Latest white papers and published articles from the KPMG Boxwood team.
We already live in challenging times and as retail leaders we deal with changing shopping habits, channel shifts, economic and political uncertainty and disruptive new competitors on a daily basis. The next wave of disruption is firmly upon us - intelligence and advanced robotics will transform the retail model as it will many other industries.
In this paper we provide some context on what is happening in other industries, debunk some myths and aim to bring some clarity to the practical application of both physical and cognitive automation in the Retail model.
A summary of the retail trends facing retailers and consumers. Paul Martin, UK Head of Retail at KPMG, presented this at NG Retail Dublin (17-19 October) for European retail executives.
As the retail industry continues to transform, disruptive business models are changing the way we shop. Consumers are demanding convenience, value and an amazing experience.
Retailers must learn and adapt or die. This paper examines some of the disruptive businesses that are shaping how our customers think and looks at what more traditional retailers can do to respond.
In 2014, Dixons and Carphone Warehouse merged to form Dixons Carphone.The £3.8 billion‘mega-merger’was one of the largest inthe U.K. retail sector and is also seen as one of the most successful. This paper provides insights and perspectives on the process, the challenges faced, the lessons learned, and the key factors in the ultimate success of the merger.
Today Boxwood have launched an indepth industry-wide research paper on the future of infrastructure, following consultation with the largest companies in the sector including BAM Nuttal, Balfour Beatty, Serco and Costain. Detailing the main themes that are driving growth and shaping strategy, the paper is a snapshot of an industry on the brink of huge change at a time when political uncertainty risks industry-wide opportunity being squandered.
Creating an effective strategy isn’t easy, but it is relatively logical and straightforward. Getting your organisation to consistently execute the fantastic customer proposition that your strategy contains is, however, another story. To a large extent, this has always been true. However, the world has changed in recent times and execution excellence has become a whole lot more difficult to achieve.
In this white paper, we explore why it is now even more difficult to execute a customer proposition excellently and consistently. We discuss how to overcome the obstacles and deliver a consistent, profitable and differentiated customer experience.
In the final of our series, The 3 As, we look at Apple, one of the world’s most iconic and innovative brands. Apple is now facing new challenges: leadership succession, product design, competition from Android devices, and the fast-growing opportunity in Asian markets. Can Apple continue to wow its consumers and remain one of the world’s most successful brands?
The Infrastructure team lay out the importance of realising step-change cost savings in the utilities industry.
In the second of our 3 As series, we look at online fashion pure-play pioneer ASOS and how they built a successfully sticky and social online platform whilst remaining an investors’ sweetheart for over a decade.
In a new series, the Boxwood Consumer team examine the future of retail via four companies with winning strategies: Aldi, Apple and Asos. This first instalment investigates the 2013 Retail Week UK Retailer of the Year: Aldi. Aldi excels at bringing costs down, keeping prices low for its customers and keeping operating costs to a minimum.
In our experience it is rare to find a new strategy that is fundamentally wrong. Even in today’s complex and fast-moving world the majority of business leaders, sometimes assisted by consultants, are more often than not capable of working out what their business needs to do differently in the future to survive and thrive.
Many of Boxwood’s clients are busy grappling with ‘digital strategies’, creating ‘digital roadmaps’ and building ‘digital capability’. All laudable stuff you might think, given the opportunity that new technology presents for commerce. Unfortunately, many of the digital projects being pursued are ill-conceived and value destroying. The proverbial ‘tail wags the dog’ when technologists’ over-enthusiastic digital plans triumph over customer needs and business common sense.