Consumer Spending Trends in Asia - Asia's consumer spending is expected to reach $16 trillion in 2024, accounting for 27% of the global market Over the next decade, personal consumption in Asia will grow by $7 trillion, with China contributing 60% of this growth [6][15] - Food, non-alcoholic beverages, and household goods are the top priority categories for most Asian consumers, except in China, where clothing, footwear, and leisure activities are more emphasized [20][31] - Luxury consumption is expected to decline over the next two years, with consumers prioritizing quality, sustainability, and domestic brands [2][8][107] Regional Economic Outlook and Consumer Sentiment - Economic optimism varies across Asia, with countries experiencing GDP growth above 3% showing more positive consumer sentiment India, China, and Vietnam are the most optimistic, while Japan and Korea are more pessimistic [1][16][26] - China remains the dominant driver of Asia's consumption growth, contributing 60% of the region's total consumption increase over the next decade India is also a key growth market, with its private consumption expected to rise significantly [15][28] Consumer Preferences and Behavior - Asian consumers strongly prefer domestic brands, with Japanese and Korean brands associated with quality, Chinese brands with affordability, and Korean brands with fashion trends [3][76] - Convenience, personalized experiences, and safety are driving the growth of online retail, mobile payments, and omnichannel strategies in Asia [21][71][94] - Quality is the most important factor for consumers when purchasing both luxury and fast-moving consumer goods (FMCG), followed by a preference for domestic products and sustainability credentials [8][99][116] Demographic Shifts and Spending Patterns - Asia is aging rapidly, with the proportion of the population over 45 expected to rise from 40% to 55% over the next decade India is an exception, with 74% of its population under 45 [11][24] - Younger consumers (18-25) prioritize clothing, footwear, and personal care, while older consumers focus more on household goods and health-related products [32][34][85] Strategic Recommendations for Brands and Retailers - Brands must adopt localized strategies to cater to unique consumer preferences in markets like China, where consumer behavior differs significantly from other regions [107][108] - Companies should focus on building omnichannel experiences that prioritize convenience, personalization, speed, and safety to meet evolving consumer expectations [123] - Luxury brands need to refocus their marketing strategies on quality and sustainability to regain consumer interest amid slowing luxury consumption [107]

Industry Investment Rating - The report emphasizes the need for Europe to regain leadership in the telecom and technology sectors, highlighting the urgency for strategic actions to address current challenges [3][4] Core Viewpoints - Europe's telecom and tech industries require fundamental transformation to remain competitive globally, particularly against the US and China [3] - Structural fragmentation and complex regulatory environments are major obstacles to Europe's telecom industry's global competitiveness [4] - Lack of unified standards and coordination in spectrum licensing across EU member states limits growth and scalability [6] - Dependence on foreign telecom suppliers raises concerns about strategic autonomy and cybersecurity [7] - Heavy regulatory burdens hinder the development of cross-border B2B services, limiting market expansion opportunities [8] - Europe's AI and cloud industries are lagging due to fragmented strategies, limited public-private collaboration, and insufficient private funding [13][14] - Europe's satellite communication industry is falling behind the US and China, with reduced public funding and insufficient support for the space ecosystem [20][21] Key Challenges and Recommendations Telecom Sector - Market fragmentation in Europe necessitates industry consolidation through relaxed antitrust restrictions to achieve economies of scale [9] - Sharing infrastructure costs with VLOPs (Very Large Online Platforms) could alleviate financial pressures on telecom operators [10] - Unified EU-wide spectrum rules and technical standards are essential to promote cross-border investment and build an integrated ecosystem [11] - Favoring EU-trusted suppliers and enforcing EU security frameworks will enhance digital sovereignty and protect critical infrastructure [11] AI and Cloud Sector - Integrating public and private computing resources can significantly expand Europe's AI capabilities, providing access to high-performance computing and quantum labs [17] - Establishing a unified EU cloud market will promote scalability and competitiveness through standardized public procurement processes and secure data-sharing intermediaries [18] - Strengthening cooperation with the US through clear data security and fair trade frameworks will enhance Europe's position in the global cloud market [19] Satellite Communication Sector - Reforming EU procurement rules will streamline and unify the satellite communication industry, enabling faster and more flexible procedures [24] - Creating an EU space fund with clear priorities, supported by the European Investment Bank (EIB), will strengthen the industry by funding R&D, strategic acquisitions, and SMEs [25] Expected Impacts Telecom - Accelerated domestic consolidation driven by business needs rather than antitrust concerns will stabilize and increase retail prices due to reduced competition [28] - New investment in fiber connectivity will be unlocked, particularly in attractive geographic regions, due to copper decommissioning and deregulation of infrastructure investments [28] - Increased spectrum duration will boost telecom operators' EBITDA and valuations [28] - Localization of B2B services will be promoted through pan-European B2B service companies operating from low-cost base countries [28] Cloud and AI - European cloud players will see increased revenue due to EU preferences in public sector tenders [29] - New public-private partnerships in AI/HPC will accelerate, adopting venture capital-like approaches such as equity stakes and public institutions providing computing power to AI startups for returns [29] - Strong vertical industries will further support AI advancements without regulatory and competition constraints [29] Satellite - Increased support and investment in private satellite communication companies and the broader ecosystem will enhance EU sovereignty, focusing on the entire industry rather than just established players [29] Data Highlights - In 2023, only 6% of global AI startup venture capital funding went to European companies, compared to 61% for US companies [13] - The global cloud market is dominated by US hyperscalers (AWS, Azure, Google Cloud), holding 65% of the market share, while European providers are limited to basic IaaS offerings [14] - The space economy is projected to grow from $630 billion in 2023 to $1.8 trillion by 2035, with Europe at risk of missing out due to insufficient satellite communication initiatives [20] - US and China lead in satellite constellations, with Starlink (6,400 satellites by 2024) and G60 (1,300 satellites by 2027), while Europe lacks a dedicated satellite communication constellation [23]

