171074.4qgaWSP%Source:Questmobile,2022AUDIENCE TIME SPENT-MOBILEUSER SHARE OF TIME SPENT ON MOBILEMOBILE DOMINATES AUDIENCE TIME IN CHINA,WITH THE NUMBER OF USER HOURS PER DAY IN CHINA TYPICALLY DOUBLE THAT OF THE US.New routines and innovations in marketing are emerging from China.Brands interested in understanding the future of marketing should spend time following whats happening in China.Others31%News7%Online Shopping5%Short Video28%Streaming7%Messaging23%Instant MessagingVidoes(Excluding short-form)Short videosOnline paymentOnline shoppingSearch enginesNewsMusicLive-streamingOnline gamingOnline LiteratureOnline OfficeOnline ride-sharing servicesOnline Medical2755508251,1003003334614935527167287888218419049629951,027Source:CNNIC 2022NUMBER OF INTERNET USERS IN CHINA BY ACTIVITY(IN MILLIONS)2021-2022%Change in retail ecommerce salesSource:eMarketer 2022RETAIL ECOMMERCE SALES 2022(BILLIONS,USD)$2.78TGERMANYFRANCEINDIAJAPANKOREA11NADA$1.06TCHINA MARKET SCALE46.3 22 Ecommerce share of total retail sales.32.2 22 Ecommerce share of total retail sales.36.3 22 Ecommerce share of total retail sales.UNITED KINGDOM$245.8B$94.4B$117.8B$79.8B$83.7B$143B$169B12% 4.8%USACHINA16.1 22 Ecommerce share of total retail sales15.9% 2.7% 13% 7.5% 8.5% 26% 10.4% % %Rest of World21%UK4%South Korea3%Japan3%China50%US19%$5.5TSHARE OF GLOBAL ECOMMERCE SPEND 2022CHINA MARKET SCALECHINA RETAIL ECOMMERCE VALUE(CNY TRILLIONS)THE VALUE OF ECOMMERCE IN CHINA SAW VERY MODEST GROWTH IN 2022.OVER THE NEXT FEW YEARS,WHILE THE RATE OF CHANGE WILL CONTINUE TO DECLINE,THERE WILL BE STRONG MOMENTUM FOR ECOMMERCE IN CHINA.Ecommerce growth has been driven by very high mobile payments adoption(namely Alipay and WeChat Pay).Source:GlobalData Banking&Payments Intelligence Center1020302016201720182019202020212022f2023f2024f%Growth RateE-commerce Value19.617.615.713.811.810.697.2610.9.2.2.6.1%.5.4.7.9.2.2.6.1%.5.4.7%Source:Totem EstimatesMOBILE PAYMENTS USERS(MILLIONS)2016201720182019202020212022904892854633600531475CHINA MARKET SCALETHE CHINA DIGITAL ECOSYSTEM IS ORGANIZED AROUND THE CONCEPT OF SOCIAL COMMERCE.THE VAST MAJORITY OF CONSUMER ATTENTION HAS BEEN CONSOLIDATED BY A FEW LARGE PLAYER(BATB).THE BATB HAVE CREATED“SUPER APPS”WHERE THE DISTINCTION BETWEEN SOCIAL AND ECOMMERCE HAS BEEN ELIMINATED.THE GOAL OF EVERY APP IS TO RALLY SOCIAL ATTENTION TO ECOMMERCE ACTION.INFLUENCERS,LIVESTREAMING,PEER-TO-PEER SHARING AND PAYMENTS ARE KEY FEATURES OF THESE“SUPER APPS”-THE GLUE THAT KEEPS USERS ENGAGED.In a famously low trust environment like China,consumers do their diligence before buying new products.Where the average consumer in the US might engage with 3-4 touchpoints before purchase,in China that number is 15-20 touchpoints.Successful“Super Apps”create waves of social proof,to keep users inside their walled gardens.Source:1,0002,0003,0004,0002505007501,0002016201720182019202020212022Millions of UsersSpend/Customer(RMB)3,8963,6032,9482,8891,9231,445869087957807136084734183,8963,6032,9482,8891,9231,44586SOCIAL COMMERCE USERS&SPEND(2016-2022)THE CHINA ECOSYSTEM IS DIFFERENTSOCIAL-ECOMMERCE IN CHINA Theres very little hopping from one digital platform to the next in China.Brand activities occur within silos,on platforms designed as“Super Apps.”Instead of one,master funnel(tied to an owned Website)brands in China must concurrently be running 4-6 funnels-one for each“Super App”(WeChat,Tmall,RED,Douyinetc).Advertising as predominant business modelDigital platforms prioritize eCommerce business modelsPURCHASECONSIDERATIONAWARENESSPURCHASECONSIDERATIONAWARENESSENTERTAINMENTENGAGEMENTPAYMENTCHINABrands have points-of-sale on each platform and pay to sustain traffic to each of these platform stores.Customers jump between channels seamlessly.Journeys are Web-first,platform second.GLOBALEach channel has more discrete focus and contributes along a holistic path-to-purchase.Transactions flow to brand“own”Websites.Digital platforms contribute to“DTC”outcomes.Journeys are platform specific.Each platform is its own complete,separate funnel.Platforms operate as“Super Apps”fully encircling users,with a mix of content,social,payments,stores.“Private Traffic”initiatives aimed at moving more DTC continue to grow,with brand owned Mini-Programs serving the role of owned sites.See pages 62-82.CONSUMER CONFIDENCEOver the past 30 years,China growth and sentiment has been a one-way bet.There has always been the expectation that tomorrow will be better than today.But,consumer confidence in China turned sharply negative in 2022.A number of factors are weighing on Chinas consumer mindset going into 2023:1.Covid insecurities-lockdowns,controls(mobility)and risk of illness 2.Sagging domestic property market-and a resulting negative wealth effect 3.Tighter economic conditions-including layoffs and credit tightening 4.Concerns for a Global slowdown-which has been(and will continue to)hurt Chinese exporters and brands Thankfully,China has not had much of a concern around inflation over the past year.While inflation rates in developed markets have been surging(US=7-8%,EU=10-14%),China has been in the 2%range.CONSUMER SENTIMENTCHINA CONSUMER CONFIDENCE(2010-2022)Source:East Money(2022)6090120150201020112012201320142015201620172018201920202121202288120122127123123116104106102104100100ALIBABA GMV ON SINGLES DAY(BILLIONS OF USD)020406080100111213141516171819202122One-day eventExtended periodAlibaba statementA MORE GENERAL RE-OPENING SHOULD SEE A RELEASE OF SOME PENT-UP SPENDING(ON TRAVEL AND SERVICES)BUT ITS UN-LIKELY TO REVERSE CURRENT CONDITIONS-AND IT MIGHT ONLY START IN Q2-Q3,AFTER THE CURRENT WAVE OF COVID.2023 MAY BE A TIGHT YEAR FOR CONSUMPTION.Singles Day has always been a strong barometer for consumer confidence.All reports(those that were made public)show that Double 11 sales results in 2022 were very modest-with little-to-no increase from 2021.In past years,Tmall(and JD)held massive watch-parties,as they smashed year-over-year GMV totals.In 2022,sales performance data sharing has been reduced to a whisper.$84.5Source:Alibaba 2022REAL ESTATE WEALTH EFFECTHOUSEHOLD INVESTMENT MIX(CHINA VS USA)Source:Survey&Research Center for China Household FinanceCHINAUSA25Pu0%PropertyFinancial AssetsCommercial AssetsOther AssetsQUESTIONS ABOUT FULL IMPACT OF CHINAS HOUSING DOWNTURN ARE NOT YET RESOLVED.IN 2023,THE GOVERNMENT WILL CLOSELY MANAGE A SHAKY PROPERTY MARKET-WITH PRICE CONTROLS,SUBSIDIES AND NATIONALIZATION MEASURES.THE GOVERNMENT WILL MAKE EVERY EFFORT TO SUPPORT THIS INDUSTRY AS IT IS TRULY TOO BIG TO FAIL.THE FATE OF CHINAS ALL IMPORTANT MIDDLE CLASS HANGS IN THE BALANCE.Consumer confidence in China is strongly connected to the wealth effect enjoyed from investments in property.Wealth increases from property fueled a rapid expansion in consumption over the past 15 years.According to Rogoff and Yang(2021)29%of Chinas GDP is related to real estate-in the US real estate accounts for 17.5%of GDP.In short,there is a lot riding on continued stability in real estate.URBAN HOUSEHOLDS BY INCOME GROUP(MILLIONS)Source:MGI InsightsCHINAS ALL IMPORTANT MIDDLE CLASSCHINESE CONSUMERS HAVE SEEN A STEADY IMPROVEMENT IN INCOME AND OVERALL WEALTH OVER THE PAST DECADES.MUCH LIKE THE PROPERTY MARKET,THE MIDDLE CLASS IS TOO BIG,TOO IMPORTANT TO FAIL.THIS GROUP WILL BE A TOP PRIORITY FOR GOVERNMENT POLICY IN 2023.BRANDS(WHO ARE ALSO LINKED TO THE HEALTH OF THE MIDDLE CLASS)SHOULD FOLLOW GOVERNMENT MOVES CLOSELY-SEEKING CLOSE ALIGNMENT WITH POLICY.Putting a firm number on Chinas middle class is challenging.Estimates for its size range from 300-600 million,with a very wide range in criteria for what is middle class.A reasonable assumption is that Chinas middle class is near 350 million people(earning between US$15,000-75,000/yr).While low by US/EU standards,the consumption power of the middle class is bolstered by investment wealth(property)as well as family dynamics(inter-generational wealth and savings),which work in favor of higher-than-expected buyer power.2025(e)2021201534138209192144114637363LOWER INCOMEMIDDLE INCOMEHIGH INCOME RMB160K/yr386mLOWER TIER CITIES&CITY CLUSTERSFor brands with the resources(and patience),there is a lot of potential to be un-locked by investing deeper into China.More than 65%of Chinas population live in Tier 3,or lower areas.It is becoming very challenging to balance geographic investments for China.On one-hand,there is significant un-tapped potential-and massive resource investments already in place.Optimistically,China looks like a limitless pool of consumersand“we just need the time/budgets to get to them.”On the other-hand,China is signaling some limits to its potential,while(at the same time),other areas of Asia look easier and more accessible.Additionally,not all brands are well adapted to lower tier cities.Many brands simply cannot find a large enough pool of affluent(and internationally minded)consumers in lower tier cities.In this context,it is essential for brands to take a hub-and-spoke approach to China,by investing into leading T1 cities,and then venturing into the surrounding cluster of satellite T2-3 areas,to test-and-learn.Source:McKinsey&CompanyCITY TIER CONFIDENCELOWER TIER CONSUMERS MORE CAUTIOUS Prior to Covid(all the way back in 2019),we were seeing T1 and T2 consumers become more cautious and more motivated by discounts.At this time,consumers in more mature cities were feeling the pinch from the steep cost of living increases-extremely high costs of housing coupled with slowdowns in wage growth and job prospects.Fast-forward to 2022,and the data shows that consumers in lower-tier cities are relatively more cautious-pulling back spending more quickly than counterparts in T1 and T2 cities.Looking back on the previous 10-15 years,there was a period where lower tier cities became the new frontier for investment.After the rapid development of the T1 and T2 cities,there was a notable shift toward lower tier investments.Real estate speculators rushed into new cities to get-in early before price spikes.Companies setup satellite offices(and shifted manufacturing)to defray operations costs.Chinas new frontiers are potentially more vulnerable to slowdowns.Speculative investments and satellites are the first to go in a contraction.CHANGE IN ACTUAL SPENDING IN CHINA BY CITY TIERSHigher tierLower tierRuralHigher tierLower tier321FGbcb%#!creased by 5%or moreNo change(-5%to 5%)Increased by 5%or more20222019%of respondents N=6,715(2022)/5,400(2019)TIER 1CITY TIERSTIER 1(New)TIER 3Bubble size indicates share of national GDP130 Million220 MillionNetizens 2021CITY CLUSTERSCITY CLUSTERSSource:CNNIC,Totem 2022FINDING A MARKET BELOW T1&T2 CITIES For many brands entering China there is comfort in focusing on Tier 1 cities.There is often much greater product-market fit for higher priced products with consumers in top tier cities.And,its often just too hard to compete against local players into less affluent areas-price competition and margins simply dont add up.But,as growth opportunities in T1 cities become saturated,brands may have to embrace lower tier city strategies.Brands looking at lower tier markets should be very targeted.A blanket approach of all T3 cities would be daunting but an approach that focused on a region like Sichuan or Guangdong,could be very efficient and create defensible audience/brand equity in specific areas.Regional cultural attitudes(preferences)should be measured-prior to,and at regular intervals-as brands push deeper into regions.There is a growing tension between whether to invest deeper into China or diversify across Asia.Fast growing South Asian markets such Indonesia,India and Vietnam are building momentum at the same time as China is stuck in neutral.Brands already invested into China need to make careful calculus of moves to pivot away.TIER 2BEIJINGSHANGHAIFUZHOUFOSHANHANGZHOUXIANHONG KONGQINGDAONANJINGWUHANHARBINCHANGCHUNZHENGZHOUSHENYANGYANTAITIANJINSHIJIAZHUANGHEFEIWUHUNANCHANGCHANGSHALUOYANGCHONGQINGGUIYANGSUZHOUCHENGDUSHENZHENDONGGUANNINGBOGUANGZHOUTOP 10 CONSUMER MARKETSDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%SHANGHAIPop.26.3 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0IJINGPop.21.5 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%SUZHOUPop.10.7 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%CHONGQINGPop.31.0 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%NANJINGPop.8.5 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%HANGZHOUPop.10.3 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%GUANGZHOUPop.15.3 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%CHENGDUPop.16.3 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%SHENZHENPop.12.6 millionDisposable income/capitaExpenditure/capitaRetail salesTourism RevenueGeneration Z0%Pu0%GUIYANGPop.4.7 millionSource:EIU 2021BEIJINGSHANGHAIFUZHOUFOSHANHANGZHOUXIANHONG KONGQINGDAONANJINGWUHANHARBINCHANGCHUNZHENGZHOUSHENYANGYANTAITIANJINSHIJIAZHUANGHEFEIWUHUNANCHANGCHANGSHALUOYANGCHONGQINGGUIYANGSUZHOUCHENGDUSHENZHENDONGGUANNINGBOGUANGZHOUIts often worth remembering just how large cities and regions in China are;Beijing and Shanghai with 20 million people are the size of entire countries,Guangdong Province at 126 million is the size of Japan.10 CONSIDERATIONS2TRAVEL SNAPS BACK33CONSUMER INSIGHTS27AI&WEB331PIVOT TO ASIA32GROWTH PARAMETERS24BIG PICTURE INSIGHTSCONSIDERATIONS1010 CONSIDERATIONSKey economic,cultural and political considerations shaping the China marketing landscape for 2023.BIG PICTURE INSIGHTS6.SIMPLE PLEASURES1.GETTING BACK TO GROWTH9.PIVOT TO ASIA4.RATIONALITY REIGNS5.GENZ CULTURE CATALYSTS10.TRAVEL SNAP BACK2.CHINESE BRANDS FLEX7.THE SILVER DOLLAR8.WEB3 PRIORITY IS AI3.FORTIFYING CRM1.GETTING BACK TO GROWTH Over the course of 2021-22 a large cohort of brands have been in survival mode.With the slowdown in China and dynamics related to Zero-Covid the majority of brands have favored sales certainty over costly brand equity investments.In this context,frequency of sales have been more important than penetration.Sales security has trumped expansion efforts.After a couple of years of sales uncertainty,it is time to reset sights on penetration and growth again.The China opportunity hangs in the balance.There was a period of time back in the 90s where global brands got shuffled out of the mix in Japan.Has that moment arrived in China?This may be the point where Global brands look back and realize their position in China was forfeit to local players.We see this happening now with high-profile exits such as;AirBnb,GAP&OldNavy,Forever21,and SuperDry.See page 85 for a list of observed foreign brand de-investments from the past three years.The value equation has worsened for for many foreign brands.Costs have gone up,while long-term potential has narrowed.Research from the American Chamber of Commerce in China show large decreases in optimism and revenues among its membership;83%of its membership are less optimistic about the business environment than it was three years ago.Global brands struggling with decisions about doubling down on China should not overlook the depth of potential-a rapidly growing middle class,and array of untapped lower tier cities.The overall economic momentum of China means that-despite challenges-China will continue to grow and mature.There is a growing list of high-profile foreign brand retrenchments.These decisions to give-up on the China market come as the ROI equation in China is shifting.The long term prospect of 1.4 billion consumers has been fading relative to increased short-term obstacles.Digital has been a critical capability in China during the recent string of lockdowns and business interruptions.However,most brand are significantly over-invested in digital-in need of a rebalance toward offline.Foreign brands whose connection with local consumers has slipped should make particular efforts to build better offline presence.10 CONSIDERATIONS2.CHINESE BRANDS FLEXChinese brands have made gains when compared with global competitors in the China market.In the past,short-term declines with foreign brands often came as a result of surging nationalism(together with the related“Guochao”trend).However,in the past couple of years there have been fewer anti-foreign brand boycotts.Data from the Swedish National China Centre show that consumer boycotts of foreign companies peaked in 2019 and have been much lower in the last couple of years.The decline in foreign brands appears to now be more systemic.On one-hand,foreign brands are struggling in China as a result of management and operational duress from Covid.On the other-hand,Chinese brands are simply winning with more well adapted pricing,marketing and operational advantages.In short,Chinese brands are making the most of home court advantages.Data from Euromonitor show that foreign brand share of apparel declined from 47 to 40 percent between 2013 and 2021.The infant milk formula share dropped from 52 to 35 percent in the same time period.The data also reveal a significant trend toward locally owned foreign brand models.This model combines the skillful capabilities of local management with inherent equity of foreign brand/products.Conversely,chinese brands are themselves struggling with finding success on the Global stage-falling short of their lofty global ambitions.The winning formula they employ at home has not been as successful globally.China brands are currently winning with;lower prices,new editions(rapid iterations),and guerrilla tactics(to short-cut customer acquisition).Margin pressures stand as a barrier to longer-term success though.And,until they can move past these bottom-offunnel tactics to more brand focused strategies,they will find major break-throughs more imposing.Over the long-term,Chinas national champions will become formidable global players.As new growth in China shifts to lower tier markets,it will be challenging for Global brands to keep pace with Chinese brands.With product offerings designed specifically for China,local brands have a natural product-market fit.The further the center of growth shifts to lower tier markets,the bigger an advantage local players have with pricing,value and operations.10 CONSIDERATIONS3.FORTIFYING CRMIt is clear from Totems 2023 survey and related interviews that brands are focusing attention towards building the systems necessary for customer care and retention.A slow economy,combined with customer data regulations(ie.PIPL)have shifted the focus toward fortifying CRM(customer relationship management)systems,while improving LTV(lifetime value).In short,brands are looking to consolidate customer connections.Brands in China are looking to shift further toward DTC(direct-to-consumer)strategies,which prioritize owned Mini-Programs and customer touchpoints,together with Private Traffic efforts.Brands are looking to own the relationship with customers more directly-while cutting costs of acquisition and awareness on paid channels.All this comes at a time when ecommerce is becoming more fragmented in China.Where Alibaba used to own 80% of all GMV,it now controls less than 50%of GMV.In this context,brands need to;(1)use more platforms for sales,and(2)have a clear view of customers-cutting across a wide array of channels(online and offline).Brand collaborations(co-branding)have been important in China for many years now.Looking ahead into 2023,look for more brands to band together in an effort to reduce acquisition costs-and the practice of“co-acquisition”to rise.Having a clear picture of databases allows brands to understand the synergies around geography,demographics and identity.Brands will increasingly work together as a way of filling gaps in coverage(such as getting younger/older).They will also look to extend value to customer groups,offering values/benefits(together with brand collaborators)instead of having customers defect to other brands.10 CONSIDERATIONSIncreased attention on CRM reflects the need for brands to niche-down more with important audience segments.Finding and holding onto core customer groups(and adjacent/aligned groups)can help deflect unwanted noise and disruptors from the market.Winning with the right niches can propel loyalty(LTV),as well as organic reach(user generated acquisition).4.RATIONALITY REIGNSOver the past 10 years,shopping in China had been an important form of entertainment(combining the joys of discovery,with self-exploration and status).A near endless selection of new brands/products on offer from year-to-year,together with social-commerce festivities,fueled an electric environment for commerce.2022 has marked a shift to more rational conditions,characterized by;(1)increased interest for product utility and function,with less priority given to novelty and form,(2)slowly increasing levels of brand loyalty,and less brand promiscuity,and(3)shifts in content consumption,from idle entertainment toward education and learning.The overall environment with customers is one where they increasingly want products that reliably get the job done.In the past,there was much more a culture of trialing and exploring.Some of part of this shift is a result of short-term economic(confidence)declines,but it also part of a secular shift,as more stable,mature conditions take shape in China.2022-23 is likely the plateau of a 20 year bull-run where new advancements were unfolding at a frenetic pace(and rapid change was a constant pressure)are giving way to more modest conditions.The environment is now set for a shift toward premiumization and standardization-especially in Tier 1-2 cities and with Chinas upper-middle classes.Data from Accenture show that 69%of consumers in 2021 dont mind buying the same things as the majority of people-in 2013,it was only 38%of consumers willing to look-alike.The same data also show that 40%of consumers who bought products on JD during 6:18 in 2021,did not participate in 2022,as there was growing hardening against sales gimmicks and promotions.The level of diligence and care in selecting products/brands has increased along with more sober spending habits.Chinese consumers,already among the Worlds most well studied,have increasingly high expectations for brands-quality,value and service matter more in this environment.Brands that pass judgement can look forward to more loyalty in this context.10 CONSIDERATIONS5.GENZ AS CULTURE CATALYSTSChinas GenZ have been at the forefront of counter-consumerism for a number of years.As they graduate into prime consumer ages,they will exert greater influence on the overall culture.Their attitudes and habits will become the dominant norms as they become the“IT”generation in China.Already renowned for laying flat(and sidestepping the corporate treadmill),they are now adopting the attitude of“let it rot”and of“playing dead.”Discontent among Chinas youth has been escalating quickly.Over the course of a couple years,attitudes have gone from wanting to sit on the sidelines,to actively hoping that the game gets cancelled,and the players get carried off the court.There is deep frustration and apathy about future career and personal prospects.Hobbies and experiences are starting to overshadow shopping in China.Cool is becoming less about what label of clothes people are wearing,more about what experiences and ideas that person has to share.The GenZ“chill vibe”is creating a safe space to be less fashionable.Where earlier generations were motivated by FOMO anxieties,GenZ is prescribing to more of a JOMO(Joy Of Missing Out)attitude.As this trend matures,its becoming cool to be“uncool.”This cohort is also cynical about those who“blindly follow”KOLs on channels like RED and Douyin.Data from Kantar Worldpanel in 2022 show that GenZ(ages 25-34)are reducing unnecessary expenses at a faster rate than average.The analysis suggests that GenZ are prioritizing value with premium products,offered at affordable prices.And,that they expect to buy fewer products,less often,with expectation of premium products offering better,longer-term value.Authenticity is a key theme among GenZ-for themselves,friends,influencers and brands.In 2022 several Chinese companies were forced to rebrand-to reflect the correct national origin(eg.MUJI look-alike,Mini-So and milk tea brand Nayuki,both of whom implied Japanese roots).While there is some anti-Japanese sentiment involved,its largely a question of authenticity.10 CONSIDERATIONS6.SIMPLE PLEASURESThe rise of more experience driven,activity-based consumption in China,has been well documented.Outdoor activities(camping),pets,snack foods,health and health foods have all seen major increases in the past few years.While Covid accelerated many of these trends,they were also areas which were primed for growth,and not reliant on short-term catalysts.Moving into 2023,simple pleasures,together with other forms of experience commerce will continue to thrive.Lead by GenZ,there is keen awareness for affordable and basic experiences organized around three areas:1.Sensory payoffs;snacks,taste,flavor and food&drinks 2.Connecting;eSports,dating apps(and events later in 2023)3.Health/Wellness;supplements,gym/fitness,food quality While these trends are a boon for brands lucky enough to be in those categories,there are significant opportunities for other brands to capitalize on related concepts-through marketing,customer service and product merchandising.Louis Vuittons Chengdu restaurant titled“The Hall”is a useful example for how brands can incorporate(sensory)experience into customer marketing(and service)design.The LV restaurant will feature a roster of visiting Michelin-star-with a new pan-European menu every six months.Brands such as Dior,Hermes and Prada have also been very active with similar efforts to connect marketing to these emerging trends(eg.Health/wellness).The opportunities to connect with consumers around simple pleasures are not just for snack companies.Creating affordable moments of discovery will be powerful levers for all brands in the years ahead.Blind boxes(with hidden surprises)-sponsored by or operated by a range of brands(including luxury labels)demonstrate the potential breadth of discovery/sampling.10 CONSIDERATIONS7.CHASING THE SILVER DOLLARChinas aging and elderly population are an important frontier for marketers-and hold a potential similar to relatively under-served consumers in lower-tier cities.Covid has likely shone a light on this segment of the population.Health concerns for parents and grandparents,coupled with abundant reporting on how China is aging out have turned the silver dollar into a high priority.Chinas seniors are digitally savvy and spend a lot of time online.They are also highly active in buying online.Research from Kantar in 2022 showed that silver consumers outpaced average sales growth nationwide,growing:-7.1%in high-tier cities-compared with an average of 3%-4.6%in lower-tier cities-compared with an average of 0.5%They are also well-taken-care-of by younger family members-drawing ironic parallels with the consumer dynamics in the baby(mom)category-where decision making is supported by prime-aged family members.Audience research has pointed to the fact that users aged-60 spend more time online than the 40 years segment.WeChat,Douyin,Kuaishou and Pinduoduo are among the top platforms for silver users.Taking aim at older users,Little Red Book(RED)has launched a version of its app for this demographic,called Mei Pian.Look for more media to launch offerings for older segments in 2023.Consumers over the age of 50 in China represent 25.3%of the population(as of 2021)-a whopping 337 million people.By 2035,30%of the population will be aged 60 .The demographic weighting of China is shifting quickly from younger-to-older.And,as consumers remain healthy longer,new norms/patterns will emerge.10 CONSIDERATIONS8.THE WEB3 PRIORITY IS AIWeb3 had a horrible year in 2022.The hype around the metaverse,NFTs and cryptos has been deflated significantly.All of these initiatives may grow to become indispensable but they offer little material impact for marketers in the near-term.AI(artificial intelligence)and the package of advancements from projects like ChatGPT(or Chinas own,GLM-130B protocol),represent important near-term opportunities-initiatives that brands should expand into for 2023.While flashy campaigns(featuring Virtual Idols or theatrics in the metaverse)steal the headlines,the more foundational gains at stake are with;(1)how brands collect and structure data,(2)improved organization of merchandising information for search,and(3)chatbot and customer service automation.Linking together CRM(customer insights),with third-party data,and search hold powerful rewards for brands.Tech similar to ChatGPT will change the way customers search(how brands are discovered),and the channels used for search(eg.Voice assistance).Making improvements around search and service stand as priorities in light of advancements in AI.Virtual Idols are big business in China,with projections setting its value in the range of US$42.6 billion by 2030.There is a growing number of high-profile virtual idols in China who have large followings on social channels(eg.RED,Weibo),working with a range of brands(LV,Tesla,Tmall)which rival top KOLs(real life influencers).Brands are launching their own virtual idols as ways of better engaging with fans-and representing their brands in more human ways.KFC and McDonalds are two of the more notable launches from 2022.Moving forward,AI improvements in language and cognition will enhance the abilities of virtual idols-improving user experiences rapidly.While,less heralded than ChatGPT(GPT-3),Chinas locally developed protocols are very capable-in Chinese and English.Chinas GLM-130B AI-language model,developed at Tsinghua University,has out-performed OpenAis GPT-3 in many tests.And Huaweis“Noahs Ark Lab and Huawei Cloud have made significant strides with its AI code generator,PanGu-Coder.10 CONSIDERATIONS9.PIVOT TO ASIAMany brands are pivoting away from China and re-investing more widely across the region.India,Indonesia and Vietnam are among the most favored new targets.Even long-forgotten giants of developed Asia(Japan&S.Korea)are seeing major increases in brand activity.Brands evaluating how to balance investments(focus)for/into China versus the region,need to proceed very carefully-especially if it means pulling out of China prematurely.The rest of the region does not offer easy opportunities.The region is fragmented,with a patchwork of consumer affluence and attitudes to contend with.And,China,while down-for-the-count right now,could come roaring back(in key segments)While there has been a wave of high-profile retrenchments from China-with some brands pulling out completely-we expect a range of compromises to be employed as brands de-risk over the coming year(s).Re-structuring solutions will include;(1)shifting management from China to regional assignments,(2)outsourcing key functions/resources,and(3)assigning distribution and territorial rights to third-parties.Preservation of risk-capital(and management focus)will be prioritized in these pivots.In a recent New York Times article,famed economist Paul Krugman wrote that“Chinas Future Isnt What It Used To Be.”The title of this article sums up the sentiment around China moving into 2023.The costs of winning in China were high before Covid.It is/was the most competitive market in the World,with high-costs of rent,advertising and talent.Added to the high input costs,are;extreme levels of competition(both global and local),and costly(often confusing)government regulations.The promise of 1.4 billion consumers in the Worlds soon-to-be largest economy has made China a MUST,despite the high costs and complications.All China calculus is being re-factored.Dates for when China will supersede the US as Worlds largest economy have changed.Even population estimates are being challenged now.At a time where the costs and complications of expanding deeper into China are being examined,other areas of Asia are experiencing heady growth.India and Indonesia are being touted as the next mega-markets(as replacements for the scale of China).Vietnam,Malaysia,The Philippines,together with the rest of Southeast Asia are booming.10 CONSIDERATIONS10.TRAVEL SNAP BACKBrands and consumers are closely watching the resumption of international travel-following the wave of Covid infections in Q1,2023.China has experienced the longest,tightest lockdown of anywhere in the World,and so,would expect high levels of pent-up demand for travel.When Chinese consumers do start traveling again,the effects will be profound-much as they have been in other parts of the World,with air/hotel surge pricing and busy airports.Prior to Covid-way back in 2019-more than 150 million travelers ventured abroad,spending$255 billion.It is expected that travel will go from 5%of this volume up to 50%by summer 2023.Busy airports and travel hotspots may prove to be incredibly powerful channels for sales and brand impact into the second-half of 2023.While sales will be important,the opportunity to create renewed brand impact may prove to be more important.Brands that nail their timing and messaging,will be able to form important new(and renewed)bonds.These bonds have the potential to reverberate Globally,back to China.With a re-opening in the works,foreign brands should be thinking about how to coordinate messaging around travel,discovery,country/region of origin into both onshore and offshore messaging.Foreign travel starting back up again-unfortunately-also holds fresh potential for geo-political tensions-at a consumer level.With Covid cases surging in China,a number of countries have already placed restrictions on Chinese travelers.Boycotts of brands from restrictive nations are likely to increase in this context.Ironically,some brands pivoting away from China to Asia,may be able to have their cake and eat it as a result of well placed retail in Asian-based travel destinations.Much like before Covid,Asia will be the main destination for Chinese international travelers(and Daigou).Hong Kong alone averaged 45 million visits from mainland tourists between 2013-2019.10 CONSIDERATIONS*As of writing this report(Dec 22),the timeline for full resumption of travel is still unfolding.BRAND SURVEY3BUDGETING PRIORITIES38INFLUENCERS/KOLS44LIVESTREAMING47BRAND OPTIMISM37CHANNEL PLANNING51Coming off the back of a very challenging 2022,brands are cautiously optimistic about 2023-hoping for a resumption of growth,and greater openness.As marketing in China shifts subtly toward being more direct(DTC)-and less dependent on platform sales-much more effort is going into improving CRM and customer success initiatives.These systemic investments are coming at the expense of brand and awareness building costs.Looking across several years,sentiment,budgets and overall activity has slowed in China.Notable in our survey this year,is a drop-off in market participation-with some brands and marketing leaders exiting.So,there is a degree of selection bias,in that we are measuring active,successful participants,and cannot fully account for withdrawals.About the Survey:At the end of 2022,Totem surveyed marketing leaders from a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross-section(of mostly global)brands,ranging from very large to medium sized-most of which have more than 10 years experience in China.TOTEMS 2023 BRAND SURVEYBrands remain generally optimistic about growth prospects in China.Looking at the historical context,brand investment levels are at a low point(when measured year-over-year).Brands are also(rightfully)cautious headed into 2023.Despite the uncertainty,brands are moving forward with new initiatives and maintaining-expanding growth efforts in China.There is also a sense that the worst is over and that 2023 must be better.Investments into social commerce and CRM are leading priorities for brands.There is a strong interest in(1)connecting with customers and building loyalty/engagement,and(2)tactics which more closely connect marketing to sales performance.“Private Traffic”is the defining activity of brands moving into 2023.In this context,top-of-funnel(brand)investments have taken a step backwards,with shifts away from the mostly costly forms of media.Among social channels,RED is setup for the biggest gains into 2023.RED ranks at the top of the list for increased investments.As a compliment to the“private traffic”imperatives of most brands,WeChat continues to be a consistent favorite.DOUYIN is the other stand-out channel.As it continues to put the pieces together with its ecommerce capabilities,it will be a focus channel for brands sales performance.123THREE KEY TAKEAWAYS:BRAND SURVEYHOW WOULD YOU DESCRIBE YOUR OVERALL OUTLOOK FOR NEXT YEAR?BRAND SURVEY FOR 2023Source:Totem Media Brand Survey(2022 n=89),(2023 n=82)67%VERY OPTIMISTICSOMEWHAT OPTIMISTICNEUTRALSOMEWHAT NEGATIVEVERY NEGATIVE24 2220232%BRANDS REMAIN OPTIMISTICDespite challenging conditions in 2022,marketing leaders remain generally optimistic headed into 2023.The total number of brands with neutral-to-optimistic outlooks for 2023 is equal to 63%.By comparison,in 2022,70%of brands were neutral-to-positive.Headed into 2021,79%of brands were neutral-positive.So,over the past three years,weve seen a 16 point swing toward a negative outlook.And,headed into 2023,the number of brands reporting a negative outlook has nearly doubled from 11%in 2022,to 20%in 2023.About the survey:At the end of 2022,Totem Media surveyed a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross section of(mostly global brands)from very large to medium sized-most of which have more than ten years experience in the market.BRAND SURVEY FOR 2023WHAT MARKETING GOALS ARE PRIORITY FOR 2023?SALES CONVERSION,LOYALTY AND REPEAT PURCHASE LEAD THE WAY AS GOALS FOR BRANDS HEADED INTO 2023.MUCH LIKE 2022,BRANDS ARE CONCERNED WITH IMPROVING LTV(LIFETIME VALUE).THE VALUE CUSTOMER OF DATA(AND CONNECTION)HAS INCREASED.AS CHINA MARKETING SUBTLY SHIFTS TO MORE A MORE DIRECT MODEL,BRANDS ARE TRANSITIONING FROM ACQUISITION TO RETENTION STRATEGIES.CUSTOMER SERVICE AND SYSTEMS(CRM)ARE VIEWED AS REMEDIES FOR HIGH MARKETING COSTS AND CHURN RATES.Brand AwarenessSales(Conversion)Customer Loyalty(Repeat Purchase)Improve Customer ExperienceCustomer Insights/DataOperations EfficiencyBrand Image5%5&$%2!$ 222023Source:Totem Media Brand Survey(2022 n=89),(2023 n=82)HOW DOES YOUR BRAND PLAN ON ADJUSTING OVERALL MARKETING SPEND IN 2023?BRAND SPENDING IN 202210%7(3%9crease of 10crease of 10%No ChangeIncrease of 30 222023Source:Totem Media Brand Survey(2022 n=89),(2023 n=82)MARKETING SPEND IS SLOWING2022 was a slow year,which resulted in a lot of initiatives reduced,eliminated or slowed down.Very few brands operated full speed ahead.In this context,budget plans for 2023 demonstrate a divergence of approach,with a greater number of brands moving away from neutral(un-changed)year-over-year budgets.When compared with years past,a greater number of budgets appear to be more sharply positive or negative.Despite a poor year in 2022,many leading brands are planning for increases headed into 2023,anticipating improved conditions.Looking back over the past three years,there is also a growing number of brands with negative(year-over-year)adjustments for budgets:2021-18%planned decreases 2022-21%planned decreases 2023-27%planned decreases Prior to 2020,very few brands reduced budgets in China,as revenue and market promise always tended to support increased investments.Note about the survey:These data are collected about the year ahead from the previous year.For example,the 2023 sentiment is gauged in Nov 2022 about the year ahead.In this context,sentiment about the next year has been steadily declining over the past three years.HOW DOES YOUR BRAND PLAN ON ADJUSTING DIGITAL MARKETING SPEND IN 2023?7)&(%6%7crease of 10crease of 10%No ChangeIncrease of 30 222023BRAND SPENDING IN 2022Source:Totem Media Brand Survey(2022 n=89),(2023 n=82)OVER-INVESTMENT IN DIGITAL?Digital continues to trend higher than overall budgets,but the rates of increase are slowing.In fact,there is little room to increase the percent of marketing budgets further into digital.Data from GroupM show that more than 90%of branded media investments already flow into digital.Brands in China likely need to diversify away from digital-both to improve effectiveness and achieve lower CAC(Customer Acquisition Costs).For investments in digital,the hope moving forward is that LTV can be improved with enhancements to customer retention and direct engagement channels(such as Mini-Programs)and private traffic.These investments into more direct success come at the same time as;(1)digital marketing costs continue to inflate,and(2)digital audiences are becoming more fragmented.In the past,investments into Tmall and WeChat were absolutely necessary.Looking ahead to 2023 and beyond,brands will shift more budgets to fast growing players like RED,Douyin,Kuaishou,BiliBili-while building the systems to integrate a multi-channel,DTC approach.About the survey:At the end of 2022,Totem Media surveyed a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross section of(mostly global brands)from very large to medium sized-most of which have more than ten years experience in the market.HOW DOES YOUR BRAND PLAN ON ADJUSTING SOCIAL MARKETING SPEND IN 2023?16&!&(#%7%9%5%7crease of 10crease of 10%No ChangeIncrease of 30 222023BRAND SPENDING IN 2022Source:Totem Media Brand Survey(2022 n=89),(2023 n=82)A SOCIAL COMMERCE HALOMuch like digital at large,social out-performs average budget adjustments.Even with brands that plan to decrease overall budgets,social media investments tend to be up-held.Success in China is closely linked to the effectiveness of brand social commerce strategies.Mini-programs,private traffic,influencers and live-streaming-as key characteristics of social commerce-are viewed as mission critical investments.Despite the overall rising costs of digital(and concurrent budget tightening),many of the key social channels offer affordable advertising systems,where smaller,more bottom-up ad programs can be maintained and adjusted incrementally,based on measurable performance.In sum,social investments can serve both top-down social commerce imperatives as well as bottom-up,value-focused tactics(in the case of incremental ads).About the survey:At the end of 2022,Totem Media surveyed a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross section of(mostly global brands)from very large to medium sized-most of which have more than ten years experience in the market.BRAND SURVEY:GOALS FOR 2022WHAT MARKETING TACTICS ARE PRIORITY FOR 2023?MOVING INTO 2023,THERE IS A NOTABLE SHIFT AWAY FROM HIGH-COST AND EXPERIMENTAL TACTICS;OTV,TVCS&OTT,GAMING AND OUT-OF-HOME.BRANDS ARE INSTEAD FOCUSING EFFORTS TOWARD COST-EFFECTIVE SOLUTIONS LIKE;SHORT-VIDEO,PRIVATE TRAFFIC,MINI-PROGRAMS AND ECOMMERCE.IN THIS CONTEXT,BRANDING EFFORTS ARE TAKING A BACK-SEAT TO TACTICS THAT PUT BRANDS IN MORE DIRECT CONTACT WITH CUSTOMERS.While larger,more established brands can maintain a large number of tactics/formats,FOMO(fear of missing out)leads to a situation where many(smaller)brands maintain investments in too many formats.As goals shift more toward performance and CRM success,brands in 2023 would be wise to concentrate greater effort into a more narrow set of channels/initiatives.Social CommerceShort VideoInfluencersLivestream VideoPrivate TrafficMini-ProgramsVertical Media ChannelsECommerceGamingAds on Tmall/JDDisplay AdsSponsorshipsSearch MarketingPodcasts-Audio AppsNews Channel/PortalsOTV AdsOOHLong VideoTVC AdsOTT4%1%5%2%5%1%5%7%2%4%9!