We wanted to know: What is the state of strategic planning across industries? Are companies successfully using information and analytical insights to develop comprehensive strategic plans? What steps are corporations taking to mitigate risks that exist in today's, and tomorrow's, environment?
We surveyed C-Suite Executives, Principals, VPs, and R&D, Strategy and Competitive Intelligence professionals to find out.
Across all industries, over fifty percent of respondents report that their organization has not formulated a strategic plan that incorporates alternative scenarios and monitors indicators. A vast majority have not created risk mitigation plans.
The global economy is in transition, not so much as the result of superpower politics, but more so as the quiet byproduct of shifting investment in emerging economies. We are at the end of supersized returns found in Brazil, Russia, India, China, and South Africa (BRICS), foreign direct investment constants since 2001 that have in recent years become fragile economies. That bygone era has been replaced by a “Frontier Era,” a period marked by a concentration on economies scattered throughout Africa and Asia. Considering the volatility of frontier economies and today’s nationalist rhetoric, new skills are necessary to successfully navigate this shift. This transition will kick risk management into new levels of intensity
In a recent survey of over 1,000 U.S. consumers, The Fuld Institute of Competitive Strategy investigated the impact of changing consumer preferences and buying behavior, digital disruption, pricing pressures, multi-channel retail options, and new online players in the furniture industry.
Use of advanced and creative technologies such as virtual and augmented reality can greatly facilitate marketplace movement but, alone, will likely not suffice to capture consumers. Today’s, and likely tomorrow’s, consumers are more interested in buying furniture that helps them achieve efficiencies in terms of money, space, health, and environment. The furniture players who will adapt to these realities sooner than the others will be the winners in the market.
Executives in every industry are worried about disruptive digital models, but those in the lodging industry have been feeling the crunch for two decades. Online travel agencies accelerate competition in the already fragmented hospitality market, Airbnb's growth shows no signs of stopping, and technology giants such as Google and Facebook make further inroads into the travel space with every quarter.
By analyzing the pace of innovation, growth rate, entry and exit trends, and the Herfindahl-Hirschman Index score (a calculation of market concentration) of the global hotel sector, the Fuld Institute for Competitive Strategy's Competitive Intensity Report assesses today's competitive environment and recommends strategies for the digital age.
The Fuld Institute for Competitive Strategy provides executives with critical insights to support strategic planning and corporate decision making. We produce strategic reports prepared by Fuld + Company consultants in collaboration with a global panel of senior executives across a wide span of industries.
The Fuld Institute for Competitive Strategy offers a unique perspective on business strategy, based on over 35 years analyzing clients’ external environment to uncover risks and to pinpoint opportunities that translate to competitive advantage.