Vertex, a UK-based Customer Management Outsourcing business, has appointed Paul Abel as Global Head of Business Development and Strategy.
In the newly created role Abel will be responsible for refining and implementing the company’s business strategy and leading its global commercial and marketing activities.
Commenting on Paul’s arrival, Paul Sweeny, Vertex CEO said: “We intend to grow our offer and presence globally. We will do this by adding-value to the business of our clients’ so they thrive in increasingly complex environments. Paul’s arrival, and contribution within this new role, will be of fundamental importance in delivering this ambition. I am delighted that he is joining the business.”
Abel joins from Accenture where he was a partner in the Utilities and Energy practice and was responsible for several large outsourcing wins and contract negotiations over the past five years. Prior to that he spent 12 years with Cap Gemini Ernst & Young in various senior executive roles involving strategy development, company acquisitions, the integration of those acquisitions, outsourcing sales and negotiations as well as a number of regional CFO roles.
Commenting on his appointment, Paul said: “This is a very exciting time to be joining Vertex as it uses its scale and leading capabilities to make a real difference to clients, customers and the bottom line.”
Tuesday, February 9, 2010
Thursday, January 28, 2010
Deloitte comments on the launch of Apple’s iPad and the anticipated growth of net tablets in 2010
Following the launch of the Apple iPad, Deloitte comments on the anticipated growth of net tablets in 2010. These ‘Goldilocks’ of devices—not too big, not too small—are expected to have a breakout year in 2010. Offering a more appealing balance of form and function, Deloitte predicts that net tablets will be purchased by tens of millions of people in the year ahead.
Net tablets are expected to thrive in 2010 despite only modest success for tablet computers over the last decade due principally to the integration of wireless connectivity into these devices. Connectivity transforms the uses that tablets can be put to. Additionally, improvements in touch screen technology, power management and storage all combine to make the netTab a compelling device.
Jim Sloane, lead technology partner at Deloitte, comments: "Leading netTab vendors are likely to be those that focus marketing on what the device enables for consumers, rather than on technical specifications. Applications, ranging from games to social networks, are likely to be popular. The vendor with the best applications store for tablets should end up in a leading position."
“The rise of the net tablet could impact other segments, such as growth of the nascent e-reader market. For every million net tablets sold there could be a corresponding impact on e-readers.
"netTabs are likely to fill a gap between smartphones—which are often too small for watching videos or web browsing—and notebooks and ultra-thin PCs, which are too heavy or expensive. However netTabs are unlikely to cannibalise sales of smart phones or lap tops - rather these devices will contribute to the growing ubiquity of computing in the home, heralding an era in which connected, browser based devices become as ubiquitous in the living room as scatter cushions.”
Since net tablets are designed to connect wirelessly over WiFi, wireless carriers are likely to try to push users off cellular networks and onto WiFi as much as possible. Net tablets are also likely to be more expensive to build than most smartphones, and consumers' expectations of significant upfront subsidies may initially hold up the market.
Net tablets are expected to thrive in 2010 despite only modest success for tablet computers over the last decade due principally to the integration of wireless connectivity into these devices. Connectivity transforms the uses that tablets can be put to. Additionally, improvements in touch screen technology, power management and storage all combine to make the netTab a compelling device.
Jim Sloane, lead technology partner at Deloitte, comments: "Leading netTab vendors are likely to be those that focus marketing on what the device enables for consumers, rather than on technical specifications. Applications, ranging from games to social networks, are likely to be popular. The vendor with the best applications store for tablets should end up in a leading position."
“The rise of the net tablet could impact other segments, such as growth of the nascent e-reader market. For every million net tablets sold there could be a corresponding impact on e-readers.
"netTabs are likely to fill a gap between smartphones—which are often too small for watching videos or web browsing—and notebooks and ultra-thin PCs, which are too heavy or expensive. However netTabs are unlikely to cannibalise sales of smart phones or lap tops - rather these devices will contribute to the growing ubiquity of computing in the home, heralding an era in which connected, browser based devices become as ubiquitous in the living room as scatter cushions.”
