McKinsey & Company

Displaying 1-25 of 25 results

  • White Papers // Jan 2010

    Building Integrated Branding Strategies

    Brands can be a company's most valuable intangible assets. The research has indicated that companies with strong brands earn up to 5 percentage points higher total return to shareholders than their industry counterparts. While part of this return is attributable to better current performance, the rest reflects the expectation that...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Creating Leading-Edge Marketing Organizations

    The rapidly changing marketing environment is making it harder than ever for marketers to compete effectively. Many traditional approaches to organizing the marketing function result in a group that can't respond to evolving market complexity quickly enough. Recognizing this challenge, marketers are struggling to reinvent their marketing organizations so decision...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Driving Profitable Growth Through Improved Customer Loyalty

    Improving customer loyalty has clear, quantifiable benefits. The paper shows that improving customer migration can bring four times the economic impact typically achieved by reducing attrition rates alone. Yet as attitudes change, new competitors enter, and technology evolves, customer loyalty is declining across a broad range of industries. To meet...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Creating Leading-Edge Selling Approaches

    No marketing area is changing more than sales and channel management. And with the proliferation of new sales channels and technology-enabled selling, most companies now have the opportunity to transform their selling organizations. A lower-cost sales platform and improved customer service can actually drive incremental revenue. Strategy design involves equal...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Translating Market Knowledge Into Profitable Business Solutions

    Developing effective strategies across a range of marketing disciplines - including branding, pricing, segmentation, and marketing spending effectiveness - requires broad insights into customers and their needs. Author establishes clear objectives that align with business realities, review the client's existing research to assess the need for new work, and then...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Maximizing The Effectiveness Of Marketing Spending

    Current marketing spending levels are unsustainable. Increasingly, CEOs are demanding that marketing executives do more for less with their marketing budgets. Careful attention must be given, however, to how spending is restructured. Cuts in spending risk near-term brand performance and long-term brand equity. Doing more with less requires new approaches...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Maximizing Shareholder Value Through Effective Pricing

    For all too many companies, pricing is the most overlooked profit lever. On average, a 1 percent increase in price drives a 14 percent plus boost in operating profit dollars. Nevertheless, many companies do not understand the pricing dynamics they face, fail to give pricing the management care and attention...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Winning The Battle For High-Value Customers Through CRM

    Customer Relationship Management (CRM) converts information about customers into a rich asset for performance improvement. The more complete an understanding a company has of its customer base, the more opportunity there is to use analytics to implement customer-facing initiatives in targeted ways that achieve measurable impact. CRM is fundamentally a...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Accelerating Profitable Growth Through Innovative Marketing Strategies

    Marketing strategy innovators are unlocking enormous value and creating leadership in their industries. Their success reflects an insightful response to new customer behavior as well as an ability to capture the potential of new marketing technologies. In many cases, these marketers are shifting away from a traditional marketing approach that...

    Provided By McKinsey & Company

  • White Papers // Dec 2009

    Strategy And leadership In Turbulent Times

    The economic shock of 2008, and the Great Recession that followed, didn't just create profound uncertainty over the direction of the global economy. They also shook the confidence of many business leaders in their ability to see the future well enough to take bold action. It's not as if we...

    Provided By McKinsey & Company

  • White Papers // Sep 2009

    Turning Risk Management Into A True Competitive Advantage

    Chief executives, chief risk officers and board members alike are asking the same questions these days. How is it possible that an entire league of institutions has had record write-offs and suffered the results of risk surprises, even though many of these firms have generally been viewed as good risk...

    Provided By McKinsey & Company

  • White Papers // Jul 2009

    Show Me The Money: Monetizing U.S. Online Banking

    While more than half of their customers manage their accounts online, most banks still treat the channel as if it were 1999. They acknowledge the strategic value of an online presence in driving customer retention and loyalty, but few are taking online services to the next level, leveraging advances in...

    Provided By McKinsey & Company

  • White Papers // Jun 2009

    Learning From Financial Regulation's Mistakes

    There are economic advantages to be had from combining commercial and investment banks, and the prevailing wisdom has been that any risks from doing so can be controlled. The current crisis has presented no evidence that combined (or "Universal") banks are more vulnerable or blameworthy than pure investment or pure...