%2 (%7%7(#934D47bFE9TAQf&3Y73($&(8 $) !%6$%4%9 %1$%7%5%2%2%7%5%1%Large DecreaseSmall DecreaseNo ChangeSmall IncreaseLarge IncreaseSource:Totem Media 2023 China Brands Survey n=82Influencer MarketingBrand-Level Media InvestmentsTechnology&Data SystemsAgencies&VendorsBranded Content&CreativePerformance AdsInternal Staff&Resources13%6%5 %5%8 222023WHAT AREAS(IF ANY)ARE BUDGET CUTS PLANNED FOR IN 2023?BUDGET PULLBACK?Source:Totem Media Brand Survey(2022 n=89),(2023 n=82)BUDGET CUTS COMING IN 2023Planned budget cuts for 2023 are trending higher overall than those projected prior to 2022.Brand-level media and advertising,as well as agencies&vendors are noted as the areas with highest potential for budget cuts in 2023.Across the entire survey of brands there is a clear shift from brand building and awareness,with more effort toward performance and CRM.Bigger budget initiatives,with longer-term time horizons face the highest potential for further cuts,as brands look to concentrate budgets on re-starting growth and consolidating customer data/engagement activities.About the survey:At the end of 2022,Totem Media surveyed a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross section of(mostly global brands)from very large to medium sized-most of which have more than ten years experience in the market.BRAND SURVEY:INFLUENCERS(KOLS)WHAT CONCERNS DO YOU HAVE WITH USING KOLS?INFLUENCER MARKETING CONTINUES TO BE A KEY PIECE OF THE CHINA PLAYBOOK.HIGHER PROFILE KOLS HAVE FACED A WAVE OF SCRUTINY IN THE PAST FEW YEARS,WITH LEADING PLAYERS SUCH AS AUSTIN LI AND VIYA BEING SERIOUSLY DISCIPLINED.WHILE THIS HAD A CHILLING EFFECT,THE INDUSTRY MOVED PAST MANY OF THESE CONCERNS DURING THE SECOND HALF OF 2022.AUSTIN LI-AS TORCHBEARER FOR THE INDUSTRY-IS BACK TO WORK.BRAND CONCERNS HAVE SUBSIDED AND MOST COMPANIES ONLY HAVE SMALL CONCERNS ABOUT WORKING WITH INFLUENCERS.Risk of Association w/KOLGovernment RegulationsWeak Effect/Low ROIRising CostsDifficult Relations w/KOL109&2bUfDW(%6%91%No ConcernSmall ConcernLarge ConcernSource:Totem Media 2023 China Brands Survey n=82The growth of virtual idols in China underscores the dynamic of the KOL industry.Brands need influencers to build reach and spark interest with audiences but costs,compliance and control are major concerns.Virtual Idols-especially those owned by brands hold the promise of reducing many of these challenges.DOUYINWECHATREDBILIBILIWEIBOTMALL LIVEKUAISHOUZHIHU030609012057H5)#%6%2%54%9%9)%9&)%67B%45($%Small KOLs/KOCsMid-Tier KOLsLarge KOLsOthers(Celebs,Media)N/A(Not Using KOLs)KOL USAGE PER CHANNELWHAT SIZE/PROFILE OF KOL DO YOU MOST COMMONLY USE PER CHANNELSource:Totem Media 2023 China Brands Survey n=82BRANDS FAVORING SMALLER KOLS With the growth of private traffic efforts in the past several years,usage of smaller KOLs and KOCs(Key Opinion Consumers)have gained considerable traction across a range of channels.KOL/KOCs are used intensively,in order to activate sales promotions and user-get-user schemes within discussion channels particularly on RED and WeChat where private traffic efforts flourish.Despite the growing bias toward KOCs,larger KOLs and celebrities are still used widely.Large KOLs are used in support of annual campaigns and selling events/festivals-particularly on Douyin,Tmall Live,Weibo and Kuaishou.In the survey,brands were not provided with definitions for KOL size/profile.The size/profile can be vastly different depending on the channel(eg.a small KOL on Weibo could be a mid-large KOL on RED).In other words,brand respondents used their own judgement for KOL size/profile.Therefore,this data serves a rough guideline,not an apples-to-apple comparison.HOW DO YOU PLAN ON ADJUSTING TOTAL KOL INVESTMENTS BY CHANNEL IN 2023?-80%-60%-40%-20%0 %-22%-26%-7%-9%-21%-27%-40%-22$%9v$a&V%IncreaseDecreaseKOL USAGE PER CHANNELSource:Totem Media 2023 China Brands Survey n=829%WECHATWEIBODOUYINBILIBILIKUAISHOUREDZHIHUTMALL LIVEBUDGETS ARE FLOWING TO KOCSThe largest budget increases are aimed at KOL/KOCs on WeChat,Douyin and RED.Influencer investments into WeChat and RED are closely linked to the increase in private traffic(and related sales)programs.KOCs support the growth of customer acquisition,reviews and advocacy.They are both cheaper and more linked to performance(sales)goals.At the same time these KOCs are accessible to a much wider range of brands-including start-ups trying to kickstart growth.By contrast,the costs(and related risks)of working with big KOLs are imposing.Larger KOLs are the domain of large brands-still mostly used in support of large annual and festive campaigns.Weibo and Zhihu standout as channels where KOL budgets are decreasing into 2023.About the survey:At the end of 2022,Totem Media surveyed a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross section of(mostly global brands)from very large to medium sized-most of which have more than ten years experience in the market.BRAND SURVEY:LIVESTREAMINGHOW DO YOU PLAN ON ADJUSTING LIVESTREAM PRIORITIES FOR 2023?LIVESTREAMING HAS BECOME ANOTHER KEY PIECE OF THE SOCIAL COMMERCE PLAYBOOK.AS SUCH,BRANDS ARE USING IT TO ACHIEVE A RANGE OF GOALS.WHILE SELLING IS STILL THE MAIN USE,BRANDS ARE ALSO USING IT FOR AWARENESS,BRAND STORYTELLING AND CUSTOMER SERVICE.Brands are cooling on outsourcing livestream sales initiatives to KOLs,while ramping up in-house capabilities.Data from iResearch shows the percentage of livestreams by KOLs vs Brands will drop from 68:32 in 2020 to 50:50 by 2023.-80%-60%-40%-20%0 %-13%-21%-20%-24hCT%IncreaseDecreaseKOL SALESAWARENESSSERVICEBRANDINGSERVICEBRANDINGAWARENESSKOL SALES16&9%WHAT MAJOR GOAL DID YOU SERVE WITH LIVESTREAMING IN 2022?Source:Totem Media 2023 China Brands Survey n=82Source:Totem Media 2023 China Brands Survey n=72BRANDS MUST DO MORE WITH LIVESTREAM VIDEOHIGH EQUITYCONVERTLOW EQUITY(Rent Audience)(Retain Audience)SALESGROWTHBRANDAustin Li,using his own channel to sell to his audience,helped create a hero product for Florasis.He is a true advocate for this brand but for most brands,it can be coldly transactional.Livestream brand introductions and product demos from KOL accounts can boost overall product awareness and improve credibility.Institutionalized broadcasts by brands(customer service,product demos)-elevates consideration,re-enforces trust.3rd Party KOLs/Media can kick-start awareness,interest in(a new)brand,product and/or widen appeal to new segments.KOL Livestream sales spark the link between attention-action,to generate quick sales and ideally establish“hero products.”Brand storytelling,entertainment,interest-based content creates meaningful,lasting engagement with audiences.“Gucci Live”(left)is a livestreaming program for personal shopping and product Q&A.Beauty brands have institutionalized daily Q&A,demos and service from“owned”accounts.Brand“moments”and digital events,improve equity and DTC metrics.LVs SS21 mens fashion show was live-streamed on Douyin,with 52m viewers.REACHBRAND STORYKOL SALESSERVICELIVESTREAM CHANNELS X MARKETING OBJECTIVESHIGH EQUITYCONVERTLOW EQUITY(Rent Audience)(Retain Audience)SALESGROWTHBRANDService staff and“bosses”are taking to“owned”livestream channels to talk about products,provide service.With its CRM slant,WeChat could be primed for“service”streams.Tmall Live,Douyin and Kuaishou hold the lions share of GMV for livestream sales.BiliBili,WeChat and RED also hold some promise in this space.Brands looking to build equity are doing so with their own channels(and hosts),while“guest KOLs”increase viewership.RED may emerge as a priority channel for brand storytelling.Douyin leads in terms of current viewer momentum.But for boosting brand awareness,companies should prioritize the KOL first,and the channel second.Institutionalized broadcasts by brands(customer service,product demos)-elevates consideration,re-enforces trust.3rd Party KOLs/Media can kick-start awareness,interest in(a new)brand,product and/or widen appeal to new segments.KOL Livestream sales spark the link between attention-action,to generate quick sales and ideally establish“hero products.”DOUYINREDWECHATBrand storytelling,entertainment,interest-based content creates meaningful,lasting engagement with audiences.TMALL LIVEREACHBRAND STORYKOL SALESSERVICELIVESTREAM COMMERCELIVESTREAM COMMERCE CONTINUES TO GROW BUT IS SHOWING SIGNS OF SLOWING DOWN(SLIGHTLY).TMALL LIVE AND DOUYIN ARE THE TWO LEADING CHANNELS-WITH KUAISHOU SLOTTED IN BEHIND THE TWO LEADERS.DOUYIN WILL LIKELY OVER-TAKE TMALL LIVE AS LEADER IN 2023 While Tmall Live,Douyin and Kuaishou are leading in livestream selling,there are a host of other relevant channels.WeChat,RED,Weibo and BiliBili all have livestream channels which are important players in the space-each one with slightly different(relative)advantages.Source:eMarketer14028042056070020192020202120222023(e)Livestream GMV%of Total Retail GMV19.4.5.7%7.5%3.5b3.3479.5299.7161.962.319.4.5.7%7.5%3.5%CHINA LIVESTREAM ECOMMERCE MARKET SIZE(BILLIONS RMB)DOUYINKUAISHOUTMALL LIVE34)7 22 SHARE OF LIVESTREAM REVENUE BY CHANNEL(GMV)Source:Totem ResearchGMV SPLIT(%)OF TOP THREE LIVESTREAM CHANNELSIN 2022,HOW WOULD YOU CHARACTERIZE YOUR ROI,PER CHANNEL:RESULTS WITH SOCIAL CHANNELSREDTMALL LIVEWECHATDOUYINBILIBILIKUAISHOUWEIBOZHIHU5%5%7%7%7%1%95yshQF87%1%2%6%9%4%Large LossSmall LossNeutralSmall GainLarge GainSource:Totem Media 2023 China Brands Survey n=82RED HAS WIDESPREAD TRACTIONLarger brands are generally very happy with returns on mature channels(namely WeChat).For newer,smaller brands the potential to break-thru on more mature channels is limited(as they are busier and higher cost).RED was perceived as the top channel for ROI in 2022.For retail labels,RED offers a unique dynamic where brands and consumers are more closely connected to the grassroots of product discovery,and social shopping.Both smaller and larger brands can find success with private traffic,KOCs and related tactics on RED,working bottom-up,in a cost-controlled manner.Douyin has been superb for quickly building audiences but,for many brands,it is becoming too crowded and costly.The Douyin algorithm which favors quality content over scale does however,level the playing field for smaller brands,with compelling,entertaining content.Tmall Live has been hit-and-miss.Some brands have been wildly successful with livestream selling,while for others,costs simply outweigh the impact.About the survey:At the end of 2022,Totem Media surveyed a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross section of(mostly global brands)from very large to medium sized-most of which have more than ten years experience in the market.INVESTMENTS IN KEY CHANNELSREDDouyinWeChatTmall LiveBiliBiliTmallJDKuaishouWeiboZhihu2%9#EIp8xF1V8557(TCQ9$ creaseN/AIncreaseHOW DO YOU PLAN ON ADJUSTING YOUR BRANDS CHANNEL SPEND IN 2023?Source:Totem Media 2023 China Brands Survey n=82RED TO CONTINUE MOMENTUM Brand channel plans for 2023 favor the channels which have firmly proven results from 2022.Where in past years,some more experimental channels received a lot of interest,this years favorites are skewed toward more proven options.RED leads as the channel for planned new spending by brands in 2023.Its blend of social discovery(ratings and review),together with affordable influencers make it an attractive platform.With its rapidly improving ecommerce capabilities,Douyin comes in at number two.Despite the quickly rising costs of Douyin,the ROI is still attractive.Livestream and ecommerce results on Douyin were exceptional for many brands in 2022.WeChat comes in at number three.Its high rank is an impressive vote of confidence given how long(and how intensively)brands have already invested into it.While there may be a degree of sunk cost fallacy involved,WeChat does still deliver results-especially for well known brands that have their own traffic/audiences.About the survey:At the end of 2022,Totem Media surveyed a group of 82 brands on their advertising plans for 2023.This group of brands represents a cross section of(mostly global brands)from very large to medium sized-most of which have more than ten years experience in the market.INVESTMENTS IN KEY CHANNELSWeChatTmallREDDouyinTmall LiveWeiboJDBiliBiliKuaishouZhihu12 &258ac%VERY CONFIDENT THE CHANNEL WILL PLAY A KEY ROLE IN MARKETING PLAYBOOK-THREE YEARS FROM NOWSource:Totem Media Brand Survey(2022 n=89),(2023 n=82)WECHAT&TMALL ARE FOUNDATIONALWeChat and Tmall still rank as the most consistent,foundational channels for brands in China.RED and Douyin have made massive jumps in the rankings over the past couple of years.The top channels all have considerable“staying power”and are viewed as safe investments,where an investment in building critical scale today will not be lost in the next three years.Confidence in the top(most mature)channels remains mostly unchanged from previous surveys.The most obvious exception to this is Weibo which is starting to loose confidence as a top channel with staying power.Newer channels highlighted by survey participants headed into 2023 include;Dewu(Poizon)and Mei Pian.Note about this survey;brands tend to vote in favor of channels where large investments have already been made.For channels like Weibo that did not have large investments in 2022,there is a corresponding drop in confidence from brands.As investment levels continue to drop in 2023,Weibo may fall further out of the spotlight.BRANDS MUST DEVELOP STRATEGIES TO BALANCE FOUNDATIONAL CHANNELS WITH EMERGING,EXPERIMENTAL ONES.Insight:While there are new channels emerging,brands need to pick their spots and not attempt to maintain too many channels concurrently.Having too many channels in operation can be a drag on resources and the quality of audience engagement.Very few brands are executing multiple channels well,with high quality content and operations.EARLY ADOPTERSSmall user base,deep involvement from creators.LATE MASSLATE PASSIVEHit maximum potential in terms of audience#s.Engagement%static.EARLY MASSVery quickly growing audience,strong engagement.Very low active engagement.Audience#s in decline.60%5%EXPERIMENTAL(BETS ON BIG WINS)HIGH GROWTH(ACQUISITION)CORE CHANNEL(LONG TERM ENGAGEMENT)AUDIENCE SCALEPORTFOLIOMEDIA PORTFOLIO PLANNINGNEW&NICHEKUAISHOUBILIBILIDOUYINREDTMALLWECHATWEIBOZHIHUMEDIA PORTFOLIO PLANNINGMAU584 M(Q3 2022)680M(Q2 2022)1.3 B(Q3 2022)200 M(Q3 2022)598 M(Q3 2022)332 M(Q3 2022)900 M(Annual Active Users,Q2 2022)Users-480-35yrs old-Tier 1 and coastal cities-55%F vs 45%M-50$-30yrs old-745 yrs old-Tier 1&2 cities-57%F vs 43%M-Official Account:43%F vs 57%M-Channels:58%F vs 42%M-Tier 1-Tier 2 cities-25-30yrs old-70%F vs 30%M-Tier 1-2 cities,coastal cities-52%F vs 48%M-Tier 3 cities-57%F vs 43%M-Tier 1&tier 2 cities-78C-41-237 D%WITH YOUR APPROACH TO CRM,AND UNDERSTANDING AUDIENCES,HOW MANY AUDIENCE PERSONAS DOES YOUR BRAND FOCUS ON?BRAND COLLABS&PRIVATE TRAFFIC GOALS CONVERGEChinese lingerie brand,NEIWAI and LOreal recently joined forces to create a limited edition“nude”product series.The collaboration expresses common goals around a shift to natural beauty and diversity-and,importantly a shared focus on audience growth.Looking beyond the nuances of this campaign,the important point is that brand collaborations like these are proliferating across China-and seen as imperative for audience growth objectives.While we occasionally see brand collabs globally,large brands in China perform dozens of shared marketing efforts per year.Some of these shared efforts are high-profile collaborations,featuring co-branded products.But the majority of such efforts are much more executional,and focus on how to share private traffic and build new reach/awareness.Brand collaborations in China serve as ways to;(1)reach larger audiences,(2)access new customer cohorts(niches not yet penetrated),and(3)bring down overall media costs,by pooling traffic and resources.There is probably no-turning-back with this trend.Even if exorbitantly high media costs moderated at this point,brand collabs have become an important part of the playbook.Additionally,brand collabs support the significant CRM goals that brands have in acquiring and consolidating private and owned audiences.THE BRAND COLLAB,PRIVATE TRAFFIC CONNECTIONThe LOreal x NEIWAI collaboration was comprehensive and included product development,co-branding,marketing and sales coordination.But when evaluated simply as a“private traffic”effort-pooling social followings-the results are impressive.The combined results of“internal and external”traffic,helped the two brands reach more than 100 million customers,with millions of interactions.GROWTH FRAMEWORK5BRAND GROWTH FRAMEWORK87CATEGORY CONCENTRATION84STRATEGIES&CASE STUDIES91CHINA IS A BIG PRIZE FOR GLOBAL BRANDSCHINA IS STILL A BIG PRIZE FOR GLOBAL BRANDS.THE SIZE AND GROWTH OF CHINA DRAWS IN TOP BRANDS-PER CATEGORY-FROM ACROSS THE GLOBE.AS A RESULT THERE HAVE BEEN MORE LEADING BRANDS IN CHINA THAN ANY OTHER MARKET.OVER THE PAST TWO YEARS THERE HAS BEEN A SLOWDOWN IN NEW MARKET ENTRY(AND A WAVE OF MARKET RETREATS AND EXITS).DURING THIS TIME,LOCAL,CHINESE BRANDS HAVE ALSO STEPPED UP AND ARE NOW LEADING IN MANY CATEGORIES.MARKET SHARE PERCENTAGES AND POSITIONING ARE IN FLUX.DESPITE BEING HYPER-COMPETITIVE,THE PROSPECT OF OWNING A HEALTHY SHARE OF A CATEGORY IS STILL ACHIEVABLE FOR BRANDS THAT PLAY THEIR CARDS RIGHT.Market share concentration on a category-by-category basis,is still relatively low in China,when compared with most fully mature markets in EU,US.So,while China has attracted more brands than any other market,there is still room for brands to succeed.10-30EU Brands 10-30China Brands 10-30US Brands 10-30Asian Brands 10-30Other Brands MORE TOP BRANDS4-12XPER CATEGORYIN CHINALEADERSTHE PACKNICHECollectively the top 25 brands typically account for 55%(or more)of a sub-category.Brands ranked 26-500 represent a minority share.Niche brands(who specialize)can hold a decent share of a Tier 4 category.0204060Market Share%TYPICAL MARKET SHARE CONCENTRATION PER SUB-CATEGORYCATEGORY CONTROL ON ECOMMERCECATEGORY SALES DISTRIBUTIONWhile the level of concentration varies by category,it is common to see the top 25 players in a sub-category controlling 55%of the category sales.By way of comparison,data from the IAB(2020)show in the US,that the top 20 manufacturers control 96%of cosmetics retail sales.In China(online),for a top tier category like cosmetics,the top 25 brands would account for only 40%of sales(according to data from Moojing 2022).In China there are often in excess of 700 brands per category,so the share for the pack(non-leaders)is small.For brands outside the top 25,its often better to drop into a sub-sub category where they can differentiate,offer niche value and claim a larger share of sales as specialist.Online,categories(and niche categories)are organized into four levels,with 160(tier one categories,2,835(tier two)“sub categories”and 15,001(tier 3&4)“sub-sub categories.”Tier 1:160 Categories Tier 2:2,835 Sub-Categories Tier 3&4:15,001 Sub-Sub-CategoriesCATEGORY STRUCTURE*Classification of categories for ecommerce platformsSource:Moojing 2022NOTABLE FOREIGN BRAND RETRENCHMENTS(2019-2023)COMPETITIVE LANDSCAPEPRESSURE MOUNTING ON BRANDSA growing number of brands have been pulling back on China investments-particularly in 2021-2022-as Covid restrictions in China added new pressures.Many brands are reducing investments,some are exiting the market all together.On the right is a list of higher-profile foreign brand retrenchments from the past two years.A good deal of the pressure on foreign brands has come as a result of Covid restrictions(travel of management teams in/out of China,and a host of other operational challenges).The general economic slowdown has also been notable.But,recent retreats come more as the result of a bundle of issues which have been building over the past several years.Pre-existing issues include:-Cut-throat competition,with too many players per category-Particularly stiff competition from local players-Quickly inflating costs(media inflation,rents,staff)-Modest brand loyalty(very shallow LTV results)In short,too many foreign brands have been unable to gain a meaningful share of the market-and it has proven very difficult to consolidate gains when they are achieved.The added pressures from Covid were-in many cases-the last straw prompting management teams to make tough decisions.Some industries have also been subject to particularly onerous regulations/compliance hurdles(eg.media,finance and automotive).Regulations in these industries,coupled with favorable policies for local players,have kept many foreign companies on the back foot and created market deficits which have been insurmountable.Source:Totem Research 2022BrandDatesCategoryNotesOldNavy 2022 MarchFashionTopshop 2020 OctoberFashionSELECTED2022 JulyFashionClosed all the Off-line storesForever 212019FashionGAP2022FashionClosing offline storesAbbott 2022 DecemberFood(Baby Nutrition)Stopped sales of infant milk formulaEsprit 2020FashionSuperdry2022 JulyFashionYahoo2021 NovemberMediaBershka,Pull&Bear,Stradivarius(Inditex)2021-2022FashionEarly 2021-Closed all physical storesMonki(H&M)2022 MarchFashionClosed tmall shopCarls Jr2022FoodClosing last shop in Shanghai after 13 yrsLady M(cake)2022 SeptemberFoodClosing all physical stores(entered 2017)Acura2023AutoJeep,Skoda planning shutdowns alsoAirbnb2022 JulyTravel&HospitalityClosed China domestic business in JulyLinkedIn2021MediaShut service in China in 2021,launching site with no sharing Kindle2022-2023MediaEreader shuts in June 2022,and e-store to close in June 2023Nike Run Club App2022 JulyMediaJeep(Stellantis)2022 July AutoDissolving local JV to manufacture in ChinaIKEA2022FurnishingsClosed 2 stores(Guiyang,Shanghai YangpuUniqlo2022FashionClosed 133 stores in 2022Tracking data and performance of over 5,000 brands in China and Globally,Totem has developed its“Brand Growth Framework”as a template for brand growth.It provides key strategies needed by start-up brands to quickly become category leaders.And,at the same time,provides tactics for established brands to defend leadership positions,with renewed momentum.When set against the China marketing landscape,the“growth framework”reveals that China marketers tend to be strong on operational capabilities(eg.Omni-channel and virtualizing experiences),but still weak in areas of emotional appeal(eg.“Brand Bravery”and“Distinctiveness”).While marketers in China have a strong bias towards“performance”tactics,the channels themselves have not yet provided brands with reliable,scalable conversion solutions.For instance,globally,with Google/Facebook,brands have tried-and-true CAC calculations from PPC ads.In China,(apart from TMall)there is no solution that comes close to providing reliable CAC metrics.As a result,few brands have yet implemented KPIs such as CAC/LTV.TOTEMS BRAND GROWTH FRAMEWORKBrand“Bravery”Own Category/Culture1-2-1 at Scale(CRM)Advocacy&Trust New Media MindsetVirtualizing ExperiencesTop-DownMASS MEDIA(CPM Focused)Bottom-UpTACTICAL MEDIA(CAC Focused)PervasivenessSocial Media EngagementDistinctivenessOmni-ChannelBRAND GROWTH FRAMEWORKNEW MEDIA MINDSETBRAND“BRAVERY”Brave brands have a purpose-and resolve to take a stand.They venture big gains with bold,compelling campaigns.Investing into underpriced platforms ahead of the curve.Well timed investments can earn brands big rewards.OWN CATEGORY/CULTUREPERVASIVENESS/PENETRATIONWhen brands become synonymous with a culture and become intertwined with it at every conceivable level.Sheer power of presence.Pervasiveness/penetration underpins a large share of market-scale for brands.DISTINCTIVENESSOMNI-CHANNELHow well a brand stands out against the crowd,or focuses in on a particular niche.What makes them memorable.A full array of channels(offline and online)ensures that a brand is accessible at all times for customers.ADVOCACY&TRUST FOCUSEDVIRTUALIZING EXPERIENCESCreating quintessential brand experiences via new technologies(VR/AR,livestream,haptics and more).A healthy relationship with customers-brand delivers on its promises and makes things right for its customers.1-2-1 AT SCALE(CRM)SOCIAL MEDIA ENGAGEMENTSystems to communicate with individuals and segments at scale,while keeping a personal touch.Social content which is highly responsive,conversational and focused on authenticity and reciprocity with audiences.PRODUCT SUPERIORITY ABOVE ALLBRAND GROWTH TIERSBottom-UpTACTICAL MEDIA(CAC Focused)Top-DownMASS MEDIA(CPMFocused)STARTUPSCALINGGROWTHMASSRMB 5-10MRMB 10-100MRMB 100-500M PERVASIVENESS/PENETRATIONOMNI-CHANNELOWN CATEGORY/CULTUREADVOCACY&TRUST FOCUSEDBRAND“BRAVERY”VIRTUALIZING EXPERIENCESNEW MEDIA MINDSET1-2-1 AT SCALE(CRM)DISTINCTIVENESSSOCIAL MEDIA ENGAGEMENT75P%Cost of Revenue Sales/Marketing Ratio15%5P%What share of revenue should a brand spend on marketing,at each stage of growth?At each new tier,brand equity provides a lift to sales performance.For start-up brands,its not uncommon to have Cost of Revenue ratios at 75%in very early stages of growth.By comparison,top-tier brands may spend as little as 5%of sales(rev.)on marketing.Amplification effects from brand equity can be massive for leading companies,allowing for much lower ratios.Competitive markets like China require brands to spend a large share of revenue on marketing,for much longer periods of time.50%Fromto.BRAND GROWTH TIERSBottom-UpTACTICAL MEDIA(CAC Focused)Top-DownMASS MEDIA(CPMFocused)STARTUPSCALINGGROWTHMASSPERVASIVENESS/PENETRATIONOMNI-CHANNELOWN CATEGORY/CULTUREADVOCACY&TRUST FOCUSEDBRAND“BRAVERY”VIRTUALIZING EXPERIENCESNEW MEDIA MINDSET1-2-1 AT SCALE(CRM)DISTINCTIVENESSSOCIAL MEDIA ENGAGEMENTLong-term brand liftShort-term sales liftBRAND BUILDINGSALES ACTIVATIONWhats the appropriate split between brand and performance marketing spend?Start-up brands can ride performance marketing efforts through to a first plateau in growth.During this stage,a bias of 90%toward“performance”(bottom of funnel)may be effective.Following this initial growth spurt,brands must flip-the-switch and increase brand building(top-of-funnel)budgets.Research from Binet&Field has been instructive(they call for an average split of 60:40 in favor of brand investment).Ratios of 70:30 in favor of brand for incumbents looking to re-ignite penetration.RMB 5-10MRMB 10-100MRMB 100-500M 10p0%BRANDSALESSTRATEGIES&CASE STUDIESFRAMEWORK IN ACTIONBrand“Bravery”Own Category/Culture1-2-1 at Scale(CRM)Advocacy&Trust New Media MindsetVirtualizing ExperiencesTop-DownMASS MEDIA(CPM Focused)Bottom-UpTACTICAL MEDIA(CAC Focused)PervasivenessSocial Media EngagementDistinctivenessOmni-ChannelBRAND GROWTH FRAMEWORKTHESE FUEL NEW CUSTOMER GROWTHNEW MEDIA MINDSETBRAND“BRAVERY”Brave brands have a purpose-and resolve to take a stand.They venture big gains with bold,compelling campaigns.Investing into underpriced platforms ahead of the curve.Well timed investments can earn brands big rewards.OWN CATEGORY/CULTUREPERVASIVENESS/PENETRATIONWhen brands become synonymous with a culture and become intertwined with it at every conceivable level.Sheer power of presence.Pervasiveness/penetration underpins a large share of market-scale for brands.DISTINCTIVENESSHow well a brand stands out against the crowd,or focuses in on a particular niche.What makes them memorable.CHARACTERISTICSSTRATEGIES&CASE STUDIESFRAMEWORK IN ACTIONDISTINCTIVE-NESSThe tagline of the 2022 Sprite campaign asks whether“Sprite is promoting another brand.”The set of creatives-awash with Sprites green,yellow and black-remind audiences of how distinct and memorable the brand is.While its unclear whether the campaign was effective in promoting its new sugar-free soda,it did highlight the notoriety of the brand.ITS HARD TO CONFUSE SPRITE WITH COMPETITOR BRANDSTo launch its sugar-free soda into China,Coca Cola company ran a campaign teasing the idea that Sprite may be promoting its core competitor,with a tagline“Is Sprite promoting another brand?”The answer of course is no.Sprites iconic green packaging,bottle,logos and colors are so memorable,it cannot be easily be confused with any other brand.The distinctiveness of Sprites identity permits it to take risks in pursuit of market gains.Sprite can make bold moves without putting its brand at serious risk.Despite acknowledging a competitor,the lasting image of this campaign is the Sprite brand.The campaign reminds viewers of Sprites identity,while creating space for growth(brand extension).The Sprite sugar-free campaign is centered around a TVC featuring a blurry image of two soda bottles.The one on the right is clearly a Sprite bottle,while the one on the left looks similar to a competitor sugar-free soda.The narrator initially asks the question whether Sprite is promoting its competitor,and swiftly replies with an answer;“Besides us,is there really anyone else?FRAMEWORK IN ACTIONOWN CATEGORY“AKADEMIE”PUTS LEICA IN CLEAR FOCUS AS A CATEGORY LEADERWell-known as a brand for really serious photographers,Leica has built a mobile app and service program called“Akademie”-taking aim at ownership of Chinas top-end photography community.The“Akademie”mobile-first-web-app is designed for a community of people who want to learn from World-class photographers.Its users can book and pay for unique experiences and instruction-group classes,one-on-one tutelage and related events.The app also serves as a resource for creating a community of photography insiders for China.It is being made available across greater China(mainland,Hong Kong and Taiwan).From a total marketshare point-of-view,Leica may be a lesser player but the brand holds a firm place among top photographers.Owning a Leica is a badge of honor among the industrys leading lights.This program puts Leica in the position to own the top-end of the photography category/culture in China.Category ownership drives share of voice and yields out-sized returns for brands who are in the drivers seat.The Leica“Akademie”program(and mobile app)provides photographers(and aspiring)photographers access to World-class learning opportunities,while re-affirming Leicas place as the camera choice for renowned photographers.“Akademie”and similar community programs keep Leica in a privileged position as leader of the premium space.FRAMEWORK IN ACTIONBRAND BRAVERYRISK TAKING CAMPAIGNS BUILD CRED WITH CUSTOMERSThis video ad from Innocent juice brand features a character named Amy who hates the taste of real fruit.The video showcases her back-story as a child,cringing at the sight and smell of fruit at the market.And,when her friends and family get together for a party(taunting her with a festival of fruit),she looses her mind!She is surrounded by fresh fruit and Innocent pineapple juice(featuring real fruit of course).Far too often,brands and the clients they work with plan ads and activations from the perspective of managing risk downwards and fitting into the rules;(1)making sure that everyone featured in ads is positive,(2)fitting videos into pre-roll clip length or 30second commercial formats.Ads(especially in China)almost never feature a protagonist who hates the product!Doing something outside the norms is MEMORABLE and builds true credibility.In an ad featuring an array of fruit,the lasting memory is about the fresh fruit being squeezed,sliced and devoured.The woman who hates fruit makes it memorable.The ad from Innocent stands out as being different,funny-and memorable.Being memorable is often more important that being 100%right.And,in a category that features a lot of products with real fruit,confidently stressing real fruit;(1)removes any doubt about Innocents real fruit bonafides,while(2)creating subtle questions about competitor quality.FRAMEWORK IN ACTIONBAIDU METAVERSE APP“XIRANG”PULLING IN LUXURY BRANDS NEW MEDIA MINDSETBrands looking for the next frontier of marketing in China may want spend time evaluating Baidus metaverse app,“XiRang.”In 2022,“XiRang”played host to a couple of high-profile fashion shows for luxury brands-Dior and Prada.While it may be too early to take metaverse campaigns to the bank,the value of experiments(together with related impact of press/PR)are material.And,with Chinese consumers trending several steps ahead in adoption of new digital experiences,its not a surprise that leading brands are piloting Web3 efforts in China.Learnings developed(and refined)in Chinas future-forward environment,can later be applied Globallywhere pioneer brands will then have a clear lead.Featured(below)is the fashion show for Prada from Fall 2022.The event(held physically in Beijing),was both live-streamed and broadcast via the Metaverse via Baidus“XiRang”app.In late,2022,Dior held its SS23 fashion show,titled“On the Road”in partnership with Baidu metaverse app,“XiRang.”Inside of the“XiRang”app,the event was hosted in the virtual space called“Meta-Ziwu”-a virtual space designed by famous Chinese architect Ma Yansong.If Baidu can continue to bring quality ingredients(beautiful spaces and events)and participants(eg.Ma Yansong)into play,they could consolidate a lead in this space.“Meta-Ziwu”inside XiRang app FRAMEWORK IN ACTIONPERVASIVE-NESSTHE WORLD CUP SET THE STAGE FOR A BATTLE OF ATTENTIONChinas two largest milk brands,Meng Niu and Yili have a long-standing rivalry-persistent and cut-throat-which was highlighted again during World Cup 2022.Meng Niu secured the official sponsorship for the World Cup-featuring on-pitch signage seen globally.While this alone was more high-profile,Yilis efforts were more comprehensive(pervasive).Yili(the larger company)put in place a wide array of ads,sponsorships and creative content.With a history of football sponsorships(eg.Asian Football Confederation),Yili was intent on muscling its way into the World Cup and being omnipresent before-and-during the event.As part of its effort to out-muscle Meng Niu,Yili formed sponsorship agreements with the national associations of;Argentina,Spain,Portugal and Germany.They also sponsored high-profile stars,including;Cristiano Ronaldo,Neymar and David Beckham.Importantly,it used these assets across a well coordinated array of ads,OOH activations,packaging and videos-to gain deeper penetration.Both brands scored points during the World Cup.However,Yili won more attention at home in China than Meng Niu,owing to its wider implementation.OOH is useful in making powerful statements of presence(pervasiveness).The featured campaign(at Beijng Dawang Rd),was aimed at football fans who wanted to watch the matches,instead of continuing the commute to work.Scanning the QR code allowed audiences to(anonymously)ask for work leave,with get-out-of-work-passes from star players including Ronaldo,Neymar and David Beckham.Brand“Bravery”Own Category/Culture1-2-1 at Scale(CRM)Advocacy&Trust New Media MindsetVirtualizing ExperiencesTop-DownMASS MEDIA(CPM Focused)Bottom-UpTACTICAL MEDIA(CAC Focused)PervasivenessSocial Media EngagementDistinctivenessOmni-ChannelTHESE SUPPORT LOYALTY,RETENTIONBRAND GROWTH FRAMEWORKADVOCACY&TRUST FOCUSEDVIRTUALIZING EXPERIENCESCreating quintessential brand experiences via new technologies(VR/AR,livestream,haptics and more).A healthy relationship with customers-brand delivers on its promises and makes things right for its customers.1-2-1 AT SCALE(CRM)SOCIAL MEDIA ENGAGEMENTSystems to communicate with individuals and segments at scale,while keeping a personal touch.Social content which is highly responsive,conversational and focused on authenticity and reciprocity with audiences.OMNI-CHANNELA full array of channels(offline and online)ensures that a brand is accessible at all times for customers.CHARACTERISTICSSTRATEGIES&CASE STUDIESHennessy has put in place two Mini-Programs to address its omni-channel and DTC(direct)goals in China.The“Blends”app(and private club)targets newer customers(younger,female focused),while the“Le Club”app is more focused on legacy customers(older,men).Both apps are strongly focused on loyalty-rewards and linking to ecommerce.FRAMEWORK IN ACTIONOMNI-CHANNELHENNESSY BLENDS ONLINE AND OFFLINE FOR DIRECT SUCCESSCognac brand Hennessy has been making a concerted effort to;(1)go more DTC(direct-to-consumer)and(2)re-fresh and expand with newer,younger consumers.Over the past several years,the brand has rolled out a series of well-planned initiatives to address its goals.The first was an omni-channel private club(called“Blends,”located on the Bund in Shanghai)coupled with a loyalty WeChat Mini-Program of the same title.The“Blends”Mini-Program is a major driver for success of the initiative,and used for:-Taking reservations to the club-Providing cocktail recipes(users can save favorites)-Connecting to ecommerce Aimed at a younger(more female)demographic,the“Blends”initiative has been effective at connecting the brand more directly with its consumers.Insights from the program should allow the brand to scale toward similar,larger scale initiatives.In parallel to the“Blends”initiative,Hennessy has all put in place another loyalty Mini-Program,called“Le Club,”which is aimed more at its legacy consumer group of(older)men who consume its product more on-premise.“Le Club”celebrates the legacy and prestige of Hennessy in China,where it has a long,loyal following.FRAMEWORK IN ACTION1-2-1 AT SCALECUSTOMER INSIGHTS GET MORE PERSONAL-ITY MBTI(Myers-Briggs)personality tests have been a hot topic of discussion in China,for a few years.The diagnostic letters are well-knownand almost every white-collar GenZ/Millennial in a larger city has done one or two of these tests over the past few years.Capitalizing on this interest/understanding of the MBTI,Starbucks ran a campaign-through one of its H5 apps-allowing customers to test themselves.The outcomes of the short tests linked the diagnostic letters with specific types of drinks.For instance,an EF(“social genius”)as being a Frappuccino person.Every brand operating on WeChat has looked into how to collect and interpret customer data more effectively.Every brand asks questions about how to link more detailed customer characteristics with product buying decisions.Its brilliant that Starbucks just made the whole customer profiling effort blatantly public,with the Worlds most famous personality test.Social CRM systems connected to the backend of WeChat give brands the power to“tag”users(based on simple demographic and user journeys).More advanced efforts to“tag”users lead to surveys and interviews which provide much needed context about who the brand is talking to as a way of personalizing content,products and services to customers.Whats the right Starbucks beverage to suit your unique personality traits?Starbucks ran and MBTI survey program with users in China to test users on personality and link the results to personalized drink recommendations.A great way to openly collect deeper insights on user personas-and serve up personalized customer experiences thru WeChat.FRAMEWORK IN ACTIONAI-DRIVEN CHAT GETS SMARTER AND MORE IMMERSIVEFAW-Volkswagen and Tencent recently unveiled a“cloud car showroom.”The cloud showroom weaves together a range of technologies from Tencent,including cloud rendering,artificial intelligence,and digital intelligence to bring users a personalized,virtual car consultation experience.At the centre of this experience is“Ida,”the brands car consultant who is capable of detailed,snappy discussions about user(driver)interests and the range of products sold by FAW-Volkswagen.As ChatGPT(and Chinas own,GLM-130B protocol),become more fully appreciated and implemented in the years ahead,brands will be looking to dust off the chatbots and customer service widgets they built over the past few years.These new protocols for training customer chat,will produce profoundly better results than past efforts.VIRTUALIZING EXPERIENCESAR/VR and the metaverse extend the possibilities for what is possible with virtualizing brand-customer interactions online.With its virtual(“cloud”)showroom,FAW-Volkswagen has creating an environment which is close to real life,in the sense that customers can freely navigate a branded environment,look at cars and ask questions of“Ida.”FRAMEWORK IN ACTIONADVOCACY&TRUST“You order me and the Tmall salesperson can get off work earlier”SNACK FOOD BRAND WEILONG LAYS FLAT WITH ITS CUSTOMERSIn an economic environment which was cautious and constrained,many of the euphoric promotions around Double 11,to pump up sales,may have fallen on deaf ears in 2022.Snack food brand Weilong seems to have been more in tune with its GenZ customers,many of whom were“laying flat.”For Double 11,2022,Weilong,designed its entire Tmall shop under a buddhist theme,taking a laissez faire attitude to selling,with tongue-in-cheek“calls to action,”such as;“whatever you buy,it is fate,”and“buy or not,the product will be here,neither sad nor happy.”Weilong scored a big win with its relaxed,counter-culture statement.The lay flat vibe was well placed for Chinas GenZ,who are often referred to as the“Zen Gen.”Not only did Weilong score points for its humorous approach,it also delivered a masterclass in empathy-and for standing on the side of its consumers.Far too often,brands get so wrapped up in their own dogma,that they over-look the genuine interests of customers.Trust comes from being real,being authentic and demonstrating empathy-especially when times are tough for the other party.“Whatever you buy,it is fate”The buddhist theme,tone was carried through to the customer messaging system”FRAMEWORK IN ACTIONSOCIAL MEDIA ENGAGEMENTKFC HAS UNLOCKED CRAZY SUCCESS ON SOCIAL MEDIAKFC has been a top performer with social media and overall marketing in China for many years.Its weekly“Crazy Thursday”program illustrates how and why they are succeeding with social engagement.KFC has been running its“Crazy Thursday”promotion-with a special offer of RMB9.99 for select food items-since 2018.In the past two years however,the promotion has turned into a cultural phenomenon,as they asked audiences(on Weibo);“Why do you look so down?Do you know what day it is?It is Crazy Thursday.”Audiences have taken this as an opportunity to have some fun,and riff on the idea that anything can be linked to(and improved by)“Crazy Thursday”a bankrupt company can find solace in some chicken wings,a romance falling apart soothed with a burger,wedding ceremonies can be held at“the temple”of KFC(on Thursday of course).Most larger brands overlook the potential of making a concerted effort with social media.Instead of building teams in-house for social,most larger brands outsource the work of scaling audience engagement,through influencers,agencies and media.In fully committing to genuine social media engagement,KFC has developed an extremely effective formula for success-a formula which focuses on listening and understanding its audiences.In turn,it creates opportunities for its audiences to(1)have fun,(2)share ideas,and importantly,(3)find small moments of joy.KFCs“Crazy Thursday”-a weekly social media program-has become a lightening rod for social dialogue,going well beyond being a“promotion.”Given the challenges of 2022,its no surprise that KFCs approach has hit home.In a year with low consumer sentiment,its approach to highlighting empathy,humor and irony has been a success.CONTACT US Email:TOTEMBRAND GROWTH PLANNINGTotem works with a range of brands in Asia,China and Globally on brand strategy and business intelligence solutions.Our clients range across industries,including;retail,fashion,beauty,travel,entertainment and finance.Projects for our clients address critical issues including;new markets entry,corporate development and M&A advisory,digital capabilities/innovation,brand strategy,category design and data insights and analysis.TOTEMDETAILED DATA AND DETAILS ON THE ECOMMERCE AND SOCIAL MEDIA LANDSCAPE ACROSS ASIA.PERSPECTIVES ON REGIONAL GROWTH.COMPREHENSIVE PLANNING AND GROWTH FRAMEWORKS FOR BRAND SUCCESS IN CHINA.INSIGHTS,ANALYSIS AND GROWTH FRAMEWORKS FOR DIRECT-TO-CONSUMER BRANDS-WITH GLOBAL AND U.S.FOCUS.RANKING OF CHINAS TOP CONSUMER,RETAIL BRANDS GROWING ONTO THE WORLD STAGE.INSIGHTS ON IF/HOW THEY ARE SUCCEEDING USOur team of experts work with brands in Asia,China and Globally on the insights and strategies that help brands grow.TOTEMEmail:DAVE WONGBRAND CREATIVE-ASIAKAREN LEEBRAND PLANNING-CHINAALEX LAMDIGITAL SOLUTIONS-CHINAZHAO YINBRAND CREATIVE-CHINALESTER NGBRAND STRATEGY LEAD-ASIASUMMER FENGINSIGHTS&PLANNING-ASIARON WARDLEBUSINESS ADVISORY-ASIACHLOE JIANGINSIGHTS&PLANNING-CHINAMO FEYZBAKHSHINTERACTIVE DESIGN-ASIAHENRY MINBRAND PLANNING-CHINACHRIS BAKERBUSINESS STRATEGY-GLOBAL