Since net tablets are designed to connect wirelessly over WiFi, wireless carriers are likely to try to push users off cellular networks and onto WiFi as much as possible. Net tablets are also likely to be more expensive to build than most smartphones, and consumers' expectations of significant upfront subsidies may initially hold up the market.
Friday, January 15, 2010
Consulting Firm Launches New Business Model
A start-up Atlanta firm is launching a new business model which it expects to revolutionize the consulting industry.
Morpheus Quality, a firm headed up by former Delta Air Lines Board Council member and Quality Manager Christopher Muise, is set to launch the concept called “brand leveraging” to package a range of consulting services under one roof. Initially it will offer safety, security, and compliance consulting services, by partnering with leading companies in these fields, but plans to expand into a much wider range of consulting services.
“Consultants tend to specialize and often find they are unable to assist clients who are seeking top level services in other fields,” Muise explained. “Morpheus Quality fills that need by establishing a network of highly qualified consulting agencies and offering their services under the Morpheus Quality brand name.”
Muise believes that creating a one-stop-shopping approach to consulting under one umbrella will enable operations’ managers to fill their specific consulting needs more efficiently knowing that they can rely on Morpheus Quality to have done the search and recruiting for them.
Morpheus Quality, a firm headed up by former Delta Air Lines Board Council member and Quality Manager Christopher Muise, is set to launch the concept called “brand leveraging” to package a range of consulting services under one roof. Initially it will offer safety, security, and compliance consulting services, by partnering with leading companies in these fields, but plans to expand into a much wider range of consulting services.
“Consultants tend to specialize and often find they are unable to assist clients who are seeking top level services in other fields,” Muise explained. “Morpheus Quality fills that need by establishing a network of highly qualified consulting agencies and offering their services under the Morpheus Quality brand name.”
Muise believes that creating a one-stop-shopping approach to consulting under one umbrella will enable operations’ managers to fill their specific consulting needs more efficiently knowing that they can rely on Morpheus Quality to have done the search and recruiting for them.
Friday, January 8, 2010
Global Vision Group adds Senior Consultant in Risk Strategy practice
Global Vision Group (GVGroup) a worldwide consulting company focused on the electronic payments industry, announced today that Marc Perl, a veteran in the Payments industry, will join GVGroup as Senior Consultant in the Business and Risk Strategy Practice.
“Marc brings to GVGroup an enormous amount of experience in the world of CISP, PCI-DSS, risk management and encryption, as well as many strong relationships in the business. I am very excited to have him join GVGroup and expand our asset protection planning practice.”
Mr. Perl is an electronic payments industry expert with over 30 years of experience in risk management, processing, encryption and software development. Prior to joining GVGroup, Marc spent 20 years at Visa Inc. where he developed and managed the Cardholder Information Security Program (CISP) for the Payment Card Industry Data Security Standard (PCI DSS). In addition to Marc’s work on PCI-DSS at Visa, he also managed Visa’s Integrated Debit platform and designed, managed and implemented Visa’s Integrated Debit PIN encryption technology known as Derived Unique Key Per Transaction (DUKPT).
Prior to Visa, Marc spent four years at the Bank of America developing bankcard solutions and has consulted to organizations as varied as Jet Propulsion Laboratories to Total Systems Acquiring Solutions and others.
"I am excited to be part of GVGroup and contribute in the capacity as Senior Consultant in the Risk Strategy Practice. GVGroup has developed a broad-based consulting practice in the electronic payments arena, providing significant, real value to its clients in all of the areas of the business. Helping to create and launch a new service for protecting customer privacy, cardholder data and company assets from data breaches is a unique and exciting opportunity I could not pass up!” said Marc Perl.
"Marc brings to GVGroup an enormous amount of experience in the world of CISP, PCI-DSS, risk management and encryption, as well as many strong relationships in the business. I am very excited to have him join GVGroup and expand our asset protection planning practice," said Thomas Layman, President of GVGroup.
“Marc brings to GVGroup an enormous amount of experience in the world of CISP, PCI-DSS, risk management and encryption, as well as many strong relationships in the business. I am very excited to have him join GVGroup and expand our asset protection planning practice.”