    Provided By McKinsey & Company

  • White Papers // Jun 2009

    Changing The Fortunes Of America's Workforce: A Human Capital Challenge

    Rising income dispersion in the United States and other developed nations has become a source of concern. Since the early 1970s, incomes for the highest US earners have raced ahead, while those at the bottom of the income distribution have stood still and those in the middle have increased more...

    Provided By McKinsey & Company

  • White Papers // May 2009

    The Irrational Side Of Change Management

    Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. Change-management thinking extols the virtues of creating a compelling change story, communicating it to employees, and following it up with...

    Provided By McKinsey & Company

  • White Papers // Apr 2009

    McKinsey on Payments

    As mobile communication devices grow more prevalent and sophisticated, and as consumers gain comfort in their everyday use, it is time for a fresh look at how mobile payments could impact the payments industry. People sometimes use the terms mobile banking and mobile payments interchangeably, which may cause confusion. The...

    Provided By McKinsey & Company

  • White Papers // Mar 2009

    Improving Japan's Health Care System

    Japan needs the right prescription for providing its citizens with high-quality health care at an affordable price. Japan confronts a familiar and unpleasant malady: the inability to provide citizens with affordable, high-quality health care. By making the right choices, it can control health system costs without compromising access or quality...

    Provided By McKinsey & Company

  • White Papers // Dec 2008

    How Companies Make Good Decisions: McKinsey Global Survey Results

    Companies get a lot of advice about how to make good decisions. Which decision-making disciplines really make a difference? Do strong decision-making processes lead to good decisions? This paper highlights several process steps that are strongly associated with good financial and operational outcomes. Although corporate politics sometimes seems to undermine...

    Provided By McKinsey & Company

  • White Papers // Oct 2008

    A Fresh Wind For Offshoring Infrastructure Management

    Businesses have begun tapping offshore companies to monitor, maintain, and fix their IT infrastructures. Revenues from remote infrastructure management, as these services are called, have grown by 80 percent a year since 2005 and are expected to reach $6 billion to $7 billion this year. But our research shows that...

    Provided By McKinsey & Company

  • White Papers // May 2008

    Why Multinationals Struggle To Manage Talent

    Managing talent in a global organization is more complex and demanding than it is in a national business - and few major worldwide corporations have risen to the challenge. A survey of managers at some of the world's best-known multinationals covered a range of sectors and all the main geographies....

    Provided By McKinsey & Company

  • White Papers // Mar 2008

    The Multilocal Challenge: Managing Cross-Border Functions

    Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability. Striking an appropriate balance between the protection of local value and the integration of selected cross-country processes and functions is challenging; the organizational response to create the right linkages must be...

    Provided By McKinsey & Company

  • White Papers // Dec 2007

    Refocusing The Sales Force To Cross-Sell

    Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits. Business units within large organizations often resist company-wide cross-selling initiatives. The operating units of an industrial-products company, for example, had a track record of rebelling when asked to share customer-specific sales records....

    Provided By McKinsey & Company

  • White Papers // Jan 2006

    Mitigating Channel Conflict

    Inspired by the rapid growth of Internet sales, many technology vendors are opening their own direct channels. The paper depicts that by doing so; however, they risk their existing partners, who see Web sales as a threat to revenues. While manufacturers shouldn't ignore their partners' complaints, neither should they be...

    Provided By McKinsey & Company

  • White Papers // Oct 2005

    Stock Indexes: Does Membership Matter?

    Executives often base strategic decisions on whether or not they could get a company's stock included in a major equity index. While share prices do increase around the announcement and effective dates of a stock's inclusion, that effect quickly disappears. The higher prices resulting from a stock's inclusion in an...

