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US and China growth momentum on par
Strategy_and · 2023 · market_landscape
US and China growth momentum on par
7,488 — BEV sales volume
 Plug-in sales in China thrive
Strategy_and · 2023 · market_landscape
Plug-in sales in China thrive
2,551 — Units sold
 THE 7TH TRUE-LUXURY GLOBAL CONSUMER INSIGHT EDITION CONDUCTED IN TWO FIELD MOMENTS: PRE-COVID (JANUARY 2020) AND POST-COVID (JUNE 2020)
BCG · 2020 · context
THE 7TH TRUE-LUXURY GLOBAL CONSUMER INSIGHT EDITION CONDUCTED IN TWO FIELD MOMENTS: PRE-COVID (JANUARY 2020) AND POST-COVID (JUNE 2020)
12,000+ — Respondents
 WE BRING ALTAGAMMA PARTNERS AND MEMBERS OF BCG LUXURY ECOSYSTEM TO THE TABLE TO GENERATE THE BEST CONSUMERS INSIGHTS
BCG · 2020 · context
WE BRING ALTAGAMMA PARTNERS AND MEMBERS OF BCG LUXURY ECOSYSTEM TO THE TABLE TO GENERATE THE BEST CONSUMERS INSIGHTS
 BCG EXPERT NETWORK READY TO DISCUSS IN EVERY LARGE MARKET THE OUTCOMES OF TRUE-LUXURY GLOBAL CONSUMER INSIGHT 2020
BCG · 2020 · team_bio
BCG EXPERT NETWORK READY TO DISCUSS IN EVERY LARGE MARKET THE OUTCOMES OF TRUE-LUXURY GLOBAL CONSUMER INSIGHT 2020
 SEVERE IMPACT OF COVID-19 ON LUXURY MARKET, WITH EXPERIENTIAL LUXURY FACING THE BIGGEST DROP
BCG · 2020 · market_landscape
SEVERE IMPACT OF COVID-19 ON LUXURY MARKET, WITH EXPERIENTIAL LUXURY FACING THE BIGGEST DROP
-40 to -60% — Market share
 THE CRISIS IMPACTED EVEN TRUE-LUXURY CONSUMERS, WITH 57% REFRAINING FROM MAKING PURCHASES AND INVESTMENTS THEY HAD PLANNED
BCG · 2020 · key_takeaways
THE CRISIS IMPACTED EVEN TRUE-LUXURY CONSUMERS, WITH 57% REFRAINING FROM MAKING PURCHASES AND INVESTMENTS THEY HAD PLANNED
57% — Share of respondents
 SENTIMENT TOWARDS THE RECOVERY IS MITIGATED, WITH ONLY CHINESE EMERGING AS THE MOST CONFIDENT, AS THEY ARE AHEAD IN THE VIRUS CYCLE
BCG · 2020 · industry_trends
SENTIMENT TOWARDS THE RECOVERY IS MITIGATED, WITH ONLY CHINESE EMERGING AS THE MOST CONFIDENT, AS THEY ARE AHEAD IN THE VIRUS CYCLE
77% — Consumer sentiment
 WITHIN PERSONAL LUXURY, CASUALWEAR & COSMETICS EXPECTED TO REBOUND IN 2 YEARS, WHILE OTHER CATEGORIES IMPACTED BY CRISIS ON THE LONG TERM
BCG · 2020 · quadrant_chart
WITHIN PERSONAL LUXURY, CASUALWEAR & COSMETICS EXPECTED TO REBOUND IN 2 YEARS, WHILE OTHER CATEGORIES IMPACTED BY CRISIS ON THE LONG TERM
 IN EXPERIENTIAL, TRUE-LUXURY CONSUMERS ARE STILL RELUCTANT TOWARDS HOTELS, RESORT AND CRUISE VACATIONS, PREFERRING MORE INTIMATE EXPERIENCES
BCG · 2020 · quadrant_chart
IN EXPERIENTIAL, TRUE-LUXURY CONSUMERS ARE STILL RELUCTANT TOWARDS HOTELS, RESORT AND CRUISE VACATIONS, PREFERRING MORE INTIMATE EXPERIENCES
 8 CONSUMER TRENDS SHAPING THE NEW LUXURY REALITY, WITH 5 ACCELERATED BY THE COVID-19 CRISIS THAT ARE HERE TO STAY
BCG · 2020 · industry_trends
8 CONSUMER TRENDS SHAPING THE NEW LUXURY REALITY, WITH 5 ACCELERATED BY THE COVID-19 CRISIS THAT ARE HERE TO STAY
 EXPERIENTIAL LUXURY & TOURISM: MORE SECLUDED AND SHORT-HAULED
BCG · 2020 · section_divider
EXPERIENTIAL LUXURY & TOURISM: MORE SECLUDED AND SHORT-HAULED
 Travel & Tourism most affected by the crisis
BCG · 2020 · industry_trends
Travel & Tourism most affected by the crisis
60% — Consumer sentiment
 43% OF CONSUMERS WERE SHIFTING THEIR SPENDING TOWARDS EXPERIENTIAL LUXURY BEFORE PANDEMIC HIT, AND TREND IS RESISTING