Mr. Perl is an electronic payments industry expert with over 30 years of experience in risk management, processing, encryption and software development. Prior to joining GVGroup, Marc spent 20 years at Visa Inc. where he developed and managed the Cardholder Information Security Program (CISP) for the Payment Card Industry Data Security Standard (PCI DSS). In addition to Marc’s work on PCI-DSS at Visa, he also managed Visa’s Integrated Debit platform and designed, managed and implemented Visa’s Integrated Debit PIN encryption technology known as Derived Unique Key Per Transaction (DUKPT).
Prior to Visa, Marc spent four years at the Bank of America developing bankcard solutions and has consulted to organizations as varied as Jet Propulsion Laboratories to Total Systems Acquiring Solutions and others.
"I am excited to be part of GVGroup and contribute in the capacity as Senior Consultant in the Risk Strategy Practice. GVGroup has developed a broad-based consulting practice in the electronic payments arena, providing significant, real value to its clients in all of the areas of the business. Helping to create and launch a new service for protecting customer privacy, cardholder data and company assets from data breaches is a unique and exciting opportunity I could not pass up!” said Marc Perl.
"Marc brings to GVGroup an enormous amount of experience in the world of CISP, PCI-DSS, risk management and encryption, as well as many strong relationships in the business. I am very excited to have him join GVGroup and expand our asset protection planning practice," said Thomas Layman, President of GVGroup.
Monday, December 28, 2009
Hay Group selects iPass for its enterprise mobility solution
iPass Inc.‘s enterprise mobility service has been selected to help Hay Group reduce the overall costs of managing a highly mobile workforce, while helping secure intellectual property assets. The award-winning service combines worldwide 3G mobile broadband networks, Wi-Fi hotspots, hotel Ethernet and dial-up access with comprehensive management control over connectivity, devices, and costs.
Hay Group consultants can now simply, securely and conveniently connect from home, when they travel, and at worldwide client sites, leveraging the largest mobile network in the world with over 140,000 enterprise-grade broadband venues. iPass also helps Hay Group enforce security and compliance policies by ensuring that antivirus and security applications are up to date before allowing consultants to connect into the corporate network over the VPN.
"Forward-thinking, global companies demand enterprise mobility solutions that give visibility and control over user connections and costs no matter where its employees happen to be when they are connecting," said Steven Wastie, senior vice president, marketing, iPass. "Hay Group is meeting employee demands for anytime, anywhere connectivity while improving the productivity of its mobile workforce."
"We're constantly watching our bottom line at Hay Group and we noticed our mobility costs skyrocketing. We needed a better way to get visibility of and manage these costs," said Daniel Little, director of customer support at Hay Group. "Once we moved over to the iPass service, it was a real game changer. From a technology standpoint, iPass just works! We don't have any support calls. And, from a process standpoint, we have eliminated day passes, hotel connectivity charges, mobility support costs -- all those black budget items that ended up on expense reports that no one understood."
Hay Group consultants can now simply, securely and conveniently connect from home, when they travel, and at worldwide client sites, leveraging the largest mobile network in the world with over 140,000 enterprise-grade broadband venues. iPass also helps Hay Group enforce security and compliance policies by ensuring that antivirus and security applications are up to date before allowing consultants to connect into the corporate network over the VPN.
"Forward-thinking, global companies demand enterprise mobility solutions that give visibility and control over user connections and costs no matter where its employees happen to be when they are connecting," said Steven Wastie, senior vice president, marketing, iPass. "Hay Group is meeting employee demands for anytime, anywhere connectivity while improving the productivity of its mobile workforce."
"We're constantly watching our bottom line at Hay Group and we noticed our mobility costs skyrocketing. We needed a better way to get visibility of and manage these costs," said Daniel Little, director of customer support at Hay Group. "Once we moved over to the iPass service, it was a real game changer. From a technology standpoint, iPass just works! We don't have any support calls. And, from a process standpoint, we have eliminated day passes, hotel connectivity charges, mobility support costs -- all those black budget items that ended up on expense reports that no one understood."
Tuesday, December 22, 2009
Boston Consulting Group: Business execs expect difficult 2010 -- but are failing to plan ahead
Too few companies have taken or plan to take the long-term, defensive measures necessary to survive and thrive in the wake of the Great Recession.
