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STRATEGY CONSULTING

FTI Consulting Bolsters Economic Consulting Segment with Appointment of John Ellison as Senior Managing Director

LONDON, Sept. 20, 2018 (GLOBE NEWSWIRE) — FTI Consulting, Inc. (NYSE: FCN) today announced the appointment of John Ellison as a Senior Managing Director in the firm’s Economic Consulting segment, further strengthening the firm’s global economic and financial consulting expertise. Mr Ellison will be based in London.

Mr Ellison brings more than 25 years’ experience advising on all aspects of forensic work, including regulatory enquiries, valuing businesses and market abuse. He also sits as an arbitrator in international disputes.

Mr Ellison has experience across a variety of industries, including telecoms, shipping, banking and, in particular, mining, oil and gas. He has given oral testimony in more than 50 cases in 11 jurisdictions across the world and has twice been named by the Who’s Who Legal guide as having the most nominations of accounting experts globally.

Prior to joining FTI Consulting, Mr Ellison was a senior partner at KPMG and from 1997 to 2010 was Chair of its Forensic Accounting department, which he helped found in 1991.

Mark Bezant, a Senior Managing Director and Head of EMEA Economic & Financial Consulting at FTI Consulting, said, “I have known John for many years and have always admired the depth and breadth of his expertise, as well as his clear focus on providing clients with the highest levels of service and advice. He has a proven track record and widespread recognition in the expert witness community, and we are delighted that he has joined the team.”

STRATEGY CONSULTING

HURON NAMES NEW CHIEF INFORMATION OFFICER

HURON NAMES NEW CHIEF INFORMATION OFFICER

CHICAGO–(BUSINESS WIRE)–Oct. 3, 2018– Global professional services firm Huron(NASDAQ: HURN) today announced that Sean Freeburger has joined the company as chief information officer (CIO). In this role, Freeburger will lead the global information technology function and play a key role in shaping the company’s technology strategy.

“Sean brings a tremendous depth and breadth of expertise in leadership and digital strategy and has a strong track record of leveraging technology-based solutions to drive value,” said Mark Hussey, chief operating officer and executive vice president of Huron. “Sean will be focused on driving innovation to accelerate growth and achieve efficiencies that will put Huron in the best position to continue enhancing our client’s competitive advantage.”

“This is an exciting time to join the Huron team,” said Sean Freeburger. “I am eager to help drive the company’s strategy forward and to partner with Huron’s businesses to deliver more value to our clients.”

Prior to joining Huron, Freeburger was a managing director at Accenture responsible for leading transformation across their global sales organization as well as their enterprise analytics function. He also led their software engineering talent segment, inspiring and mentoring professionals to build the company’s next generation of software engineers. He started his career as a technology consultant responsible for delivering value for several clients investing in their own digital transformations.

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STRATEGY CONSULTING

Smarter Use of Digital Skills and Technology Could Boost Global Economic Output by $2 Trillion by 2020, Accenture Study Shows

NEW YORK; Jan. 19, 2016 – Optimizing the use of digital skills and technologies could generate $2 trillion of additional global economic output by 2020, according to a new study by Accenture (NYSE: ACN). The study also reveals the vast role digital plays in economic activity, with more than one-fifth of the world’s gross domestic product (GDP) attributed to some form of digital skills, capital and goods and services.

The Accenture Strategy report, Digital Disruption: the Growth Multiplier, provides a new and comprehensive measure of the scale of the digital economy in 11 major countries. It estimates the value added to GDP by hardware, software and related technologies and by workers who need these digital assets to do their jobs. It also calculates the value of intermediate digital goods and services used in production.

A little more than one-fifth (22 percent) of world output is linked to this digital economy of skills and capital. The US is the world’s most digital economy, with existing digital investments accounting for 33 percent of its output. Forty-three percent of the U.S. labor force and 26 percent of its accumulated capital are capable of supporting digital related activity. The digital economy in other markets varies from more than 30 percent in the UK and Australia to 10 percent in China.

“Businesses and governments are turning to digital to secure faster growth amid an uncertain global economic outlook, but the size of the digital economy is no guarantee of growth,” said Mark Knickrehm, group chief executive, Accenture Strategy. “Organizations need to act aggressively in shifting the focus of their digital talent and technology from making efficiencies to creating entirely new business models. That requires not just greater digital investments, but broader organizational and cultural transformation in order to yield the greatest returns.”

The report states that in order to generate higher rates of growth, companies will need to improve their Accenture Strategy Digital Density score, which tracks the extent to which digital penetrates a country’s businesses and economy. This includes digital skills and technology, as well as broader enabling factors such as the ease of access to finance and the openness of a country’s regulatory environment.