BCG · 2020 · industry_trends
43% OF CONSUMERS WERE SHIFTING THEIR SPENDING TOWARDS EXPERIENTIAL LUXURY BEFORE PANDEMIC HIT, AND TREND IS RESISTING
43% — % of respondents
 AMONG THOSE WHO ARE SWITCHING, ~88% ARE SHIFTING SINCE EXPERIENCES PROVIDE GREATER SATISFACTION AND EXCLUSIVITY
BCG · 2020 · diagnosis
AMONG THOSE WHO ARE SWITCHING, ~88% ARE SHIFTING SINCE EXPERIENCES PROVIDE GREATER SATISFACTION AND EXCLUSIVITY
88% — % of respondents
 AMONG EXPERIENTIAL, SOCIAL EXPERIENCES MORE NEGATIVELY IMPACTED BY COVID-19 CRISIS, WITH CONSUMER SHIFTING TOWARDS MORE INTIMATE ACTIVITIES
BCG · 2020 · data_table
AMONG EXPERIENTIAL, SOCIAL EXPERIENCES MORE NEGATIVELY IMPACTED BY COVID-19 CRISIS, WITH CONSUMER SHIFTING TOWARDS MORE INTIMATE ACTIVITIES
 54% OF TRUE-LUXURY CONSUMERS DO NOT EXPECT TO RESUME INTERNATIONAL LEISURE TRAVEL BEFORE 6 MONTHS
BCG · 2020 · market_landscape
54% OF TRUE-LUXURY CONSUMERS DO NOT EXPECT TO RESUME INTERNATIONAL LEISURE TRAVEL BEFORE 6 MONTHS
54% — Time to resume international travel
 ONCE THE COVID-19 WILL BE UNDER CONTROL, ITALY WILL BE THE PREFERRED LOCATION FOR EUROPEAN NEIGHBORS AND AMERICAN, BUT NOT FOR CHINESE
BCG · 2020 · market_landscape
ONCE THE COVID-19 WILL BE UNDER CONTROL, ITALY WILL BE THE PREFERRED LOCATION FOR EUROPEAN NEIGHBORS AND AMERICAN, BUT NOT FOR CHINESE
64% — Share of respondents
 LUXURY VALUES POLARIZING BETWEEN WEST AND CHINA
BCG · 2020 · section_divider
LUXURY VALUES POLARIZING BETWEEN WEST AND CHINA
 LUXURY ALWAYS CHARACTERIZED BY ALTERNATION OF GLOBAL STYLE ERAS
BCG · 2020 · timeline
LUXURY ALWAYS CHARACTERIZED BY ALTERNATION OF GLOBAL STYLE ERAS
 THE GROWTH TRAJECTORY OF EXTRO VALUES PROGRESSES FAST IN CHINA BUT HALTS IN THE WESTERN WORLD: TWO DIVERGING DIRECTIONS
BCG · 2020 · industry_trends
THE GROWTH TRAJECTORY OF EXTRO VALUES PROGRESSES FAST IN CHINA BUT HALTS IN THE WESTERN WORLD: TWO DIVERGING DIRECTIONS
+14% — Preference for New luxury values
 LUXURY WORLDS TRAVELS NOT ONLY AT TWO SPEEDS BUT ALSO TOWARDS TWO DIFFERENT DIRECTIONS
BCG · 2020 · industry_trends
LUXURY WORLDS TRAVELS NOT ONLY AT TWO SPEEDS BUT ALSO TOWARDS TWO DIFFERENT DIRECTIONS
 NEXT-GENERATION RELATIONSHIP DRIVEN BY CLIENTELING 2.0
BCG · 2020 · section_divider
NEXT-GENERATION RELATIONSHIP DRIVEN BY CLIENTELING 2.0
 A NEXT-GENERATION TYPE OF RELATIONSHIP: CLIENTELING 2.0
BCG · 2020 · other
A NEXT-GENERATION TYPE OF RELATIONSHIP: CLIENTELING 2.0
 IN THE NEW REALITY CONSUMERS WILL HIGHLY VALUE DIGITAL CLIENTELING, WITH HIGH EXPECTATIONS ON LEVEL OF SERVICE
BCG · 2020 · key_takeaways
IN THE NEW REALITY CONSUMERS WILL HIGHLY VALUE DIGITAL CLIENTELING, WITH HIGH EXPECTATIONS ON LEVEL OF SERVICE
46% — Consumer appreciation for digital clienteling
 THE OLD MODEL DOES NOT WORK ANYMORE, AS CLIENTS WISH TO REPLICATE ONLINE THE OFFLINE RELATIONSHIP THEY HAVE WITH BRANDS
BCG · 2020 · process_diagram
THE OLD MODEL DOES NOT WORK ANYMORE, AS CLIENTS WISH TO REPLICATE ONLINE THE OFFLINE RELATIONSHIP THEY HAVE WITH BRANDS
20% — Online penetration
 SOME BRANDS HAVE STARTED EXPERIMENTING NEW AND PERSONALIZED WAYS OF ENGAGING WITH CONSUMERS DURING LOCKDOWNS
BCG · 2020 · case_study
SOME BRANDS HAVE STARTED EXPERIMENTING NEW AND PERSONALIZED WAYS OF ENGAGING WITH CONSUMERS DURING LOCKDOWNS
 HOW TO BUILD A STRONG CLIENTELING 2.0 BACKBONE, THROUGH ALL CHANNELS?