Although businesses around the world are entering 2010 with an appropriately sober view of the business climate, only 28 percent say that reducing labor costs is a priority for 2010, only 26 percent have made managing cash flow a priority, only 16 percent say that balance sheets and debt restructuring are a priority, and only 13 percent have put exiting noncore businesses on the list of priorities.
These findings are drawn from a Boston Consulting Group (BCG) survey of 434 executives at companies with more than $1 billion in annual revenues in seven countries, released today. The survey was fielded in conjunction with the forthcoming book "Accelerating Out of the Great Recession: Winning in a Slow-Growth Economy" (McGraw-Hill, January 2010) by BCG senior partners David Rhodes and Daniel Stelter.
"The slow-growth world that we're in, and should expect to be in for some time, fundamentally changes the nature of competition. Life is going to be harder," said Rhodes. "From now on, every day should be treated as if it were a World Series game -- because there will be no more regular season games. What will distinguish long-term winners from also-rans is the resolve to fundamentally rethink and rework business models and, at the same time, be courageous enough to invest in the future of the business."
Observed Stelter, "According to our survey, leaders recognize the need both to be defensive and to attack. But when it comes to action, they are poised to attack and invest but seem only to be playing around the edges of cost-cutting. We're concerned that they're skirting true, long-term defensive actions."
Short-Term Defensive Moves Are Taken Care Of; Deeper, More Significant Changes Are Left Undone
The vast majority of executives see significant changes in the economic order:
-- 69 percent believe there will be negative attitudes toward Western capitalism
-- 68 percent project lower profit levels
-- 64 percent believe growth will be more difficult
-- 71 percent anticipate an increase in labor protection
-- 81 percent anticipate an increase in regulation
-- 87 percent see increased consumer price sensitivity
In the face of these trends, executives have taken, or intend to take, short-term defensive actions. Between 50 and 70 percent of surveyed executives have made the easier, more obvious moves such as increasing their focus on key customers; reducing administrative and travel spending; renegotiating supplier contracts; and reducing inventory levels, marketing budgets, and wages. But far fewer have made, or plan to make, more wrenching, longer-term moves. Only 44 percent plan selective exits from product lines, only 39 percent plan selective exits from customer segments, and only 43 percent have taken or plan to take actions that involve divesting businesses and exiting sales channels.
"Smart companies will have acted quickly and restructured around profit centers and projects," said Rhodes.
Greater Proclivity to Attack the Market Than to Strengthen the Company's Core
The reluctance to take more definitive defensive steps is particularly evident in the comparison between executives' plans for expansionary, or "attack," measures and their plans for more core-strengthening activities aimed at cost structures. For 2010, 37 percent of executives have made prioritizing expanding capacity, building sales presence, and making acquisitions a priority. In addition, 32 percent said that R&D and innovation investing are priorities, and 30 percent are focusing on retaining and hiring talent.
However, as noted earlier, significantly smaller percentages are giving high priority in 2010 to reducing labor costs, managing cash flow, addressing their balance sheets, restructuring debt, and exiting noncore businesses.
And it's not as if these companies had planned to take defensive, strengthening actions in 2009: their answers regarding their 2009 priorities in a March 2009 edition of the survey were nearly the same.
"Companies seem quick to jump, but not to do the tough stuff," said Stelter. "It is telling that the organizations most likely to be planning the hard, defensive measures are the market leaders, not the middle-level players. This is true even though market leaders' businesses generally fared better during the Great Recession."
The Root of Defensive Inaction: An Unrealistic View of the Shape of the Recovery
One reason that companies are not going to the lengths they should to rethink cost structures and core strengths seems to be a view that the new economic order -- characterized by slower growth, lower profits, more protectionism, and greater consumer savings rates and price sensitivity -- will not be long-lived. Fewer than 50 percent of the surveyed executives said that these new realities will still be relevant in the medium term -- in other words, the next two to three years.