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  • 德勤:应对供应链中断的挑战(英文版)(26页).pdf

    Meeting the challenge of supply chain disruption Deloitte,in collaboration with Manufacturers Alliance,examines how traditional manufacturing supply chains are evolving to balance costs,efficiency,and resilience.Disruptions over the past few years have exposed vulnerabilities in manufacturers existing supply chains.Conventional approaches may no longer be enough to achieve the desired level of supply chain assurance.For this study,Deloitte partnered with Manufacturers Alliance to understand the impact of supply chain disruptions on manufacturing and what manufacturers can do to achieve supply chain assurance.Read more on D.Executive summary 2Spotlighting supply chain disruption 4Key approaches for assurance of supply 6Strengthening existing relationships 7Engaging multiple and regionally diverse suppliers 10Enabling agility with digital capabilities 13Moving away from just-in-time approaches 15The road ahead:Optimizing for agility considerations 17Endnotes 18Contents2THE PAST TWO years have demonstrated that the familiar formula of minimizing costs and maximizing efficiency in global supply chains is often no longer enough.Now,redundancy and resilience should be added to the equation to address increasing supply chain disruption.To gauge the impact of recent disruptions and how supply chain executives are balancing this new equation,Deloitte and Manufacturers Alliance surveyed more than 200 manufacturing executives.Our study addresses the real impact executives have observed in their own businesses over the past 18 months.This paper highlights a range of new approaches and tools manufacturers are deploying as disruption becomes the norm.What emerges are four components important to a successful supplier management strategy:strengthening existing relationships,engaging multiple suppliers,deploying digital tools for increased visibility,and combining efficiency with resilience.These may be tried-and-tested tactics,but they are now being enhanced to meet new challenges head on.Executive summaryMeeting the challenge of supply chain disruption3ABOUT THE 2022 MANUFACTURING SUPPLY CHAIN STUDYDeloitte and Manufacturers Alliance jointly launched a study(hereafter referred to as“the study”)in June 2022 to understand the impact of disruptions on the manufacturing supply chain and gauge the response of manufacturers to these disruptions(figure 1).On behalf of Deloitte and Manufacturers Alliance,an independent research company conducted an online survey of more than 200 US-based manufacturing executives in July 2022.The survey findings were supplemented with a series of interviews with manufacturing and supply chain executives.Source:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|1Over the last 1218 months,80%of survey respondents have experienced significant supply chain disruption90%of surveyed executives have agreed that the frequency of these disruptions has increased over the last decade,and the pandemic has exaggerated the impact80%of surveyed executives experienced a heavy or very heavy impact on their supply chain by at least one disruption over the last 1218 months50%of surveyed executives agreed that these disruptions significantly affected their productivity and profitsMeeting the challenge of supply chain disruption 4Shipping delays59%Part shortages56%Transportation delays56%Talent shortage53%Restricted supplier network50%Cyber risk failure46%Supplier bankruptcy41%Excess inventory41%Source:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|2Shipping delays had the biggest impact on manufacturers supply chains in the last 1218 monthsSHIPPING DELAYS,PARTS shortages,and transportation delays due to truck driver shortages and congested ports had the greatest impact on manufacturing companies in the past 1218 months,according to survey respondents(figure 2).Production and profits are the two key areas where this impact has been felt,and a majority of respondents report negative impact to profits of up to 13%.These factors suggest that supply chain executives are working to solve a new optimization problem with more stringent constraints:Costs still need to be minimized,yet resilience and redundancy should be built in to assure supply.This calculation is ever more challenging given the rising costs of energy and materials and labor,current workforce shortages,and ongoing logistics challenges resulting from two years of pandemic disruptions.1Spotlighting supply chain disruptionMeeting the challenge of supply chain disruption5The top operational concern(figure 3)among surveyed executives is rising shipping costs.Indeed,shipping costs rose by over 77%in August 2022 from January 2021 due to increased fuel costs,labor costs,and logistics challenges.2 Underlying all these concerns is labor,where costs continue to rise.Indeed,total compensation cost per hour worked rose by 6.2%to US$42 in the manufacturing industry in Q1 2022.3The next category of operational concerns cited were those affecting inbound supply,characterized by suppliers struggling to meet demand and the continued shortage of critical parts.These problems in turn translate into outbound challenges:31%of surveyed respondents mentioned the inability to fulfill ongoing contracts as one of their top operational concerns.Also high on the list were the challenges associated with implementing contingency plans such as switching suppliers.Source:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|in shipping costs43%Product issues from suppliers who are struggling to meet demand43%Logistical challenges while implementing a new supply chain model or contingency planning41%Continued shortage of critical parts40%Cost challenges while implementing a new supply chain model or contingency planning40%Limited availability of suppliers to form new relationships with31%Inability to fulfill ongoing contracts31%Excess or obsolete inventory due to inaccurate forecasting30%Limited ability to diversify suppliers27%Uncertainty in consumer demandFIGURE 3Top operational concerns range from rising costs to logistical issues in inbound supply challenges,affecting manufacturers ability to fulfill ongoing contractsMeeting the challenge of supply chain disruption 6Source:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|4Key risk mitigation strategies companies are implementing over the next year83ev%Pursuing multiple and regionally diverse suppliersStrengthening existing relationshipsRelying on digital supply chain tools for increased visibility into their supply chain Moving away from just in time(JIT)methodology back to just in case(JIC)TopstrategiesMANY COMPANIES ARE pursuing four key risk mitigation strategies to address these operational concerns and reduce the disruption to their business:strengthening existing relationships,engaging multiple suppliers,implementing digital solutions for greater visibility,and returning to just-in-case approaches(figure 4).These strategies are familiar,but they are being deployed with enhanced tactics.What additional tools are executives wielding to make these familiar strategies more effective in a world of continuous disruption and rising input costs?How are manufacturers addressing the new constraints of rising costs,labor shortages,and logistics bottlenecks in this supply chain optimization problem?The study uncovered some encouraging findings.Key approaches for assurance of supplyMeeting the challenge of supply chain disruption7THE EXIGENCIES OF the current environment are bringing a new focus on time-tested skill sets.Several supply chain executives surveyed emphasized that in volatile environments,the familiar skill of supplier relationship management can become even more important to avoid disruption.However,junior employees may need to be taught these skills as most are used to working in a demand-driven environment.The sudden shift to a supply-constrained business model meant not all employees were armed with the needed relationship management skills to work closely with suppliers as partners to manage forecasts,lead times,inventory strategies,and costs.In many cases,this partnership has developed as quarterly supplier reviews turned into daily calls between senior supply chain executives and the CEOs or CFOs of their suppliers,sharing information and helping each other navigate the business environment(figure 5).For example,one company worked through its supplier as a partner to find an alternate source of chips during the chip shortage,thereby achieving greater flexibility and visibility.Another company worked closely with suppliers as shipping options from Asia were reduced and freight was moved to air cargo,which incurred higher costs.4Strengthening existing relationshipsSource:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|5A four-pronged approach to strengthen existing supplier relationshipsTrain employees in supplier relationship management skillsEnable smooth sharing of information among suppliersCheck-in with suppliers frequentlyHelp suppliers navigate business environmentWays tostrengthen existingrelationshipsMeeting the challenge of supply chain disruption 8Proactively managing multiple tiers Supply chain executives have been drawn into management not just of their primary suppliers,but increasingly of secondary and tertiary suppliers also.Several executives interviewed noted that previously they did not get involved beyond Tier 1,but the dynamics of the current environment drove a need to increase visibility.For example,if Tier 3 suppliers were unable to give firm dates for shipping,often this potential weak point wasnt visible to primary suppliers or to the company itself,and potential delays were not flagged early enough.To address this risk,one company interviewed has begun working closely with its own suppliers to apply transparent decision-making based on metrics and benchmarking to that suppliers suppliers.This can provide the company more visibility and clarity in terms of the companies with whom its suppliers are contracting.Boosting local production capacity Boosting local capacity is a real and important strategy for todays manufacturers.US companies are increasing domestic sourcing.For the semiconductor industry,as other global industries,supply chain and logistics challenges are pushing manufacturers to build more local capacity.The solar energy industry,for instance,offers a case for using buyer power to increase production capacity.The US Solar Buyer Consortium was established to boost the domestic production of solar components.The group is focused on the procurement of US$6 billion of solar panels but is also enlisting manufacturers who can increase production to meet the growing demand for solar modules.5 Meeting the challenge of supply chain disruption9LED BY MANUFACTURING,FOREIGN DIRECT INVESTMENT IN THE UNITED STATES INCREASED IN 2021 Expenditures by foreign direct investors into new US businesses totaled US$334 billion in 2021,more than twice 2020 levels and above the annual average of US$290 billion from 2014 to 2020(figure 6).Manufacturing accounted for 36%of this figure,at US$121 billion.6 Moreover,manufacturing accounted for 20%of employment associated with this investment(47,400 new jobs).7 California received the most investment,totaling US$64 billion,followed by Massachusetts,New York,Pennsylvania,Illinois,and Texas.Note:All dollar values are in US dollars.Source:Deloitte analysis of Bureau of Economic Analysis(BEA)data.Deloitte Insights|6California received the highest manufacturing-led foreign direct investment in 2021Meeting the challenge of supply chain disruption 10THE BENEFITS OF engaging multiple suppliers are well known but may vary according to company typeOEM or supplier(figure 7).Nine out of 10 survey respondents have multiple suppliers,but only 44%have regional diversification of suppliers.The study highlights that companies with regional diversification were less affected by recent supply chain disruptions than companies with suppliers concentrated in one region.However,dual sourcing may increase costs:43%of survey respondents noted cost as the top constraint in having multiple suppliers.Engaging multiple and regionally diverse suppliersSource:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|7Key considerations when selecting multiple suppliersOEMsTier 1Tier 2Business continuityDiversify the supplier baseImproved material flowImproved material flowSource competitive pricingBusiness continuityImproved material flowReduce supplier concentration from one regionDevelop resiliency in supplier networkMITIGATING SUPPLY CHAIN DISRUPTION THROUGH SUPPLIER DIVERSIFICATIONCompanies are actively trying to have a diverse mix of suppliers to tackle supply chain disruptions.For example,GM recently announced a deal with lithium supplier Livent and a separate cathode material deal with LG Chem.These contacts can provide GM with the battery materials it needs to help with its goal of building 1 million electric vehicles annually by the end of 2025.8 In another example,Tesla recently signed a long-term supply agreement with Vale for the supply of nickel for its batteries.With this agreement in place,Tesla has a total of seven nickel suppliers,spread across multiple regions.9 Meeting the challenge of supply chain disruption11Building“bench strength”in suppliers The semiconductor shortage,which has affected industries from automotive to handheld electronics,raises the question of how to achieve resilience when the market is highly concentrated.In the semiconductor supply chain,some suppliers are uniquefor example,worldwide,theres only one epoxy supplier and two suppliers of cutting-edge chips.10 Moreover,the global semiconductor industry has been running at over 95%utilization since December 2020,which is well over the 80%utilization rate normally considered full capacity,suggesting additional production capacity is needed.11The passage of the CHIPS Act in 2022 has helped jump start investment in additional production capacity in the United States.For example,a semiconductor manufacturer is considering four semiconductor chip fabrication plants(fabs)at a cost totaling nearly US$30 billion.Intel announced plans for an initial investment of more than US$20 billion to construct two new fabs in Ohio,a new region for chip-making.12 And it isnt just US-based companies considering adding capacity in the country:South Korean headquartered Samsung has proposed a US$17 billion fab in Taylor,Texas,and has also recently submitted an application with the Texas comptroller outlining a long-term plan to build up to 11 chip-making plants in Texas and invest over US$192 billion in the coming decade.Arizona is also poised to receive investment for chip manufacturing.Supplier risk considerationsAs supply chains elongate and supply bases increase with new sources created,procurement teams are becoming more central to enterprise risk management.Procurement and supplier risk management functions should work more closely with suppliers and their compliance and risk management departments.Executives interviewed for the study are engaging more often and earlier with third-party risk management protocols.The historic approach of a point-in-time assessment,even if done annually,may no longer be sufficient for organizational risk management objectives.Companies must sense,monitor,and be ready to take action as needed.Sensing:Leading companies are beginning touse intelligent sensing of data,including socialmedia,in combination with assessments andinvestigations,to enhance the effectiveness oftheir suppliers in managing third-party risk.Monitoring:As companies identify theircritical risk domains,from financial health togeopolitics to cybersecurity,they can developtechnology-enabled processes to proactivelymonitor their third-party ecosystem andidentify the early warning signs that couldtrigger action.Taking action:For quick action,such asswitching to a new supplier,having apreapproved response plan can be critical.Onecompany requested all its vendors participate inresponse planning,outlining COVID-19contingencies,such as if parts werent receivedand trucks stopped delivering.Similarly,additional suppliers need to be“prequalified,”such that the contracting work could be donealready,shortening lead times.Scenario planning:Management teams canalso identify potential scenarios in advance,along with subcriteria that help indicate thebest response plan in a given situation.Executives should decide in advance who hasdecision-making power in each scenario andhow to reduce downtime,address breach ofcontract incidents,etc.Meeting the challenge of supply chain disruption 12Source:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|8Among survey respondents,88%are concerned about legal,financial,privacy,IP theft,or cybersecurityYes,and have no strategy in placeYes,but have a comprehensive strategyNo concerns60%OEM82Y0%Tier 189PA%Tier 2913U%Concerned about cybersecurity vulnerabilityDigital technologies are a key enabler to risk mitigation and assessing external risks in terms of components or materials.Survey results showed that 88%of respondents have concerns about legal,financial,privacy,IP theft,or cybersecurity due to the supply chain ecosystem;however,55%have a comprehensive cybersecurity strategy in place for such concerns.According to our study,OEMs feel better prepared than suppliers on IP and cybersecurity(figure 8).VERTICAL INTEGRATION AS A TOOL FOR ACHIEVING SUPPLY ASSURANCEMerger and acquisition deal activity in manufacturing continues to be strong,having increased substantially over the last three years;the industry recorded 52%year-on-year growth in such deals in 2021.13 Some of these transactions represent vertical integration along the supply chain,suggesting a possible trend.One example of such integration is Teslas recent acquisition of ATW Assembly and Test Europe GmbH to enhance its battery cell manufacturing capacity,which highlights the integration to develop capabilities in-house.14 In an example from the aerospace and defense industry,Safran bought Aubert&Duval,a French supplier of metal powders for additive manufacturing and other powder-based part production technologies,from mining firm Eramet.The acquisition,jointly carried out with Airbus and investment firm Tikehau Ace Capital,was completed earlier this year.15 Meeting the challenge of supply chain disruption13MOST COMPANIES ARE turning to digital capabilities for greater supply chain agility and visibility.Armed with real-time market intelligence and predictive technologies,manufacturing executives can better navigate current market volatility and pivot more quickly to their plan B.Most executives surveyed are implementing digital technologies for enhanced risk mitigation,such as increased illumination of the supply chain(figure 9).Increasing visibility with technologyGaining supply chain visibility is one of the top use cases for ongoing digital initiatives,and 78%of surveyed respondents agreed using digital solutions and/or monitoring tools would enhance visibility and transparency throughout the supply network.For most survey respondents,the lines of visibility start to blur beyond Tier 2 of their supply network.However,there is a strong correlation between visibility beyond Tier 2 and implementation of digital solutions73%of respondents with visibility beyond Tier 2 reported they had already implemented digital solutions.One executive mentioned launching a control tower that enhanced visibility into suppliers but also integrated different parts of the supply chain.Others are using Industry 4.0 tools such as AI and bots to integrate the supply network,as part of a larger digitization strategy for manufacturing.Several supply chain executives interviewed said that the early months of the pandemic helped them realize they needed to enhance their digital capabilities to weather the disruptions,and their spending on digital technology has continued to increase over the past three years.Enabling agility with digital capabilitiesSource:Deloitte analysis of 2022 manufacturing supply chain study data.Deloitte Insights|9Three in four survey respondents have started utilizing digital solutions and tech automation in the supply chain as a risk mitigation strategyCurrent digital initiatives are aimed atReducing operating costsImproving product qualityIncreasing visibility and transparencyIncreasing resiliencyMeeting the challenge of supply chain disruption 14Using technology to“design out”niche suppliers Companies have been undertaking value stream mapping of their supply chains for many years to determine where their raw materials come from and identify any potential points of failure in their supply chain.One executive explained that his company had developed a“scorecard”of its contracts,organizing them by age of contract,importance of the input to the final product,and history with the supplier.With this value mapping and contract prioritization,it becomes possible to“design out”reliance on niche suppliers in certain cases.Emerging technologies such as digital twins can develop capabilities to run various simulations and assess multiple variables to determine where and how alternative materials or suppliers could be utilized.As companies continue to diversify their supplier base,the optimization process could become increasingly complex.The digital twin can help to identify underlying inefficiencies and bottlenecks and could assist in making an informed decision on selecting the desired supplier,right facilities,and transportation capabilities to achieve supply assurance.Meeting the challenge of supply chain disruption15MANUFACTURERS SEEM TO be drifting awaymaybe only temporarilyfrom just-in-time approaches to help manage the constraints of higher labor and materials costs,logistics bottlenecks,and labor shortages.One executive explained that in early 2021 his team decided they needed to move away from the focus on cost and orient increasingly on business continuity and customer satisfaction.Executives draw a distinction between operational challenges,which can be solved through improved supplier relationships and visibility,and logistics and external challenges,which are out of the suppliers or companys control.However,to manage external challenges,supply chain leaders need to be well-equipped and strike the right balance between agility,resilience,and efficiency(figure 10).16Moving away from just-in-time approachesSource:Jim Kilpatrick,Paul Delesalle,and Adam Mussomeli,The new supply chain equilibrium,Deloitte Insights,April 1,2022.FIGURE 10The agility-efficiency-resilience frameworkAGILITYEFFICIENCYRESILIENCEAgility creates the difference between operations that thrive with those that merely survive.An agile supply chain will have the ability to execute faster and better than the competition.Efficiency becomes key as global supply chains resynchronize with the inflationary headwinds in wages,transportation,and many key commodities.In an age of disruption,supply chains need to build in the capacity to reconfigure much more rapidly to keep goods flowing.Digital approaches and new agile capabilities will enable desired and improved resilience.Meeting the challenge of supply chain disruption 16Building out agile processesAgility and flexibility are potential game changers.Flexibility of design could be used to standardize product-specific parts,allowing a standardized part to be used across products that would require minimal customization.For example,Tesla uses a number of chips in its vehicles for various control and infotainment systems,and its self-driving software.During the ongoing semiconductor shortage,Tesla swiftly changed to new microcontrollers,while simultaneously developing firmware for new chips produced by new suppliers.17Mitigating transportation challengesThe persistent labor shortage in manufacturing,which has been exacerbated by the pandemic,has contributed to port delays,slower warehouse processing,and a truck driver shortage.As one executive explained,no matter how reliable your supplier,a labor shortage at a port can still cause a shipping delay.To address this disruption,building redundancy or resilience is needed.One company shared that it is looking at diversifying supply routes on the West Coast,possibly adding a Canadian port.Developing resiliency To build resiliency,in some cases manufacturers are actively partnering with other manufacturers or are investing in their suppliers to support building more production capacity.Executives interviewed described a continuum of collaboration ranging from buying capacity in advance from suppliers to actually taking equity stakes in certain critical suppliers.There have been several examples in which industrial manufacturers are expanding their activities into adjacent areas.Our study highlights that Tier 1/Tier 2 suppliers are likely to coinvest or partner with other Tier 1/Tier 2 suppliers in emerging technologies to develop new capabilities and advance through logistics and transportation challenges.For instance,the recent acquisition of Pleatco LLC by Pentair Plc allows Pentair to expand its presence through existing distribution channels,and also to expand in the aftermarket filtration space.In addition,including complementary air filtration products into Pentairs portfolio should serve the needs of existing industrial customers.18In other cases,investment is focused on fostering more competition in a given market,ultimately to build more choice among existing producers.These additional investments could clearly have an impact on the industrys cost structure,but that reduction in margin could be worth the resilience ultimately provided through developing a deeper market with more producers.Meeting the challenge of supply chain disruption17As manufacturing executives solve the current supply chain optimization problem,they are leveraging four familiar mitigation strategies to balance resilience with efficiency.But they are also wielding new skill sets and tools to manage the tougher constraints of rising costs,labor shortages,and logistics bottlenecks to achieve agility.Strengthening existing supplier relationships to increase resilience:Work closely with suppliers to help them applymetrics to their Tier 2,3,4 suppliers Agree on mutually beneficial KPIs so that allparties know what to expect from one another Help suppliers maintain data on their suppliersthroughput to boost transparencyand assurance Train newer employees onrelationship managementEngaging with multiple suppliers to balance efficiency and resilience:Correctly calculate the benefits of engagingmultiple suppliers with the costs of lowermargins and reduced control Use dual sourcing to achieve some cost controlwhere possible,evaluating investing indevelopment of additional suppliers in aniche market Have scenarios in place and alternativesuppliers preapproved,conducting practicedrills to make contingency plans more effective Locate additional production or alternatesuppliers close to markets to reducetransportation costs and exposure toshipping delaysEmploying digital solutions to boost efficiency and resilience:Implement warehouse automation in response to workforce shortages Move to digital solutions that increase visibilitybeyond Tier 2 suppliers Boost collaboration by initiating high-levelinformation-sharing between all parties withthe help of easy-to-use technologies Track potential sources of logistical disruption such as restricted routes and workforce shortagesManufacturing executives are acutely aware of causes for both internal and external disruption and are taking steps to build redundancy into supply chains to assure business continuity.Though these efforts may lower margins,they can increase agility,reflecting the new balance that manufacturers are achieving between efficiency and resilience.The road ahead:Optimizing for agility considerationsMeeting the challenge of supply chain disruption 18Endnotes1.Stanley Porter and Kate Hardin,“Energy and commodities outlook:Disruptions from the Russian invasion ofUkraine,”Wall Street Journal,June 3,2022.2.Freightos Ltd,“Freightos Baltic Index(FBX):Global Container Freight Index,”accessed August 16,2022.3.US Bureau of Labor Statistics,“Table 4.Employer costs for employee compensation for private industryworkers by occupational and industry group,”accessed August 16,2022.4.Insights gleaned from manufacturing executives interviews conducted in July 2022.5.Zacks Equity Research,“AES sets up US Solar Buyer Consortium to promote solar industry,”Yahoo!Finance,June22,2022.6.US Bureau of Economic Analysis,“New foreign direct investment in the United States,2021,”news release,accessed August 16,2022.7.Ibid.8.General Motors,“General Motors and Livent enter long-term lithium hydroxide supply agreement,”newsrelease,July 26,2022;General Motors,“LG Chem and General Motors reach agreement for long-term supply ofcathode active material to support EV growth,”news release,July 26,2022.9.Fred Lambert,“Tesla releases list of battery material suppliers,confirms long-term nickel deal with Vale,”Electrek,May 6,2022.10.Deloitte,Anchor of global semiconductor:Asia Pacific takes off,2021,p.9.11.Semiconductor Industry Association,Increasing chip production:Industry shouldering in to addressing shortages,2022,p.1.12.Intel Corporation,“Intel announces initial investment of over 33 billion for R&D and manufacturing in EU,”news release,March 15,2022.13.Deloitte analysis of the data from Mergermarket.14.Edward Taylor,“Tesla to acquire German battery assembly maker:source,”Reuters,October 2,2020.15.Airbus,“Airbus,Safran and Tikehau Ace Capital sign an agreement with Eramet for the joint acquisition ofAubert&Duval,”press release,February 22,2022.16.Jim Kilpatrick,Paul Delesalle,and Adam Mussomeli,The new supply chain equilibrium,Deloitte Insights,April 1,2022.17.Lambert,“How Tesla pivoted to avoid the global chip shortage that could last years,”Electrek,May 3,2021.18.Pentair plc,“Pentair completes transaction to acquire Pleatco,”news release,October 18,2021.Meeting the challenge of supply chain disruption19About the authorsPaul Wellener|Paul Wellener is a vice chair,Deloitte LLP,and the leader of the US Industrial Products&Construction practice with Deloitte Consulting LLP.He has more than three decades of experience in the industrial products and automotive sectors and has focused on helping organizations address major transformations.Wellener drives key sector industry initiatives to help companies adapt to an environment of rapid change and uncertaintyglobalization,exponential technologies,the skills gap,and the evolution of Industry 4.0.He also serves as the managing principal of Northeast Ohio.Kate Hardin|Kate Hardin,executive director of Deloittes Research Center for Energy&Industrials,has worked in the energy industry for 25 years.She leads Deloittes research team covering the implications of the energy transition for the industrial,oil,gas,and power sectors.She has served as an alumni expert at Yales Center for Business and Environment,and she is also a member of the Council on Foreign Relations.Stephen Gold|sgoldmanufacturersalliance.orgStephen Gold is the president and CEO of Manufacturers Alliance and has represented US manufacturers in a variety of senior-level roles over the past three decades.Stephen Laaper|Stephen Laaper is a principal at Deloitte Consulting LLP and a manufacturing strategy and smart operations leader in Deloittes Supply Chain&Network Operations practice.He helped build Deloittes Digital Supply Networks(DSN)methodology that uses existing and“next gen”technologies to drive efficiencies in operations and across the supply chain.Laaper is leading the firms Smart Factory services,including the 2021 opening of The Smart Factory Wichita,a groundbreaking,immersive learning environment for business leaders to experience smart manufacturing solutions.Aaron Parrott|Aaron Parrott is a managing director with Deloitte Consulting LLP.With more than 20 years of experience in supply chain and network operations,Parrotts focus is helping clients complete large-scale transformation in the supply network,developing analytic solutions to address difficult business issues,and implementing digital solutions to manage complex supply networks.His areas of expertise include digital supply networks,IoT solutions,enterprise lean transformation,and supply network advanced analytics.Meeting the challenge of supply chain disruption 20Deloitte Manufacturing Supply Chain Study Advisory Board:Duncan Stewart,Aaron Addicoat,Heather Ashton,Louis Librandi,Ryan Bottoms,Kathryn Pavlovsky,and Adam MussomeliManufacturers Alliance Advisors:Erika Ruiz and John MillerThe authors would like to thank Kruttika Dwivedi,Anuradha Joshi,and Visharad Bhatia who provided research and analysis expertise in the development of this report.The authors would also like to acknowledge the support of Clayton Wilkerson for orchestrating resources related to the report;Satish Kumar Venkata Nelanuthula and Sanjay Vadrevu for survey expertise;Kimberly Prauda and Neelu Rajput who drove the marketing strategy and related assets to bring the story to life;Alyssa Weir for leadership in public relations;and Rithu Thomas and Aparna Prusty from the Deloitte Insights team who supported the reports publication.AcknowledgmentsMeeting the challenge of supply chain disruption21Contact usOur insights can help you take advantage of change.If youre looking for fresh ideas to address your challenges,we should talk.Industry leadershipPaul WellenerUS Industrial Products&Services leaderDeloitte Consulting LLP 1 216 589 1300|Paul Wellener has more than three decades of experience in the industrial products and automotive sectors.He drives IP&C industry initiatives to help companies adapt to an environment of rapid change and uncertainty.Stephen LaaperPrincipal|Smart Factory leaderDeloitte Consulting LLP 1 312 513 7900|Stephen Laaper is a Digital Supply Networks leader in Deloitte Consulting LLPs Strategy&Operations practice.He brings a unique mix of industry,consulting,and technology experience with a broad range of clients across the life sciences,automotive,and consumer products industries.Deloitte Research Center for Energy&Industrials Kate HardinDeloitte Research Center for Energy&Industrials Deloitte Services LP 1 617 437 3332|Kate Hardin is the executive director of the Deloitte Research Center for Energy&Industrials.Meeting the challenge of supply chain disruption 22Deloittes Research Center for Energy&Industrials combines rigorous research with industry-specific knowledge and practice-led experience to deliver compelling insights that can drive business impact.The energy,resources,and industrials industry is the nexus for building,powering,and securing the smart,connected world of tomorrow.To excel,leaders need actionable insights on the latest technologies and trends shaping the future.Through curated research delivered through a variety of mediums,we uncover the opportunities that can help businesses move ahead of their peers.ConnectTo learn more about Deloittes Energy,Resources&Industrials practice,including its solutions,thought leadership,and events,please visit:To receive email communications,please register at https:/us on Twitter at:Deloitte4Energy and DeloitteMFG.About Manufacturers AllianceManufacturers Alliance powers leaders.We bring together an unparalleled network of manufacturing executives to advance their careers,grow their companies,and support the whole community.We accomplish our mission through peer communities,education,and business insights on the topics that matter most to the sector.To learn more,visit manufacturersalliance.org.About the Deloitte Research Center for Energy&IndustrialsAbout Deloitte InsightsDeloitte Insights publishes original articles,reports and periodicals that provide insights for businesses,the public sector and NGOs.Our goal is to draw upon research and experience from throughout our professional services organization,and that of coauthors in academia and business,to advance the conversation on a broad spectrum of topics of interest to executives and government leaders.Deloitte Insights is an imprint of Deloitte Development LLC.About this publication This publication contains general information only,and none of Deloitte Touche Tohmatsu Limited,its member firms,or its and their affiliates are,by means of this publication,rendering accounting,business,financial,investment,legal,tax,or other professional advice or services.This publication is not a substitute for such professional advice or services,nor should it be used as a basis for any decision or action that may affect your finances or your business.Before making any decision or taking any action that may affect your finances or your business,you should consult a qualified professional adviser.None of Deloitte Touche Tohmatsu Limited,its member firms,or its and their respective affiliates shall be responsible for any loss whatsoever sustained by any person who relies on this publication.About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited,a UK private company limited by guarantee(“DTTL”),its network of member firms,and their related entities.DTTL and each of its member firms are legally separate and independent entities.DTTL(also referred to as“Deloitte Global”)does not provide services to clients.In the United States,Deloitte refers to one or more of the US member firms of DTTL,their related entities that operate using the“Deloitte”name in the United States and their respective affiliates.Certain services may not be available to attest clients under the rules and regulations of public accounting.Please see to learn more about our global network of member firms.Copyright 2022 Deloitte Development LLC.All rights reserved.Member of Deloitte Touche Tohmatsu LimitedDeloitte Insights contributorsEditorial:Rithu Mariam Thomas,Aparna Prusty,and Dilip PoddarCreative:Sonya Vasilieff,Rahul Bodiga,and Lnu Pooja N Audience development:Nikita GariaCover artwork:Traci DaberkoSign up for Deloitte Insights updates at DeloitteInsight

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  • 韦莱韬悦:重新思考餐饮行业供应链问题-Part 1(英文版)(5页).pdf

