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51,416 slides across 1229 decks match.
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Prefabricated housing manufacturers show vast differences in product price segment and level of finishing type
RolandBerger · 2018 · framework_2x2
Prefabricated housing manufacturers show vast differences in product price segment and level of finishing type
 There are several manufacturers of prefabricated housing in the DACH region – DFH is the largest manufacturer in DACH
RolandBerger · 2018 · competitive_analysis
There are several manufacturers of prefabricated housing in the DACH region – DFH is the largest manufacturer in DACH
447 — 2016 Revenue
 The majority of manufacturers have been able to gradually increase their revenues between 2012 and 2016
RolandBerger · 2018 · financial_analysis
The majority of manufacturers have been able to gradually increase their revenues between 2012 and 2016
17.1% — Revenue
 The German market is largely fragmented with the top 5 suppliers accounting for c.30% – Recent trend towards consolidation revealed
RolandBerger · 2018 · competitive_analysis
The German market is largely fragmented with the top 5 suppliers accounting for c.30% – Recent trend towards consolidation revealed
30% — Market share
 Market entry barriers are particularly based on technical capabilities, sales network and brand/track record
RolandBerger · 2018 · problem_statement
Market entry barriers are particularly based on technical capabilities, sales network and brand/track record
 We regularly extend our project experience with the publication of relevant studies and research
RolandBerger · 2018 · other
We regularly extend our project experience with the publication of relevant studies and research
 The Reinvention of Retail Banking: How focused business models can unlock value
PwC · 2025 · cover
The Reinvention of Retail Banking: How focused business models can unlock value
 Temporary respite: Bounce back in returns begins to lose steam
PwC · 2025 · industry_trends
Temporary respite: Bounce back in returns begins to lose steam
20% — Total shareholder returns CAGR
 Age of change: Rethinking how and where to compete
PwC · 2025 · section_divider
Age of change: Rethinking how and where to compete
 These broad dimensions contrast with the prevailing trend in other sectors.
PwC · 2025 · industry_trends
These broad dimensions contrast with the prevailing trend in other sectors.
 Pressure builds: The forces reshaping the banking market
PwC · 2025 · section_divider
Pressure builds: The forces reshaping the banking market
 The new archetypes: Focusing on differentiated value drivers
PwC · 2025 · framework_other
The new archetypes: Focusing on differentiated value drivers
 Four foundations for successful reinvention
PwC · 2025 · section_divider
Four foundations for successful reinvention
 Decide on your archetype and judge where to invest and divest
PwC · 2025 · strategic_options
Decide on your archetype and judge where to invest and divest
 Create a strategic operating model to support the chosen archetype
PwC · 2025 · process_diagram
Create a strategic operating model to support the chosen archetype
 Take your people with you
PwC · 2025 · other
Take your people with you
 Quantum technologies are accelerating
McKinsey · 2020 · timeline
Quantum technologies are accelerating
 Several industries are already working in “stealth mode” on competitive applications of quantum computing
McKinsey · 2020 · framework_other
Several industries are already working in “stealth mode” on competitive applications of quantum computing
 Experts expect the impact of quantum computing in the mid-term to be greatest in AI, GEM, Finance and TTL
McKinsey · 2020 · industry_trends
Experts expect the impact of quantum computing in the mid-term to be greatest in AI, GEM, Finance and TTL
 Most players are active in the systems, software & algorithms layer
McKinsey · 2020 · segmentation
Most players are active in the systems, software & algorithms layer
135-160 — Number of quantum computing players
 The US and Canada are most active around quantum computing
McKinsey · 2020 · data_table
The US and Canada are most active around quantum computing
127 — Number of quantum computing players
 We have seen a stark rise in quantum computing start-ups globally
McKinsey · 2020 · geographic_map
We have seen a stark rise in quantum computing start-ups globally
51 — Number of start-ups
 Founding & investment activity has grown rapidly in the last 5 years
McKinsey · 2020 · market_landscape
Founding & investment activity has grown rapidly in the last 5 years
<10% — Investment volume
 Most newly founded start-ups are software & algorithm developers
McKinsey · 2020 · industry_trends
Most newly founded start-ups are software & algorithm developers
26 — Number of start-ups
 Development of QC in China is driven by start-ups and researchers linked to the government
McKinsey · 2020 · industry_trends
Development of QC in China is driven by start-ups and researchers linked to the government
517 — Patents filed
 Where is quantum headed?
McKinsey · 2020 · industry_trends
Where is quantum headed?
 Success personified in the Fourth Industrial Revolution: Where do German executives stand?
Deloitte · 2019 · cover
Success personified in the Fourth Industrial Revolution: Where do German executives stand?
