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51,416 slides across 1229 decks match.
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D2: Drugstore vs. supermarket shoppers have a higher willingness to pay for sustainability
McKinsey · 2021 · benchmark_peers
D2: Drugstore vs. supermarket shoppers have a higher willingness to pay for sustainability
54% — Willingness to pay for sustainability
 D3: Online vs. supermarket shoppers have a higher willingness to pay for sustainability
McKinsey · 2021 · data_table
D3: Online vs. supermarket shoppers have a higher willingness to pay for sustainability
55% — Willingness to pay for sustainability
 For ~2/3 of consumers sustainability is important in fresh food categories
McKinsey · 2021 · market_landscape
For ~2/3 of consumers sustainability is important in fresh food categories
2/3 — Importance of sustainability
 More than 2/3 of consumers were willing to pay a premium for sustainability in fresh foods
McKinsey · 2021 · data_table
More than 2/3 of consumers were willing to pay a premium for sustainability in fresh foods
>2/3 — Willingness to pay premium
 For ~2/3 of consumers environmental sustainability creates a higher willingness to pay for sustainable products
McKinsey · 2021 · data_table
For ~2/3 of consumers environmental sustainability creates a higher willingness to pay for sustainable products
63 — Share of respondents
 Significant variances across categories
McKinsey · 2021 · heatmap
Significant variances across categories
76% — Willingness to pay (delta to average)
 2/3 of consumers would buy more sustainable products if prices were lower
McKinsey · 2021 · market_landscape
2/3 of consumers would buy more sustainable products if prices were lower
60% — Share of respondents
 A: Sustainability is more important to women
McKinsey · 2021 · market_landscape
A: Sustainability is more important to women
24% — Share of respondents
 B: Young people have a higher willingness to pay for sustainability
McKinsey · 2021 · key_takeaways
B: Young people have a higher willingness to pay for sustainability
37% — Willingness to pay
 C: Consumers with highest income have a lower willingness to pay for sustainability
McKinsey · 2021 · data_table
C: Consumers with highest income have a lower willingness to pay for sustainability
30% — Willingness to pay
 D: Sustainability is more important to consumers regularly shopping at weekly markets
McKinsey · 2021 · key_takeaways
D: Sustainability is more important to consumers regularly shopping at weekly markets
49% — Sustainability importance
 Looking beyond the traditional approach to commercial payments
Accenture · 2023 · section_divider
Looking beyond the traditional approach to commercial payments
 Transforming payments could capture a $371b opportunity
Accenture · 2023 · context
Transforming payments could capture a $371b opportunity
$371 billion — Value-added services opportunity by 2028
 Commercial payments incumbents face increasing disruption
Accenture · 2023 · section_divider
Commercial payments incumbents face increasing disruption
 New players are gaining ground
Accenture · 2023 · market_landscape
New players are gaining ground
 Figure 3. Incumbents are struggling to compete.
Accenture · 2023 · peer_benchmark
Figure 3. Incumbents are struggling to compete.
72% — Share agreeing it is hard to compete with fintechs/bigtechs
 Commercial clients source advanced payments services from a variety of providers.
Accenture · 2023 · peer_benchmark
Commercial clients source advanced payments services from a variety of providers.
84% — Share of commercial clients sourcing from provider type
 The shackles of legacy technology
Accenture · 2023 · pain_points
The shackles of legacy technology
59% — Global average share of executives citing challenge
 Modernizing the technology stack from a legacy-based system is a big challenge.
Accenture · 2023 · quote_slide
Modernizing the technology stack from a legacy-based system is a big challenge.
 Commercial payments incumbents face increasing disruption
Accenture · 2023 · peer_benchmark
Commercial payments incumbents face increasing disruption
54% — Global average technology adoption in commercial payments
 It's not surprising that payments in trade finance face the biggest challenges.
Accenture · 2023 · quote_slide
It's not surprising that payments in trade finance face the biggest challenges.
 Weak fraud prevention, lack of value-added services, and difficulty adding new payment methods are the most significant causes of client dissatisfaction
Accenture · 2023 · heatmap_matrix
Weak fraud prevention, lack of value-added services, and difficulty adding new payment methods are the most significant causes of client dissatisfaction
56% — Share of clients citing pain point
 Dissatisfied clients are looking to switch payments providers
Accenture · 2023 · kpi_dashboard
Dissatisfied clients are looking to switch payments providers
50% — Likelihood of switching providers due to service dissatisfaction
 Figure 11. Banks are still the most popular payments provider.
Accenture · 2023 · market_landscape
Figure 11. Banks are still the most popular payments provider.
92% — Share of clients who would consider this alternative provider type when switching
 In the current high interest rate market environment, payment deposits are like gold dust as a source of liquidity for banks.
Accenture · 2023 · quote_slide
In the current high interest rate market environment, payment deposits are like gold dust as a source of liquidity for banks.