    From farm to fork:Rethinking food and drink supply chainsPart 1:Executive summary 01Executive summaryFrom farm to fork:Rethinking food and drink supply chains01 Executive summary03From farm to fork:Rethinking food and drink supply chains1 https:/World Population Prospects 2019:Data Booklet,https:/population.un.org/wpp/Spotlight on supply chains Businesses have always relied on suppliers to get their products and services from producers to customers.But in the last six decades the era of globalisation these supply chains have grown in size,volume and complexity.In tandem the associated risks have also increased.Supply chain risks:a proven threat The food and drink industry has been a key proponent of this global connectedness.The resulting supply chains have enabled businesses to provide cheaper,more efficient services to their customers by hedging the risk of food supply issues and global price fluctuations.However,reliance on the global trading system has also come at a cost.Complex supply chains have increased vulnerability to both natural perils(adverse weather)and manmade shocks(cyber-attacks or market volatility),allowing risks to transfer between organisations,sectors and continents.The effect can be seen in recent global price rises for basic food items,triggering protests in countries like Argentina,Indonesia and Greece1.Supply chain risks are the manifestation of those knock-on impacts-both the individual impacts on a business in the chain,and the ripple effects seen across the whole system.As the world population continues to grow from 7.7 billion people in 2021 to an estimated 8.5 billion in 20302,food and drink supply chains will play an essential role in facilitating global progress and building societal resilience.The sectors sensitivity to changes in natural climate cycles and weather patterns also places it at the heart of global efforts to build sustainability into our economic systems.A resilient and thriving food and drink industry is therefore key to the worlds economic recovery and prosperity in the wake of successive global shocks.The complexity of global supply chains alongside the absence of high-quality data for the sector makes it difficult to ascertain the potential costs of supply chain risks,which can vary between events and industries.While the Thai floods of 2011 provided an indicator of the vast potential impacts,less visible events can be equally costly:fires in a producers factory;suppliers with two degrees of separation facing liquidation;or construction delays in a suppliers new premises.However,unlike the direct impacts of natural disasters,the effects of supply chain shocks are not confined to a geographical region.The global nature of the food and drink industry means their impacts are felt much further afield.More recently,the conflict in Ukraine has exposed fragilities in supply chains and identified the need for global economies to diversify.As outlined in our report,Ukraine:A conflict that changed the world,Ukraine and Russia are significant exporters of raw food ingredients such as wheat:so in the short term,nations reliant on exports from these two countries are seeking alternative suppliers,for instance in North Africa and South America.The impacts of the conflict on global food supplies may also be exacerbated by droughts(especially in the Americas),leading to insufficient ingredients and materials being produced.The compounded effects of the conflict and drought have led a number of food and drink organisations to invest in new supply chain risk management tools,alongside procedural changes to help their businesses adapt.From farm to fork:Rethinking food and drink supply chains01 Executive summary04Mounting an effective response In our fast-paced business environment,risk managers are increasingly finding the window for responding to supply chain disruption has been shortened.COVID-19 and the conflict in Ukraine demonstrated how quickly risks can spiral;and how immediately businesses must adapt to contain the damage.Trusted partnerships with the insurance industry have therefore become more important,enabling business to react quickly while building proactive resilience across their chains.Entirely eliminating the potential risks will never be possible,but with increasingly sophisticated modelling and insurance solutions available,the ability to analyse outcomes and mitigate impacts is also expanding.This report explores three key areas for action to increase awareness,availability and uptake of supply chain insurance in the food and drink industry and beyond:1.Product innovation opportunitiesAs this report makes clear,there is significant scope for increased collaboration between the food and drink industry and insurers as part of the financial services ecosystem.A number of solutions are already available;however these are not often well understood by customers.Extensive conversations and data can be required for underwriters to sufficiently understand the underlying risk.There is an opportunity to develop new targeted supply chain insurance solutions to address existing protection gaps in the food and drink industry.These gaps include:The loss of Tier 2 suppliers(and potentially further along the supply chain)Shortfalls in the yield or quality of crops due to extreme weather The disruption caused by notifiable pests and diseases,for example avian influenza The impact of transit delays on perishable goods Price volatility of commodities such as fertilisers or grain;or in energy and fuel costs Reputational damage,as scrutiny of ESG responsibilities across the supply chain increasesAccess to quality,timely and usable data on supply chains has been a longstanding barrier for both businesses and insurers,but that is changing.Recent supply chain disruption has led to more companies investing in their risk management efforts-such as resource-planning software,business continuity planning,and deeper conversations with their own suppliers.As a result,more food and drink businesses than ever are now using technology to help map and manage their supply chains.At the same time,the quality of accompanying data is improving.Reliable,granular data underpins underwriters ability to accurately quote for a risk.Insurers can therefore draw on improvements in industry practices to assist their own product innovation efforts whether thats designing new products,or enhancing existing offerings.Clear guidance from insurers can also highlight what data is needed for different products and where the burden of information on customers can be reduced.Looking further ahead,partnerships with technology providers responding to operational efficiencies,alongside market tools such as risk management and supply chain diagnostics could support a more efficient translation and transmission of this data.2.Enhancing supply chain dataFrom farm to fork:Rethinking food and drink supply chains01 Executive summary053 https:/food and drink businesses feeding into this research have called for a deeper partnership with their insurers,and Lloyds will work across the industry to find opportunities to respond to this challenge,including the recent announcement of an Innovation Forum to support the commercialisation of new solutions that address customer needs emerging from the conflict in Ukraine,including the disruption to food and drink supply chains.At the same time,through our leadership of the Sustainable Markets Initiative Insurance Task Force,we will explore the adaptability of current crop insurance models to the emerging economies that underpin global food security.Collaboration across the industry is already helping mitigate global supply pressures and market volatility:as seen in Julys agreement securing the recovery of grain from Ukraines ports,facilitated by Turkey and the United Nations and backed by Lloyds insurers.The deal demonstrated the ability of industry to support societal objectives,in this case the easing of market volatility and supply pressures in the midst of difficult global economic conditions.This collaboration between businesses,insurers and policymakers alongside the analysis and mitigation of emerging threats will be essential to build societal resilience in the face of uncertainty.3.Increasing communication to move the dial Supply chain cover does exist today,but it can often be complex to underwrite and costly to buy.Additionally,these products will need significant development to support supply chain resilience against future systemic risks.Having affordable and accessible product and service solutions will be key to instilling confidence in businesses when facing the future.As an industry we need to develop a wider range of solutions that can fulfil this growing need,but to do this we will need the data to understand the complex supply chain networks that exist and the risks to which they are exposed.I see this as a great opportunity for our industry to work with all stakeholders,businesses,and governments around the world,to develop a greater level of certainty on supply chain resilience amid a world filled with challenges.John Ludlow,Former Airmic CEO,Lloyds Futureset supply chain masterclass,March 20213Resilience through knowledge This report a collaborative effort between Lloyds Futureset and WTW aims to highlight the supply chain challenges facing the food and drink industry in order to boost the resilience of our global systems and societies.Over the past four months,we have surveyed and interviewed over 275 risk,supply chain,and insurance practitioners.These perspectives have provided real-life,practical insights into the challenges that companies across the food and drink industry are facing as a result of the highly interconnected world we live in and a historic though evolving reliance on just-in-time business models.In addition to these interviews,we have combined proprietary data and reports with a range of thought leadership and third-party analysis to develop insights that can help build common understanding between the industry and insurers to build resilience into our ever-more uncertain and complex world.From farm to fork:Rethinking food and drink supply chainsTwitter LloydsofLondon LinkedIn Facebook Lloyds 2022 All rights reservedLloyds is a registered trademark of the Society of Lloyds.This document has been produced by Lloyds for general information purposes only.While care has been taken in gathering the data and preparing this document,Lloyds does not make any representations or warranties as to its accuracy or completeness and expressly excludes to the maximum extent permitted by law all those that might otherwise be implied.Lloyds accepts no responsibility or liability for any loss or damage of any nature occasioned to any person as a result of acting or refraining from acting as a result of,or in reliance on,any statement,fact,figure or expression of opinion or belief contained in this document.This document does not constitute advice of any kind.This report offers a general overview of its subject matter.It does not necessarily address every aspect of its subject or every product available in the market and we disclaimer all liability to the fullest extent permitted by law.It is not intended to be,and should not be,used to replace specific advice relating to individual situations and we do not offer,and this should not be seen as,legal,accounting or tax advice.If you intend to take any action or make any decision on the basis of the content of this publication you should first seek specific advice from an appropriate professional.Some of the information in this publication may be compiled from third party sources we consider to be reliable,however we do not guarantee and are not responsible for the accuracy of such.The views expressed are not necessarily those of Willis Towers Watson.

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  • Bloomfire:通过知识管理为业务提供未来保障白皮书(英文版)(17页).pdf

    2Why Operations Leaders Must Prioritize Knowledge ManagementMost businesses dont consider knowledge management the domain of their Chief Operating Officer.In reality,most businesses dont consider knowledge management the domain of any C-suite executive or senior leadership team member.Its rare for organizations to have a Chief Knowledge Officer,and even companies with dedicated Knowledge Managers often approach knowledge management at the team or department-level rather than making it an org-wide initiative.But as the ways we work changeand as teams scramble to get more value out of existing resources in the face of an economic downturnbusinesses can no longer afford to take a scattershot approach to knowledge management.3Why Should Company-Wide Knowledge Management Be a Priority Now?Knowledge management is,at its core,the practice of capturing,organizing,distributing,and leveraging an organizations collective knowledge.Its a means of turning knowledge into a renewable resource:something that is constantly being generated,enhanced,and delivered in a way that can be put to use.It should be an always-on activity,but at many companies,its still an afterthought.While a 2021 Deloitte study ranked knowledge management as one of the top three issues influencing company success,only 9%of surveyed organizations said they felt ready to address it.1The need to prioritize company-wide knowledge management has only become more pressing now.One of the most urgent reasons for centralizing knowledge management is to stem the loss of the knowledge from departing employeesboth those let go in organizations reducing their headcount and those voluntarily leaving for other opportunities.The Impact of LayoffsIf youve been tapped into any news sources in 2022 and 2023,its been hard to avoid hearing about the massive layoffs from corporate giants like Amazon and Salesforce.And its not just tech giants that are laying off employees during the economic downturn:consumer discretionary goods,manufacturing,hospitality,and other sectors have also been hard-hit.One survey of 1000 business leaders,with results published in December 2022,found that 6 in 10 respondents anticipated having layoffs in 2023.2Many businesses are discovering the hard way that when their employees leave,they take valuable knowledge with themleading to operational disruptions and lost productivity.While theyre intended as a cost-cutting measure,layoffs cause an average productivity drop of 12%3 and a job performance decline of 20%as remaining employees grapple with added responsibilities and lost essential knowledge.4 The Revolving Door of Voluntary TurnoverIn businesses and sectors that arent anticipating massive layoffs,knowledge loss is still a top concern due to voluntary turnover.The Great Resignation peaked in November 2021 with a record 4.5 million U.S.workers leaving their jobs.5 While quit rates have decreased somewhat,employee turnover still remains high post-pandemic.And almost half of U.S.workers plan to look for a new job in 2023,according to a survey from business consulting firm Robert Half.64According to economists,voluntary turnover has led to a notable decrease in productivity over the past two years as businesses have had to dedicate more time to training and passing on knowledge to new hires(and,in many cases,rebuilding the knowledge they lost when their former employees left).7 The Risk of Slowing Down with Hiring FreezesCompanies that arent conducting layoffs or losing a significant swath of employees through voluntary turnover may still be slowing down or freezing hiring to reduce risk in the face of economic uncertainty.And that means their team members are likely being asked to do more with fewer(or the same)resources to continue driving business growth.In this case,knowledge isnt necessarily leaving the companybut it may be siloed within teams and underused.To increase efficiency,these businesses need to unlock and expand access to the knowledge resources that exist across the organization.How Ops Leaders Can Reduce Risk and Future-Proof Their BusinessPhrases like“economic uncertainty”and“knowledge loss”may be conjuring up dark rain cloud imagery,but its not all doom and gloom.Operations leaders now have an opportunity to help their organization become more resilient,no matter what industry theyre in.And those businesses that increase their resilience and efficiency now are the ones that will outpace their competitors and get back to growth faster.Because of the cross-functional nature of business operations roles,COOs and other operations leaders are uniquely positioned to drive the types of company-wide knowledge management efforts that will help future-proof their business.In this guide,well take a look at four key knowledge management areas that operations leaders can focus on to reduce risk and improve efficiency:1 Retention Retention Preserving both institutional knowledge and(more challengingly)the knowledge that Preserving both institutional knowledge and(more challengingly)the knowledge that exists in the minds of employees.exists in the minds of employees.2 AccessAccess Ensuring all employees can tap into the knowledge they need to do their work,whenever and Ensuring all employees can tap into the knowledge they need to do their work,whenever and wherever they need to do it.wherever they need to do it.3 Cross-Functional Collaboration Cross-Functional Collaboration Connecting people and knowledge across teams to increase Connecting people and knowledge across teams to increase productivity and drive innovation.productivity and drive innovation.4 ActionAction Putting the companys unique collective knowledge to work in driving business decision-Putting the companys unique collective knowledge to work in driving business decision-making.making.5Knowledge Retention:Derisking Your BusinessIn a 2022 survey,Bloomfire customers ranked knowledge retention as their top priority with their knowledge management strategy.8 Its not hard to see why knowledge retention is top of mind for business leaders.Whether theyre feeling the pain of knowledge loss due to turnover or looking for ways to arm a distributed workforce with the knowledge they need to work more efficiently,business leaders(and especially ops professionals)must take a critical look at the ways their company captures and preserves knowledge.Knowledge retention should be a foundational piece of any knowledge management strategy.After all,businesses need to capture their institution and peoples collective knowledgewhich exists in a wide range of formatsand centralize it before employees can begin putting it to work.Having documented processes for preserving knowledge and establishing a culture of knowledge sharing ensures that valuable information and expertise stays with the company and helps new hires get up to speed faster.The Cost of Doing NothingIf youre waiting until employees give their two weeks notice to try to document their knowledge,its already too late.Theres no way for employees to make all their valuable knowledge transferable over the course of a couple of weeks,especially if they have been with the company for years or have unique subject matter expertise.A Panopto study found that 42%of workplace knowledge is unique to individuals,meaning that if theres no plan in place to capture and preserve knowledge on an ongoing basis,that knowledge leaves when employees do.9 Remaining employees are left struggling to fill knowledge gaps,and new hires must play guessing games if theyre unable to tap into the documented knowledge of their predecessors.This leads to a decrease in productivity that costs the average large U.S.business$47 million a year,according to the Panopto study.6How Operations Leaders Can Build a Knowledge Retention StrategyWhile its clear that building a knowledge retention strategy must be a priority for ops leaders,its easier said than done.Some institutional knowledge is straightforward to document and sharethink step-by-step how-to guides,official product documentation,or company goals,mission,and vision.But knowledge that employees gain from experiencesometimes referred to as tacit knowledgecan be more nebulous.For example,an experienced customer service rep may be able to quickly resolve an issue because its one theyve addressed before,or a market researcher may be able to develop an engaging presentation based on what theyve seen resonate with their stakeholders in the past.These employees are able to leverage this knowledge to do their best work,but its not always easy to articulate and share with others.However,just because knowledge retention is difficult doesnt mean it should be written off as a lost cause.Operations leaders can improve knowledge capture and preservation within their organization by targeting the three pillars of a good knowledge management strategy:1 ProcessProcess2 TechnologyTechnology3 PeoplePeopleProcessAs an ops leader,you can work with department leaders to develop processes for ongoing knowledge capture(rather than waiting for employees to do a brain dump right before they leave the company).These processes should make it as easy as possible for employees to document different types of knowledge in the flow of work.For example,different department leaders could task team members to develop templates for any knowledge that can be documented in a repeatable format.You could also task a cross-functional team with investigating and developing different processes for preserving more difficult-to-capture knowledge(e.g.,through video interviews,Q&A posts,and so on).You may also work with hiring managers to build knowledge documentation into job descriptions when appropriate.This will help ensure knowledge documentation becomes a core responsibility rather than an afterthought.7TechnologyKnowledge management software gives you one centralized,searchable place to store and access all the knowledge assets your people are creating.If your organization doesnt have a company-wide knowledge management platform,or if you are running into knowledge-sharing limitations with existing solutions like SharePoint and Google Drive,you can assemble a cross-functional buying group and serve as its executive sponsor.As you work with this team to develop a list of requirements,keep in mind what capabilities you need to effectively capture and transfer knowledge(refer back to any processes you have developed for retaining tacit or experiential knowledge).For example,if its important for your organization to have subject matter experts answer questions once rather than repeating their answers in one-off conversations,youll likely want to look for a solution with a built-in Q&A tool.If you know youll be relying heavily on video content,youll want to look for a solution that automatically transcribes videos to make spoken words searchable.People For your knowledge retention processes and technology to be effective,your people need to embrace them.Introducing any new processes or technology requires change management:your leadership team(and any knowledge management project leaders)need to clearly communicate what changes are coming,what the new expectations are,and why this change is being made.Youll also need to make it clear how the change benefits employees(i.e.,by saving them time and ensuring they have access to the knowledge they need).As an executive champion for this change,you can help drive buy-in from the top down by demonstrating the behavior you want to see.For example,you could record and publish a welcome video in your new knowledge management platform and post weekly or monthly updates so employees see this platform as the organizations go-to source for sharing knowledge and insights.For your knowledge retention processes and technology to be effective,your people need to embrace them.Introducing any new processes and technology requires change management.8Access:The Right Knowledge at the Right MomentWith a knowledge retention plan in place,the next area operations leaders should focus on is knowledge access.After all,the knowledge your organization has preserved is only valuable if employees can access and leverage it to support their work and decision-making.The big challenge with knowledge access is ensuring employees can find the knowledge they need,the moment they need it,without suffering from information overload.They shouldnt have to guess where the information they need is locatedor question whether a file titled“Final Version_7”or“Final.Final.7”is the most up-to-date version of a resource.And they certainly shouldnt have to waste time opening dozens of files or navigating a maze of shared drive folders to land on the most relevant piece of content.Making knowledge accessible means giving employees one go-to locationa single source of truthfor the companys collective knowledge.All knowledge in the platform should be searchable,and employees should be able to find content that matches their search intent,regardless of whether they know the specific file names or tags applied to the content.9When employees can find what they need quickly,in the flow of work,they reduce the time they spend on administrative tasks and gain more time to focus on high-impact activities,increasing your organizations overall efficiency.Barriers to AccessAt a high level,the goal of an operations leader is to maximize their organizations efficiency,ultimately driving growth and improving the customer experience.Unfortunately,an organization cant become as efficient as possible if its people are spending long hours on administrative or low-impact activities that arent a core part of their role.And in many companies,employees spend significant time searching for information they need to do their jobs.According to research from McKinsey,the average knowledge worker spends close to 20%of their workweek searching for information or trying to track down the correct colleagues to help them with specific tasks.10 Notably,this research was conducted before the global pandemicmeaning it doesnt take into account the new norm of remote work and decentralized teams that may make knowledge access even more challenging.Lost time is not the only negative outcome of poor knowledge access.When employees regularly waste time going down information search rabbit holes,they can become understandably frustrated and dissatisfied with their jobs,leading to higher turnover.Additionally,poor knowledge access increases the risk that employees will tap into outdated or inaccurate information.When people share this inaccurate information with customers or use it to make business decisions,the business may face both reputational damage and serious financial consequences.How Operations Leaders Can Improve Knowledge AccessWhile improving company-wide knowledge access requires participation at the department and team level,operations leaders can drive the effort from the top down.Kick Off a Knowledge AuditThe first step to improving company-wide knowledge access is to understand where knowledge lives in your organization,how it flows between different groups,and where there are bottlenecks in the knowledge-sharing process.This starts with assembling a cross-functional team to conduct a knowledge audit.At its most basic level,the knowledge audit should take stock of all your companys knowledge assets,where they are located,who has access to them,who needs access to them,and what assets are outdated or missing.You and your audit team may also decide to send out a survey or conduct employee interviews to better understand how people are currently accessing the information they need and where there are points of friction.Develop a Company-Wide Knowledge Management InitiativeCarrying out a knowledge audit should enable your cross-functional team to identify friction points or broken processes and make recommendations for improvement.From there,its up to you to evaluate and prioritize these recommendationsand then empower your team to act on them.10Act as the executive sponsor for this company-wide knowledge management initiative.While you may delegate action items to your cross-functional team members,you should schedule regular check-ins to ensure the project stays on track and team members have the resources they need.You should also focus on establishing buy-in for the initiative across the executive team by communicating the value of company-wide knowledge managementand the cost of doing nothing.Communicate the Importance of a Single Source of TruthIf your company-wide knowledge management initiative involves rolling out a new KM platform to serve as the single source of truth for your organization,you can drive engagement with this platform by being vocal about it.This can start before the platform even launches:work with your cross-functional team to communicate with the rest of the organization about the upcoming change and why the organization is making it.When the platform does launch,become a visible contributor to help drive the knowledge-sharing behavior you want to see.For example,you could post a welcome video in the platform reiterating the value of having a single source of truth for company knowledge.You could also publish weekly or monthly updates about operational improvements the organization is making so employees see that youre not just invested in launching the new platform:youre invested in building a culture of knowledge engagement.Measure ROI of Improved Knowledge AccessYou and your team should track the return on investment of your knowledge management initiative:this will help you evaluate the initiatives success and communicate its value to the rest of the organization,ensuring it continues to be an area of investment.(Measuring your ROI is a best practice under any circumstances,but its especially important during a period of economic uncertainty,when financial leaders are looking for places to make budget cuts.)One metric that many ops leaders choose to look at is the reduction in time spent searching for information per employee.For example,Bloomfire looked at our customers 2022 platform data and determined that the average Bloomfire user saves 1.5 hours per week by decreasing the time they spend searching for information.Once you know how much time your users are saving per week on average,you can use your companys average salary to estimate the annual cost savings of improved knowledge access.Track the return on investment of your knowledge management initiative:this will help you evaluate the initiatives success and communicate its value to the rest of the organization.11Cross-Functional Collaboration:Improving AlignmentImproving cross-functional collaboration is a logical next step after developing a knowledge retention strategy and making knowledge accessible company-wide.When everyone has a shared view of the knowledge that exists across your company,they have a better understanding of what other teams are working on,how everyones work supports company goals,and where there are opportunities to work together to meet those goals.Developing an effective approach to cross-functional collaboration not only improves day-to-day efficiency,but also gives your company a competitive advantage over businesses that are still struggling with siloed teams.According to research shared by the Harvard Business Review,75%of cross-functional teams remain dysfunctional,largely due to the lack of a systemic approach to collaboration and knowledge sharing.11Cross-functional collaboration also encourages innovation by bringing together diverse perspectives and ideas from team members across the organization.For example,Deloitte reports that Carmax uses small product teams that can pull in employees from any pertinent department and include,at a minimum,a product manager,a lead engineer,and a user experience expert.12 This allows their teams to move fast and develop new products while taking into account technical requirements,specific project needs,and customer expectations.How Operations Leaders Can Improve Cross-Functional CollaborationOps leaders are uniquely positioned to drive cross-functional collaboration because working across teams is an essential part of their role.According to Sagi Eliyahu,CEO of ops team software Tonkean:“Every operations team is responsible for far more than simply ensuring that their department runs smoothly.The processes they maintain inform how employees throughout the company spend their timeas they touch multiple points of the business.”13 12Sam Schneider,Chief Operating Officer at Bloomfire,sees an opportunity for ops leaders to set up the infrastructure for cross-functional collaboration to take place.“This can be accomplished with a purpose-built knowledge management system,”she says.“That system drives alignment and transparency:teams can leverage,improve,and iterate upon the work produced by other teams.”Centralize Company Goals and ObjectivesIf your organization hasnt already established a centralized view of company-wide objectives and key results(OKRs),use this as your starting point for improving cross-functional collaboration.In addition to regularly referencing goals(and your progress towards achieving them)in company-wide communications and meetings,make sure all employees can access this information on demand.If your knowledge management platform has a customizable homepage,consider highlighting your company mission,current goals,and OKRs at the top of the homepage so they remain highly visible.This will help employees see how their individual or team goals ladder up to larger company goalsand keep everyone rowing in the same direction.Highlight Department Goals and SuccessesIn addition to highlighting company goals,work with department leaders to ensure they are making their functional areas goals,priorities,and success metrics visible to the rest of the organization through your knowledge management platform.Consider having department leaders identify team members to publish project updates and win stories in the platform as well so everyone has a better understanding of what their colleagues are working onand where there may be new opportunities to work together.Create a Feedback Loop“The way teams collaborate needs to be interoperable,”says Schneider.“If one team has their knowledge and workflows siloed off,youre going to create bottlenecks.”She recommends proactively preventing these bottlenecks by developing a feedback loop.Meet with stakeholders from different departments on a regular basis to get their feedback on whats working and where there may still be barriers to successful cross-functional collaboration and knowledge sharing.This will help your organization continually improve collaboration with input from the different functional areas of the business.A purpose-built knowledge management solution drives alignment and transparency:teams can leverage,improve,and iterate upon work produced by other teams.-Sam Schneider,COO,Bloomfire13Action:The Ultimate Goal of Any Knowledge Management StrategyWeve already discussed how you can improve knowledge retention,access,and cross-functional collaboration within your organization.All of these practices should lead to the ultimate goal of any knowledge management strategy:driving action from knowledge.On a day-to-day level,action is tied to efficiency.Team members access and leverage your organizations collective knowledge to do their jobs,whether they are relaying information to a customer,walking through a new internal process,or anything in between.On a big picture level,action is tied to decision-making.People at all levels within your organization must be able to use knowledge and insights to make informed decisions that support company goals and drive growth.Being able to tap into the wealth of knowledge within your organization means that your people are armed with the resources they need to tackle every aspect of work with their best thinking.Making knowledge actionable isnt just a lofty goal for businesses to pursue when the economy is thriving.Its an always-on practice that drives meaningful growth and separates leading businesses from their competition regardless of the economic climate.In fact,research from Forrester found that knowledge-and insights-driven businesses are 2.8 times more likely to report year-over-year double digit growth than their less mature peers.1414What Operations Leaders Can Do to Drive Action From KnowledgeDriving action from knowledge starts with establishing a knowledge-centric culture.Team members should always:1 Know where to go to find the right information at the right time.2 Feel empowered to share their knowledge.3 Feel confident when leveraging shared knowledge to do their jobs and make decisions.A knowledge-centric culture requires participation at all levels of the business,but as a cross-functional leader,you are in a strong position to champion this culture across the organization.Lead by ExampleBy building knowledge sharing and collaboration into your own role,youll demonstrate the importance(and impact)of these practices to the rest of the organization.One way to do this is by being an active participant in your companys knowledge management platform.Document the knowledge you possess that will benefit others in your organization:this could be anything from key learnings from a recent conference to a write-up on a new operational change to an article on market trends from an industry publication.You should also look for meaningful ways to engage with the knowledge your colleagues are sharing in the platform.For example,you might ask a question or comment on a piece of content,starting a dialogue and allowing your organization to build on its existing knowledge.You should also let knowledge contributors know when you(or any other decision-makers in your organization)leverage something they have shared when making a business decision.Consider sharing knowledge win stories in company meetings or an internal newsletter so team members can see the tangible impact of a knowledge-centric culture.Advocate for a Mindset ShiftSam Schneider,COO of Bloomfire,believes an outdated mindset is one of the biggest barriers to becoming a knowledge-driven business.“Most companies still see knowledge management as a bureaucratic exercise,”she says.She argues that operations leaders should regularly communicate and demonstrate that knowledge is a strategic assetand that preserving and using knowledge is a competitive advantage,not just a check-the-box activity.15She suggests that rather than just stating that team members should share their knowledge,ops leaders communicate the“why”behind knowledge management.This could include sharing key metrics and successes tied to your organizations knowledge management initiative.“Once you see a successful knowledge program firing on all cylinders,thats where you see the program grow the collective intelligence of the company and it turns into its competitive advantage,”says Schneider.Establish a Dedicated Knowledge Management TeamAnother barrier Schenider sees to becoming a knowledge-driven business is ambiguity around ownership.At many companies,no one department sees knowledge management as their responsibility,and theres no incentive to ensure that knowledge is captured,distributed,and used.As a COO,you might not have any plans to pivot into a Chief Knowledge Officer role,but you can serve as an executive sponsor for your companys knowledge management initiative and advocate for establishing a dedicated KM team.This team might start small and could include dedicated knowledge managers or team members from different departments who are interested in taking on KM responsibilities as part of their career growth path.Whats most important is having a team that is responsible for owning and continually building upon your companys knowledge program.“If you invest resources and time into your knowledge strategy,youll experience a flywheel effect,”says Schneider.“Youll be able to continue optimizing your knowledge management program,which allows you to create standard processes to drive consistent experiences,increase efficiency through alignment of information across the company,and improve the employee and customer experience.”Once you see a successful knowledge program firing on all cylinders,theres where you see the program grow the collective intelligence of the company.-Sam Schneider,COO,Bloomfire16Final TakeawaysWhen navigating economic uncertainty,the idea of resilience is often top of mind for business leaders.Companies must adapt to changes(internally and externally),maximize the value of their existing resources,and focus on operating efficiently so they can survive.However,businesses with mature knowledge management programs have an opportunity to focus on more than just survivalthey have an opportunity to pull away from their competitors and get back to growth faster.Knowledge is your businesss biggest strategic advantage.When successfully preserved,shared,and leveraged,it improves efficiency,drives collaboration,and enables your organization to make smart business decisions in good times and bad.For operations leaders,making knowledge management a key focus is a critical step to future-proofing your business.Capturing knowledge in its many forms is hard.Building a knowledge-centric culture is even harder.But nothing will have a bigger impact on your organizations future success or failure.Sources1 Behme,Faris;Becker&Sandy.“The new knowledge management.”Deloitte,January 2021,https:/www2.de-“1 in 3 companies anticipate laying off 30%or more of workforce in 2023.”ResumeB,January 19,2023,https:/Heinz,Matthias;Jeworrek,Sabrina;Mertins,Vanessa;Schumacher,Heiner;&Sutter,Matthias.“Measuring indirect effects of unfair employer behavior on worker productivity:A field experiment.”IZA Institute of Labor Eco-nomics,November 2017,https:/www.econstor.eu/bitstream/10419/174038/1/dp11128.pdf4 Gulati,Ranjay;Nohria,NItin;&Wohlgezon,Franz.“Roaring out of recession.”Harvard Business Review,March 2010,https:/hbr.org/2010/03/roaring-out-of-recession5 Gittleman,Maury.“The Great Resignation in perspective.”U.S.Bureau of Labor Statistics,July 2022,https:/www.bls.gov/opub/mlr/2022/article/the-great-resignation-in-perspective.htm6“Nearly half of U.S.workers plan to look for a new job in the new year.”Robert Half,December 14,2022,https:/Ember,Sydney&Casselman,Ben.“Job-switchers have employers on a training treadmill.”The New York Times,January 3,2023,https:/“How knowledge management fuels business through tumultuous times.”Bloomfire,December 2022,https:/“Inefficient knowledge sharing costs large businesses$47 million per year.”Panopto,July 17,2018,https:/Chiu,Michael et.al.“The social economy:unlocking value and productivity through social technologies.”McK-insey Global Institute,July 1,2012,https:/11 Tabrizi,Behnam.“75%of cross-functional teams are dysfunctional.”Harvard Business Review,June 23,2015,https:/hbr.org/2015/06/75-of-cross-functional-teams-are-dysfunctional12 Kane,Gerald et.al.“Teaming your way through disruption.”Deloitte,October 26,2021,https:/Eliyahu,Sagi.“Every operations team is cross-functional.”AdaptivOps,July 7,2020,https:/Sridharan,Srividya.“Move from insight to impact:data strategy and insights 2020.”Forrester Research,Sep-tember 30,2020,July 7,2020,https:/BloomfireBloomfire is a knowledge engagement platform that enables and empowers teams to tap into their organizations collective intelligence.Bloomfire gives organizations one centralized,searchable place to collect,find,and democratize knowledge and insights.Its purpose-built knowledge solution makes it simple for brands like Jackson Hewitt,Conagra,PennyMac,and Lubrizol to find,contribute to,and manage company knowledge so that employees have the information they need to do their jobs.For more information or to schedule a demo,visit.