For example, a 10 point increase in the overall digital density of the U.S. economy would result in a $368 billion uplift to 2020 GDP, 1.8 percent higher than current forecasts. But Accenture Strategycalculates that an optimal combination of improvements to digital skills, capital and other accelerators could lift U.S. GDP by an even greater $421 billion by 2020, representing a 2.1 percent boost. The countries with the greatest opportunity for improving their overall digital performance are Brazil (6.6 percent), Italy, (4.2 percent), China (3.7 percent) and Japan (3.3 percent).

The study shows how each national economy could best prioritize its extra efforts to achieve the greatest boost to revenues and economic output. For example, 70 percent of Brazil’s extra digital efforts should be focused on the improved application of technology, such as cloud and analytics, whereas greater efforts in digital skills would generate less of an economic return. In the US, however, just 10 percent of extra digital efforts need to be injected into technology, while a greater return will be gained from boosting digital skills and broader enabling factors.

Platform based models are the key to growth
According to the report, platform business models represent one of the greatest opportunities for digitally driven growth. These models allow organizations to create new markets and uncover value by bringing partners and customers together across a common digital platform. In many cases, platform players can enjoy strong growth without having to own or manage assets, helping them expand with low marginal costs.

While ‘born digital companies’ dominate the platform economy today, the Accenture Strategy report suggests  that traditional industry incumbents could be among the greatest beneficiaries of platform strategies by combining their customer reach and product portfolios with the networking power of the platform.

“The high growth rates experienced by many digital companies can now be enjoyed by traditional industry incumbents if they apply platform models to create an ecosystem of partners and customers in which they can offer new value added services,” said Bruno Berthon, managing director, Accenture Strategy.  “Companies need to shape their platform strategies and define their role as platform leaders or participants before aggressively forming partnerships that can deliver new value.”

The report recommends three broad actions that can improve the application of digital business models to drive higher levels of productivity and growth:

  • Prioritize digital investments based on value opportunities: Assess carefully the balance of digital investments so that an optimal combination of improvements to skills and technology can maximize returns on digital investments
  • Compete using an industry-specific digital strategy: Be clear on which platform, what roles, and which data are fundamental to compete successfully in your industry.
  • Create the right environment for digital transformation: Improve your “digital IQ,” teaming with government to open up cross-industry relationships and change the rules of competition.
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STRATEGY CONSULTING

65% of Digital Consumers Choose to Shop at a Store that Offers Personalized Recommendations, According to New BRP Report

2019 Consumer Shopping Habits – The Generation Gap Report Highlights the Differences in the Shopping Journeys of Younger and Older Generational Groups

Boston, MA – April 16, 2019 – According to BRP’s 2019 Consumer Shopping Habits – The Generation Gap report, it is essential for retailers to understand the shopping preferences of their target audience to design the right shopping experience that appeals to their customers. While the shopping journey varies depending on the customer, product and even season, there are similarities within generational groups. Digital Consumers (ages 18-37) have higher expectations for the retail experience than Traditional Consumers (ages 38+) and embrace the use of technology to make their research and buying process more convenient. Traditional Consumers are more focused on the basics of finding their desired product at the right price.

“It is interesting to see what drives consumers’ shopping habits and the differences between generational groups,” said David Naumann, vice president of marketing, BRP Consulting. “As retailers plan their in-store, online and mobile shopping experience strategies, it is imperative that they align with the desires of their target audiences. Making every experience a positive one is also key, as nearly two-thirds of ALL consumers will stop shopping at a retail brand after one unsatisfactory experience.”

BRP’s 2019 Consumer Shopping Habits – The Generation Gap report is based on findings from a BRP survey of 1,298 U.S. consumers fielded in December 2018 to identify how and where they prefer to shop and which factors influence their shopping journey. Below are key findings based on generation groups.

DIGITAL CONSUMERS (ages 18-37)

As Digital Consumers research products, they seek out consumer reviews to make more educated purchase decisions. When choosing a store, 65% want the ability to receive personalized recommendations and 65% prefer the ability to pay via a mobile wallet or retailer app. Receiving merchandise quickly is important with same day delivery a reason to choose a store for 77% of these consumers. Digital Consumers are more likely than Traditional to share feedback on social media for both exceptional and unsatisfactory shopping experiences.

TRADITIONAL CONSUMERS (ages 38+)

Traditional Consumers focus on the basics when they shop – product availability and competitive pricing. While shopping for products, 63% choose a store based on the associates’ ability to order out of stock products. While they are more tolerant on the timing of deliveries, 86% will choose a store with free delivery over one that doesn’t offer this service. Traditional Consumers rarely share feedback on social media for any shopping experience, but for unsatisfactory experiences, 64% will contact the retailer to share their dissatisfaction.

For more information on the generation gap between Digital and Traditional Consumers, download the 2019 Consumer Shopping Habits – The Generation Gap report:

https://brpconsulting.com/download/2019-consumer-shopping-survey

This report was sponsored by Manhattan Associates.

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