    Provided By McKinsey & Company

  • White Papers // Sep 2005

    Global Sourcing in the Auto Industry

    The article outlines that Carmakers in North America, Europe, and Japan - lured by savings that could cut their auto parts bills by 25 percent and reassured by quality improvements - are shedding their skepticism about parts made in unfamiliar locales such as China and India. Sourcing car parts, however,...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Building Integrated Branding Strategies

    Brands can be a company's most valuable intangible assets. The research has indicated that companies with strong brands earn up to 5 percentage points higher total return to shareholders than their industry counterparts. While part of this return is attributable to better current performance, the rest reflects the expectation that...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Creating Leading-Edge Marketing Organizations

    The rapidly changing marketing environment is making it harder than ever for marketers to compete effectively. Many traditional approaches to organizing the marketing function result in a group that can't respond to evolving market complexity quickly enough. Recognizing this challenge, marketers are struggling to reinvent their marketing organizations so decision...

    Provided By McKinsey & Company

  • White Papers // Jul 2009

    Show Me The Money: Monetizing U.S. Online Banking

    While more than half of their customers manage their accounts online, most banks still treat the channel as if it were 1999. They acknowledge the strategic value of an online presence in driving customer retention and loyalty, but few are taking online services to the next level, leveraging advances in...

    Provided By McKinsey & Company

  • White Papers // Dec 2009

    Strategy And leadership In Turbulent Times

    The economic shock of 2008, and the Great Recession that followed, didn't just create profound uncertainty over the direction of the global economy. They also shook the confidence of many business leaders in their ability to see the future well enough to take bold action. It's not as if we...

    Provided By McKinsey & Company

  • White Papers // May 2009

    The Irrational Side Of Change Management

    Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. Change-management thinking extols the virtues of creating a compelling change story, communicating it to employees, and following it up with...

    Provided By McKinsey & Company

  • White Papers // Sep 2009

    Turning Risk Management Into A True Competitive Advantage

    Chief executives, chief risk officers and board members alike are asking the same questions these days. How is it possible that an entire league of institutions has had record write-offs and suffered the results of risk surprises, even though many of these firms have generally been viewed as good risk...

    Provided By McKinsey & Company

  • White Papers // Apr 2009

    McKinsey on Payments

    As mobile communication devices grow more prevalent and sophisticated, and as consumers gain comfort in their everyday use, it is time for a fresh look at how mobile payments could impact the payments industry. People sometimes use the terms mobile banking and mobile payments interchangeably, which may cause confusion. The...

    Provided By McKinsey & Company

  • White Papers // Jun 2009

    Learning From Financial Regulation's Mistakes

    There are economic advantages to be had from combining commercial and investment banks, and the prevailing wisdom has been that any risks from doing so can be controlled. The current crisis has presented no evidence that combined (or "Universal") banks are more vulnerable or blameworthy than pure investment or pure...

    Provided By McKinsey & Company

  • White Papers // Mar 2009

    Improving Japan's Health Care System

    Japan needs the right prescription for providing its citizens with high-quality health care at an affordable price. Japan confronts a familiar and unpleasant malady: the inability to provide citizens with affordable, high-quality health care. By making the right choices, it can control health system costs without compromising access or quality...

    Provided By McKinsey & Company

  • White Papers // Dec 2008

    How Companies Make Good Decisions: McKinsey Global Survey Results

    Companies get a lot of advice about how to make good decisions. Which decision-making disciplines really make a difference? Do strong decision-making processes lead to good decisions? This paper highlights several process steps that are strongly associated with good financial and operational outcomes. Although corporate politics sometimes seems to undermine...

    Provided By McKinsey & Company

  • White Papers // Dec 2007

    Refocusing The Sales Force To Cross-Sell

    Many salespeople resist cross-selling, so management must address their misgivings head on and convince them of its benefits. Business units within large organizations often resist company-wide cross-selling initiatives. The operating units of an industrial-products company, for example, had a track record of rebelling when asked to share customer-specific sales records....

    Provided By McKinsey & Company

  • White Papers // Jun 2009

    Changing The Fortunes Of America's Workforce: A Human Capital Challenge

    Rising income dispersion in the United States and other developed nations has become a source of concern. Since the early 1970s, incomes for the highest US earners have raced ahead, while those at the bottom of the income distribution have stood still and those in the middle have increased more...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Driving Profitable Growth Through Improved Customer Loyalty

    Improving customer loyalty has clear, quantifiable benefits. The paper shows that improving customer migration can bring four times the economic impact typically achieved by reducing attrition rates alone. Yet as attitudes change, new competitors enter, and technology evolves, customer loyalty is declining across a broad range of industries. To meet...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Creating Leading-Edge Selling Approaches