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    MARTECH INTELLIGENCE REPORTF O U R T H E D I T I O NENTERPRISEDIGITAL ASSETMANAGEMENTPLATFORMSA MARKETERS GUIDE 2023 Third Door Media,Inc.2 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideScope and methodology.3Digital asset management market overview.4Whats a DAM and why should marketers care?.4Whats driving the growth of digital asset management?.4Figure 1:Customer expectations for personalization climb.5Figure 2:The gains seen by companies moving tomore granular methods of personalization.6Figure 3:DAM users experience greater asset management benefits.6Figure 4:.And fewer digital asset management challenges(Q:What are your greatest asset challenges?).7Figure 5:Examples of the inputs and outputs of a DAM content ecosystem.8Figure 6:Founding dates of profiled DAM vendors.9The DAM vendor marketplace.9Digital asset management platform capabilities and differentiators.10What should a DAM platform do and what are the ways vendors differ from one another?.10Workflow management.10File formats and handling.10Asset conversion,editing and customization.10 Distribution and user permissions management.11Search and metadata.11Digital rights and corporate governance management.11Reports and analytics.11Data storage and security.11Integrations.11Table 1:DAM vendor capabilities chart.12How to choose a digital asset management solution.13The benefits of using digital asset management platforms.13Enterprise digital asset management platform pricing and support.14Recommended steps to making an informed purchase.14Step One:Do you need an enterprise digital asset management platform?.15Step Two:Identify and contact appropriate vendors.16Step Three:Scheduling the demo.16Step Four:Check references,negotiate a contract.17Conclusion.19Vendor Profiles.20Acquia.20Adobe Experience Manager Assets.24Amplifi.io.27Aprimo.30Brandfolder.32Bynder.35Canto.38CELUM.41Cloudinary.43Frontify.45MediaBeacon.48Optimizely.50Table of Contents 2023 Third Door Media,Inc.3 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideScope and methodologyThis report examines the current market for enterprise digital asset management(DAM)plat-forms and the considerations involved in implementing this technology.This report answers the following questions:What trends are driving the adoption of enterprise digital asset management platforms?Does my company really need an enterprise digital asset management platform?What capabilities do enterprise digital asset management platforms provide?Who are the leading players in enterprise digital asset management?How much do digital asset management platforms cost?For the purposes of this report,the phrase“digital asset management platform”describes software that stores,organizes and makes accessible an organizations entire library of digital assets which may encompass images,photographs,audio,video,VR,AR,CAD files and more.If you are considering licensing an enterprise digital asset management platform,this report will help you decide whether or not you need to.The report includes the latest industry statistics,developing market trends and new product updates.This report is not a recommendation of any digital asset management company and is not meant to be an endorsement of any particular product,service or vendor.None of the vendors profiled paid to be included in this report but were selected based on their roles as industry leaders in digital asset management.Our purpose is to look at a selection of pure-play digital asset management platforms for large enterprises,with a particular eye toward the functionality employed by the marketing depart-ment.Third Door Media conducted numerous in-depth interviews with leading vendors and industry experts in the third and fourth quarters of 2022.These interviews,in addition to third-party research and input from category-expert advisors,form the basis for this report.Editorial Adviser:Kim Davis,Editorial Director,MarTech,Third Door MediaResearch/Writing/Editing:Pamela Parker,Research Director,Content Studio,Third Door MediaKaren Burka,Senior Research Consultant,Third Door Media 2023 Third Door Media,Inc.4 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideDigital asset management platforms,often called DAMs,are software programs that store,organize and enable the more efficient use of an organizations entire library of digital assets.Digital asset management market overviewWhats a DAM and why should marketers care?Digital asset management platforms,often called DAMs,are software programs that store,organize and enable the more efficient use of an organizations entire library of digital assets.A DAM is the“single source of truth”where marketers can find every relevant version of the media assets that have been created for the brand images,PDFs,photographs,audio,video and even virtual reality or other cutting-edge formats.A DAM appends these assets with metadata that can provide information on anything a marketer might want to know before using the asset,such as whether the company owns the perpetual rights to use a photograph(and in what markets),whether the legal team has approved a video,and whether an infographic or whitepaper has been checked to ensure it complies with the brands design standards.Enterprises use DAMs in a variety of ways.Marketing agencies leverage DAM technology to help their customers maintain consistency across in-house content and creative developed by partners.B2B businesses might use DAMs differently,drawing on the benefits of a centralized hub for sales collateral and event marketing materials.DAMs are also integrated with other technologies,especially content management systems(CMSs)and digital experience platforms(DXPs),to unify asset management with the ability to distribute content directly to the channels where theyre consumed.Before the blossoming of software-as-a-service(SaaS),DAMs were installed software that resided on a companys servers.But their utility has grown exponentially especially for global and distributed organizations now that most DAMs are cloud-based offerings.Whats driving the growth of digital asset management?Todays buyers expect digital experiences to be tailored to their individual preferences and needs.Most customers are aware that brands can deliver a personalized approach across digital channels.In fact,a growing majority of buyers now expect personalized offers all the time.According to the fifth edition of The State of the Connected Customer,nearly three quarters of customers expect companies to understand their unique wants and needs up from two thirds of customers in 2020(see Figure 1).The only customer expectation measure that fell from 2020 to 2022 was the percentage who said that most companies treat them like a number,which indicates that more companies are using personalization to tailor communications to customers.2023 Third Door Media,Inc.5 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideDAMs also help plug leaks like the duplication of effort in media creation,the time wasted searching for creative assets and the inevitable miscommunications between geographically diverse teams that are collaborating virtually.Figure 1:Customer expectations for personalization climbMake honest claims about their products and servicesAct with customers best interest in mindMake honest claims about their social initiativesAct with societys best interest in mindTell the truthCustomers Who Trust Companies to Do the Following77huqdhYhYe 202022Source:The State of the Connected Customer,Fifth Edition,by Salesforce,released in January 2022The benefits of this personalization are clear,as an Incisiv Adobe study found that companies that move to more granular personalization from basic to segmentation to micro-segmentation to 1:1 targeting experience significant gains in conversions,revenue per visitor and average order value(see Figure 2).This phenomenon is driving brands to shift to a customer-centric marketing model that requires personalized content to be delivered to a wide variety of customer touchpoints an approach that is more easily implemented with DAM technology.DAMs also help plug leaks like the duplication of effort in media creation,the time wasted searching for creative assets and the inevitable miscommunications between geographically diverse teams that are collaborating virtually.Additionally,DAM systems can help eliminate costly errors in compliance with brand standards and rights management.2023 Third Door Media,Inc.6 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideAs distributed workforces become a fixture rather than just a pandemic-related phenomenon for an array of organizations,DAMs provide consistency and scalability of assets,content and information.Figure 2:The gains seen by companies moving tomore granular methods of personalizationConversionRevenue per visitorBasic Segment Microsegment One to oneAverage order value5.2.28.6I.8%8.1%8.3.3 .9c.1t.1I.8a.3%Source:Forrester Research 2021 B2B Buying Study.As distributed workforces become a fixture rather than just a pandemic-related phenomenon for an array of organizations,DAMs provide consistency and scalability of assets,content and information.The 2022 DAM Trends Report published by MediaValet found that 72%of DAM users experienced a significant increase in asset organization and discoverability(see Figure 3).DAMs also allow marketers to more easily pivot to creating experiences for an all-digital world.Bottom-line-minded CMOs appreciate that the analytics capabilities in many DAM systems allow them to track the usage and therefore the ROI of creative assets,allowing for future optimization and further efficiencies.These benefits are also helping to reduce the challenges associated with working with digital assets.In the same MediaValet survey,DAM users reported that supporting remote work,providing secure asset access and increasing the use/reuse of assets were among the tasks that were less challenging thanks to the use of a DAM(see Figures 3 and 4).Figure 3:DAM users experience greater asset management benefits.Better organization and discoverabilityImproved brand consistencyFaster time to marketLess asset requestsNon-DAM users DAM users26r053%4&%Source:2022 DAM Trends Report,published by MediaValet in November 2022 2023 Third Door Media,Inc.7 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideFigure 4:.And fewer digital asset management challenges(Q:What are your greatest asset challenges?)Finding assets quickly and easilyIncreasing the use and reuse of assetsEnsuring only up-to-date and approved assets are usedMinimizing duplicate asset purchases and creationProviding secure access for othersSupporting remote work89RGYRV83%Source:2022 DAM Trends Report,published by MediaValet in November 2022Growth in content volume,formats and importance spur demand for DAM benefitsWith consumers and business decision-makers now engaging with marketing content in a wider variety of media environments and on multiple digital devices,the benefits of DAM usage have become critical drivers of brand success.DAMs today support the entire content lifecycle from upstream creative to downstream delivery.More and more organizations are using DAM platforms to support work-in-progress content,as a result,and more DAM platforms are offering support for asset workflows,reviews and approvals,as well as connectors into creative tools like Adobe Creative Cloud,Canva and Microsoft Office.DAM adoption is also being driven by the recognition that managing digital media especially when assets encompass everything from PDFs to vector graphics to VR experiences to podcasts is a very complex undertaking where there are many opportunities for things to go wrong and result in a waste of resources(see Figure 5).With consumers and business decision-makers now engaging with marketing content in a wider variety of media environments and on multiple digital devices,the benefits of DAM usage have become critical drivers of brand success.2023 Third Door Media,Inc.8 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideThe DAM software market is experiencing robust growth as a result of these developing market dynamics and content trends.Figure 5:Examples of the inputs and outputs of a DAM content ecosystemFreelanceDesignerContractPhotogAgencyCreativeTalentIn-HouseTeamWebsiteBannerCampaignDigitalOutof HomePrintCollateralMobileAppVideo-grapherCreativeApprovals/TemplateBuildingCompliance/Brand StandardsSignoffVersioning/Access ControlMetadataAppendDAMs HelpOrganize a ComplexContent EcosystemSource:Forresters Account-Based Marketing:A Global Audit 2020Another factor working in DAMs favor is the growing accessibility of artificial intelligence(AI)and machine learning(ML).Though DAMs offer a great deal of utility,the manual nature of categorizing assets adding descriptions,tags,etc.to enable users to later find the assets as needed represents a big hurdle to the successful employment of this technology.API-accessible content recognition systems(from Amazon,Clarifai,Google,Imagga or Microsoft,for example)have now become widely available and DAM vendors have built the capabilities into their platforms enabling users to automatically analyze and append information to assets(known as metadata)without the huge investment of employee time that was once required.The sophistication and ease of use of these capabilities are a significant differentiating factor between vendors,especially given the varying needs of brand marketers in different categories.For example,for an automotive manufacturer,theres substantial value in artificial intelligence that can learn to recognize that an image contains not just a“car”but,in fact,shows a sedan of a particular model and year.DAM software market predicted to reach more than$9 billion in 2026The DAM software market is experiencing robust growth as a result of these developing market dynamics and content trends.Research and Markets expects the global digital asset management market to reach$9.4 billion in 2026,growing at a CAGR of almost 17%.Interestingly,much of the growth in DAM adoption isnt new,but rather represents brands upgrading or changing their current technology systems.Unlike many other types of martech,DAM is a fairly well established category.Widen,which was acquired by Acquia in September 2021,was founded in 1948.Other vendors sprung up in the 1980s or 1990s(see Figure 6).Still,Forrester research found that 50%of customers have been using their DAM for two years or fewer.2023 Third Door Media,Inc.9 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideFigure 6:Founding dates of profiled DAM vendors 1980s1990s2000s2010s18E%9%Source:Third Door Media researchThe DAM vendor marketplaceCurrently,the DAM software marketplace is characterized by a number of players that lead with their digital asset management capabilities,though theyre feeling the pressure from a number of adjacent sectors specifically the content management and product management arenas that boast lightweight content management functionality.In response,several vendors have used external acquisitions to boost the depth and breadth of their content-management capabilities over the past two years.For example,Hyland bought Nuxeo in March 2021,while Optimizely purchased Welcome in December 2021,and subsequently integrated the Welcome CMP(content marketing platform)and DAM into its own platform.As previously noted,Acquia purchased Widen a standalone DAM in September 2021,with the goal of expanding the DAM capabilities of its digital experience platform(DXP).Smartsheet bought Brandfolder in September 2020,combining Brandfolders DAM capabilities with its own collaborative work management platform.As follow up to a June 2020 purchase of We Adapt,Bynder acquired content operations platform Gather Content in March 2022,adding collaborative workflow and editorial processes for content creation to its DAM platform.At least one vendor profiled in this report instead looked to organic growth to expand DAM technology development.In September 2021,Frontify raised$50 million in Series C funding,led by Revaia(formerly Gaia Capital Partners),to better support its European and US-based client base.At least one vendor profiled in this report instead looked to organic growth to expand DAM technology development.2023 Third Door Media,Inc.10 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideOnce an asset has been uploaded in a particular format,some platforms allow downloading or distribution in other formats with conversions and optimizations happening on the fly.Digital asset management platform capabilities and differentiators What should a DAM platform do and what are the ways vendors differ from one another?Digital asset management platforms typically include capabilities such as:Workflows,collaboration and approvals for content development.The ability to ingest assets in a wide variety of formats and distribute them with a range of permissions.Asset editing,conversion and composition,with version management to track changes,reviews and approvals.Search and filtering capabilities to allow users to find assets.Metadata and taxonomy capabilities,often including AI-fueled automated content tagging.Digital rights and corporate governance management.Analytics that allow marketers to track the usage and ROI of different assets.Data storage and security.Pre-built connectors,APIs and other integrations that allow DAMs to tie into other parts of the tech stack.The following section discusses these capabilities in more detail(see Table 1).Workflow managementDAM systems differ in the extent of their workflow management capabilities.Some allow collaboration through tagging,while others have more full-fledged project management offerings.This functionality can help marketing teams,along with outside creatives,communicate about changes while an asset is in the development phase or being updated.Later in the process,they can allow for approvals to be obtained from brand managers,executives and the legal team.Some systems also facilitate asset distribution.These capabilities may be built into the core platform or be offered as an add-on or integration.Most DAMs are offered as SaaS and can be accessed from modern browsers on a variety of platforms,but some have also developed native apps for mobile or other platforms.File formats and handlingOne area of differentiation among DAM platforms involves the ability to manage a variety of file formats.Though most players say they support the most popular video,image and audio formats,if a customers workflow requires the use of a specialized format,they will want to ensure the vendors being considered can fully support that format.For example,some systems can store certain file types but cant show a preview thumbnail of assets of those types.Asset conversion,editing and customization Once an asset has been uploaded in a particular format,some platforms allow downloading or distribution in other formats with conversions and optimizations happening on the fly.Some offer lightweight editing capabilities within the platform,though connections with common image editing software(Adobe Photoshop,Adobe Illustrator,etc.)are typically more useful.2023 Third Door Media,Inc.11 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideDistribution and user permissions managementThe content production supply chain can be long and complicated,involving many departments,agencies,freelancers and others.The ability to provide flexible permissions so that the right people have access to the right assets and only the right assets can be very valuable.These capabilities can let agencies offer their clients/customers convenient self-service capabilities.The same dynamic can play out in large enterprises seeking to maintain a consistent brand message across geographies and verticals,where marketers and salespeople can help themselves to carefully-crafted materials like line sheets,production logs,catalogs,retail snapshots,etc.Search and metadataA DAM providers capabilities with regard to metadata and search are key to one of the most important benefits of a digital asset management system the ability to find assets after theyve been created and filed away.Most providers now use artificial intelligence,either proprietary or through a partnership,for image and video recognition and tagging.AI-based tagging systems have grown in sophistication,in part because machine learning,by its very nature,improves as its fed more data.In addition,vendors are exploring ways to use these technologies to surface insights and automate content transformations based on usage patterns.Digital rights and corporate governance managementMost marketers license content especially photos and videos either from individual creators or from stock libraries.DAMs allow users to keep track of the specific license terms governing each piece of content,ensuring theyre not used in the wrong market,in an unapproved context or after the expiration of the license term.Corporate governance of brand guidelines,as well as timelines associated with particular marketing campaigns,can also typically be managed with DAM functionality.Reports and analyticsAnalytics capabilities are what allow marketing leaders to trace the return on the investment made in the development of digital media.These functions also let marketers determine which assets are being used most often,and in what ways,so they can use those insights when planning for future content creation.Data storage and securityThe majority of DAM providers have partnered with Amazon Web Services,Microsoft Azure,Google Cloud or other providers to host their software and their clients assets.This enabled them to depend on their partners geographical distribution,regular backups and adherence to security protocols.However,some players offer clients a variety of options for data hosting,something thats likely to be appreciated by enterprises that operate in markets with strict data governance regulations.IntegrationsSince a DAM system is meant to be the central“single source of truth”repository for all of a brands assets,a key factor for a successful deployment will be whether or not it integrates well with the other tools in the martech stack.Vendors differ greatly in terms of the number and types of integrations they offer.Some are also beginning to specialize in serving a specific sector with unique integration needs,such as online retailers using product information management(PIM)systems.Corporate governance of brand guidelines,as well as timelines associated with particular marketing campaigns,can also typically be managed with DAM functionality.2023 Third Door Media,Inc.12 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTable 1:DAM vendor capabilities chartVendor NameFile Types SupportedWorkflow Management FeaturesInfrastructure(AWS,Google Cloud,self-managed servers)Data Regulation Compliance and Data SecurityAcquia Supports over 30 file formats,including PSD,AI,INDD,EPS,PDF,RAW files,JPEG,PNG,TIFF,ZIP,MS Office,e-book files,audio and image file formats.Other formats can be stored but full functionality is not available with them.YesStored in three,cloud-based distribution clusters globally(source file and two copies).Redundant distribution centers in Singapore,Ireland and North America.ISO 27001 and ISO 27018 compliantAdobe All common image,video and audio file formats,as well as 3D,VR/AR,360 formatsYesMost companies are deployed in Adobes Managed Service offering.Data is always hosted in the region of customers choice.Customers also have the option of self-managing on-premises using their own network infrastructure or using cloud providers.GDPR compliant.FedRAMP,SOC 2,ISO 27001,HIPAA,PCI DSS and GLBA certified.Amplifi.ioAny digital file or raw data can be included in Amplifi.io.All file types including;JPG,PNG,GIF,BMP,TIF,AI,EPS,PSD,WAV,MP3,MP4,MPG,MPEG,AVI,MOV,FLV,F4V,WMV,VOB,MKV,M4V,DNG,DOC,DOCX,XLS,XLSX,PPT,PPTX,PDF,RAW,MXF,3GPP,3GP,OGV,TS,MTS,M2TS,3G2,3GP,M2V,WEBM,SVG,ZIP and all 3D/CAD files.YesAmazon Web Services cloud storage spread across multiple facilities to provide high accessibility and durability.ISO certified and workflow solutions are GDPR compliant,SAML2 Authentication.Data-in-Transit protected by 256-bit AES encryption and SSL TLS 1.2AprimoSupports text(native text support),documents(all documents like PDF,Word,etc.),images(all image types),videos(all video types,including HD and 4k),3D,360 product shots and more.YesCloud-based SaaS solution hosted on Microsoft AzureSOC2,GDPR and HIPAA compliantBrandfolderSupports hundreds of formats,including 8K video,documents,images and 3D renderings.There is no file size limit.YesGoogle Cloud Platform,Amazon Web Services cloud storage.GDPR,CCPA,CPRA and SOC2 Type II compliant.BynderAll common file formats for text,documents,image,video,and audio file formats,as well as design files,3D and 360 formats.YesGlobal coverage with Amazon Webservices including Cloudfront CDN,across 400 points of presence for enhanced experiences for both upload and download.ISO27001:2013,ISO22301:2019 and ISO27018:2019 certified.HIPAA,GDPR,CCPA and PCI-DSS compliantCantoSupports the upload,tagging and storage of hundreds of file types,and supports preview of most video,image,text-based documents and audio files.Yes100%cloud-based platform,with data stored in AWS based on the customers specific region.SOC 2 Type 2 certified.,GDPR,CCPA and CPRA compliant.Compliant with HIPAA Security and Privacy Rules.CELUMSupports all file types.With specific support for 90 file formats(preview,renditions,metadata extraction),including immersive formats like Video,3D and 360 degree content.Yes.CELUM Work provides a visual approach to complex Workflows.CELUM offers a cloud only and hybrid cloud ops mode.Hybrid cloud is possible with CELUM Flexstore,a hybrid cloud-capable storage backend that manages all assets and allows multi-tiered storage in the cloud and on-premise.Standard Cloud option is with MS Azure but Custom Cloud is available as well.Fully GDPR compliant,ISO 27001 certificationCloudinarySupports all common formats for images,videos,audio,rich media and compound documents such as PDFs,PSDs,MS Office,3D and 360 content.etc.YesAssets are stored in cloud storage buckets(such as Amazon S3 or Google Cloud Storage).ISO/IEC 27001:2013,ISO/IEC 27017:2015 and ISO/IEC 27018:2019 certified.GDPR EU2106/679 Ready.SOC 2 Type 1 certified,EU-US Privacy Shield Framework active participant.FrontifySupports the upload of nearly all file formats without hard size limits set.Previewable formats include:doc,docx,dot,dotx,pdf,pot,potx,ppt,pptx,xls,xlsx,xlt,xltx,ttf,ai,bmp,dng,eps,gif,ico,jpeg,jpg,png,psd,svg,tif,tiff,webp,mp4,avi,flv,mkv,mov,mpg,mts,webm,wmv,cr3,indd,sketch.YesFrontify uses a worldwide CDN.Frontify is ISO/IEC 27001:2013 Certified.Hosted on AWS,running in a VPC protected environment with a logically separated database and dedicated file storage for each client.Minimum TLS 1.2.for customer data in-transit over untrusted networks.Data at-rest is encrypted using minimum AES 256-bit encryption.3rd party pentests are done regularly,to complement weekly vulnerability scans and have 24/7 monitoring in place.MediaBeacon,an Esko companyMediaBeacon supports almost any file type and size.YesStandard cloud-based solutionsISO certified and workflow solutions are GDPR compliant,SAML2 AuthenticationOptimizelyUnlimited storage and support for the following file formats:BMP,EPS,GIF,ICNS,ICO,IM,JPEG,JPEG 2000,MSP,PCX,PNG,PPM,SGI,SPIDER,TIFF,WebP,XBM,MP4,OGG.YesAmazon Web Services cloud storage.GDPR,CCPA and SOC2 Type II compliant.EU-US Privacy Shield Framework active participant.Source:Third Door Media 2023 Third Door Media,Inc.13 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideAppended metadata and search capabilities enable marketers to more easily find the right image or other asset for a campaign,without spending tedious hours flipping from image to image or watching video after video.How to choose a digital asset management solutionThe benefits of using digital asset management platformsDigital asset management can play a vital role in your marketing organization,unifying online and offline marketing channels and leading to more efficient marketing resource allocation.The specific benefits of using a digital asset management platform include but are not limited to the following:Better communication between in-house and freelance/contract workers.Some of the DAM vendors profiled in this report offer specially-designed interfaces for external creatives to submit their content and collaborate on needed changes and required versioning.Content in the creation/approval process remains accessible only to those involved at this stage,rather than being made available for deployment before its ready.Improved distribution of assets to clients,partners or other outsiders.Some of the DAM vendors profiled allow users to create“portals”customized for viewing and downloading by outside entities.Assets can also be made available for only certain time periods,ensuring that outdated items are no longer available.More efficient utilization of existing resources.Appended metadata and search capabilities enable marketers to more easily find the right image or other asset for a campaign,without spending tedious hours flipping from image to image or watching video after video.This also saves time and resources that are often spent recreating something similar to an existing asset,because it couldnt be found or the user wasnt aware of its existence.Increased efficiency in the workflow for internal approvals.Many DAM providers offer either as part of core functionality or as an add-on workflow or project management tools,which allow for smoother collaboration and transparent movement of an asset through an approval process.Faster conversion of assets into different sizes,aspect ratios and file types for different marketing applications.Though a file is uploaded to the DAM system in a particular format,many systems allow for automatic or manual cropping or editing within the system,as well as the conversion of the asset to different sizes or file formats as theyre downloaded or distributed for use.Higher efficiency on the front end,in the creation of brand assets,and on the back end,in the distribution of those assets to various martech and adtech systems.Many DAMs integrate with content creation software,like Adobes Creative Cloud,and also connect(either through native connectors or APIs)to systems that distribute content directly to the customer,such as ad servers,marketing automation platforms,digital experience platforms or website content management systems.Easier compliance with changing brand standards and licensing terms.DAMs allow for an expiration date to be set on assets,so they are no longer used after the licensing term for a particular asset expires.For example,if a contract with a particular celebrity spokesperson is not renewed,a DAM can take those assets out of circulation so theyre not used beyond the expiry date.2023 Third Door Media,Inc.14 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideUnderstanding your current marketing processes,knowing how to measure success and being able to identify where you are looking for improvements are all critical pieces of the process for choosing an enterprise digital asset management platform.Improved branding consistency to the customer with an eye toward loyalty and retention.DAMs make it easier to enforce brand standards and distribute content so every customer interaction reinforces the brand values marketers intend to convey.This is one of the key advantages of a DAM at a time where the number of devices and media outlets is larger than ever,making it more difficult to maintain consistency among the assets designed for consumption in various places.Ability to quantify the usage of each individual digital asset,and therefore track ROI on the cost of creation and distribution.DAMs enable marketers to track the distribution and efficacy of marketing assets,which allows them to invest more in the most cost-effective content creation and distribution methods.Some systems are able to automatically track this data,while others simply provide the data that allow marketers to make these calculations themselves.Enterprise digital asset management platform pricing and supportLicensing an enterprise digital asset management platform can be a significant investment,particularly for multi-location and enterprise brands with thousands of products or services and/or omnichannel marketing strategies.DAM platform pricing ranges widely,from$15K to$500K annually,for the vendors profiled in this report.Pricing generally depending on the number of users,volume of storage,bandwidth needs and the addition of modules with specific functionality.In some cases,APIs and other integrations will incur extra charges.Depending on the vendor,there may also be fees for onboarding,custom integrations and training.Not every enterprise digital asset management vendor requires an annual contract,although most do.Virtually all enterprise digital asset management platforms are licensed on a software-as-a-service(SaaS)basis,i.e.,the vendor makes the software available online and is responsible for all maintenance and system administration.Providers serving SMBs and smaller companies generally offer online chat,email and phone support,while more sophisticated implementations can come with employee training and a dedicated account manager.Recommended steps to making an informed purchaseUnderstanding your current marketing processes,knowing how to measure success and being able to identify where you are looking for improvements are all critical pieces of the process for choosing an enterprise digital asset management platform.The following section outlines four steps to help your organization begin that process and choose the digital asset management platform that is the right fit for your business needs and goals.2023 Third Door Media,Inc.15 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideIf your organization chooses not to hire internal staff,then consider whether you need to use add-on or third-party consulting services to effectively use the platform.Step One:Do you need an enterprise digital asset management platform?Deciding whether or not your company needs an enterprise-level digital asset management platform requires you to follow the same evaluative steps involved in any software adoption,including conducting a comprehensive self-assessment of your organizations business needs,staff capabilities,management support and financial resources.Use the following questions as a guideline to determine the answers.How do we currently manage the incoming and outgoing digital assets in our marketing systems today?If you use martech that features lightweight DAM features like content management software,a digital experience platform or a web content management system you may not need additional functionality,depending on the sophistication and geographic scope of your marketing operations.What are the processes we follow internally to vet assets and prepare them for distribution to marketing outlets?Companies with complex brand standards and legal approvals processes those that operate in a highly-regulated industry like insurance,for example will want to ensure the DAM can enable and provide documentation of the necessary signoffs.What digital asset management capabilities does our organization need?Prioritize the available digital asset management features based on your most pressing business needs.Who will use the platform?At what level in the organization will it be managed?C-suite buy-in and appropriate staffing are crucial to the effectiveness of any digital asset management platform.Increasingly,martech platforms such as DAMs are being managed by the CMO and not the CTO or CIO.In either case,without the proper skilled human resources in place,the platform can end up becoming an expensive reservoir of untapped data with unfulfilled potential to increase revenue and improve customer experiences with your brand.How much training will we need?Different platform vendors provide different levels of customer service from self-serve to full-serve and strategic consulting services.Its important to have an idea of where you fall on the spectrum before interviewing potential partners.Training is essential.If your organization chooses not to hire internal staff,then consider whether you need to use add-on or third-party consulting services to effectively use the platform.Can we successfully integrate a digital asset management system with our existing martech systems?Many enterprises work with different partners for email,ecommerce,social media,paid search and display advertising.Investigate which systems the digital asset management vendor integrates with whether natively or via API and find out if they offer seamless reporting and/or execution capabilities with external vendors.If a connection can be made only through an API,ensure you have the internal or external resources to develop the necessary integration.What are our reporting needs?What information do marketing managers,salespeople and customer support teams require to improve decision making?You want to know the specific holes in your current reporting that will be filled by additional functionality and,more importantly,you want to be sure that that extra information will drive better decisions and ultimately more revenue for your business.What is the total cost of ownership?Enterprise digital asset management platform pricing can range from a few thousand dollars to nearly half a million dollars annually.Examine your feature requirements closely,as modular pricing models mean vendors vary in their inclusion of some features as standard or add-on.2023 Third Door Media,Inc.16 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guide How will we define success?What KPIs do we want to measure and what decisions will we make based on digital asset management data?You should set your business goals for the digital asset management platform in advance to be able to benchmark success later on.Without them,justifying the expense of the platform or subsequent marketing campaigns to C-suite executives will be difficult.Step Two:Identify and contact appropriate vendorsOnce you have determined that enterprise digital asset management software makes sense for your organization,spend time researching individual vendors and their capabilities by doing the following:Make a list of all the digital asset management capabilities you currently have,those that you would like to have and those that you cant live without.This last category is critical and will help you avoid making a costly mistake.Take your list of capabilities and do some research.Many of the vendors profiled in this report provide blogs,whitepapers and interactive tools.Narrow your list down to those vendors that meet your criteria.Submit your list of the digital asset management capabilities youve identified as requirements and set a timeframe for them to reply.Decide whether or not you need to engage in a formal RFI/RFP process.This is an individual preference;however,be sure to give the same list of capabilities to each vendor to facilitate comparison.The most effective RFPs only request relevant information and provide ample information about your brand and its digital asset management needs.It should reflect high-level strategic goals and KPIs.For example,mention your companys most important KPIs and how you will evaluate the success of your digital asset management efforts.Include details about timelines and the existing digital technology you have deployed.When written properly,an RFP will facilitate the sales process and ensure that everyone involved on both sides comes to a shared understanding of the purpose,requirements,scope and structure of the intended purchase.From the RFP responses,you should be able to narrow your list down to three or four platforms that youll want to demo.Step Three:Scheduling the demoSet up demos with your shortlist of vendors within a relatively short time frame after receiving the RFP responses,to help make relevant comparisons.Make sure that all potential internal users are on the demo call and pay attention to the following:How easy is the platform to use?Does the vendor seem to understand our business and our marketing needs?Are they showing us our“must-have”features?Use the following checklist as a guide to vendor questions on a range of topics:The most effective RFPs only request relevant information and provide ample information about your brand and its digital asset management needs.2023 Third Door Media,Inc.17 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideFile Types4 What file types do you support,meaning users can view thumbnails and also convert those files into other formats as needed?4 What file types can be uploaded and downloaded,but arent officially supported?Integrations4 Do you offer native,off-the-shelf integrations with third-party systems such as web content management,mobile apps,marketing automation platforms,etc.?If so,which ones?4 Are APIs available?Is access included in the pricing?Infrastructure and onboarding4 What makes this platform technically unique from all the others?4 How difficult is platform set up and implementation?How long will it take for us to be up and running on the system?4 How intuitive is the platform user interface?How easy is it for business users to customize the machine learning-based models or settings?4 What is your service reliability guarantee?4 Do you host the content yourself or who do you work with for hosting capabilities?4 How scalable is the platform?How much data can it handle in terms of file size and simultaneous interactions across a wide geographic area?Pricing and support4 What is pricing based on?What features are included?Are there additional fees(consulting,add-on features,APIs,quotas)?4 What is the minimum contract length?Is there a short-term contract or an“out”clause if things dont work out?4 Is a free trial or proof-of-concept program available?4 Can your platform be white-labeled for agencies or multi-location marketers?4 Who will be the day-to-day contact?4 Who pays if your system/team makes an error?4 What kind of customer support is available?Can I pick up the phone to report problems?Strategy and product roadmap4 Do you have other clients in my vertical?4 How does the company handle requests for product modifications?4 What new features are you considering?Whats the long-term roadmap and launch dates?Step Four:Check references,negotiate a contractBefore deciding on a particular vendor,take the time to speak with several customer references,preferably individuals in a business similar to yours.The DAM vendor should be able to supply you with several references if you cannot identify them yourself.Before deciding on a particular vendor,take the time to speak with several customer references,preferably individuals in a business similar to yours.2023 Third Door Media,Inc.18 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideUse this opportunity to ask any additional questions,and to find out more about any concerns that werent addressed during the demo.Make sure that the person youve been referred to is someone who is a primary user of the platform.Consider also asking these basic questions:4 Why did you move to an enterprise digital asset management platform?4 Why did you select this platform over others?4 Has this platform lived up to your expectations?4 How long did the platform take to implement?4 Who was involved in the implementation?4 Are you also using additional tools for digital experience,content management or reporting?4 Were there any surprises that you wish youd known about beforehand?4 Where have you seen the most success?The biggest challenges?4 How are you measuring your own success?4 Has the overall implementation provided positive ROI,including all costs(i.e.,license,man-hours,etc.)