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51,416 slides across 1229 decks match.
Treemap Arc Catalog
~65% hospitals run a sustainable business model, while the remainder require additional funding going forward; key influencing factors on sustainability include COVID, cost reduction, and economic growth
LEK · 2022 · financial_analysis
~65% hospitals run a sustainable business model, while the remainder require additional funding going forward; key influencing factors on sustainability include COVID, cost reduction, and economic growth
65% — Business sustainability
 Redrawing the lines: FinTech’s growing influence on Financial Services
PwC · 2017 · cover
Redrawing the lines: FinTech’s growing influence on Financial Services
82% — FinTech adoption and ROI expectations
 FinTech and Financial Services are coming together
PwC · 2017 · industry_trends
FinTech and Financial Services are coming together
75% — Percentage of respondents who believe entities are likely to be the most disruptive
 More than 80% believe business is at risk
PwC · 2017 · market_landscape
More than 80% believe business is at risk
88% — Percentage of incumbents who believe business is at risk
 Financial Institutions are embracing the disruptive nature of FinTech
PwC · 2017 · industry_trends
Financial Institutions are embracing the disruptive nature of FinTech
77% — Increase in internal innovation efforts
 Financial Institutions are learning to partner...
PwC · 2017 · industry_trends
Financial Institutions are learning to partner...
82% — Percentage of respondents
 And integrate
PwC · 2017 · pain_points
And integrate
58% — Percentage of respondents citing challenge
 Emerging technologies are enabling convergence
PwC · 2017 · industry_trends
Emerging technologies are enabling convergence
74% — Investment priority
 Innovative trends under an industry spotlight
PwC · 2017 · industry_trends
Innovative trends under an industry spotlight
24% — Likelihood to respond
 Blockchain is moving out of the lab
PwC · 2017 · industry_trends
Blockchain is moving out of the lab
34% — Familiarity with blockchain
 Regulations trigger disruption and innovation
PwC · 2017 · industry_trends
Regulations trigger disruption and innovation
54% — Regulatory barriers to innovation
 Managing expectations will be key
PwC · 2017 · key_takeaways
Managing expectations will be key
60% — FinTech opportunity ranking
 Conclusion – Innovation aligned with objectives
PwC · 2017 · key_takeaways
Conclusion – Innovation aligned with objectives
 Payments are the most interesting and biggest area of activity and investment in new capabilities in banking and financial services (BFS)!
Deloitte · 2023 · quote_slide
Payments are the most interesting and biggest area of activity and investment in new capabilities in banking and financial services (BFS)!
 HFS Horizons—aligning payment provider objectives with service provider value
Deloitte · 2023 · framework_other
HFS Horizons—aligning payment provider objectives with service provider value
 Payment providers are flipping to Horizon 3 in two years; to effectively court ecosystems, they need to first address payment modernization
Deloitte · 2023 · industry_trends
Payment providers are flipping to Horizon 3 in two years; to effectively court ecosystems, they need to first address payment modernization
47% — Percentage of respondents
 Cloud, automation, AI and analytics are underscoring the current state of play for technology adoption among payment players
Deloitte · 2023 · industry_trends
Cloud, automation, AI and analytics are underscoring the current state of play for technology adoption among payment players
36% — Percentage of respondents
 Service providers are helping payment providers keep pace with trends shaping the industry—digital payments, cloud, ISO 20022
Deloitte · 2023 · industry_trends
Service providers are helping payment providers keep pace with trends shaping the industry—digital payments, cloud, ISO 20022
 Payment providers are bullish on the importance of service providers but continue to be cost-focused and rely on them for routine IT operations
Deloitte · 2023 · market_landscape
Payment providers are bullish on the importance of service providers but continue to be cost-focused and rely on them for routine IT operations
43% — Percentage of respondents
 Payment players are largely satisfied with their providers and acknowledge their investment in building successful payment systems
Deloitte · 2023 · kpi_dashboard
Payment players are largely satisfied with their providers and acknowledge their investment in building successful payment systems
8.8 — Average satisfaction score
 Service providers are delivering desired business outcome—CX and top-line growth
Deloitte · 2023 · kpi_dashboard
Service providers are delivering desired business outcome—CX and top-line growth
8.6 — Average satisfaction score
 The top service provider partners for cards and payments include a mix of hyperscalers, industry-skinned, and industry-specific ISVs
Deloitte · 2023 · market_landscape
The top service provider partners for cards and payments include a mix of hyperscalers, industry-skinned, and industry-specific ISVs