94% — banks agreeing payments is crucial to client satisfaction
 Service and cost are key factors for selecting a provider
Accenture · 2023 · analyze_data
Service and cost are key factors for selecting a provider
41% — Share of respondents ranking driver in top three for choosing a payments provider
 Value-added services could unlock huge revenue potential
Accenture · 2023 · section_divider
Value-added services could unlock huge revenue potential
 Value-added services: the missed opportunity in commercial payments
Accenture · 2023 · diagnosis
Value-added services: the missed opportunity in commercial payments
63% — Banks ranking accuracy of transaction as top priority
 Value-added services could unlock huge revenue potential
Accenture · 2023 · data_table
Value-added services could unlock huge revenue potential
63% — Likelihood of subscribing to tax/accounting system integration
 One of the most important aspects to monetizing payments data is the ability to efficiently convert that data into relevant and timely insights which your target clients are prepared to pay for. Sector-based, regionally focused, or risk-centered insights can all be used as a basis to monetize data sets.
Accenture · 2023 · quote_slide
One of the most important aspects to monetizing payments data is the ability to efficiently convert that data into relevant and timely insights which your target clients are prepared to pay for. Sector-based, regionally focused, or risk-centered insights can all be used as a basis to monetize data sets.
 The shape of future growth in a changing market
Accenture · 2023 · section_divider
The shape of future growth in a changing market
 Modernize the core
Accenture · 2023 · recommendation
Modernize the core
30% — reduction in IT spend from industrialized payments operation
 Become obsessed with client-centricity
Accenture · 2023 · recommendation
Become obsessed with client-centricity
5-8% — potential new revenue growth from API integration (Italian bank)
 A commercial payments blueprint built on clients' needs
Accenture · 2023 · recommendation
A commercial payments blueprint built on clients' needs
 Selected managers within finance departments took part in the online survey
OliverWyman · 2017 · context
Selected managers within finance departments took part in the online survey
68 — respondents
 Only 30% of respondents see improvements in the planning process over the past 5 years – average duration of planning process is four months
OliverWyman · 2017 · situation_overview
Only 30% of respondents see improvements in the planning process over the past 5 years – average duration of planning process is four months
30% — Planning process improvement
 All functional departments expect improvements, but need to develop relevant competencies
OliverWyman · 2017 · key_messages
All functional departments expect improvements, but need to develop relevant competencies
 83% estimate that plan value can be more precisely derived by use of connected systems; the view on self-learning systems is ambivalent
OliverWyman · 2017 · key_takeaways
83% estimate that plan value can be more precisely derived by use of connected systems; the view on self-learning systems is ambivalent
83% — Survey agreement
 82% see improvements in risk management through automated identification of early warning indicators
OliverWyman · 2017 · key_takeaways
82% see improvements in risk management through automated identification of early warning indicators
82% — Agreement level
 78% of respondents see a need to build more functional expertise in the finance function for sales controlling, 74% for strategy
OliverWyman · 2017 · key_takeaways
78% of respondents see a need to build more functional expertise in the finance function for sales controlling, 74% for strategy
78% — Percentage of respondents
 Enhancement of Big Data expertise is key – with a focus on data selection (82%) and data analysis (80%)
OliverWyman · 2017 · key_takeaways
Enhancement of Big Data expertise is key – with a focus on data selection (82%) and data analysis (80%)
82% — Agreement level
 All functional departments expect improvements – but need to develop relevant competencies
OliverWyman · 2017 · key_messages
All functional departments expect improvements – but need to develop relevant competencies
84% — efficiency gains
 More than 80% expect elimination of manual processes in planning due to the advent of connected, innovative systems
OliverWyman · 2017 · key_takeaways
More than 80% expect elimination of manual processes in planning due to the advent of connected, innovative systems
84% — Survey respondent agreement
 90% expect efficiency gains in reporting, mainly driven by self-service reporting
OliverWyman · 2017 · key_takeaways
90% expect efficiency gains in reporting, mainly driven by self-service reporting
90% — Efficiency gains
 Only 47% expect efficiency gains in risk management; however, 75% of respondents in financial services do
OliverWyman · 2017 · key_takeaways
Only 47% expect efficiency gains in risk management; however, 75% of respondents in financial services do
47% — Expectation of efficiency gains
 Preparing the finance function for the digital age
OliverWyman · 2017 · initiative_list
Preparing the finance function for the digital age
 STRONG PERFORMANCE IN AN UNCERTAIN ENVIRONMENT
misc · 2022 · cover
STRONG PERFORMANCE IN AN UNCERTAIN ENVIRONMENT
 SOLID PERFORMANCE AND RECORD PROFITABILITY
misc · 2022 · executive_summary
SOLID PERFORMANCE AND RECORD PROFITABILITY
€2,405M — Revenue
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