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Deloitte Forecast: Retail Holiday Sales to Climb 5 to 5.6 Percent – Press release | Deloitte US
Retail holiday sales are expected to increase a robust 5 to 5.6 percent over last year’s shopping season, according to Deloitte’s annual retail holiday sales forecast.

Deloitte’s Retail and Distribution practice expects total holiday sales (seasonally adjusted and excluding motor vehicles and gasoline) to exceed $1.10 trillion between November and January.

Additionally, Deloitte forecasts a 17 to 22 percent increase in e-commerce sales in 2018 compared with 16.6 percent in 2017. E-commerce sales are expected to reach $128 to $134 billion during the 2018 holiday season.
holidayshopping18  retail  deloitte 
19 days ago by JohnDrake
Digital R&D and the future of clinical development | Deloitte Insights
Special Focus
Deloitte Review
Deloitte  digital  digitalhealth  review  bigpharma  RA  clinicaltrials  RWD 
july 2018 by koenkas
Coming of Age Digitally
Executive Summary
- Organizations are beginning to make progress digitally
- Developing- not just having- digital leaders sets digitally maturing companies apart
- Digitally maturing companies push decision making further down into the organization
- Digital business is faster, more flexible and distributed, and has a different culture and mindset than traditional business
- Digitally maturing organizationas are more likely to experiment and iterate [innovate and learn]
- Individuals report needing to continually develop their skills but say they get little to no support from their organization to do so

"Competency Traps: What Got You Here Won’t Get You There"

"Six Sigma, however, has its limitations. Followers tend to find it’s exceedingly difficult ― if not impossible ― to maintain Six Sigma standards while also trying to experiment with new ways of doing business. The process is not conducive to the types of agile responses to environmental shifts that characterize the world of digital business."

What is different?
1. "The biggest difference respondents cite is the pace of doing business. Put simply, digital business requires companies to act and respond faster than they ever have before. The challenge is that many of the communication and decision-making structures in organizations can’t move as fast as necessary."
2. Culture and mindset
3. Organizational structure
4. Productivity

Biggest challenges?
1. Lack of experimentation
2. [Managing ambiguity & constant change]
3. Right tech

Organizational learning through experimentation and iteration (and scaling to enterprise)

Digital leaders
1. Provide vision & purpose
2. Create conditions to experiment
3. Empower people to think differently
4. Get people to collaborate across boundaries

Distibuted leadership
research  deloitte  mitsmr 
june 2018 by tom.reeder
Millennials in the gig economy | Deloitte Insights May 2018
From LinkedIn: "A new study of millennials in the workplace shows that the generational cohort's loyalty to employers is deteriorating. The research, conducted by Deloitte, found that while money can attract talented millennials, it doesn't necessarily retain them. Factors like workplace diversity and flexible working arrangements are cited as ways to keep these workers loyal. The findings also suggest that millennial views of employers' ethics and motivations are eroding, with just under half believing that businesses behave ethically, a drop from 62% in 2017."
Deloitte  demographics  trends  employment 
may 2018 by pierredv
'Recklessness, hubris and greed' – Carillion slammed by MPs | Business | The Guardian
Frank Field, who chairs the work and pension committee, said: “Same old story. Same old greed. A board of directors too busy stuffing their mouths with gold to show any concern for the welfare of their workforce or their pensioners.”
Carillion  business  outsourcing  bonuses  dividends  pensions  FieldFrank  UK  politics  PwC  KPMG  Deloitte  ErnstYoung  accountants  audit  finance 
may 2018 by petej
Technology has upended the world’s advertising giants - Mad men adrift
March 31st, 2018 | The Economist |

The world’s advertising giants are struggling to adapt to a landscape suddenly dominated by the duopoly of Google and Facebook. Some of their biggest clients, such as Procter & Gamble (P&G) and Unilever, are also being disrupted, in their case by smaller online brands and by Amazon. They are cutting spending on advertising services, and also building more capabilities in-house. Consultancies with digital expertise such as Deloitte and Accenture are competing with agencies, arguing that they know how to connect with consumers better, and more cheaply, using data, machine learning and app design.......This month Marc Pritchard, chief brand officer of P&G, criticised their (i.e. the ad giants) model as a “Mad Men” operation that is “archaic” and overly complex in an era when campaigns and ads need to be designed and refined quickly across lots of platforms.

Technological forces are buffeting this model.

(1) The first big challenge is disintermediation. Despite the growing backlash against the tech giants, Google and Facebook make it easy for firms big and small to advertise on their platforms and across the internet via their powerful ad networks.
(2) The second headache is the rise of ad-free content for consumers, especially on Netflix, and the corresponding disruption of ad-supported television, which has declining viewership globally.
(3) Third, Amazon’s e-commerce might, and the growing clout of internet-era direct-to-consumer upstarts, have weakened the distribution muscle and pricing power of the advertising giants’ biggest clients.....cost discipline among clients is driven partly by the influence of thrifty private-equity investors like 3G, the Brazilian owner of AB InBev, the world’s largest brewer......Sir Martin argues that the budgetary pressures that have forced his clients to cut back on advertising are a cyclical problem, not like the structural challenges posed by technological disruption.

In private, however, a senior executive at a rival ad-holding firm rejects much of this optimism. Technological disruption and disintermediation, he says, will only deepen. The efficiency of targeted digital ads means companies can spend less for the same outcome in branding. ....The advertising firms are responding by hiring away talent, acquiring businesses (in 2015 Publicis bought Sapient, a digital consultancy, for $3.7bn) and gradually changing how they make money. Their plans mostly boil down to two things: investing in digital services and consolidating their collections of businesses so that they can provide a range of services to one client more cheaply under one account.
advertising  economics  marketing  advertising_agencies  Martin_Sorrell  digital_strategies  WPP  Google  Facebook  Amazon  competitive_landscape  P&G  Unilever  disruption  Deloitte  Accenture  Publicis  Omnicom  via:sparkey  ad-tech  programmatic 
april 2018 by jerryking

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