Rhodes and Stelter believe that this perception of the potential duration of the recovery is too optimistic. The underlying dynamics of the financial crisis remain in place; it's a very-best-case scenario that U.S. unemployment will return to 5 percent by 2014; and China's capacity to save the global economy is overstated.
Said Stelter, "There's enough evidence that growth will be slow and also that smart companies will prepare for slow growth and then take advantage of anything that turns out to be better. Companies that place their bets on a return to the old reality will be shut out if slow growth is the order of the day, as we expect. In fact, there's enough compelling evidence of a prolonged slow-growth economy that it strikes us as somewhat rash not to prepare for that eventuality."
Additional Survey Insights
Among the other findings from the survey:
-- Executives became more pessimistic as 2009 progressed. In March, only 17 percent expected an "L"-shaped (that is, slow and difficult) recovery, versus 46 percent in September.
-- Japanese executives are the most pessimistic. Worldwide, most executives (62 percent) predicted GDP growth for their country in the near term -- but only 40 percent of Japanese executives predicted GDP growth in Japan, and 45 percent expect shrinkage.
-- On a positive note, most executives (62 percent) believe that the new realities of the Great Recession and a slow recovery will lead to increased innovation.
-- Companies believe that the change in consumer behavior -- more savings, less spending -- will be the biggest challenge to business in 2010: 81 percent say that customers will be more price sensitive, 63 percent say that customers will "trade down," and 52 percent say that customers will face bankruptcy.
-- Executives in the following industries are most likely to expect lower profit levels: energy, transportation, auto, consumer products, hotels and restaurants, and health care.
-- According to 55 percent of executives, government fiscal stimulus will be an important business opportunity in their industry -- and half believe that government policies aimed at reducing the impact of climate change will spur growth and investment.
-- Two-thirds of executives expect greater public scrutiny of business ethics, and 61 percent expect increasingly negative commentary on personal excesses.
-- The vast majority of executives believe that nonexecutive board directors will play more important roles in companies, with greater responsibility for strategy, risk management, and management accountability.
-- More than half believe that quarterly earnings will become a less important gauge of company performance.
-- More than three-quarters believe that executive compensation will be lower over the next five years compared with the previous five, and 69 percent believe it will be more closely linked to shareholder value creation.
-- Half of the companies whose sales dropped in 2009 expect sales to increase in 2010.
Survey results are based on an online questionnaire of 434 business managers in seven countries. All respondents represented companies with at least $1 billion in global revenues in 2008, from all industries except financial services. The survey was commissioned by the Boston Consulting Group and administered by Grail Research from the 24th of August to the 1st of September 2009.
About the Authors
David Rhodes is a senior partner and managing director at The Boston Consulting Group and the global leader of the firm's Financial Institutions practice. Since joining BCG in 1985, he has worked primarily on projects involving major strategy and organizational change in large financial institutions, working with clients in Europe, Asia-Pacific, the Middle East, and the United States.
Daniel Stelter is a senior partner and managing director at The Boston Consulting Group and the global leader of the firm's Corporate Development practice. He is also a member of BCG's Executive Committee. During his 19 years with BCG, he has participated in and directed many projects throughout Europe with a focus on corporate finance (including M&A, IPOs, due diligence, strategic alliances, and joint ventures) and strategy (including portfolio strategy and value management).
Although businesses around the world are entering 2010 with an appropriately sober view of the business climate, only 28 percent say that reducing labor costs is a priority for 2010, only 26 percent have made managing cash flow a priority, only 16 percent say that balance sheets and debt restructuring are a priority, and only 13 percent have put exiting noncore businesses on the list of priorities.
These findings are drawn from a Boston Consulting Group (BCG) survey of 434 executives at companies with more than $1 billion in annual revenues in seven countries, released today. The survey was fielded in conjunction with the forthcoming book "Accelerating Out of the Great Recession: Winning in a Slow-Growth Economy" (McGraw-Hill, January 2010) by BCG senior partners David Rhodes and Daniel Stelter.
"The slow-growth world that we're in, and should expect to be in for some time, fundamentally changes the nature of competition. Life is going to be harder," said Rhodes. "From now on, every day should be treated as if it were a World Series game -- because there will be no more regular season games. What will distinguish long-term winners from also-rans is the resolve to fundamentally rethink and rework business models and, at the same time, be courageous enough to invest in the future of the business."