?4 What is the most useful,actionable(favorite)report the platform generates?4 How easy was the set-up process and how long did it take?Did the vendor help?4 How responsive is customer service?4 Has there been any downtime?4 What do you wish they did differently?4 Why would you recommend this platform?Although not all vendors require an annual contract,many do.Once youve selected a vendor,be sure to get in writing a list of what technology and support are covered in the contract.Ask the following questions about what kinds of additional fees might come up:4 Are there charges for custom integrations or API access?If so,how much?4 What is the hourly charge for engineering services,and is there a minimum?4 What partner organizations are available to install and integrate the platform?4 If we need to train a new hire mid-year,what will it cost to put them through the program?4 What is the“out”clause?Obtaining the answers to these types of questions up front and having them in writing will ensure fewer surprises or additional costs down the road.Although not all vendors require an annual contract,many do.Once youve selected a vendor,be sure to get in writing a list of what technology and support are covered in the contract.2023 Third Door Media,Inc.19 https:/martech.orgMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideDAMs continue to require a substantial investment of human resources to function at their best,since assets added without useful metadata may not be easily found again when needed.ConclusionThe current customer-centric marketing environment,in which marketers must create and deliver personalized content through an unprecedented number of channels,makes operating without a DAM inefficient and impractical.Customer expectations are rising and marketers are working to meet those expectations with personalized content at a growing number of touchpoints from social,to website to mobile app to drive-through menu to virtual reality experience.For agencies and large enterprises with multiple offices across the globe,a DAM provides critical functionality that contributes to regulatory and brand compliance(in multiple markets),and enables the calculation of ROI for media assets.Smaller,less complex organizations may be able to operate without a DAM,especially if they are using an adjacent technology,such as a content management system,that offers some DAM functionality.These players in adjacent spaces are likely to continue to add such features,or acquire DAMs,in the near future,giving marketers even more options when considering their digital asset management needs.DAMs continue to require a substantial investment of human resources to function at their best,since assets added without useful metadata may not be easily found again when needed.The advances in artificial intelligence and machine learning,however,are easing this process by enabling the appending of metadata through image and even facial recognition that can improve over time.This type of technology is expected to provide additional utility to marketers using DAMs in the future,as software using machine learning begins to anticipate marketers asset needs for the multitude of digital distribution channels,offering useful options from the myriad files stored within the system.n 2023 Third Door Media,Inc.20 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTarget customer Acquia works with enterprise and mid-market companies across a wide range of industries,specializing in verticals that sell products:apparel and fashion,consumer goods,retail,medical devices,building materials,food and beverages.Acquia also works with industries that require security and tracking:banking,financial services,insurance,pharmaceutical.Company overview 1,200 Employees.Founded in 2007.In 2021 Acquia acquired Widen,a digital asset management and product information management software provider.Product overview Acquia DAM,formerly the Widen Collective,helps brands manage and distribute assets across teams,tools and channels.A highly configurable metadata schema provides powerful,business-specific search and workflow capabilities.Brands sync content across systems using the API or pre-built integrations with over 50 tools,from creative suites to project management.Acquia DAM is available standalone or as part of Acquia DXP.Use cases Organize content in one system:Users see and interact with large previews for logos,documents,videos,work-in-progress files,360 spin photography,and more.Self-serve access to content:Empower teams across regions to find what they need,when they need it.Share permissioned access to your site,curated selections via portals,or individual assets.Publish up-to-date assets:Keep track of asset versions.Update once and the asset is automatically published across all share and embed links.Transform and reuse content:Convert images,videos,and audio files to other formats on the fly.Set up common conversions for social media,slide decks,and webpages or crop and resize as needed.Automate manual processes:Use metadata to power workflows.Set up no-code,rule-based automation to notify users when new content is available.Use AI-powered auto tagging to apply metadata.Monitor content effectiveness:Leverage site-and asset-level analytics to inform decisions.Review change history for audits.Integrate their martech stack so content is available wherever its needed:Import,deliver,and sync data across tools.Connect data with managed integrations,prebuilt connectors,ready-to-use plugins,and REST API.Ensure brand consistency:Align all content creators and communicators to published brand guidelines and standards.Launch products faster:Accelerate speed to market by managing product hierarchies,variants,attributes,and assets,and more in one system.Prep for omnichannel distribution:Organize product content for centralized syndication across websites,digital and print catalogs,and e-commerce channels.Acquia53 State St.10th FloorBoston,MA 02109T:888-922-Key customers AutodeskCampbellsDysonJohnson ControlsNew BalanceT-MobileKey executives Dries Buytaert,Co-Founder and Chief Technology OfficerStephen Reny,President and Chief Executive OfficerChris Andersen,Chief Financial Officer 2023 Third Door Media,Inc.21 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideFile formats and handling Acquia DAM supports a wide range of formats:archives,audio,documents,images,video,and other types.Over 60 file extensions generate a preview and can be converted to a different format.There are no size limits for previews or conversion formats.Central support can help with assets that are 500 GB in size or larger.Image conversions are created on the fly:resize,crop,or convert images into a specific size,DPI,color space,or format.Video conversions are created on the fly:convert files into a specific bitrate,frame rate,or pixel width and height.Users can track file iterations and retain the related metadata values.Duplicate filenames trigger conflicts that can be added as versions.Create once publish everywhere(COPE).Maintain one master asset and update versions everywhere online.Users can see all activity on an asset from the time it was uploaded,at a glance.They can change incorrect metadata or confirm which users made changes.User permissions management Admins can configure Acquia DAM to support all teams,systems,and rights management.Admins place users into permissioned roles based on department,job,or any other function.Each site can accommodate over 150 different roles,for enterprise governance.Asset groups control the files each role is able to view,order,edit,or delete.Portals give teams and external partners access to assets without needing to be a user of the DAM system.Security settings include public,access code required,or login required.Admins can set default asset release and expiration dates and permission them by user role.Single sign-on(SSO)helps remove login obstacles and increase security.Search and metadata Users can browse by categories and drill down through a menu structure to find or discover assets,products,and templates.Admins design a metadata schema that reflects their businesss unique processes and structure.Users can keyword search across all metadata fields and values or limit search to specific fields to return precise date ranges,file formats,or other values.Faceted search turns controlled metadata values,numeric ranges,or date fields into powerful search filters.The Related Assets feature helps users discover assets that are similar based on metadata,product associations,or visual style powered by AI.Acquia DAM is designed to automate manually-intensive tasks,like metadata administration.AI-powered auto tagging applies keywords that make files instantly searchable.The metadata importer will map metadata for batch processes,such as uploading assets from a photoshoot,updating products,or importing assets from another DAM system.Upload profiles define default metadata for different profiles.Platforms Supported browsers include Google Chrome,Microsoft Edge,Mozilla Firefox,and Apple Safari.The Mobile app is available for iOS and Android.Analytics and reporting The Insights app provides information on the state of the DAM site and the assets in it.Sitewide Insights provides a comprehensive look at the DAM system performance.Site data is about things that live on the site,like the total number of assets,the total number of users,and the total site storage.Engagement data is about downloads,logins,searches performed,shares,uploads,and views of assets.Acquia53 State St.10th FloorBoston,MA 02109T:888-922-2023 Third Door Media,Inc.22 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guide Users can view preconfigured dashboards loaded with graphs or build customized charts and dashboards.Some common charts include:search terms over the last 30 days,downloads by asset group,and embed views by geographic location.Quick Insights gives users a quick look at asset performance.The at-a-glance view of asset activity and engagement helps users share,publish,and repurpose strong assets,as well as evaluate those not being used.The Intended Use feature reveals how people are using your content.Monthly Insights emails are available to get a quick overview of the state of your DAM system and assets.Collaboration and workflow Workflow is a proofing tool that gives teams visibility into project files as they go through the approval process and become distributable assets in the DAM system.It gives users tools to initiate and monitor projects,see projects that are in progress,view and give feedback,route versions multiple times and to different reviewers,determine and report project statuses quickly,accept project work requests,and maintain project momentum.The Paths feature allows users to create custom,automated email notifications when assets or products meet a specified state no coding required.Rule-based automation is triggered by assets added to an asset group,new products created in the Entries app,or by assets about to expire.Emails are customizable,including variables that pull information about the event you selected.Privacy and data security Files are stored in Amazon Simple Storage Service(S3).Data is redundantly stored and synchronized within multiple geographically separate data centers in two Amazon S3 Regions,the US-East and the US-West Regions.European customers may opt for European data storage,processing,and backups in EU West and EU Central regions.Data is stored with Amazon within Virtual Private Cloud(VPC).The application is available over HTTPS and data is always encrypted in Amazon S3 using AES-256.Acquia complies with GDPR and is ISO 27001 certified.Third-party integrations Common DAM integrations include project management,file sharing,creative tools,master data management(MDM),enterprise resource planning(ERP),sales enablement,web content management(WCM),marketing automation,and digital experience platforms(DXPs).Popular integrations include Adobe Creative Cloud,Box,Dropbox,Drupal,Google Drive,Hootsuite,Office 365,Salesforce,Sitecore,Slack,and Workfront.The API helps connect brand assets,metadata,product data,embed codes,and previews anywhere online,so users can access content in the DAM system across internal-and external-facing systems.The API end-point,Instant Search Connector,can be embedded in other tools,maintaining a source of truth for digital assets and providing a seamless experience for your users.Pricing and support The annual subscription is based on the number of users,the amount of storage in TBs,and add-on functionality.The support team is readily available for chat,email,and phone support.How-to articles and feature information are also available.Customer success managers(CSMs)are an ongoing point of contact that provide personalized support.They offer quarterly check-ins to review new DAM functionality and discuss site performance.They also provide expert Acquia53 State St.10th FloorBoston,MA 02109T:888-922-2023 Third Door Media,Inc.23 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guideadvice on DAM strategy,optimization and long-term success.Other services included short-or long-term system administration,design services,implementation and consulting.Quick start implementation gets work groups up and running in two weeks.Acquia53 State St.10th FloorBoston,MA 02109T:888-922-2023 Third Door Media,Inc.24 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTarget customer Mid-market and enterprise companies with strength in retail and manufacturing,travel and hospitality,telecom,and media and entertainment.Company overview Adobe was founded in 1982.28,000 employees.In October 2021,Adobe acquired Frame.io,a cloud-based video collaboration platform.Adobe Experience Manager is part of the Adobe Experience Cloud,a broad portfolio of solutions for digital marketing,analytics,advertising and commerce.Product overview Adobe Experience Manager Assets,one of four tools in the Adobe Experience Manager platform,is designed to create,store and deliver thousands of digital assets at scale.File formats and handling Designed to scale from small departments to large enterprises,supporting hundreds of millions of assets,petabytes of data,5000-plus users and large GB average file sizes over various bandwidth conditions(high/low).Horizontally scalable architecture for high volume assets ingestion(including emerging media 3D,VR/AR,360 formats,intensive workflows and video transcoding using dynamic media).File acceleration across geographies is supported through a combination of CDN,geo-located POPs,replication and third-party technology integration(Signiant)to improve remote or multi-geography user access.User permissions management Supports auto triggers/workflows for expired content(based on date,region,channel,etc.),including compound assets such as INDD,AI and PSD with expired sub assets to prevent any violations.Enforced via notifications,visual indications,archival and restrictions on expired assets.Rules control assets are visible in search results,portals and external websites.Expired assets are instantaneously taken off/obfuscated for compliance reasons.Workflows can be automatically triggered to renew digital rights,notify users or request action.Bulk workflow for stock images and UGC digital rights acquisition.License acceptance templates can be enforced prior to asset usage.Integration w/FADEL supports additional rules-based rights clearance and triggers workflows based on calendars,region,channel and embargo dates.Digimarc integration allows recognition of digital watermarks.Search and metadata Intelligent search(also called Smart Collections):Saved Searches available out-of-the-box and can be private,shared and subscribe-able.Dynamic Search Facets:Updated at time of query and can be managed by admin.Enterprise Search:Based on LUCENE and SOLR for distributed search across instances Adobe Experience Manager Assets345 Park Ave.San Jose,CA 95110T:408-536-Key customers CDW OrvisUnder Armour Key executives Shantanu Narayen,Chairman,Chief Executive Officer and PresidentDan Durn,Chief Financial Officer and Executive Vice PresidentAnne Lewnes,Chief Marketing Officer and Executive Vice President,Corporate Strategy and Development Anil Chakravarthy,Executive Vice President and General Manager,Digital Experience Business and Worldwide Field Operations 2023 Third Door Media,Inc.25 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guideto scale for large repositories.Can be integrated with third-party search(e.g.,FAST,Google Search,SharePoint).Search for any asset,editorial,text,folders,collections,stock and social feed across Instagram and other networks,with controls across business units and users.Configurable results templates,e.g.full text,list,gallery or detail.Priority configured by admin to boost results by tag/analytics/rating/relevance.AI-powered Translation Search enables cross-language discovery across 50-plus languages for global teams.API-based search service available via QueryBuilder.Admins can configure multiple metadata schemas at mime type,folder,BU levels with advanced constructs for mandatory,validation,cascading,rules based and localization across the enterprise.Bulk metadata import/export enables rapid updates with power operations for inheritance,profiles,type-ahead suggestions,triggered workflows,filters and reports.Automatic extraction for major standards such as XMP/IPTC/EXIF/ID3/Dublin with write back for media,fragments,folders and collections.Adobe Sensei powers auto-tagging assets(brand/stock/UGC)with high confidence(image type,object,emotion,location,color,action,scene,etc.)with business-specific tags.Can be integrated with third-party Microsoft/AWS/Google Vision APIs.Workflow management Built-in scalable workflow engine for approvals,publishing,configurable ingestion and compliance supports pre-configured serial/parallel workflows and ad-hoc tasks,with UIs for business users and admins.Business users use a visual configurator to design/modify workflows with conditions,splits,loops,nesting and routing logic.Compliance workflows are supported with out-of-the-box review and approval,approval audit trail and the ability to tie conditions such as asset expiry.Projects dashboard includes calendar view,team management workflow and task assignment.Users are notified of tasks via inbox UI and email.Workflows can be triggered by events(configurable),from projects,or by users with permissions.Admins have a monitoring and management UI.Content automation capabilities give marketers Adobe Creative Cloud editing abilities from the Experience Manager Assets interface to automate asset production at scale.Hundreds of out-of-the box workflow steps help create complex workflows by drag and drop.Developers can customize and extend workflows(custom processing,integrations),as well as through third-party work management,MRM and other martech platforms(i.e.,Workfront,BrandMaker,Aprimo,etc.).Reports and notifications Adobe Experience Manager Assets provides configurable tools to help generate reports for various events related to platform assets.Standard reports include asset uploads,downloads and expiration;asset modification and publishing;disk usage;link sharing;files in folders;and training of smart tagging.All events are logged,and reports can be extended based upon any action or data that is managed within the DAM.Platforms Configurable and responsive UI enables usage across touch and desktop devices.Supports UI customization via a unified and clean HTML5 markup for client rendering.UI is designed to be customizable and Adobe Experience Manager Assets345 Park Ave.San Jose,CA 95110T:408-536-2023 Third Door Media,Inc.26 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guidereusable with extensible widgets,plugins and components for customers and third-party technology partners to build/add interfaces,applications,integrations,capabilities and workflows on the platform.Data storage and security Encryption of customer data“at rest”to AES 256.GDPR compliant.FedRAMP,SOC 2,ISO 27001,HIPAA,PCI DSS and GLBA certified.Integrations Native integration with other Adobe Experience Cloud apps,Creative Cloud apps and services,as well as the Adobe Experience Platform.Built API-first and all platform capabilities are available to third-party developers for integration and extension.All capabilities are exposed through APIs on the Adobe I/O Gateway.Integrations are managed through Adobe I/O Console.More than 85 productized integrations on the Adobe Exchange.Pricing and support Annual contract required.Free trial not available.Pricing for Adobe Experience Manager as a Cloud Service is based on named users for AEM Assets.Adobe Managed Services customers work with Customer Success Managers,with periodic assessments that measure/report on business performance goals.Add-on services available for performance design,launch success(including professional implementation and integration)and digital acceleration.Adobe Experience Manager Assets345 Park Ave.San Jose,CA 95110T:408-536-2023 Third Door Media,Inc.27 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTarget customer Mid-market and enterprise product manufacturers and brands usually in the following categories:outdoor and sports equipment;fashion and apparel;consumer electronics;automotive aftermarket;home goods;industrial goods;luxury and hospitality,banking,financial services and insurance;education;CPG,nutraceuticals;health and wellness;and beauty.Company overview Founded in 2014.28 employees.Subsidiary of Pattern,Inc.AMP Media Systems,Inc.(DBA Amplifi.io)is a Delaware corporation headquartered in Lehi,UT.Amplifi.io delivers an all-in-one digital asset management(DAM)and product information management(PIM)solution designed specifically for product brands.Product overviewAmplifi.io is a cloud-based digital asset management and product information management,all-in-one solution,built to rapidly organize,convert,manage and share marketing content.Amplifi.io considers its key product differentiators to be:Easy-to-use central content hub.Bulk manage content based on product information data.Connections with ERP,PLM,&commerce tools like Shopify.Predictive search across products and media.Powerful video tools.Index and share even externally hosted content like YouTube links.Ahead-of-need image conversions for partner requirements.Support for new formats like 360 and 3D content.AI-powered full indexing of documents,video and image content.Auto-organization of digital assets by SKU or”Collections”.Direct publishing of media by CSV,data feeds,API.Powerful enablement tools.Templates for automated Sell Sheets generator,Product Line Lists,etc.File management Any digital file or data can be included in Amplifi.io and any file type can be transcoded.The system has no single file size limits.View thumbnail previews of almost any file including document,image and video formats.Includes all Adobe,open source and Microsoft formats.Upload will accommodate bulk use.Load up to 10,000 images at a time on the drag-and-drop uploader.Multi-tab concurrent use is supported.Colorspace detection and cross-conversion is supported.Search for text present on any image or art file even flattened JPEGs or web banners.Amplifi.io1441 W Innovation Way,5th Fl.Lehi,Utah 84043T:949 705-6900amplifi.ioKey customers Dorman ProductsNutraceuticals Corp.KantoKuhlRolandSkullcandyKey executives Ken Garff,PresidentJason Wells,Chief Technology OfficerJesse Knight,SalesJon McGee,Director of Product 2023 Third Door Media,Inc.28 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideUser permissions management Configurable portal permissions ensures users access only the content you intend them to see.Separate content into top level media“libraries”good for separating sub-brands,regions,business units,partners,localized content,etc.Provides robust user management,including role based(super-powers)and content-group based restrictions.Sales and similar users can generate web-to-print templated PDF,XLSX,CSV,and various slideshow type outputs.Ensure everyone will access the latest version of an asset.Users with appropriate permissions can view and manage past versions.Single Sign On(SSO)can be tailored to fit permissions needs.Search and metadata Users can start typing and the system will suggest top matches as the person types.Perform search on filenames,products,SKUs,UPCs,data,metadata,AI label tags,manual tags,collections,categories,etc.Easily combine search tools to browse(navigate),filter and search all at the same time if needed.This enables users to find assets using multi-facets like:library selection,category selection,complex search terms and full results filters based on product information or other data-all at the same time.Bulk search up to 500 products at a time using advanced“paste-a-list”based searching.Just select a column range from a spreadsheet and paste into the search bar.Users can create their own advanced search string using expressions like AND,OR,NOT,“”,()as inspired by Google search expressions.AI tag assist process will glean additional data about the assets and make assets more discoverable.AI-based label tags include dominant color,object tags,OCR,landmarks,speech-to-text,face detection,web matching,etc.Searches can easily be saved and shared with other portal users.Workflow management Approve,comment and mark-up on any type of file.Offers templates for common routing and approval scenarios.Approve a product for market readiness.Users are notified of an approval workflow,receive email updates,and view the complete task list in-system.Approval Viewer allows for real-time collaboration,review,annotation and approval directly in the user interface.Project reports are displayed in realtime to enable project managers to monitor stages,status,actions,and project timelines.Reporting Reports enable administrators to view who is visiting their portal site and how visitors are interacting with the platform.Built-in reporting engine with user-friendly dashboard that covers events like:Uploads,approvals,downloads,shares,deletions,views,changes that happened over time.System also allows full integration of the portal with the customers Google Analytics system for full customization and viewing of all data from every activity in the system.Platforms Amplifi.io is 100%browser based.Cloud solution can be accessed anywhere in the world on modern web browsers including:Chrome,Microsoft Edge,IE,Safari,Firefox,Opera,iOS&Android native browsers.Some third party desktop applications are available for bulk file uploading and data syncing.Accommodates bulk loading from Google,Box,Dropbox,SFTP,URLs and some other DAMs.amplifi.io1441 W Innovation Way,5th Fl.Lehi,Utah 84043T:949 705-6900amplifi.io 2023 Third Door Media,Inc.29 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideIntegrations Connects at different levels with any ERP,PLM,CMS,SharePoint,commerce platform,productivity suite,syndication,retailer or any other system.Robust RESTful API Data IO for:Shopify CSV templates for retail onboarding Google Shopping Salesforce ShotFlow Capture One SlackPricing and support Annual contract is required.Depending on the situation,Amplifi.io team may offer a Proof-of-Concept including the customers own data and assets.Amplifi.io is delivered Software as a service(SaaS)including ongoing user and admin support.Advanced support or data processing is also available.Pricing is based on each customers unique requirements.Pricing Editions:CORE-From$15K Annual PRO-From$24K Annual ENTERPRISE-From$55K Annual Factors:Number of users Admins Storage requirements Regions/libraries Support requirements Custom development is available for highly specialized requests.Flat fair pricing for additional storage or additional users is also available.amplifi.io1441 W Innovation Way,5th Fl.Lehi,Utah 84043T:949 705-6900amplifi.io 2023 Third Door Media,Inc.30 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTarget customer Enterprise and mid-market customers across a wide range of verticals,including financial services,life sciences,retail,manufacturing,high tech and consumer goods.Company overview Founded in 1998.350 employees.Additional U.S.offices in Indianapolis;international offices in London,Amsterdam,Ghent(Belgium),Manila,Birmingham(UK)and Frankfurt.Initially acquired by Teradata in 2011 for$535M.Acquired by Marlin Equity Partners in July 2016.Acquired ADAM,a DAM software solution,in March 2017.Product overview Aprimo offers digital asset management and work management solutions.Its content operations platform provides organizations with a single source of information to optimize the way they plan,develop,govern,and deliver brand experiences at scale.Streamlines and governs behind-the-scenes activities,from ideation to distribution,involved in delivering exceptional brand experiences.Core products include:Aprimo Digital Asset Management(DAM):Supports asset management and curation,content collaboration,content workflows and content distribution.Aprimo Productivity Management:Supports work management needs like marketing calendar,task routing,reviews&approvals and resource optimization.Aprimo Distributed Marketing:Supports channel and local marketing needs.Aprimo Plan&Spend:Supports marketing budgeting and financial management needs.File formats and handling Designed to support all files,including emerging content(360 shots,3D,etc.),video,audio,and images,native text snippets,documents,and creative files.Users can easily convert images and videos,either manually or automatically.Conversion options can be configured as presets for different file types,including images and video,so users can automatically download channel-ready(e.g.web,print,mobile,etc.)assets.Supports AI-based auto-cropping of images based on automated detection of area of interest.Manual cropping is also supported,as is video clipping.Easily track and update all assets wherever they are used.User permissions management Freelancers and other external partners can be granted access to the solution.Integrates with SSO technology to allow centralized authentication,authorization,group membership,and user creation and license management.Aprimo230 W Monroe St.,Suite 1200Chicago,IL 60606T:877-794-Key customers United States Automobile AssociationUnited States Postal ServiceTeleflex LLCIPG Photonics CorporationNomad Foods LimitedAtlantic Bay Mortgage Group LLCKey executives Erik Huddleston,Chief Executive OfficerEd Breault,Chief Marketing OfficerKevin Souers,Chief Product OfficerMike Nelson,Chief Financial Officer 2023 Third Door Media,Inc.31 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideAprimo230 W Monroe St.,Suite 1200Chicago,IL 60606T:877-794-Search and metadata Search capabilities include autofilling search terms,search suggestions,and search in different languages.Administrators can tune search results to make sure that users are getting the best results possible.Supports robust metadata capabilities,including taxonomy and metadata for campaign,record and asset,with localization and translation capabilities.Multiple,business-specific,parallel/concurrent taxonomies.Multilingual,localized and on-thefly taxonomies.Batch ingestion/bulk tagging(via UI,upload,bulk editing,Excel,API),metadata addition and updates(unlimited languages,fields)and metadata templates.AI for automatic tagging via Aprimo AI,including auto-extraction of embedded metadata/thumbnail/preview,auto-tag any asset,optical character recognition(OCR),speech-to-text,etc.Trainable,business-specific AI tags via a trainable AI model.Workflow management Aprimo DAM natively supports both simple and complex(e.g.,decision path,simultaneous pathing,auto expansion/reduction)workflows,ad hoc.Provides 30-plus industry-specific content workflow templates and offers.Workflows can be started via a work request form or requested from an existing asset.Workflow steps and reviews can be configured via no-code,visual workflow designer to automatically start or conditionally route/reroute via logic,actions/state changes/metadata changes,resource availability and skills.Projects can also be managed via Agile Marketing methodologies or ad hoc.Projects publish into a content calendar for a single view of in-market activity.Tasks automatically publish into project management tools like Gannt Charts or Agile Boards.Deep,native content annotation,review and comment capabilities.Reporting and notifications Supports notifications and alerts on asset expiration,assets close to expiration,asset uploads/downloads,task assignment,task reminders,etc.Supports embedded BI reports to enable users to easily slice and dice data.Supports system-level views into data,including the ability to view views/downloads/searches/etc.Content-level performance insights that includes time trending data and calculates return-on-effort(hours and spend)on assets.Integrates with best-in-class analytics solutions,like Google Analytics and Salesforce Datorama,to add content-specifics insights into the bigger picture.Platforms Auto-scaling,multi-tenant SaaS on Microsoft Azure.Aprimo DAM provides an HTML5-based web front end that is fully responsive and built on modern web technology(React).Supports a native application specifically to help marketing leaders approve content spend requests on the go.Integrations 80 integration points in the Aprimo Marketplace.In addition,Aprimo also supports integrations via a low-code integration platform(powered by Boomi).Hundreds of documented APIs,webhooks and page hooks.Pricing and support Annual subscription is$30K and up.Pricing is based on users and modules.Free trial available.Annual contract required.24/7 global support,access to training(via Aprimo Academy),and customer advisory product input(via Aprimo Voice)are included in pricing.Add-on services include custom AI modeling,concierge services(ongoing remote consulting)and partner assurance services.2023 Third Door Media,Inc.32 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTarget customer SMBs to Fortune 100 companies worldwide.Specializes in SMB,mid-market,commercial and enterprise customers in retail,technology,food and beverage,manufacturing,CPG,professional services and other verticals.Company overview 250 employees.Founded in 2012.Smartsheet acquired Brandfolder in September 2020.This acquisition combines Brandfolders DAM capabilities with Smartsheets collaborative work management platform to create a solution that manages workflows around content and collaboration.Product overview Brandfolder is a Digital Asset Management platform that enables users and admins to store,manage,share,manipulate and analyze assets across hundreds of formats,including 8K video,documents,images and 3D renderings.With asset usage analytics and AI auto-tagging powered by Brand Intelligence,Brandfolder provides the tools to optimize self-service discovery and creative strategy with data-driven precision.Use cases Brandfolders proprietary AI/ML engine,Brand Intelligence,guarantees a custom,brand-specific model to every customer one that learns from user tagging habits to get faster and more discerning with every asset upload.The intuitive interface and advanced auto-tagging functionality ensure stakeholders can access any asset they need,when they need it.Duplicate detection and automated asset merging eliminate asset sprawl and ensure brand consistency.Custom and co-branded collections enable users to showcase public-facing professional polish.And asset scoring analyses contextualize how users time is best spent.File formats and handling Supports hundreds of formats,including 8K video,documents,images and 3D renderings.There is no file size limit.Supports a bulk resize/file format conversion,which is used by customers for direct download or share link distribution,and also provides self-service file conversion,aspect ratio controlled resizing,free-form cropping,social media presets and custom customer specific presets.Smart CDN supports image transformation(crop,fit,trim,pad,orient,contrast,blur),optimization and compression at scale.For more advanced editing,the Templating solution turns design quality print and digital assets into editable personalized content while admins retain control to ensure brand consistency.Users can check out an asset,make edits,then check new versions into the DAM.Version history is tracked with details like uploading user,date/time,comments and revert options.Previous versions with their comments/annotations can be easily compared.Smart CDN links used to power customer websites,landing pages,emails and other content marketing channels deliver the active version and will purge/invalidate cache within 100ms when new versions are added in Brandfolder.Brandfolder3501 Wazee St.,Suite 300,Denver,CO 80216T:720-744-0300 Key customers Ace HardwareIn-N-OutLyftP.F.ChangsRokuKey executives Steve Baker,Vice President,and General ManagerSkye Bacus,Head of ProductJeffrey Segebarth,Head of Sales 2023 Third Door Media,Inc.33 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guide With Smart CDN,users in the DAM can simply update versions and have them automatically propagate to omnichannel endpoints.User permissions management Three types of user roles that administrators can grant to others within their organization:Administrators have full access to user customization,editing assets,add/remove users at all specified levels.Collaborators can add/edit assets within a specified level.Guests can view or download assets,play videos,access templates within a specified level.User permissions flow downward and the owner of an Organization is automatically given that level of access to each Brandfolder and Collection within the Organization.Admins and owners can also define groups of users to simplify granting permissions at scale.Each group can be assigned the appropriate permissions to the resources they need.Administrators can select from the following 4 options available in the privacy settings:Allow Public to Request Access:People can enter their email to request access,and Admins would then have the ability to approve or deny their request.Whitelist Domains:Auto-approve requests from whitelisted domains.Enable Stealth Mode:Removes Brandfolder from appearing in web searches.Enable Simple Password:Universal password that can be used for all users to enter the platform.Search and metadata Brandfolders search learns from users over time to provide brand-specific search optimization,convert text within assets to searchable metadata and surface video content.Any query spans all available metadata across custom fields,tags and system or file info and can be pinned to streamline common searches for future use.Multiple syntaxes and operators can be combined into a single query and used interoperably with other navigation tools like Labels and Filters.Search supports Boolean logic,wildcards,synonyms and exclusions.Users can personalize their fuzzy/strict recall with four operator options.The search bar gives syntax auto-suggestions specific to customer taxonomy/metadata.Admins can configure default search and sort behavior,including operator,strict/high recall and sorting methodology.Similarity detection finds pixel-to-pixel duplicates and visually similar assets within a customer environment,surfaced to all users within the asset modal.Similarities are ML-driven and take into account auto-tags,human-added tags and asset composition.All user search queries are reported and visible to admins in the Insights dashboard.Platforms Brandfolder is a web-based application that can be accessed on any device and is mobile friendly.Analytics and reporting Track content across all ingress and egress points to provide visibility into content performance via the Insights product.Insights provide a visual interface to show not only where and how often a given asset is used,but also rank asset popularity and performance in both a list and via a proprietary asset scoring model.Performance data surfaced in-product,and via the Insights Data Connector,can be surfaced into any BigQuery compatible analytics platform such as Tableau,Data Studio,Looker and more.Native Google Analytics integration is available.Brandfolder3501 Wazee St.,Suite 300,Denver,CO 80216T:720-744-0300 2023 Third Door Media,Inc.34 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guide Customers can use Brandfolder Workspace to track where and how often a work-in-progress asset is accessed alongside metadata indicating the assets status,who is assigned to creating it,when it is due and more.Integrates with Smartsheet to aggregate DAM insights with CWM analytics for broader campaign and omnichannel performance metrics.Collaboration and workflow Integrates with Smartsheet for advanced collaborative work management.This combined solution provides cohesive content collaboration,supporting the entire work/asset lifecycle from intake and planning to proofing,distribution and measurement.Native features include Workspace,approvals,comments/annotations or proofing,version history,check out/in and design tool integrations.Workspace helps teams manage marketing/creative production,with project/campaign status overviews,task creation,assignments and due dates,plus adding reference assets right from the DAM.Workspace connects to Smartsheet where workflow templates and advanced automations are routed.Offers productized integrations with Workfront,Asana,JIRA,Wrike,Trello,InMotionNow,Slack and MS-Teams.Privacy and data security SOC II Type2 compliant and uses Google Kubernetes Engine for app servers with adaptive protection and WAF from Cloud Armor.Conducts annual DRBC audits and third-party penetration tests per SOC 2 Controls.Brandfolder integrates with any SAML 2.0 Identity Provider(IdP),Azure AD or ADFS solution for secure SSO and MFA.Authorized staff must pass two-factor authentication to access systems.All site visitors can manage their privacy preferences on demand.GDPR compliant and supports user data and deletion requests.Third-party integrations Integrates natively with many popular marketing and creative tools like content management systems,content creation,CRM,sales enablement,marketing automation,PIM and work management as well as several popular daily use productivity tools.Integrations surface Brandfolder search to help users quickly find content and tools to convert,resize and crop assets for the specific purpose.Pricing and support Pricing is not disclosed publicly.Annual contract required.Free trial available.Customers can access live chat with the support team Monday through Friday between 8:30 AM and 5:00 PM MST or via email.Hundreds of free articles within the Brandfolder Knowledge Base covering topics on features and functionality.Brandfolder3501 Wazee St.,Suite 300,Denver,CO 80216T:720-744-0300 2023 Third Door Media,Inc.35 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTarget customer Consumer brands and retail,technology,healthcare,finance and insurance,manufacturing and automotive,travel,hospitality and recreation,chemical,energy and construction,media and entertainment.Company overview Founded in 2013.500 employees.Acquisitions include Gather Content(March 2022),We Adapt(June 2020)and WebDAM(February 2018).Offices in Amsterdam,Barcelona,Boston,Dubai,London,Rotterdam,San Carlos and Melbourne.Product overview