 Social impact—Organizational success measured by degree of societal impact
Deloitte · 2019 · industry_trends
Social impact—Organizational success measured by degree of societal impact
45% — Percentage of respondents
 Social impact—Developing fewer socially-driven products; achieving similar results
Deloitte · 2019 · key_takeaways
Social impact—Developing fewer socially-driven products; achieving similar results
68% — Percentage of executives who agree
 Strategy—Decision-making processes lacking definition and not as driven by data
Deloitte · 2019 · peer_benchmark
Strategy—Decision-making processes lacking definition and not as driven by data
17% — Percentage of agreement
 Technology—Not as concerned with others' unethical use
Deloitte · 2019 · benchmark_peers
Technology—Not as concerned with others' unethical use
71% — Percentage of executives agreeing with ethical statements
 Talent—Confident in their ability to attract and retain talent; not as likely to train
Deloitte · 2019 · peer_benchmark
Talent—Confident in their ability to attract and retain talent; not as likely to train
32% — Percentage of executives
 A New Generation of Chinese Consumers Reshaping the Luxury Market
Bain · 2021 · cover
A New Generation of Chinese Consumers Reshaping the Luxury Market
 Luxury market of mainland China¹ is forecasted to grow by 23%-25% in 2021, driven by a combination of multiple factors
Bain · 2021 · market_sizing
Luxury market of mainland China¹ is forecasted to grow by 23%-25% in 2021, driven by a combination of multiple factors
23%-25% — Market growth
 The booming luxury market of mainland China¹ is seeing a big demographic shift that has spawned some new consumer needs and behaviors
Bain · 2021 · industry_trends
The booming luxury market of mainland China¹ is seeing a big demographic shift that has spawned some new consumer needs and behaviors
22% — market share
 Post-90s consumers have become a major market force, representing half of total luxury consumer base and 46% of luxury sales
Bain · 2021 · segmentation
Post-90s consumers have become a major market force, representing half of total luxury consumer base and 46% of luxury sales
46% — Luxury market growth
 Heavy-spending consumers, 11% of total consumer base, contribute 40% to total sales; the spending of medium- and light-spending consumers is also growing rapidly
Bain · 2021 · segmentation
Heavy-spending consumers, 11% of total consumer base, contribute 40% to total sales; the spending of medium- and light-spending consumers is also growing rapidly
40% — Market growth contribution
 Luxury newcomers (17%) are jumping in, mostly post-90s with strong purchasing power; half of them spent more than RMB 50K on luxury goods per year
Bain · 2021 · segmentation
Luxury newcomers (17%) are jumping in, mostly post-90s with strong purchasing power; half of them spent more than RMB 50K on luxury goods per year
17% — Consumer base
 Consumers segmented into 6 groups based on age & spending: heavy-spending consumers spent the most while post-90s light/medium-spending consumers showed the fastest growth
Bain · 2021 · segmentation
Consumers segmented into 6 groups based on age & spending: heavy-spending consumers spent the most while post-90s light/medium-spending consumers showed the fastest growth
+37% — 2020 spending growth
 Heavy-spending consumers and post-90s light/medium-spending consumers are two powerful engines of market growth
Bain · 2021 · segmentation
Heavy-spending consumers and post-90s light/medium-spending consumers are two powerful engines of market growth
46% — Contribution to growth (RMB 100bn)
 Among all consumers, brands should especially win two priority segments with the highest growth potential
Bain · 2021 · segmentation
Among all consumers, brands should especially win two priority segments with the highest growth potential
+29% — spending growth
 Amid the demographical shift in the luxury market of mainland China, post-90s consumers emphasize more on “self-reward” and “brand service/experience”
Bain · 2021 · industry_trends
Amid the demographical shift in the luxury market of mainland China, post-90s consumers emphasize more on “self-reward” and “brand service/experience”
 Consumers at large tend to switch between brands; less than 40% claim to be loyal to specific brands and over 80% have tried new brands in the past two years
Bain · 2021 · key_takeaways
Consumers at large tend to switch between brands; less than 40% claim to be loyal to specific brands and over 80% have tried new brands in the past two years
36% — Brand loyalty
 To attract and retain two priority segments, brands need to elevate experience and product offering, and optimize aftersales services to drive repurchase
Bain · 2021 · recommendation
To attract and retain two priority segments, brands need to elevate experience and product offering, and optimize aftersales services to drive repurchase
75% — Consumer preference
 Ready-to-wear has risen fast in penetration; footwear, handbags and jewelry stayed put while accessories dipped
Bain · 2021 · industry_trends
Ready-to-wear has risen fast in penetration; footwear, handbags and jewelry stayed put while accessories dipped
69% — Luxury penetration
 The rise of post-90s consumers and increased purchasing power have combined to impact category penetration
Bain · 2021 · data_table
The rise of post-90s consumers and increased purchasing power have combined to impact category penetration
86% — Luxury penetration
 The increased presence of post-90s light/medium-spending male consumers has implications for the penetration of ready-to-wear, footwear and handbags
Bain · 2021 · market_landscape
The increased presence of post-90s light/medium-spending male consumers has implications for the penetration of ready-to-wear, footwear and handbags
55% — Category penetration
 Offline remains the most important channel; however, online purchasing has been increasing quickly and become an important interaction channel
Bain · 2021 · industry_trends
Offline remains the most important channel; however, online purchasing has been increasing quickly and become an important interaction channel
78% — Sales share
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