Observed Stelter, "According to our survey, leaders recognize the need both to be defensive and to attack. But when it comes to action, they are poised to attack and invest but seem only to be playing around the edges of cost-cutting. We're concerned that they're skirting true, long-term defensive actions."
Short-Term Defensive Moves Are Taken Care Of; Deeper, More Significant Changes Are Left Undone
The vast majority of executives see significant changes in the economic order:
-- 69 percent believe there will be negative attitudes toward Western capitalism
-- 68 percent project lower profit levels
-- 64 percent believe growth will be more difficult
-- 71 percent anticipate an increase in labor protection
-- 81 percent anticipate an increase in regulation
-- 87 percent see increased consumer price sensitivity
In the face of these trends, executives have taken, or intend to take, short-term defensive actions. Between 50 and 70 percent of surveyed executives have made the easier, more obvious moves such as increasing their focus on key customers; reducing administrative and travel spending; renegotiating supplier contracts; and reducing inventory levels, marketing budgets, and wages. But far fewer have made, or plan to make, more wrenching, longer-term moves. Only 44 percent plan selective exits from product lines, only 39 percent plan selective exits from customer segments, and only 43 percent have taken or plan to take actions that involve divesting businesses and exiting sales channels.
"Smart companies will have acted quickly and restructured around profit centers and projects," said Rhodes.
Greater Proclivity to Attack the Market Than to Strengthen the Company's Core
The reluctance to take more definitive defensive steps is particularly evident in the comparison between executives' plans for expansionary, or "attack," measures and their plans for more core-strengthening activities aimed at cost structures. For 2010, 37 percent of executives have made prioritizing expanding capacity, building sales presence, and making acquisitions a priority. In addition, 32 percent said that R&D and innovation investing are priorities, and 30 percent are focusing on retaining and hiring talent.
However, as noted earlier, significantly smaller percentages are giving high priority in 2010 to reducing labor costs, managing cash flow, addressing their balance sheets, restructuring debt, and exiting noncore businesses.
And it's not as if these companies had planned to take defensive, strengthening actions in 2009: their answers regarding their 2009 priorities in a March 2009 edition of the survey were nearly the same.
"Companies seem quick to jump, but not to do the tough stuff," said Stelter. "It is telling that the organizations most likely to be planning the hard, defensive measures are the market leaders, not the middle-level players. This is true even though market leaders' businesses generally fared better during the Great Recession."
The Root of Defensive Inaction: An Unrealistic View of the Shape of the Recovery
One reason that companies are not going to the lengths they should to rethink cost structures and core strengths seems to be a view that the new economic order -- characterized by slower growth, lower profits, more protectionism, and greater consumer savings rates and price sensitivity -- will not be long-lived. Fewer than 50 percent of the surveyed executives said that these new realities will still be relevant in the medium term -- in other words, the next two to three years.
Rhodes and Stelter believe that this perception of the potential duration of the recovery is too optimistic. The underlying dynamics of the financial crisis remain in place; it's a very-best-case scenario that U.S. unemployment will return to 5 percent by 2014; and China's capacity to save the global economy is overstated.
Said Stelter, "There's enough evidence that growth will be slow and also that smart companies will prepare for slow growth and then take advantage of anything that turns out to be better. Companies that place their bets on a return to the old reality will be shut out if slow growth is the order of the day, as we expect. In fact, there's enough compelling evidence of a prolonged slow-growth economy that it strikes us as somewhat rash not to prepare for that eventuality."
Additional Survey Insights
Among the other findings from the survey:
-- Executives became more pessimistic as 2009 progressed. In March, only 17 percent expected an "L"-shaped (that is, slow and difficult) recovery, versus 46 percent in September.
-- Japanese executives are the most pessimistic. Worldwide, most executives (62 percent) predicted GDP growth for their country in the near term -- but only 40 percent of Japanese executives predicted GDP growth in Japan, and 45 percent expect shrinkage.
-- On a positive note, most executives (62 percent) believe that the new realities of the Great Recession and a slow recovery will lead to increased innovation.