An intuitive,scalable and configurable SaaS solution as its core DAM.On top of the core DAM,Bynder offers integrations to creative tooling and modules like Studio,Creative Workflow and Content Workflow to scale content creation for non-creative experts.Offers an extended number of supported integrations next to a large mature network of system integrators,enabling the DAM to be the single source of truth for all creative content in the customers digital ecosystem.Allows for optimized delivery of content and provides tools to personalize content towards targeted audiences.Bynder intelligence layer closes the loop on content creation up to delivery to optimize content performance and make content more effective.File formats and handling All common file formats are supported for text,documents,image,video and audio file formats,as well as design files,3D and 360 formats.Assets can be previewed before being downloaded.User permissions management Can accommodate small deployments,but can easily scale up to large deployments with tens of thousands of users and millions of assets.Permissions can be set through configuration with no coding needed.Permissions can be handled on a per-asset basis granted for complete profiles of users,user groups or individual users,allowing customers to determine the level of detail per asset and user.Search and metadata Users can search for assets by means of facets visualized as filters and tags that are completely configurable.The search bar introduces a Google-like search experience.Clients can use it to find the right assets,especially if they have hundreds of thousands of assets in their asset bank.The search function uses all the details provided by users to get results.It looks at the titles,descriptions,tags,collection names or asset UUIDs.It also indexes text from PDF,office or design documents.BynderMax Euweplein 46,1017 MB AKey customers Akzo NobelFive GuysIcelandairLacoste PumaSpotifyKey executives Chris Hall,Co Founder and Supervisory Board MemberBob Hickey,Chief Executive OfficerJames Bodha,Chief Operating OfficerPaul Heiden,Chief Product Officer 2023 Third Door Media,Inc.36 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guide Boolean search is supported.Search also helps users look for specific workflows,and guidelines or search for specific phrases within guidelines.Workflow management Creative Workflow enables users to collaborate and communicate with both internal departments and external agencies to streamline requests,reviews and asset approvals.Configurable workflows enable users to create briefing requests and fill in the required information needed to move forward.Brands can simplify creative and collaborative processes by enabling users to make new requests with predefined tasks,automatically assign responsible parties and follow a tailored approval flow.Teams can provide clear feedback and collaborate effectively during the review process by leaving comments and notifying team members at each stage within creative workflow.Content Workflow enables organizations to create content combining structured text and digital assets and once approved,make it available for distribution towards marketing automation and CMS systems to break down silos between creative and marketing groups.Digital and Print Brand Templates empower marketing teams to create content that aligns with brand guidelines.By defining elements and rules that control the way designs are edited,templates can be created for different campaigns,markets and channels.Reports and notifications Bynder Analytics enables firms to find relevant insights through visual dashboards,filter for more specific information,and generate reports.Users can identify and improve bottlenecks in creative workflows,brand portal adoption rates,and overall content performance.The Notification Center enables users to manage the messages generated by the system,for example,information about a download file that has been prepared.Platforms iOS Android and Bynder supports all browsers,excluding Internet Explorer 10 or below.Data storage and security Bynder has a large Infosec team and dedicated internal Pentesters.Bynders information security management system(ISMS)ensures continuity of the business and minimizes any possible damage that information security incidents could cause to customers.Bynder conducts periodic audits and rigorous internal testing.ISO27001:2013,ISO22301:2019 and ISO27018:2019 certified.HIPAA,GDPR,CCPA and PCI-DSS compliant.Offers 99.999999999ta durability.All assets uploaded are fully backed up with daily increments.In the case of a catastrophic system-wide failure,a backup restore can be performed within one business day.Secures backups of all data and code with:Incremental backups of all uploaded assets(once every 24 hours).Snapshot of the database every 24 hours with a retention of up to 30 days.Encrypts data at rest(AES)and in transit(TLS1.2)using strong algorithms and encryption keys where possible.Integrations Native integrations include all primary CMS/DXP,e-commerce,PIM,marketing automation and creative integrations.A full list of integrations can be found here.BynderMax Euweplein 46,1017 MB A 2023 Third Door Media,Inc.37 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers Guide Brands can extend their brand portals capabilities with APIs and SDKs.Bynders developer portal provides the opportunity to access all the documentation necessary to build integrations on top of Bynder,providing seamless integration with existing tech stacks.Pricing and support Multi-year(annual)contracts.Free 30-day trials available.Pricing details not disclosed.Bynder delivers a customized DAM solution and implementation based on expert advice focused on the customers specific and evolving use-case.Onboarding consultants serve as project manager and product specialist.Average onboarding time is 6-12 weeks for small implementations and stretches into 20 weeks for larger implementations.Pricing depends on the number of users,amount of storage,number of modules and distribution requirements.Every client receives personalized trainings,calls,and meetings;none rely on generalized webinars or knowledge bases alone.Post implementation,ongoing support is provided by Bynders customer success.This also includes guidance for launch planning,communication,and collecting feedback.Customer success also leads training for userssometimes this is done with a“Train the Trainer”approach and sometimes,directly with the end users.24/7 global support via phone or live chat.BynderMax Euweplein 46,1017 MB A 2023 Third Door Media,Inc.38 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideTarget customer Mid-market and enterprise marketing,creative and content production teams in retail,education,manufacturing,non-profit,technology,business services,municipalities/local government and utilities.Company overview Founded in 1993.175 employees.Canto focuses on helping teams work faster and smarter as they manage,create and share digital content.Additional offices in Durham,North Carolina,and Berlin and Frankfurt,Germany.Product overview Cantos DAM platform optimizes organizational workflows by making it easy to store,manage,search,and distribute brand assets including images,videos,graphics,documents,animations and audio.Canto serves as a central hub of the digital content supply chain to allow anyone in the organization to access the latest,approved digital content paired with metadata and rights management.Use cases Single source of truth:Centralize digital content from scattered storage solutions into a single source of truth and enable users to find the latest content and asset metadata.Enables teams to quickly store content from many of the tools their employees and stakeholders already use,in addition to fast browser and API-powered upload.Self-service distribution of approved assets:Distribute curated content collections using unlimited brand portals to specific audiences,giving internal and external collaborators direct access to the content they need.Wide-ranging content access controls,including permissions management,public and private portals,and workspaces for content creation.Produce on-brand content at scale:Store,distribute and enforce brand and style guidelines,allowing brands to achieve a consistent on-brand design while complying with any applicable regulations.Integrates with tools like Adobe InDesign and Canva to give teams the ability to make templates that can be edited within Canto or exported to heavy-lifting design programs.File formats and handling Accepts all file formats and sizes,allowing users to add tags,keywords and other metadata.The system creates thumbnails and users can preview in-app all common image,video and audio file formats.Users can upload new versions of content by selecting the Versions tab in the preview and can add comments about what was updated.Canto maintains version histories of files.Any of the historical versions are viewable and can be made current if needed.Media Delivery Cloud delivers and publishs variations of images directly from the Canto library to websites,e-commerce platforms and other content distribution platforms.Canto203 Flamingo Rd.,#328Mill Valley,CA 94941T:415-495-Key customers Alzheimers AssociationCisco SystemsLinkedinMitsubishi Electric Cooling&HeatingNASCARUniversity of Hong KongKey executives Wain Kellum,Chief Executive OfficerEd Schaffer,Chief Financial Officer Michael Paxton,Chief Revenue Officer,ROW Michael Seghieri,Chief Revenue Officer,Americas 2023 Third Door Media,Inc.39 https:/martech.orgVENDOR PROFILESMARTECH INTELLIGENCE REPORT:Enterprise Digital Asset Management Platforms:A Marketers GuideUser permissions management Administrators in Canto can specify editing/access permissions for their company,vendors,freelancers and collaborating agencies.Perm

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  • Perforce:半导体行业现状洞察报告(英文版)(18页).pdf

    1The State of Semiconductors ReportKey Insights from Industry LeadersMethodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)2IntroductionWelcome to the results of our State of Semiconductor survey.At the end of last year,we surveyed professionals across the semiconductor industry,representing a range of job roles,company sizes,and years of experience.They shared their insights on semiconductor design best practices,the future of manufacturing,and its impact on Moores Law.They also discussed IP-based design techniques,the prevalence of component-based methodologies,and the increasing amount of embedded software as part of SoCs list of deliverables.We hope this survey will lend insight into the future of semiconductor design to help prepare your team for the challenges ahead.Thank you to everyone that participated in the survey!Simon Butler General Manager,Methodics by PerforceMethodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)3Table of Contents4Semiconductor Industry Trends10Biggest Challenges in Semiconductor Design13Semiconductor Design Tools Used by Industry Leaders18Summary:The State of Semiconductors18Who We SurveyedKey Takeaways The semiconductor industry is trending toward component-based design and IP reuse to expedite time-to-market and maintain margins.Compliance remains a largely manual process and an ongoing challenge for organizations.Organizations are increasingly moving towards platform embedded software solutions,creating a need for tighter hardware/software codesign and validation.Analog designs remain a vital component,as an increasing number of analog components are being combined on the SoC.Semiconductor manufacturing of processes 5nm and smaller is becoming increasingly complex and expensive,causing alternative manufacturing approaches to become more attractive.With an increasing number of semiconductor products needing to meet compliance and/or functional safety standards,traceability represents a major concern.Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)4Semiconductor Industry TrendsThe semiconductor industry is rapidly growing and is expected to hit$808.5 billion by 2030.It is propelled by the increased use of semiconductor chips in vehicles,Artificial Intelligence(AI),data processing,and other smart devices applications.In fact,PWC is projecting that the market for AI-related semiconductors alone will grow in revenue to more than$30 billion by 2022 at an annual growth rate of nearly 50%.Meanwhile,semiconductor chips are becoming smaller,faster,and more powerful.They are offering more flexibility and functionality.But as designs become more complex,there is an increased need for verification capacity and next-generation verification techniques.At the same time,functional safety compliance which relies on full traceability and rigorous documentation processes is becoming increasingly important.To accelerate time-to-market,and adhere to compliance,organizations are relying on IP reuse.Having a more granular approach to design and promoting reuse is transformative for companies,increasing R&D efficiencies by at least 20%.Due to global supply chain issues and an inflated demand due to broadened chip usage,semiconductors have become commoditized,and competition is compounding.Recent United States legislation is incentivizing domestic semiconductor chip manufacturing to boost growth even further.This trend shows no signs of slowing down in the coming years as the use of semiconductors expands into new applications.Related Blog:The Future of SemiconductorsSemiconductor Industry TrendsMethodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)5Time to Market and IP Reuse Are Most Important Issues For Semiconductor OrganizationAccording to respondents,the two most important issues facing their organization were time-to-market(55%)and IP reuse(45%).These issues are closely intertwined.According to a recent study by the University of Michigan,semiconductor design productivity is increasing at a rate of 28%annually.But semiconductor capacity is increasing even faster,at 58%annually.This productivity gap follows the trend that semiconductors are becoming increasingly commoditized.Competition is fierce and margins need to be maintained.To get ahead,organizations are relying on IP reuse to help accelerate time-to-market.For many,a formal IP reuse strategy is required to close that gap.Related White Paper:How to Make IP Reuse Work For YouMajority of Organizations Need to Meet Compliance or Functional Safety StandardsOver 70%of respondents stated that their organization needs to meet ISO 26262,ITAR,and other compliance/functional safety standards.As more semiconductor companies supply regulated industries,they will need to prove that their product can meet safety requirements.A platform that enables and enforces traceability for semiconductor design is critical to meet the rigorous compliance processes.Related White Paper:Traceability For the Design Verification ProcessSemiconductor Industry TrendsIP Reuse405#H%IP SecurityFunctional Safety/ComplianceTime-to-market8%Other(plSurvey Question:What are the most important issues for your organization?(select up to 2)YesYes74%No26%Survey Question:Does your company develop products that are subject to regulatory compliance or functional safety standards,such as ISO 26262 or ITAR?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)6Compliance Automation Is GrowingDespite respondents saying that most compliance was manual,they were split on having compliance automation.Almost 50%answered yes,they have automation in place,while the other half answered no(18%)or not sure(32%).Although there are very few tools that offer automation in this space,there appears to be a need for automation around compliance requirements for these standards.A platform approach can be used to track and aggregate the level of compliance across the various point tools in their specific context.Compliance Is Measured Manually Via Designer Interviews,Surveys,Etc.Over 70%of respondents stated that they are using manual processes for compliance management indicative of the lack of automation.Designer interviews and surveys can work for smaller teams.But as organizations scale,managing the level of compliance across many aspects can become unmanageable.Having a platform approach to compliance can give teams a holistic view,making it easier to adhere to standards.Semiconductor Industry Trends73%YesNoNot sureSurvey Question:Is compliance measured manually via designer interviews,surveys,etc.?49%YesNoNot sure32%Survey Question:Does your company have any automation around compliance?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)7Embedded Software Is a Key Part of Product PortfoliosNearly two-thirds of respondents stated that embedded software is part of their product portfolio.With the global embedded system market expected to grow 6.3%to$137.31 billion by 2027,an increasing number of organizations will need to bundle hardware and software together.This will make designs more complex,creating a need for developers and designers to collaborate.As the boundary between hardware and software continues to blur,it will require organizations to manage their designs lifecycle in a unified and coherent fashion.Configuration management is important to handle the dependencies between hardware and software components.It can enable traceability and a single source of truth for the component versions in the design.Analog Designs Continue to Be Important in Todays SoCsAlmost half of survey takers stated that there is 40%or more custom-IC on a die in a typical chip at their organization.Analog component reuse appears to be an area of opportunity to leverage existing assets in the enterprise to expedite the design of complex mixed signal SoCs.Semiconductor Industry Trends661%3%YesNoNot sureSurvey Question:Does your company develop embedded software as part of your product portfolio?0-20)$!-40A-60a-80-100%Survey Question:For a typical chip in your company,what percentage of custom-IC(analog/mixed signal,etc.)is included on a die?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)8Semiconductor Design Increasingly Requires Integrating New or Existing IPs 76%of survey respondents indicated that more than half of their job requires IP integration.This is a strong indication of the importance of IP component-based design in the semiconductor industry today.Reusing IP components can help teams spend less time integrating.Having a comprehensive IP lifecycle management streamlines this process by providing designers a platform to better find,qualify,and integrate IPs.Implementation of 2.5d(Interposer)Designsinto Products Is Slow If this question were posed a year ago,there would likely be very few yes answers.This is due to the cost and complexity of this kind of process.Today,36%of respondents answered yes to either considering or already implementing 2.5d designs in their product development.Historically,2.5d has only been used for expensive,high-end chips.However,usage is trending upward.What used to be cost prohibitive is becoming more feasible as we attempt to maintain the level of acceleration of SoC integration we have seen in the past.Semiconductor Industry TrendsMore than half21%8Wout halfWe do almost no IP integrationNot sureSurvey Question:How much of your job requires integrating new or existing IPs?436!%YesNoNot sureSurvey Question:Are you considering(or already implementing)2.5d(interposer)designs in your product development?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)9Most Organizations are Concerned About U.S.-based Semiconductor Manufacturing Once a leader in chip production,the U.S.share in global manufacturing capacity has dropped from 37%in 1990 to 12%today.76%of respondents stated they are somewhat or very concerned about the lack of semiconductor manufacturing domestically.The United States government is taking this concern seriously and are striving to look for new ways to get back into manufacturing,including introducing legislation to build more manufacturing options.Legislation Will Have a Large Impact on US-based Semiconductor Manufacturing In June 2021,the United States Senate passed the United States Innovation and Competition Act(USICA).This legislation includes a$52 billion allotment to boost domestic semiconductor chip manufacturing,research,and design.Respondents were optimistic about these measures.More than half of the professionals surveyed believe that this legislation will have at least some impact in spurring manufacturing,while another 19lieve there will be a major impact.Semiconductor Industry TrendsVery concerned38$8%Somewhat concernedNot at all concernedSurvey Question:How concerned are you about the lack of US-based semiconductor manufacturing?Major impact19R%Some impactMinimal impactNot sureSurvey Question:How much impact do you think recent legislation will have on US-based semiconductor manufacturing?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)10Challenges in Semiconductor Design Designs are becoming more complex.Supply chain issues are more disruptive.Time-to-market and margins are shortening.Design teams face a myriad of obstacles in trying to stay ahead of their competition.The main challenges slowing teams down include:Finding relevant IPs for reuse.Searching for and locating IPs.Understanding the status of IPs.Knowing where IP is being used and how.Challenge:Finding Relevant IPs For Reuse The rise of IP reuse is evident.Almost 85%of respondents indicated that IPs and/or components are found through either the company IP catalog or reused from a previous project.With only 40%using a company IP catalog,this leaves many team members searching through various projects(45%)or asking a coworker for recommendations(14%).Time spent searching means less time spent designing and engineering.There appears to be some process available within enterprises that allow designers to recommend IPs to their colleagues.These processes could benefit from a more formal,data-driven approach.Biggest Challenges in Semiconductor DesignCompany IP catalog40E%2%Reuse from previous projectFriend/colleague recommendationOther(plSurvey Question:How do you find IPs and/or components?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)11Challenge:Searching For and Locating IPs Nearly 40%of professionals surveyed report that finding relevant IP for their design takes at least one day or longer.Thats because finding IPs can be an involved process.Designers need to first locate then qualify IPs for inclusion into a project.For teams that need to meet increased demands,designers simply cannot spend a day or even longer searching.IP cataloging can help organize and accelerate the integration process.Establishing a method to onboard metadata from the various qualification tools in the design ecosystem into the IP catalog helps with searching.It can also be used to determine the state and quality of IPs,as this is an another area of opportunity.Biggest Challenges in Semiconductor DesignLess than 1 hour9%7!%54%1-3 hours4-7 hours1 dayMore than 1 day22%N/A-I do not manage teams nor IP2%Other(plSurvey Question:How long does it usually take you(or your team)to find a relevant IP for your work?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)12Challenge:Understanding the Status of IPsFor more than one-third of survey responders,“its a big mystery”when trying to located information about the status of IPs.This would indicate there is no real qualification process.Without a reliable method of cataloging the status of IPs,design teams need to look through emails and project archives.For many,institutional knowledge is required to find IPs that are useful for a particular challenge.The solution does not scale as libraries and teams grow.To better catalog IPs,teams need a comprehensive platform to help designers find the state of an IP to refine the search process.This would promote IP reuse,shortening time-to-market.Challenge:Knowing Where IP Is Being Used and How Nearly 75%of semiconductor design professionals report difficulty in determining the context of an IP and its quality.Tracking and determining the quality of IPs can come down to traceability,which has two implications.The first is having a process by which designers determine if requirements have been met by reviewing supporting evidence from the design process.The second is tracking the use of an IP in the various projects across the enterprise.Having a platform that can determine if requirements are met and where an IP is used provides teams with information on the health of an IP.This can help eliminate issues when putting it into future projects.Related Blog:Why Is Traceability Important?Biggest Challenges in Semiconductor DesignIt takes too long to find an IP14A3%9%3%Traceability-Im not able to understand where else an IP has been usedI dont know how well designed a particular IP is(i.e.,I cant determine the bugs in the IP)IP leakageOther(plSurvey Question:What is the biggest challenge you have with regards to your IP management?Very easy2866%Somewhat easyIts a big mysterySurvey Question:How easy is it for you to find the current status of IPs of interest(bug fixes,release schedules,etc.)?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)13IP Management According to our survey,over half of respondents are not using a commercial IP management tool.30%are using manual tools like Microsoft Excel or PowerPoint,and the other 22%are not using any tools at all.Semiconductor Design Tools Trusted by Industry Leaders We asked survey respondents about the infrastructure tools they use for semiconductor design and development.Review the types of software in their toolchain:IP Management Data Management/Version Control Product Lifecycle Management(PLM)Requirements Management Static Code AnalysisDive further and discover the types of tools teams use(command-line vs.GUI),multiple-vendor preferences,and how the cloud is impacting organizations.Semiconductor Design Tools Used by Industry LeadersBased on these responses,although most companies have embraced IP-centric design practices,using a commercial IP Lifecycle platform is still in the early stages of adoption.IP lifecycle management tools provide a foundation for collaboration,helping ensure traceability and accelerating time-to-market.Designers can see the products where IP is used and understand bugs,derivative designs,regression statuses,and more.This information eliminates time wasted searching and minimizes unforeseen risks while helping teams to quality,distribute,and integrate IPs.Of those that answered they did use an IP management tool,Methodics had the highest response.Methodics IPLM was the first commercial IP Lifecycle Management tool and seen significant traction since introduction.These responses are partially due to the fact this survey was promoted in the Perforce customer user base and many of the respondents may have closer ties to our portfolio of tools.Methodics IPLMDassault SystmesManual tools(Excel,PowerPoint)We do not use an IP Management toolOtherSurvey Question:What tool are you using today for your IP management?19%9%91%Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)14Data Management/Version Control Data management and version control come from the development space.Although historically used for code,these solutions provide a backbone for IP management.Over 35%of respondents indicated they are using Perforce Helix Core for data management,followed by SVN(17%)and Git(17%).Having a data management solution helps unite global teams.It can support the tracking of IPs and give engineers the robust metadata they need to make informed decisions.For the majority of respondents and leading semiconductor Semiconductor Design Tools Used by Industry LeadersProduct Lifecycle Management(PLM)Half of the professionals surveyed stated that they do not use a PLM tool.It is often too costly and not architected to handle the velocity of releases.It is more commonly used in industries like aerospace and automotive to track the lifecycle of an entire panies that solution is Helix Core.Its Federated Architecture allows remote users to get what they need,fast.And it can efficiently store and version the numerous iterations and derivatives associated with IP development.Perforce Helix CoreSubversionGitClearcaseOtherWe do not use a tool for data management/version controlSurvey Question:What tool are you using today for data management/version control?36%5%9ssault SystmesSiemensOraclePTCWe dont use a PLM toolOtherSurvey Question:Does your company use a product lifecycle management(PLM)tool?10%3P%9%3%Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)15Semiconductor Design Tools Used by Industry LeadersRequirements Management Over 35%of survey respondents selected Jira as the requirements management tool their teams use,with 24%selecting no tool at all.Static Analysis Of the semiconductor design professionals surveyed,more than one-third do not use a static analysis tool.But this could change in coming years.More and more companies are building embedded software components,which creates a need for static analysis tools.JiraPolarionJamaMicroFocusHelix ALMOtherWe dont use a requirements management toolSurvey Question:Does your company use a requirements management tool?38%9%7%7$%5%3%KlocworkHelix QACSynopsys/CoveritySonarQubeGrammaTech/CodeSonarWe dont use a static analysis toolOther36%6%6%66%3%Survey Question:Does your company use a static analysis tool?Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)16Command-line Tools vs.GUI-based Tools There is roughly an even split between command-line and GUI-based tools,with half of the respondents using both.In the past,the majority might have said they used the command-line more.But as new designers and developers join the industry,GUI-based and web tools are expected to increase in usage.They often provide team members an easier onboarding process with a more gradual learning curve.Semiconductor Design Tools Used by Industry LeadersMultiple Vendors Nearly half(47%)of the survey takers responded that they want to have the best-in-class tool for each need,even if it means going to a different vendor.Developing IPs does not require all the tools to come from the same vendor.But the tools do need to be able to share information.This can be challenging when developing with tools from a variety of vendors.Using a platform with strong APIs makes it easier to aggregate data across your toolchain to give teams a comprehensive perspective.As teams look to accelerate,a platform approach can enhance visibility across the organization.100%command line75%command line;25%GUI50%command line;50%GUI25%command line;75%GUI100%GUIDont use the command-line or GUI toolsNot sure/Not applicable to my job function10C!%2%3%Survey Question:What is your split between command-line tools and GUI-based tools?Not of consequence we have an administrator to pull tools togetherSurvey Question:What is your preference with regards to tools from different vendors?17G6%Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)17Cloud Strategy For Semiconductor Organizations On-Premises vs.Cloud-Based More than half of those surveyed report they are either 75%or 100%on-premises with their tools.The semiconductor industry has been slow to embrace cloud technologies.Strict regulatory and security concerns are often the reason to keep things on site.Semiconductor Design Tools Used by Industry LeadersReasons to Move to the Cloud Because most people did not deploy in the cloud,this question was not applicable to most respondents.Of those who provided a write-in answer,numerous respondents pointed to flexibility.Others mentioned:Leveraging peak-time computing resources.Optimization of CapEx cost.Better pricing,support,and maintenance.Work from home and staffing.Reducing cost easier to expand the infrastructure in the cloud.More control over operating costs especially with“bursty”workloads.Ease of use.As cloud providers enhance security and provide features to support organizations at scale,cloud adoption could increase.Related Content:Cloud Resources100%on-premises75%on-premises;25%cloud50%on-premises;50%cloud25%on-premises;75%cloud100%cloudNot sure/Not applicable to my job functionSurvey Question:What is your split between on-premises and cloud-based tools?29(%9%9%Methodics IPLM by Perforce Perforce Software,Inc.All trademarks and registered trademarks are the property of their respective owners.(0120EH22)18The State of Semiconductors:Unlimited Growth Potential,With the Platform The semiconductor industry is shifting.The rising demand is compounding ongoing challenges,creating an opportunity to look for new solutions.Because as semiconductors become more complex,teams need to innovate at an even faster pace.Having an IP platform allows organizations to take a more component-based design approach,promoting IP reuse.This can help organizations accelerate time-to-market and maintain margins without sacrificing security or traceability.Methodics IPLM helps teams solve challenges by maximizing traceability and IP reuse.Its platform approach tightly couples IP creators with IP consumers,automating the release process,streamlining workspace management,and providing a single source of truth for BoM creation and management.Perforce provides a suite of products industry-leaders trust to help drive development at enterprise scale.These include:VersIC for analog design data management.Helix Core for digital asset version control.Helix ALM for application lifecycle management.Hansoft for Agile project management.Klocwork and Helix QAC for static code analysis.Get in touch with our team at Perforce to find out how our solutions can help you meet market demands today.Who We SurveyedIn November and December 2021,we surveyed professionals working in the semiconductor industry.We heard from Engineering Management(32%),Design Engineering(34%),CAD Management(13%),IT Management(1%),Executive Management(10%)and others such as Functional Safety Managers.These respondents represent companies of under$500 million annual revenue(44%),$501 million to$5 billion(26%),and over$5 billion(30%).Their experience in the industry ranged from 0-2 years(13%),3-5 years(10%),6-10 years(14%),and 11 years or more(62%).Summary:The State of Semiconductors

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    As digital adoption increases,traditional and virtual banks in Hong Kong race to deliver compelling value propositions.By Frankie Leung,Herbert Lee,and Lei Zhang How to delight digital banking customers in Hong Kong Copyright 2022 Bain&Company,Inc.All rights reserved.This work is based on secondary market research,analysis of financial information available or provided to Bain&Company and a range of interviews with industry participants.Bain&Company has not independently verified any such information provided or available to Bain and makes no representation or warranty,express or implied,that such information is accurate or complete.Projected market and financial information,analyses and conclusions contained herein are based on the information described above and on Bain&Companys judgment,and should not be construed as definitive forecasts or guarantees of future performance or results.The information and analysis herein does not constitute advice of any kind,is not intended to be used for investment purposes,and neither Bain&Company nor any of its subsidiaries or their respective officers,directors,shareholders,employees or agents accept any responsibility or liability with respect to the use of or reliance on any information or analysis contained in this document.This work is copyright Bain&Company and may not be published,transmitted,broadcast,copied,reproduced or reprinted in whole or in part without the explicit written permission of Bain&Company.Net Promoter,NPS,NPS Prism,and the NPS-related emoticons are registered trademarks and Net Promoter ScoreSM,NPSxSM,and Net Promoter SystemSM are service marks of Bain&Company,Inc.,NICE Systems,Inc.,and Fred Reichheld.Authors and acknowledgmentsFrankie Leung is a partner with Bain&Companys Financial Services practice in Hong Kong.You can contact him at.Herbert Lee is a partner with Bain&Companys Financial Services practice in Hong Kong.You can contact him at.Lei Zhang is a senior manager with Bain&Companys Financial Services practice in Beijing.You can contact him at.The authors highly appreciate the guidance and input from Bain&Companys experts,such as senior partners Henrik Naujoks,Philip Leung,and Harshveer Singh;partners Scully Cui,Priscilla DellOrto,and Bao-Viet Le;expert partner Jeff Tijssen;and expert associate partner Ryan Garner.Consultants on this case included Tiger Zuo,Ray Ren,and Calvin Chen.In addition,we are grateful for Sophia Xin,Shawn Chen,and Claudia Jiang for their advanced analytics work,and to Pinky He and our colleagues in Market Reputation.How to delight digital banking customers in Hong Kong1At a Glance Mobile banking penetration reached 80%in Hong Kong.Mobile is the most important channel for driving Net Promoter ScoreSM;however,branches have a higher likelihood to delight customers.Hong Kong consumers value smoothness,clarity,and privacy in their mobile banking apps,while mainland customers want“super app”functionality.We identified four key themes surrounding customer experience in digital retail banking.Customers want mobile-centricity,digital wealth management services,rewards,and compelling offers.As retail banking evolves,traditional banks must become more customer centric.Virtual banks need to focus on experience-driven,profitable growth at scale.The retail banking market in Hong KongBy nearly every metric,digital banking adoption has soared in Hong Kong since the Covid-19 pandemic.The volume of Fast Payment System transactions almost tripled from 2019 to 2021,according to the Hong Kong Monetary Authority.Over an 18-month period from 2019 to the first half of 2021,the percentage of personal banking accounts opened via digital channels and the percentage of credit card applications completed online nearly doubled.Consumers shifted their banking behaviors out of necessity but are staying with digital channels for the experience.That means online and mobile banking arent secondary channels or value-added services;they are the bank for an increasing number of Hong Kong consumers.Digital channelsand an impeccable digital experiencemust attract,retain,and earn new customers.To learn more about digital banking experiences and preferences,Bain&Company surveyed 1,400 retail banking consumers in Hong Kong in September 2022.We used the proprietary Net Promoter SystemSM to measure customers experiences with traditional and virtual retail banks.Customers reported on multiple facets of experience,such as relationship(rNPS),channel(cNPS),product(pNPS),and episode.As part of the analysis,we classified respondents as brand“promoters”or“detractors.”Companies that earn high NPS scores deliver great experiences,according to their customers,and that translates into quantifiable benefits.In this research,on average,promoters purchase 20%more product categories from their primary financial institution than detractors.Promoters are also more loyal customers(see Figure 1).How to delight digital banking customers in Hong Kong2Our study covered seven major retail banks in Hong Kong.The average rNPS was 19,although there was a 17 percentage-point spread between the highest-and lowest-scoring institutions.The delta between the highest-and lowest-scoring institutions was even wider for other dimensions of NPS,such as channel(cNPS)and product(pNPS).Those gaps are opportunities.Customer experience is paramount in and across every channel,especially as physical and digital channels blend.By focusing on customer experience,banks can create more economic value via higher lifetime customer values and lower customer acquisition costs.What makes a digital retail banking experience delightful?Our research identified four key themes surrounding customer experience in digital retail banking.Customers want mobile-centricity,digital wealth management,rewards,and compelling value propositions.1.Customers want mobile-centricity and connected branch experiences Over the past 12 months,mobile banking apps and online banking were the most-used channels,across different age groups and asset levels.Mobile banking penetration reached nearly 80%,while less than half of consumers stepped into a branch in the past year.On average,customers interacted with their bank via mobile slightly more than once per week.Customers with more investable assets used digital channels more frequently than the mass market.Note:*Industry weighted average calculated using relationship NPS score and sample size of each selective bank(including 7 major retail banks in Hong Kong)from Bain Retail Banking NPS Survey.Only sample from banks in which respondents have the most assets or that they use most frequently for each respectiveproduct counted as valid;Net Promoter,NPS,NPS Prism,and the NPS-related emoticons are registered trademarks and Net Promoter ScoreSM,NPSxSM,and Net Promoter SystemSM are service marks of Bain&Company,Inc.,NICE Systems,Inc.,and Fred ReichheldSources:Bain Retail Banking NPS Survey 2022;Bain analysis Over 1/3 of customers are promotersPercentage of customersLeast products purchasedMost products purchasedLowest likelihood to changeHighest likelihood to changePromoter(910)4.83.53.03.03.52.9Neutral(78)Detractor(06)39A %NPSPromoters buy more from their banksPromoters are less likely to switchIndustry average*PromotersDetractorsPromotersDetractorsQ:How likely are you to recommend yourbank to friends and family on a scale of0 to 10?(N=1,833)Q:Number of products(categories)yourbank currently holds or has purchased in thepast year(N=1,833)Q:Likelihood to turn to another bank forservices in the next year(0 not likely at all,7 extremely likely)(N=1,833)3.52.43.42.74.13.21.2x0.8xFigure 1:Promoters deliver more value to their primary financial institutionsHow to delight digital banking customers in Hong Kong3Mobile banking experience had the highest correlation to positive overall customer experience,ahead of online banking and traditional channels.Hong Kong retail banking customers say they value a smooth mobile banking app,transparent terms and conditions,and robust privacy protection(see Figure 2).Extensive app functions and nonfinancial lifestyle features were less important to Hong Kong consumers,despite being attractive to customers in mainland China.Financial institutions that operate in both regions may need separate apps or customized solutions to address unique market preferences.Despite customers only visiting branches once a month on average,branches have the highest chance of winning over customersor pushing them away.