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Trusted purpose
KPMG · 2021 · quote_slide
Trusted purpose
71% — CEO accountability for social issues
 Chart 5: Percentage of revenue CEOs look to invest in sustainability programs
KPMG · 2021 · industry_trends
Chart 5: Percentage of revenue CEOs look to invest in sustainability programs
77% — Percentage of revenue invested in sustainability
 Digital agility
KPMG · 2021 · industry_trends
Digital agility
21% — Percentage of CEOs planning to downsize physical footprint
 Partnering for transformation and resilience
KPMG · 2021 · case_study
Partnering for transformation and resilience
 Reflections on the way forward
KPMG · 2021 · key_takeaways
Reflections on the way forward
 In summary
KPMG · 2021 · key_takeaways
In summary
 Methodology and acknowledgments
KPMG · 2021 · appendix
Methodology and acknowledgments
1,325 — Sample size
 For further information about this report and how KPMG can help your business, please contact CEOoutlook@kpmg.com.
KPMG · 2021 · disclaimer
For further information about this report and how KPMG can help your business, please contact CEOoutlook@kpmg.com.
 Executive summary | Future of consumer product companies with E2E AI transformation
BCG · executive_summary
Executive summary | Future of consumer product companies with E2E AI transformation
800bps — EBITDA margin
 Journey | Typical steps toward large scale value delivery with AI
BCG · process_diagram
Journey | Typical steps toward large scale value delivery with AI
 BCG experts | Key Consumer Products contacts for AI transformation
BCG · team_bio
BCG experts | Key Consumer Products contacts for AI transformation
 BCG
BCG · other
BCG
 Executive summary
PwC · 2023 · executive_summary
Executive summary
 Our key findings are:
PwC · 2023 · key_takeaways
Our key findings are:
62% — inflation impact
 Figure 1: In the last 3 months, please indicate how often you have experienced any of the following while purchasing a product.
PwC · 2023 · problem_statement
Figure 1: In the last 3 months, please indicate how often you have experienced any of the following while purchasing a product.
53% — Consumer experience frequency
 Figure 2: How frequently have you taken actions as a result of supply chain issues?
PwC · 2023 · problem_statement
Figure 2: How frequently have you taken actions as a result of supply chain issues?
44% — Consumer action frequency
 Figure 4: Why are you expecting to spend less on luxury or designer products?
PwC · 2023 · market_landscape
Figure 4: Why are you expecting to spend less on luxury or designer products?
60% — Consumer sentiment
 Figure 5: Why do you buy luxury or designer products?
PwC · 2023 · market_landscape
Figure 5: Why do you buy luxury or designer products?
52% — Consumer motivation
 Figure 7: Why will you shop in physical stores and/or use click-and-collect services?
PwC · 2023 · industry_trends
Figure 7: Why will you shop in physical stores and/or use click-and-collect services?
55% — Consumer preference percentage
 Figure 8: To what extent, if at all, are you concerned about the privacy of your personal data when interacting with the following types of companies?
PwC · 2023 · data_table
Figure 8: To what extent, if at all, are you concerned about the privacy of your personal data when interacting with the following types of companies?
40% — Consumer privacy concern
 In focus: shopping in the Metaverse
PwC · 2023 · industry_trends
In focus: shopping in the Metaverse
35% — Consumer participation rate
 Conclusion
PwC · 2023 · section_divider
Conclusion
 Conclusion
PwC · 2023 · key_takeaways
Conclusion
 About the survey
PwC · 2023 · appendix
About the survey
771 — sample size
 Get in touch
PwC · 2023 · closing_ask
Get in touch
 PwC Middle East
PwC · 2023 · disclaimer
PwC Middle East
 New Mexico State University Staffing Study
Deloitte · 2015 · cover
New Mexico State University Staffing Study
 Table of Contents
Deloitte · 2015 · table_of_contents
Table of Contents
 Executive Summary
Deloitte · 2015 · section_divider
Executive Summary
 Purpose of Document
Deloitte · 2015 · context
Purpose of Document
 Project Scope and Approach
Deloitte · 2015 · section_divider
Project Scope and Approach
 Current State Overview
Deloitte · 2015 · section_divider
Current State Overview
 Key Observations and Opportunities
Deloitte · 2015 · section_divider
Key Observations and Opportunities
 Functional Analysis
Deloitte · 2015 · section_divider
Functional Analysis
 How to read this document... (1/2)
Deloitte · 2015 · other
How to read this document... (1/2)
 How to read this document... (2/2)
Deloitte · 2015 · other
How to read this document... (2/2)
 Key Definitions
Deloitte · 2015 · other
Key Definitions
 Human Resources (HR)
Deloitte · 2015 · section_divider
Human Resources (HR)
 HR – Number of Employees and FTEs by Location
Deloitte · 2015 · kpi_dashboard
HR – Number of Employees and FTEs by Location
54.92 — FTE count
 HR – Labor Cost
Deloitte · 2015 · financial_analysis
HR – Labor Cost
$3.7M — Labor cost
 HR – Key Opportunities
Deloitte · 2015 · initiative_list
HR – Key Opportunities
 HR – Key Opportunities, cont'd
Deloitte · 2015 · initiative_list
HR – Key Opportunities, cont'd
 Procurement (PROC)
Deloitte · 2015 · section_divider
Procurement (PROC)
 PROC – Number of Employees and FTEs by Location
Deloitte · 2015 · diagnosis
PROC – Number of Employees and FTEs by Location
46.57 — FTE
 PROC – Labor Cost
Deloitte · 2015 · cost_structure
PROC – Labor Cost
$2.1M — Labor Cost
 PROC – Divisional average labor cost per process
Deloitte · 2015 · data_table
PROC – Divisional average labor cost per process
 PROC– Key Opportunities
Deloitte · 2015 · initiative_list
PROC– Key Opportunities
 PROC – Key Opportunities, cont'd
Deloitte · 2015 · initiative_list
PROC – Key Opportunities, cont'd
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