92% — percentage of respondents
 The PX factor is lower compared to other studies. Nurturing stronger partnerships should not be overlooked
Deloitte · 2023 · benchmark_peers
The PX factor is lower compared to other studies. Nurturing stronger partnerships should not be overlooked
8.6 — Average satisfaction rating
 Partner’s view service providers as functional resources—there needs to be more collaboration and co-development
Deloitte · 2023 · framework_other
Partner’s view service providers as functional resources—there needs to be more collaboration and co-development
45% — Value perception
 Client references are a heady mix of cards and payments ecosystem players
Deloitte · 2023 · client_example
Client references are a heady mix of cards and payments ecosystem players
23% — Client reference distribution
 EY: Supporting payment transformation and aligning to the C-Suite agenda for growth and modernization
Deloitte · 2023 · case_study
EY: Supporting payment transformation and aligning to the C-Suite agenda for growth and modernization
65% — revenue
 STRONG PORTFOLIO OF BRANDS
Barclays · 2023 · context
STRONG PORTFOLIO OF BRANDS
95% — Market share
 Guides Our Strategy
Barclays · 2023 · context
Guides Our Strategy
 PATH TO $1B NET SALES
Barclays · 2023 · strategic_options
PATH TO $1B NET SALES
$1B — Net Sales
 FUELING FUTURE GROWTH
Barclays · 2023 · impact_sizing
FUELING FUTURE GROWTH
$800M — Annual Net Sales
 IMPROVED PORTFOLIO
Barclays · 2023 · financial_analysis
IMPROVED PORTFOLIO
60% — Net Sales
 #1 U.S. BRANDED AT-HOME COFFEE MANUFACTURER
Barclays · 2023 · market_landscape
#1 U.S. BRANDED AT-HOME COFFEE MANUFACTURER
26% — Market Share
 GROWTH IN COLD COFFEE
Barclays · 2023 · market_landscape
GROWTH IN COLD COFFEE
 A steady, compelling, and compounding algorithm
Barclays · 2023 · other
A steady, compelling, and compounding algorithm
10%+ — Total Shareholder Return
 ADJUSTED OPERATING INCOME
Barclays · 2023 · key_messages
ADJUSTED OPERATING INCOME
Mid-single-digit — Adjusted Operating Income growth
 DRIVING OWNERSHIP & ACCOUNTABILITY
Barclays · 2023 · implementation_plan
DRIVING OWNERSHIP & ACCOUNTABILITY
450+ — Initiatives
 BALANCED CAPITAL DEPLOYMENT MODEL
Barclays · 2023 · framework_other
BALANCED CAPITAL DEPLOYMENT MODEL
50% — Capital Allocation
 Balanced capital deployment, while maintaining investment grade debt rating
Barclays · 2023 · financial_analysis
Balanced capital deployment, while maintaining investment grade debt rating
$5.1B — Capital Deployment
 What’s next for digital consumers
McKinsey · 2021 · cover
What’s next for digital consumers
 The pandemic has accelerated digital adoption, but physical channels are making a comeback among European and US consumers.
McKinsey · 2021 · industry_trends
The pandemic has accelerated digital adoption, but physical channels are making a comeback among European and US consumers.
 Digital adoption grew in Europe and the United States in the six months prior to April 2021, with the exception of grocery.
McKinsey · 2021 · industry_trends
Digital adoption grew in Europe and the United States in the six months prior to April 2021, with the exception of grocery.
46% — Digital adoption growth
 Developing countries such as Brazil, India, and Mexico have had faster rates of digital adoption in the past six months.
McKinsey · 2021 · industry_trends
Developing countries such as Brazil, India, and Mexico have had faster rates of digital adoption in the past six months.
88 — Digital adoption rate
 The new digital user tends to be somewhat younger and slightly wealthier than other digital users.
McKinsey · 2021 · segmentation
The new digital user tends to be somewhat younger and slightly wealthier than other digital users.
 Some consumers were driven to digital channels because of the COVID-19 pandemic or for convenience, but others still prefer physical channels.
McKinsey · 2021 · context
Some consumers were driven to digital channels because of the COVID-19 pandemic or for convenience, but others still prefer physical channels.
48% — Consumer sentiment
 In some industries, consumers say they will use digital channels less often once the COVID-19 pandemic ends.
McKinsey · 2021 · industry_trends
In some industries, consumers say they will use digital channels less often once the COVID-19 pandemic ends.
28 — percentage-point change in expected digital use
 Companies can help keep their customers who became digital adopters by innovating their digital services.
McKinsey · 2021 · key_messages
Companies can help keep their customers who became digital adopters by innovating their digital services.
 Companies can innovate their digital services in six different areas.
McKinsey · 2021 · strategic_options
Companies can innovate their digital services in six different areas.
56% — dissatisfied users
 What’s needed to win the trust of digital consumers varies by industry.
McKinsey · 2021 · industry_trends
What’s needed to win the trust of digital consumers varies by industry.
30% — Users selecting each opportunity
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