    No marketing area is changing more than sales and channel management. And with the proliferation of new sales channels and technology-enabled selling, most companies now have the opportunity to transform their selling organizations. A lower-cost sales platform and improved customer service can actually drive incremental revenue. Strategy design involves equal...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Translating Market Knowledge Into Profitable Business Solutions

    Developing effective strategies across a range of marketing disciplines - including branding, pricing, segmentation, and marketing spending effectiveness - requires broad insights into customers and their needs. Author establishes clear objectives that align with business realities, review the client's existing research to assess the need for new work, and then...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Maximizing The Effectiveness Of Marketing Spending

    Current marketing spending levels are unsustainable. Increasingly, CEOs are demanding that marketing executives do more for less with their marketing budgets. Careful attention must be given, however, to how spending is restructured. Cuts in spending risk near-term brand performance and long-term brand equity. Doing more with less requires new approaches...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Maximizing Shareholder Value Through Effective Pricing

    For all too many companies, pricing is the most overlooked profit lever. On average, a 1 percent increase in price drives a 14 percent plus boost in operating profit dollars. Nevertheless, many companies do not understand the pricing dynamics they face, fail to give pricing the management care and attention...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Winning The Battle For High-Value Customers Through CRM

    Customer Relationship Management (CRM) converts information about customers into a rich asset for performance improvement. The more complete an understanding a company has of its customer base, the more opportunity there is to use analytics to implement customer-facing initiatives in targeted ways that achieve measurable impact. CRM is fundamentally a...

    Provided By McKinsey & Company

  • White Papers // Jan 2010

    Accelerating Profitable Growth Through Innovative Marketing Strategies

    Marketing strategy innovators are unlocking enormous value and creating leadership in their industries. Their success reflects an insightful response to new customer behavior as well as an ability to capture the potential of new marketing technologies. In many cases, these marketers are shifting away from a traditional marketing approach that...

    Provided By McKinsey & Company

  • White Papers // Sep 2005

    Global Sourcing in the Auto Industry

    The article outlines that Carmakers in North America, Europe, and Japan - lured by savings that could cut their auto parts bills by 25 percent and reassured by quality improvements - are shedding their skepticism about parts made in unfamiliar locales such as China and India. Sourcing car parts, however,...

    Provided By McKinsey & Company

  • White Papers // Oct 2005

    Stock Indexes: Does Membership Matter?

    Executives often base strategic decisions on whether or not they could get a company's stock included in a major equity index. While share prices do increase around the announcement and effective dates of a stock's inclusion, that effect quickly disappears. The higher prices resulting from a stock's inclusion in an...

    Provided By McKinsey & Company

  • White Papers // Jan 2006

    Mitigating Channel Conflict

    Inspired by the rapid growth of Internet sales, many technology vendors are opening their own direct channels. The paper depicts that by doing so; however, they risk their existing partners, who see Web sales as a threat to revenues. While manufacturers shouldn't ignore their partners' complaints, neither should they be...

    Provided By McKinsey & Company

  • White Papers // May 2008

    Why Multinationals Struggle To Manage Talent

    Managing talent in a global organization is more complex and demanding than it is in a national business - and few major worldwide corporations have risen to the challenge. A survey of managers at some of the world's best-known multinationals covered a range of sectors and all the main geographies....

    Provided By McKinsey & Company

  • White Papers // Mar 2008

    The Multilocal Challenge: Managing Cross-Border Functions

    Companies are learning to adapt their organizational design to capture cross-border synergies and to protect local sources of profitability. Striking an appropriate balance between the protection of local value and the integration of selected cross-country processes and functions is challenging; the organizational response to create the right linkages must be...

    Provided By McKinsey & Company

  • White Papers // Oct 2008

    A Fresh Wind For Offshoring Infrastructure Management

    Businesses have begun tapping offshore companies to monitor, maintain, and fix their IT infrastructures. Revenues from remote infrastructure management, as these services are called, have grown by 80 percent a year since 2005 and are expected to reach $6 billion to $7 billion this year. But our research shows that...

    Provided By McKinsey & Company