BCG · 2020 · process_diagram
HOW TO BUILD A STRONG CLIENTELING 2.0 BACKBONE, THROUGH ALL CHANNELS?
 GIVEN THE CONTEXT, SEVERAL PRIORITY INVESTMENTS FOR BRANDS TO WIN IN THE NEW LUXURY REALITY
BCG · 2020 · initiative_list
GIVEN THE CONTEXT, SEVERAL PRIORITY INVESTMENTS FOR BRANDS TO WIN IN THE NEW LUXURY REALITY
 How companies can capture the veteran opportunity
McKinsey · 2012 · cover
How companies can capture the veteran opportunity
 High-performing companies in many industries recognize the value of veteran employees
McKinsey · 2012 · client_example
High-performing companies in many industries recognize the value of veteran employees
 Veterans bring distinctive capabilities to civilian employers...
McKinsey · 2012 · business_case
Veterans bring distinctive capabilities to civilian employers...
 ...as well as valuable training and technical skills for a variety of roles
McKinsey · 2012 · business_case
...as well as valuable training and technical skills for a variety of roles
 Employers can get more than $9,600 in federal and state tax credits for hiring qualified veterans
McKinsey · 2012 · business_case
Employers can get more than $9,600 in federal and state tax credits for hiring qualified veterans
$9,600 — tax credit value
 Employing veterans builds goodwill with numerous stakeholders
McKinsey · 2012 · case_study
Employing veterans builds goodwill with numerous stakeholders
 Who are our veterans? Meet Alan, a 24-year old post-9/11 enlisted veteran
McKinsey · 2012 · case_study
Who are our veterans? Meet Alan, a 24-year old post-9/11 enlisted veteran
 Veterans are returning home and are currently an untapped resource
McKinsey · 2012 · problem_statement
Veterans are returning home and are currently an untapped resource
12.1 — Unemployment Rate
 In the coming year even more veteran talent will be available in the domestic market
McKinsey · 2012 · market_landscape
In the coming year even more veteran talent will be available in the domestic market
2.9 million — Veteran talent availability
 Employers who help veterans make this transition will be able to most effectively capitalize on this opportunity
McKinsey · 2012 · recommendation
Employers who help veterans make this transition will be able to most effectively capitalize on this opportunity
 Four guiding principles for the veteran recruiting process
McKinsey · 2012 · framework_other
Four guiding principles for the veteran recruiting process
 Foundational activities should be conducted early to support later recruiting efforts
McKinsey · 2012 · process_diagram
Foundational activities should be conducted early to support later recruiting efforts
 Amazon’s veteran recruiting efforts successfully support its strategic objectives
McKinsey · 2012 · client_example
Amazon’s veteran recruiting efforts successfully support its strategic objectives
25% — hiring percentage
 Developing a pipeline of attractive candidates involves several key steps
McKinsey · 2012 · process_diagram
Developing a pipeline of attractive candidates involves several key steps
 Several best practice channels exist for employers to develop a pipeline of attractive military candidates
McKinsey · 2012 · initiative_list
Several best practice channels exist for employers to develop a pipeline of attractive military candidates
 JPMorgan Chase utilizes centralized recruitment group and other firms’ best practices to find and attract veteran talent
McKinsey · 2012 · case_study
JPMorgan Chase utilizes centralized recruitment group and other firms’ best practices to find and attract veteran talent
6% — Veteran new hire proportion
 The hiring process can accommodate the background of veterans
McKinsey · 2012 · process_diagram
The hiring process can accommodate the background of veterans
 Best practices for reading veteran resumes
McKinsey · 2012 · other
Best practices for reading veteran resumes
 Best practices for interviewing veterans
McKinsey · 2012 · process_diagram
Best practices for interviewing veterans
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