-- Companies believe that the change in consumer behavior -- more savings, less spending -- will be the biggest challenge to business in 2010: 81 percent say that customers will be more price sensitive, 63 percent say that customers will "trade down," and 52 percent say that customers will face bankruptcy.
-- Executives in the following industries are most likely to expect lower profit levels: energy, transportation, auto, consumer products, hotels and restaurants, and health care.
-- According to 55 percent of executives, government fiscal stimulus will be an important business opportunity in their industry -- and half believe that government policies aimed at reducing the impact of climate change will spur growth and investment.
-- Two-thirds of executives expect greater public scrutiny of business ethics, and 61 percent expect increasingly negative commentary on personal excesses.
-- The vast majority of executives believe that nonexecutive board directors will play more important roles in companies, with greater responsibility for strategy, risk management, and management accountability.
-- More than half believe that quarterly earnings will become a less important gauge of company performance.
-- More than three-quarters believe that executive compensation will be lower over the next five years compared with the previous five, and 69 percent believe it will be more closely linked to shareholder value creation.
-- Half of the companies whose sales dropped in 2009 expect sales to increase in 2010.
Survey results are based on an online questionnaire of 434 business managers in seven countries. All respondents represented companies with at least $1 billion in global revenues in 2008, from all industries except financial services. The survey was commissioned by the Boston Consulting Group and administered by Grail Research from the 24th of August to the 1st of September 2009.
About the Authors
David Rhodes is a senior partner and managing director at The Boston Consulting Group and the global leader of the firm's Financial Institutions practice. Since joining BCG in 1985, he has worked primarily on projects involving major strategy and organizational change in large financial institutions, working with clients in Europe, Asia-Pacific, the Middle East, and the United States.
Daniel Stelter is a senior partner and managing director at The Boston Consulting Group and the global leader of the firm's Corporate Development practice. He is also a member of BCG's Executive Committee. During his 19 years with BCG, he has participated in and directed many projects throughout Europe with a focus on corporate finance (including M&A, IPOs, due diligence, strategic alliances, and joint ventures) and strategy (including portfolio strategy and value management).
Monday, November 23, 2009
Nearly 80% of consultancy firms are currently hiring, Prism survey reveals
Having seen a significant upturn in interview activity since the beginning of September, Prism Executive Recruitment conducted a market survey in early November with a prequalified sample of candidates and employers, with responses from 45 employers and 153 candidates.
The headline results show candidates are slightly more confident but, digging deeper into the responses, opinions are somewhat polarised, with some finding the market very buoyant and more active, while many others are commenting that things are very slow.
As you might expect of a recruitment agency database, many are actively interviewing but many of these are making negative comments about the market. Common themes relate to slow recruitment processes, salary pressures, window shopping and employers setting very tight specifications and unwilling to compromise.
On the employer side, the results are quite startling: the overwhelming majority are primed to recruit AND are finding candidates hard to find. While this might seem at odds with the candidate experience it suggests employers are chasing the same population of candidates who have the "best" CVs AND the "in demand" skillsets and sectors. These include: Public Sector (particularly security cleared candidates), Energy/Utilities, Financial Services, Strategic IT, risk, lean and transformation (both consulting and delivery).
See the full survey results here.
The headline results show candidates are slightly more confident but, digging deeper into the responses, opinions are somewhat polarised, with some finding the market very buoyant and more active, while many others are commenting that things are very slow.
As you might expect of a recruitment agency database, many are actively interviewing but many of these are making negative comments about the market. Common themes relate to slow recruitment processes, salary pressures, window shopping and employers setting very tight specifications and unwilling to compromise.
On the employer side, the results are quite startling: the overwhelming majority are primed to recruit AND are finding candidates hard to find. While this might seem at odds with the candidate experience it suggests employers are chasing the same population of candidates who have the "best" CVs AND the "in demand" skillsets and sectors. These include: Public Sector (particularly security cleared candidates), Energy/Utilities, Financial Services, Strategic IT, risk, lean and transformation (both consulting and delivery).
See the full survey results here.
Subscribe to:
Posts (Atom)