“Customers value human touch when dealing with complex or emotionally charged financial needs,”says Rannie Lee,head of wealth and personal banking at Hang Seng Bank.She says many customers still prefer in-person service for assistance with mortgage applications,wealth planning,and large international fund transfers.These so-called moments of truth can delight or disappoint customers and often define their overall relationship with or attitude toward a bank(see Figure 3).At the same time,Lee says younger and digitally savvy consumers dont want to wait for counter service to sign paperwork in a branch.Physical locations need to provide on-site digital channels as part of a seamless omnichannel experience.Figure 2:Hong Kong consumers value smoothness,clarity,and privacy in their mobile banking apps while mainland customers want“super app”functionalitySmoothnessof mobile banking appTransparencyof terms andconditionsPrivacyprotectionUIdesignIntuitivenessof mobilebanking appNotificationswith attractivecontentExtensivemobileapp functionInfopresentationCommunitycontent Stabilityof mobileappNonfinanciallifestyleservicesRebateandrewards0 400 20 10 Importance indication Mobile app cNPS driver analysis(HK survey N=1,782,mainland survey N=2,005)HK surveyMainland surveyNote:cNPS is channel NPS;UI is user interface;Net Promoter,NPS,NPS Prism,and the NPS-related emoticons are registered trademarks and Net Promoter ScoreSM,NPSxSM,and Net Promoter SystemSM are service marks of Bain&Company,Inc.,NICE Systems,Inc.,and Fred ReichheldSources:Bain Digital Banking NPS Survey 2022;Bain analysis How to delight digital banking customers in Hong Kong4Figure 3:Positive branch experiences can convert customers into promotersLikelihood toannoy(DectractorDriver Impact)Likelihood to delight(Promoter Driver Impact)DETRACTORCREATION DRIVERS“MOMENTOF TRUTH”PROMOTERCREATION DRIVERSROUTINEDRIVERS0%5 %0%2%4%6%8nk reputationService/product personalizationExperience with physical branchExperience with mobile appProduct extensivenessService/productbenefits/discountsBank awarenessNote:Relative distribution of different dimensions is generated automatically based on model outcome;Net Promoter,NPS,NPS Prism,and the NPS-related emoticons are registered trademarks and Net Promoter ScoreSM,NPSxSM,and Net Promoter SystemSM are service marks of Bain&Company,Inc.,NICE Systems,Inc.,and Fred ReichheldSources:Bain Retail Banking NPS Survey 2022;Bain analysis Relationship NPS driver impact analysis(N=1,782)In the future,branches must evolve to become engagement-and experience-centered.That may mean smaller footprints,but deeper ties to digital channels.2.Digital wealth management is taking offConsumers are adopting digital banking products at different paces.Specifically,payments and consumer finance products have progressed quicker than wealth and insurance products.However,many customers are ready to click“buy”on digital wealth and insurance products.We asked consumers how they purchased mutual funds and insurance last year.Of those who purchased from a bank,45%of mutual funds and 40%of life insurance policies(by value)were purchased through their banks mobile app.Major banks and fintechs are already offering digital wealth management services to the market.AQUMON rolled out“robo-advisor as a service”to help financial institutions build customized investment strategies for their clients.“Our sweet spot is serving long tail customers that traditional human advisory services cannot cover,”says Kelvin Lei,founder and CEO of AQUMON.Digital capabilities such as these allow financial institutions to bring investment advisory solutions to the mass market.Digital tools are integral to the customer journey,but so is human support.And most customer journeys cross multiple channels.Even though 75%of respondents completed their mutual fundHow to delight digital banking customers in Hong Kong5customer journey digitally,almost 10%needed human support for part of the process.Moving forward,a digital-human approach is the best model for retail wealth management.The balance of human touch vs.digital will vary by customer segment and phase of the journey(see Figure 4).For example,major banks could offer human-delivered services to their most affluent consumers in any stage of the journey or channel,but use digital self-services or robo-advisory solutions for the mass market.Under an omnichannel service model,high-touch human services can transition into blended interactions.Financial consultation can start in a branch with a relationship manager,then move to texts or video calls through a secured platform on the banks mobile app,explains Dick Ho,deputy general manager at Bank of China Hong Kong(BOCHK).At BOCHK,financial consultations can be initiated by video calls through the mobile app or through traditional face-to-face meetings in a branch.More players will launch and expand their digital wealth management services in the coming years,hoping to ride the market boom.Its important for banks to get their strategy and customer experience right.As more customers become comfortable managing their wealth online,the rate of adoption will accelerate.The sector is ready to take off.Figure 4:Wealth management services will blend digital and human touch,based on segmentNote:HKD is Hong Kong dollar;RM is relationship managerSources:Bain database;Literature research;Bain analysisSegment by investible asset(HKD)1MMassaffluent200K1MEmergingmass affluent200KMassInformation inquiryPlanning&consultationPurchase/transactionMonitoring&rebalancingCustomer service&problem solvingRM advice in branchRM advice in branchRM advice in branchRM advice in branchRM/assistant call/online chat/videoRM advice viaonline chat/videoRM advice viaonline chat/videoRM advice viaonline chat/videoRM advice viaonline chat/videoPriority contactcenter online chat/callBranch salescross-sellingBranch sales adviceBranch salesassisted tradeBranch sales adviceContact centeronline chat/callMass disseminationof product info viadigital channelsSelf-service wealthplanning/robo-advisoryProduct purchasing/redemption via digitalchannelsSelf-service/robo-advised monitoringand rebalancingOnline chatbot asthe main channel forcustomer serviceMass disseminationof product info viadigital channelsSelf-service wealthplanning/robo-advisory Product purchasing/redemption via digitalchannelsSelf-service/robo-advised monitoringand rebalancingContact centeronline chat/callOnline chatbot asthe main channel forcustomer serviceTargeted delivery ofproduct info under thename of the RM viadigital channels Offer self-servicewealth planning/robo-advisory toolsOffer self-servicewealth planning/robo-advisory toolsOffer self-servicewealth planning/robo-advisory toolsOnline chatbot asthe first channel for customer serviceDigital&automatedHuman services via digital channelsHuman in-person servicesHow to delight digital banking customers in Hong Kong63.Benefits and rewards delight customersIn Hong Kong,customers say attractive rewards lead to great experiences.Benefits and discounts are the top rNPS drivers,ahead of channel experience,product range,and bank reputation.We analyzed how customers ranked nonbanking mobile app features,from news feeds to health trackers and chatbots.Reward features have the highest likelihood to delight customers when offered,or to annoy customers if absent(see Figure 5).Customers appreciate all forms of rewardsvouchers,instant cash back,pointsand find them similarly attractive.Customer service modules like chatbots are expected,must-have functions.But some features,such as health and wellness trackers or user communities,have little effect on attracting customers.To drive engagement,ZA Bank combines rewards and gamification on its mobile app.By spending with their ZA card,customers are entitled to rewards,including chances to win HKD$1 million in cash.Customers click on“PowerDraw”in the banks app to claim their offers.“Gamification allows us to continuously enhance user engagement,”says Calvin Ng,ZA Banks alternate chief executive.“It is definitely a win-win.We can understand users behavior while they get to know more about our products.We value every moment to delight our users and deepen the relationship.”Figure 5:Customers value rewards and benefits the most among all nonfinancial services features on mobile appsNotes:Attractive features:yield a disproportionate increase in customer delight as you invest in them,key functions are to delight customers;Performance features:give a proportionate increase in customer delight as you invest in them;Indifferent features:customers wont care about the feature;Must-have features:customers expect these features and take them for grantedSources:Bank official websites;Literature research;Bain analysisSample size Total N=1,151Likelihoodto delightcustomers byits presence Likelihood to annoy customers by its absenceMobile shoppingLottery or random rewardsOnline chat with humansCollectiblesNews and resources centerCommunityHealth andwellness trackingOnline chat with chatbotPointsRewardvouchersInstant cashbackIndifferentAttractiveMust-havePerformanceRewards moduleCommunity moduleLifestyle moduleGamification moduleCustomer service module4.Virtual banks are creating innovative and attractive value propositions Since launching in 2020,eight virtual banks have opened more than 1.5 million new accounts.Thats an impressive number for a city with a population of 7.4 million.How did virtual banks attract new customers so quickly?First and foremost,they offered attractive new customer rewards and referral incentives.Those tactics were highly effective because Hong Kong customers value rewards.Virtual banks also offered unique(and often stronger)value propositions and were laser-focused on customer experience.Compared to some traditional banks,virtual banks offer faster loan approvals,lower interest rates,more flexible repayment terms,and easier-to-use platforms for consumer finance products.WeLab Bank Chief Executive Tat Lee thinks personalized advisory services can help differentiate virtual banks.Although lending is a relatively“plain vanilla product,”he says,virtual banks can provide services that help customers get better financing plans.WeLab Bank uses data intelligence to offer speedy and customized financial solutions.Lending has been a boon for virtual banks.Loan volume shot up around 380GR from 2020 to 2021.Despite the exponential growth,theres still upside potential.Among all virtual banks in Hong Kong,the total loan book was only HKD$11.2 billion by midyear 2022,compared with an overall consumer finance market of HKD$683 billion.Virtual banks also outperformed traditional banks in customer experience in specific product areas,according to the NPS ratings.For consumer loans,the average pNPS for the eight virtual banks we studied was 52%,which was significantly higher than the average for traditional banks(20%).To keep the momentum going,virtual banks should continue to create attractive value propositions,expand their product offerings,and build reputable brands.By focusing on customer experience,many virtual banks have established a virtuous cycle to earn businessand the flywheel is taking off.Social and digital marketing,distinctive branding,compel-ling offers,and competitive pricing draw customers in.Those customers are rewarded with engag-ing and stress-free experiences that plug directly into their lifestyle and other services they use.Then,word of mouth,referrals,and repeat customers help virtual banks grow further(see Figure 6).Offering attractive rewards and incentives gave virtual banks a strong start,but at a high cost.Now,virtual banks are gradually shifting their focus from bought growth to earned growth to achieve critical scale and improve their bottom lines.Right now,most virtual banks products are relatively simple,which reinforces ease of use.To expand and become profitable,virtual banks must explore new products and verticals without complicating the process.To deliver delightful customer experiences,banks should keep mobile app navigation intuitive and“stress free,”even as products and services become more complex.How to delight digital banking customers in Hong Kong7How to delight digital banking customers in Hong Kong8Figure 6:Customer experience is a flywheel for virtual banks to attract,retain,and grow customersNote:UX/UI is user experience and user interfaceSource:Bain analysis Brand and UX/UICompelling product value propositionHighly differentiated UX/UI from traditionalbanks mobile apps with a“stress-free”theme,vivid colors,smooth and intuitive navigation“Aha”momentDigital-only products and experiences that cater to target segments needs Competitive pricing and benefitsConsistent excellent customer experienceActive user engagement Offer lifestyle services,gamification,andrewards to increase user engagement Embedded services into ecosystems of strategic partners/parent companiesSocial and digital marketingFriend referral program withfinancial incentives Digital marketing focusing on target segmentsCustomer-centric mobile bankingVirtual banks need accurate customer insights and ways to evaluate new product launches.Livi tests concepts and ideas with a group of 200 targeted customers(Livi Circle)before launching any new products,according to Carol Hung,Livis alternate chief executive and chief product officer.“After launch,we closely monitor every step of the customer journey so we can collect feedback and improve,”she says.Livi also closely tracks customer sentiment through NPS surveys and competitive benchmarking.Embedding finance into everyday lifeTo be delightful,banking experiences need to be seamless for users.Virtual banks may need eco-system partners(or parent companies)to help them embed banking services into other platforms that customers regularly use.Ant Bank(Hong Kong)leveraged a partnership with mobile wallet provider AlipayHK to create a mini-app inside the digital payments platform.It allows users to open a high-yield savings account and make payments to local merchants through the e-wallet.Customers can also link their savings accounts to the AlipayHK platform for online and offline payments.“The experience is convenient and seamless,so we dont need to spend much effort pushing customers to use our services,”says Yvonne Leung,chief executive of Ant Bank.Connecting into other platforms is also a priority for Fusion Bank,according to Chief Technology Officer Flying Wu.Fusion Bank embedded its services into different payment scenarios and gained access to merchants through its parent company,Tencent.Traditional banks are also active in embedded finance.“Embedding non-financial or partner services into the banking experience must add value for customers.It needs to make sense and complement their existing lifestyle,”says Kim Lay,head of digital banking at Hang Seng Bank.For example,part-nering with a dining platform could make it easier for credit card customers to manage reservations,rewards,and payments through a seamless process.Key actions for traditional banksVirtual banks changed the dynamics of retail banking in Hong Kong and,to some extent,redefined how financial institutions deliver value.Both traditional and virtual banks must focus relentlessly on customers and pursue the best value propositions possible.How they deliver valuethe customer experiencewill set them apart.Traditional banks have long-standing relationships and deep customer knowledge to their advantage,but they face more organizational,system,and capability challenges as they transform into customer-centric players.There are three stages of development that traditional banks can follow to improve customer experience(see Figure 7).The starting point may vary based on how sophisticated and customer-centric a bank is today.Stage 1:Develop segment-based customer insights and propositionsIn this phase,banks need to build core capabilities in customer insights and analytics to understand their position in the market.Examine the banks culture,strategy,and performance benchmarks to identify gaps and opportunities.Use all available data to establish your position,ideal customer segments,and segment-led value propositions.From there,digital channels and the ecosystem needed to deliver value will come into focus.Research and analysis are not“one and done”events.Use measures such as NPS to continually collect feedback and adapt the customer experience strategy.Stage 2:Create a seamless customer journey Next,apply customer insights to create seamless,omnichannel customer journeys.Start with products or performance areas with the highest potential to affect NPS scores,such as mobile wealth management.Create a customer experience roadmap to identify priority use cases,then determine how and when to scale technologies.Remember,technology isnt supposed to digitize the traditional banking process.Rather,its intended to enhance the experience and value for customers.Continuous feedback loops and sentiment mon-itoring can keep development efforts on the right track.How to delight digital banking customers in Hong Kong9How to delight digital banking customers in Hong Kong10Figure 7:Banks can become more customer-centric in three stagesNote:Net Promoter,NPS,NPS Prism,and the NPS-related emoticons are registered trademarks and Net Promoter ScoreSM,NPSxSM,and Net Promoter SystemSM are service marks of Bain&Company,Inc.,NICE Systems,Inc.,and Fred ReichheldSource:Bain analysis Delightful Digital-Human Personalized EngagementSeamless Customer Journey ExperiencesCustomer Insights&Segmentation Customer insights and analytics Customer segmentation Segment-led value proposition and offerings Digital channel and ecosystem NPS and feedback loop Customer journey and experience redesign,leveraging analytics and technology Seamless omnichannel experience Digital marketing Customer value optimization Digital ops Agile Real-time data and analytics at individual level Connected customer/personalization at scale Innovation and design Experience-led operating model Technology strategy and transformation Earned growth321Stage 3:Optimize digital and human engagementsBy leveraging advanced data analytics,banks can blend digital and human engagements to create ultra-personal interactions and delight customers.Real-time data and analytics can be applied at the individual level,whether customers are at the counter or on a mobile device.To achieve personalization at scale,traditional banks need experi-ence-led operating models and customer-driven cultures.Some banks may also need to upgrade their data and IT infrastructure to support more advanced customer experience capabilities.As the dimensions of customer experience become more complex,traditional banks will need new ways to measure customer relationships across products,channels,and journeys.Continual,higher-velocity feedback loops will be necessary to benchmark performance,make timely and effective decisions,and“win on purpose.”Lay offers an example in which Hang Sengs accelerated customer feedback cycle helped the bank identify and resolve an issue with a system upgrade more quickly.“We picked up on the drop in NPS within a week and swiftly implemented corrective actions,”says Lay.“Responding quickly and effectively to customer feedback is central to maintaining trust.”Customer-based accounting can help traditional banks measure earned growth that results from customer experience.Combined,customer-based accounting and dynamic sentiment tracking(such as NPS or NPS Prism)can help traditional banks create delightful experiences.Key actions for virtual banksAfter a two-year period of rapid growth,virtual banks are under pressure to become profitable.Under the current macro environment,investors are increasingly risk averse and focused on pathways to profitability over“growth at all cost.”The eight digital-native banks we studied are pursuing different development paths(e.g.,products,customer segments,personal vs.business banking).Will they steal a sizeable share of the market away from traditional banks?Or will they remain specialists,only winning certain customers and product niches?The jury is still out.But to succeed in the next stage of development,virtual banks must take three critical steps.Step 1:Focus on the path to profitabilityEvery virtual bank has to take profitability seriously.To break even,the basic formula is to achieve high-enough scale at a low-enough unit cost.Virtual banks should revisit their unit economics,since costs and complexity may have accumulated during periods of rapid growth.Management should also determine and track sources of the banks growth and categorize them as“earned”or“bought.”From there,leaders can ruthlessly prioritize strategies that drive profitable growth(e.g.,the right segments or customers who will buy more from them).Advanced analytics are key to this step.Use analytics to optimize marketing activities and spending so they are directed toward the highest impact and returns on investment.Step 2:Introduce products that enhance customer experience and lifetime valueSelectively introduce new products,focusing only on those that increase customer lifetime value and NPS.Every new product has to be a blockbuster that enhances customer experience.To do that,virtual banks should leverage immersive customer insights.Listen to customers to identify in-demand products and go-to-market strategies.Stay focused on addressing unmet customer needs and strengthening the banks value proposition.Use strict financial discipline and track operational key performance indicators in real time to issue timely responses as customer needs and sentiments change.Step 3:Achieve experience-driven,profitable growth at scale Ultimately,success is about delivering superior customer experiences at scale.Virtual banks can leverage real-time customer data and advanced analytics to deliver personalization at the individualHow to delight digital banking customers in Hong Kong11level(e.g.,recommending the best consumer finance plan at the time of need).They can also leverage high-velocity customer NPS feedback loops to refine the customer experience.Growing profitable business at scale should be a strategic priority.Products with favorable margins and high customer advocacy will help virtual banks achieve economies of scale more quickly.Finally,efficient technology and operating platforms can lower operating costs and create competitive advantages over traditional banks.Virtual banks can turn the flywheel into a true profit engine.Conclusion Digital acceleration has paved the way for a new and exciting era of retail banking in Hong Kong.Without the burden of legacy technology and processes,fintechs and virtual banks can be more nimble and innovative.Traditional banks are also leveraging digital technology to play both defense and offense.Whats the right strategy for your bank?Ask your customers.Customers are the best source for feedback,opportunities,and sustainable growth.Banks that delight customerson any channelwill find exciting ways to grow.MethodologyThis report examines the digital banking market in Hong Kong,post-Covid-19.The findings and recommendations in this report were informed by Bain&Companys analysis of the results,plus industry expertise.We surveyed about 1,400 retail banking consumers in Hong Kong in September 2022 to learn about their digital banking experiences and preferences.Our survey included consumers with accounts at traditional and virtual banks,and across a distributed range of genders,ages,income levels,and investable assets.About 79%of respondents reportedly use mobile banking apps.We also conducted interviews with nearly two dozen bank executives,industry practitioners,and market experts in Hong Kong to gain the service providers perspective.And we analyzed current market practices and business approaches.This research also used Net Promoter Scores from seven major retail banks and eight virtual banks in Hong Kong.NPS measures the degree to which a consumer would recommend an organization,product,or service to others.An NPS score is the percentage of respondents who identify as“promoters,”minus the percentage of respondents who identify as“detractors.”How to delight digital banking customers in Hong Kong12Bold ideas.Bold teams.Extraordinary results.Bain&Company is a global consultancy that helps the worlds most ambitious change makers define the future.Across 63 offices in 38 countries,we work alongside our clients as one team with a shared ambition to achieve extraordinary results,outperform the competition,and redefine industries.We complement our tailored,integrated expertise with a vibrant ecosystem of digital innovators to deliver better,faster,and more enduring outcomes.Our 10-year commitment to invest more than$1 billion in pro bono services brings our talent,expertise,and insight to organizations tackling todays urgent challenges in education,racial equity,social justice,economic development,and the environment.We earned a gold rating from EcoVadis,the leading platform for environmental,social,and ethical performance ratings for global supply chains,putting us in the top 2%of all companies.Since our founding in 1973,we have measured our success by the success of our clients,and we proudly maintain the highest level of client advocacy in the industry.For more information,visit

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  • 韦莱韬悦:2023年ESG在高管薪酬激励中的应用全球研究报告(英文版)(19页).pdf

    2022 Global Report on ESG Metrics in Executive Incentive Plans2/2022 Global Report on ESG Metrics in Executive Incentive PlansExecutive summary 03Introduction 04ESG metric classification 05Data sample 06Global ESG highlights 07Prevalence of ESG metrics in executive incentive plans 08Most prevalent metrics used in the six ESG categories 10TABLE OF CONTENTSHow ESG is measured in incentive plans 12How ESG metrics are incorporated into all incentive plans 14How ESG metrics are incorporated into STI plans 15How ESG metrics are incorporated into LTI plans 16Contact us 17 2022 Global Report on ESG Metrics in Executive Incentive Plans/3Continued increase in the global adoption of environmental,social and governance(ESG)metrics in executive incentive plans.Seventy-seven percent of listed companies include ESG metrics in either their annual or long-term incentive plans an increase from 68%in the prior year.ESG metrics are now one of the most prevalent metrics in executive incentive plans.Europe continues to lead the way in the use of ESG incentive metrics.Ninety percent of European companies,including those in the U.K.,now include at least one ESG metric in their executive incentive plans an increase from 79%in the prior year.The highest adopters are Germany(98%)and France(100%).ESG metrics are becoming more prominent in long-term incentive plans,especially in Europe.Prevalence of ESG metrics has increased from 28%to 44%year over year among many organizations in Europe.This development aligns well with the long-term time horizon of measuring ESG performance,such as reducing carbon emission.In the U.S.,the use of ESG metrics in long-term incentive plans remains uncommon,having increased from 5%to 8%year over year.Climate and other environmental metrics were a primary focus in the past year.Prevalence of environmental metrics almost doubled worldwide year over year,increasing from 22%to 40%.While there remains significant regional disparities in the use of climate and environmental metrics,we expect adoption to increase across regions amid pressure from institutional investors and the regulatory environment.Companies continue to rely on a mix of empirical ESG goals and qualitative assessments.ESG metrics measured with empirical goals are most common in Europe,particularly in long-term incentive plans.Globally,48%of companies with ESG metrics measure at least one of them quantitatively.Practices vary significantly by region,ranging from 34%in the U.S.to 63%in Europe.When measured as weighted metrics or as a distinctive ESG bundle or scorecard,ESG performance typically makes up 20%of total incentive opportunity.Executive summary4/2022 Global Report on ESG Metrics in Executive Incentive PlansIntroduction*Environment and Sustainability,People and HR,Diversity,Equity and Inclusion,Employee Health and Safety,Customer Service,and GovernanceESG market practice reportData sample and highlights Region and industry coverage ESG categories and classification Highlights Trends in ESG metrics(on regional level only)Impact of ESG metrics Level of performance measurement Key performance indicators(KPIs),underpins and modifiers Prevalence by Global Industry Classification Standard(GICS)industry Median weightings by regionPrevalence of ESG metrics in executive incentive plans High-level prevalence by region and industry Year-over-year changes in prevalence Number and combination of ESG metricsA finer look into the six ESG categories*Prevalence by GICS industry Impact on payout and level of performance measurement Median weightingsThis report covers an analysis of ESG metrics used in executive incentive plans for a sample of the worlds largest public companies based on public disclosures filed in 2022 for each respective market.2022 Global Report on ESG Metrics in Executive Incentive Plans/5Environment and Sustainability Reduce carbon emissions Waste reduction Green financing Limit global warming Protect natural resources Use of renewable energyDiversity,Equity and Inclusion Gender balance in management Diverse workforce Pay gapEmployee Health and Safety Employee wellbeing Incident/Accident rate FatalitiesPeople and HR Leadership Succession management Training and development Employee engagementCustomer Service Net promoter score Service quality Customer satisfactionGovernance Ethics/Human rights along the supply chain Participation in sustainability index Compliance Corporate social responsibility(CSR)Stakeholder relationships Risk management Data protection and privacy ReputationESG metric classificationHow WTWs internal metric definitions fit the broader ESG frameworkEEnvironmentalSSocialGGovernanceHuman capital metrics are part of the Social category.Issues connected to environmental sustainability,such as responsible use of natural resources,climate change,pollution and the likeFactors such as how a company treats its workers and customers,health and safety considerations,and diversity,equity and inclusionA focus on such topics as business ethics,board structure and independence,engagement for society,reputation and risk management6/2022 Global Report on ESG Metrics in Executive Incentive PlansData sampleThis report is based on disclosures from 885 companies in four marketsDistribution among industriesCanada60 companiesTSX 60Europe233 companiesAEX 25BEL 20CAC 40DAX 40IBEX 35ISEQ 20MIB 40SMI 20United Kingdom100 companiesFTSE 100United States500 companiesS&P 5000%5 %EnergyReal estateCommunication servicesUtilitiesMaterialsConsumer staplesHealthcareInformation technologyConsumer discretionaryIndustrialsFinancials16%7%7%7%5%5%4%LQ$14,472Median$26,483UQ$53,900LQ$4,247Median$10,208UQ$23,559LQ8,775Median20,000UQ58,184MARKET CAPREVENUESEMPLOYEES Several companies are listed in more than one index;therefore,the overall number of companies does not equal the sum of all indices.Market capitalization as per December 31,2021;displayed in USD millions.Revenues are displayed in USD millions.Companies from the financial sector are excluded from the revenue statistics.Sector breakdown is based on the 11 GICS sectors.This report covers the largest companies in the U.S.,Canada,U.K.and Europe.A separate report with our findings for the Asia Pacific region will be published in early 2023.Data are based on current index constituents.Where this research report references year-over-year comparisons of ESG metrics,results may be affected moderately by changes in index composition.2022 Global Report on ESG Metrics in Executive Incentive Plans/7OVERALL PREVALENCE OF ESG METRICS IN CANADA,EUROPE,THE UNITED KINGDOM AND THE UNITED STATESPREVALENCE BY ESG CATEGORYPREVALENCE BY ESG METRIC CATEGORIESGlobal ESG highlightsAll plansShort-term incentive(STI)Long-term incentive(LTI)Companies that use at least one ESG metric in their incentive plans(STI or LTI or both)Environmental metric 18 ppEnvironment and SustainabilityPeople and HRDiversity,Equity and InclusionEmployee Health and SafetyCustomer ServiceGovernance 7 pp 23 ppYear over year(2021 2022) 3 pp 1 pp 10 ppSocial metricGovernance metricCompanies that use at least one ESG metric in their STI plansCompanies that use at least one ESG metric in their LTI plansPrevalence reflects any kind of ESG metrics incorporated in incentive plans,from stand-alone KPIs to parts of bundles or modifiers.Percentage of companies that use at least one:68%of companies have at least one human capital metric in their incentive plans.40Er%EGS77 2275 2221 2268 2166 2113 21Human capital metrics22D%)5QE(0E%8/2022 Global Report on ESG Metrics in Executive Incentive PlansPrevalence of ESG metrics in executive incentive plansOverall use of ESG metrics within executive incentive plans rose to 77%,up by nine percentage points over the prior year(68%).ESG metrics are incorporated into incentive systems in multiple ways,including weighted KPIs,bundles,underpins or modifiers.STI plan usage is up by nine percentage points from 66%in the prior year.The growth is driven by increases across all markets.When comparing trends across markets,prevalence of ESG metrics in Europe and the U.K.is much higher than in North America.LTI plan usage is up by eight percentage points from 13%in the prior year,driven by sharp increases in Europe and the U.K.ESG metrics are now used by 46%of European companies and 37%of U.K.companies in LTI plans.In North America,prevalence of ESG LTI metrics remains below 10%following moderate increases from the prior year.Overall prevalence of ESG metrics in Canada,Europe,the United Kingdom and the United StatesAll plans77u!%of companies incorporate ESG metrics in their incentive plansof companies incorporate ESG metrics in their STI plansof companies incorporate ESG metrics in their LTI plansCanada(n=60)Canada(n=60)Canada(n=60)Europe(n=233)Europe(n=233)Europe(n=233)United Kingdom(n=100)United Kingdom(n=100)United Kingdom(n=100)United States(n=500)United States(n=500)United States(n=500) 3 pp 2 pp 3 pp 12 pp 11 pp 17 pp 9 pp 9 pp 3 pp 8 pp 6 pp 13 pp77u!%7F%87%STI plansLTI plans69xg 22 Global Report on ESG Metrics in Executive Incentive Plans/9%of companies using human capital metrics Social metrics are most frequently used in incentive plans among the three ESG categories in all four markets.Customer Service metrics are included under Social but excluded from the statistics related to human capital metrics.Prevalence of Environmental metrics is highly disparate across the four markets,ranging from 25%of companies in the U.S.to almost two-thirds of companies in Europe and the U.K.Which ESG metrics are incorporated into executive incentive plans75cpu%United StatesCanadaEuropeUnited KingdomAll percentages are expressed as%of all companies in the sample.CanadaEuropeUnited KingdomUnited StatesG38dBRnadaEuropeUnited KingdomUnited StatesE38fb%fxxnadaEuropeUnited KingdomUnited StatesS68%of companies include human capital measurements in their incentive plans10/2022 Global Report on ESG Metrics in Executive Incentive PlansMost prevalent metrics used in the six ESG categoriesAll plans Canada,Europe,the United Kingdom and the United States A broad range of metrics is being used within the Environmental,Social and Governance categories.This chart shows the prevalence of companies that use at least one of the reflected metrics.Metrics related to succession/talent management are the most common ESG metrics on a global level,used in 24%of companies.Environmental metrics related to carbon/GHG emissions(23%of companies)and Social metrics related to employee engagement(22%of companies)are also widespread.Within the Diversity,Equity and Inclusion category,which has most substantially increased in the past year,the most frequent metrics are related to Diversity,Equity and Inclusion within management,(e.g.,the proportion of women in leadership positions),used in 17%of companies,and a diverse workforce(16%of companies).Within the Health and Safety category,the measurement of incidents and injuries is by far the most frequently used.Carbon emission reductionEnergy transitionEnvironmental planningEnvironmental23%Stakeholder relationshipComplianceRisk managementGovernance11%Customer satisfactionCustom experienceNet promoter scoreSocial Customer Service11%8%8%Succession/Talent managementEmployee engagementCultureSocial People and HR24%Management representationWorkforce representationWorkforce inclusion and diversity trainingSocial Diversity,Equity and Inclusion17%3%Incidents and injuriesEmployee wellbeingFatalitiesSocial Employee Health and Safety15%5%4 22 Global Report on ESG Metrics in Executive Incentive Plans/11Overall prevalence of ESG metrics in Canada,Europe,the United Kingdom and the United States The use of ESG metrics went up in all industries,ranging between 59%and 93%of companies.The energy and utilities industries continue to see the highest prevalence of ESG metrics,followed by the materials industry.Despite a 9%increase from the prior year,IT remains the industry with the lowest prevalence of ESG incentive metrics.Prevalence of ESG metrics is substantially higher in STI plans than in LTI plans across all industries.Companies in the utilities industry are the most likely to include ESG metrics in both their STI and LTI plans.Communication services(n=47)Consumer discretionary(n=104)Consumer staples(n=64)Energy(n=37)Financials(n=141)Healthcare(n=95)Industrials(n=131)IT(n=98)Materials(n=63)Real estate(n=46)Utilities(n=59)STI onlySTI and LTILTI only=85S0%2% 9 pp 14 pp 10 pp 5 pp 8 pp 9 pp 9 pp 11 pp 12 pp 3 pp 6 pp=68E%7%=75S%5%=92s%=82X%2%=75i%6%=75V%2%=59P%5%4%=89e!%3%=83c%5%=93GF%Overall percentage of companies in the respective industry with at least one ESG metricPercentage point increase from 2021n=number of companies;small samples drive larger year-over-year percentage point changes.Year-over-year changes may fluctuate by /1 percentage point due to rounding.12/2022 Global Report on ESG Metrics in Executive Incentive PlansHow ESG is measured in incentive plans Across all markets,companies are much more likely to measure ESG performance quantitatively in LTI plans than STI plans.More than half of the companies in Canada,Europe and the U.K.measure ESG performance quantitatively in their short-and long-term incentive plans.In the U.S.,qualitative assessment of ESG performance continues to be the norm when determining incentive payout,especially when incorporated in short-term incentive plans.How ESG metrics are measured in incentive plans in Canada,Europe,the United Kingdom and the United StatesQuantitative/EmpiricalMetrics where the outcome is determined using a quantifiable measurement process using numerical values(e.g.,absolute amounts,percentage growths)Qualitative/Discretionary/UndefinedMetrics where the outcome is determined qualitatively using discretion and a judgment-based process(e.g.,improve x,develop y)or where assessment details are not disclosedAll plansSTILTIof all companies with ESG metrics are measuring at least one of them quantitativelyof all companies with ESG metrics in their STI plans are measuring at least one of them quantitativelyof all companies with ESG metrics in their LTI plans are measuring at least one of them quantitatively48Ah%United States(n=345)United States(n=337)United States(n=39)Canada(n=48)Canada(n=47)Canada(n=4)Europe(n=211)Europe(n=199)Europe(n=108)United Kingdom(n=89)United Kingdom(n=85)United Kingdom(n=37)All percentages are expressed as%of companies with at least one ESG metric(in all plans/STI plans/LTI plans).34Te2SQu%Measurement type57RIsh 22 Global Report on ESG Metrics in Executive Incentive Plans/13How ESG metrics are incorporated into incentive plansHow ESG metrics are incorporated into incentive plans in Canada,Europe,the United Kingdom and the United StatesA key performance indicator is a metric that is directly part of the payout formula,i.e.,considered independently when establishing and calculating incentive payout.A modifier permits modifications to the incentive payout and is built into the payout formula upfront(as opposed to board/committee discretion).An underpin stipulates a threshold or basic level of performance required for some,or all,of the payout under other metrics to occur.Based on disclosure,each metric identified as a KPI is further classified into one of these three groups:Disclosed as a separate,stand-alone metric.In plans with additive payout formulas,these metrics usually come with their own distinct weighting.Part of a bundle of metrics that solely includes ESG metrics.Weightings for the specific metrics are usually not available,but the weighting of the bundle can be used to determine the overall weighting of ESG metrics within a plan.Part of a broad bundle of metrics that contains ESG as well as non-ESG metrics.A weighting for the ESG portion of the bundle is usually not available.Stand-alone ESG metricPart of an ESG metric bundlePart of a broader metric bundleKPIHighLowImpact on payoutMODIFIERUNDERPIN21%5%of plans with ESG metrics use one or more ESG metrics as modifiers.of plans with ESG metrics use one or more ESG metrics as underpins.47!2%Stand-alone ESG metricPart of an ESG bundlePart of a broad bundleof plans with ESG metrics use at least one ESG metric as a KPI.86%Some incentive plans may include metrics that fall under multiple categories.The median overall weighting*of ESG metrics is 20%*The median overall ESG weighting is composed of incentive plans with stand-alone ESG metrics and ESG bundles.Broader bundles include both ESG and non-ESG elements,and therefore the weighting specified to the ESG portion cannot be determined.14/2022 Global Report on ESG Metrics in Executive Incentive PlansUnited KingdomUnited StatesEuropeStand-aloneStand-aloneStand-aloneESG bundleESG bundleESG bundleBroad bundleBroad bundleBroad bundle90DEG19%70%1%3%KPIsKPIsKPIsModifiersModifiersModifiersCanadaStand-aloneESG bundleBroad bundle91W1&%KPIsModifiersUnderpinsUnderpinsUnderpinsUnderpinsHow ESG metrics are incorporated into all incentive plans 2022 Global Report on ESG Metrics in Executive Incentive Plans/15CanadaUnited KingdomUnited StatesEuropeStand-aloneStand-aloneStand-aloneStand-aloneESG bundleESG bundleESG bundleESG bundleBroad bundleBroad bundleBroad bundleBroad bundle90V9DB)2GA)(%91%1%4%KPIsKPIsKPIsKPIsModifiersModifiersModifiersModifiersUnderpinsUnderpinsUnderpinsUnderpinsHow ESG metrics are incorporated into STI plans16/2022 Global Report on ESG Metrics in Executive Incentive PlansHow ESG metrics are incorporated into LTI plansCanadaUnited KingdomUnited StatesEuropeStand-aloneStand-aloneStand-aloneESG bundleESG bundleESG bundleBroad bundleBroad bundleBroad bundle84uei(%86%7#%4%0%0(%0%0%2%KPIsKPIsKPIsKPIsModifiersModifiersModifiersModifiersUnderpinsUnderpinsUnderpinsUnderpins100%Stand-aloneESG bundle80 22 Global Report on ESG Metrics in Executive Incentive Plans/17 Executive.Pay.Mhttps:/usAuthors and research contributors Eleanor Blakeslee Matthew Brignull Shai Ganu Manuel Montecelos Erik Nelson Robert Newbury Kenneth Kuk Judith Schnthal Stefan Werner Jessica YuFor more information,please contact:To see all our related research,please visit:WTW Executive Compensation and Board SolutionsTrusted advisors to compensation,nomination&governance,and sustainability committeesWith 500 consultants across 40 countries,WTW is a leader in global executive compensation and board advisory consulting.Partnering with more than 3,100 boards and management teams worldwide,we solve the most complex people and governance issues.With deep industry expertise,we build better boards through data-driven,actionable insights that align executive compensation with purpose,performance,talent and risk management.To learn more,please contact your local WTW office,or visit us at.About WTWAt WTW(NASDAQ:WTW),we provide data-driven,insight-led solutions in the areas of people,risk and capital.Leveraging the global view and local expertise of our colleagues serving 140 countries and markets,we help you sharpen your strategy,enhance organizational resilience,motivate your workforce and maximize performance.Working shoulder to shoulder with you,we uncover opportunities for sustainable success and provide perspective that moves you.Learn more at 2022 WTW.All rights

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