Industry Investment Rating - The report highlights the transformative potential of AI in healthcare, suggesting a positive outlook for the industry [9][10] Core Viewpoints - AI is expected to bring significant benefits to healthcare, including breakthroughs in care quality and unprecedented economic benefits [3] - The adoption of AI in healthcare is seen as both revolutionary and evolutionary, depending on the specific application area [10] - 87% of respondents prefer strategic partnerships with tech giants over in-house development for AI integration [3] AI's Impact on Healthcare - AI is predicted to reshape healthcare systems, drive breakthrough innovations in health research, and improve overall health outcomes [9] - AI will significantly impact business models and processes in healthcare, requiring rapid responses from industry players [10] - Generative AI (GenAI) is particularly highlighted for its potential to innovate solutions for challenges like workforce shortages and cost pressures [9] AI Adoption and Use Cases - AI is already being used in various healthcare operations, with 74% of respondents indicating current use and 15% using it frequently [47] - Key areas of AI application include diagnostics, predictive analytics, personalized treatment plans, and administrative tasks [31][36] - AI is expected to improve operational efficiency, reduce costs, and enhance the quality of care [47] Future Scenarios - The report outlines three potential future scenarios for AI adoption in healthcare: a realistic scenario with mixed results, an accelerated scenario with widespread adoption, and a conservative scenario with limited impact [123][126][127] - In the realistic scenario, AI adoption is partial, with significant improvements in efficiency and accuracy in some areas, while others lag behind [124] - The accelerated scenario envisions widespread AI integration, leading to personalized medicine, reduced administrative burdens, and faster drug development [126] - The conservative scenario predicts slow AI adoption, with rising healthcare costs and stagnant innovation [127] Strategic Recommendations - Organizations should strategically assess the impact of AI on their business models and create unique value propositions [133] - Employees should be supported through AI integration, with training and resources provided to enhance their ability to use AI tools effectively [134] - A patient-centric approach should be maintained, leveraging AI to create personalized treatment plans and improve patient outcomes [135] - Investments in AI technology and infrastructure should be prioritized to ensure readiness for future advancements [137][138] AI's Role in Specific Healthcare Sectors - In hospitals, AI is widely used in diagnostics, with 88% of respondents expecting it to become an industry standard [55] - Health insurance companies are leveraging AI for customer service and claims management, with 75% using AI in active solutions [56] - Pharmaceutical companies are adopting AI in research and development, with 68% already using AI in standard operations [62] - Medtech companies are integrating AI into manufacturing and R&D, with 79% using AI in R&D and 54% in manufacturing [64][66]

Industry Investment Rating - The report highlights a positive outlook for the healthcare industry, driven by the rapid evolution of AI technologies, with significant investments expected to continue [21][22] Core Viewpoints - AI is expected to cause a rapid evolution in healthcare, bringing substantial changes but allowing time for strategic responses [2] - AI adoption varies across healthcare sectors, with 52% of hospitals using AI in diagnostics and 32% piloting such solutions, while therapy lags with 36% not using AI at all [2] - Strategic partnerships with tech giants are favored by 87% of respondents over in-house development to bridge the AI readiness gap [2] Implications for Organizations - AI will impact business models across the healthcare value chain, requiring urgent responses from organizations [10] - Only 29% of organizations feel prepared to exploit AI for competitive advantage, highlighting a significant readiness gap [2] - AI adoption is expected to transform patient journeys, with personalized treatment plans and improved operational efficiencies [10][12] Future Scenarios - The most likely scenario is a "realistic scenario" with partial adoption of AI in specialized areas, leading to mixed outcomes [95] - An "accelerated scenario" envisions mass adoption of AI, transforming healthcare delivery and reducing costs, while a "cautious scenario" predicts slow adoption with limited impact [100] Recommendations for Stakeholders - Stakeholders should adopt a patient-centered approach, leveraging AI to create tailored treatment plans and improve patient outcomes [104] - Organizations must assess the impact of AI on their business models and invest in AI technologies to stay competitive [105] - Workforce enablement is crucial, with AI tools integrated into daily workflows and employees provided with tailored training [106] - Healthcare organizations should systematically develop their IT infrastructure and consider partnerships with tech companies to implement AI solutions [108] - Early and continuous investment in AI technologies is recommended to gain a competitive edge and improve operational efficiency [109]

Industry Investment Rating - The report does not explicitly provide an industry investment rating [1] Core Viewpoints - Sustainability is now a central business imperative, driven by regulatory, investor, and consumer pressures, as well as climate-related supply chain challenges [4] - Responsible procurement is a key lever for improving ESG impact across the food value chain [5] - The food and beverage value chain accounts for 36% of global GHG emissions, with agricultural production contributing 39% of these emissions [10] - Consumers across all age groups are increasingly focused on CO2 emissions when shopping, especially for food products [13] - Procurement plays a critical role in driving ESG initiatives across the value chain [24] Agrifood Value Chain Emissions - Conventional food production significantly impacts biodiversity, deforestation, and climate change [8] - The F&B value chain is responsible for 17.9 Gt CO2e, representing 36% of global emissions [10] - Upstream activities, particularly agricultural production, contribute the most to emissions in the F&B value chain [9] Sustainability Efforts in the Food Industry - Food companies must intensify sustainability efforts along the entire value chain due to both consumer and regulatory pressures [15] - The EU's Farm-to-Fork strategy is a comprehensive regulatory framework impacting all stages of the food value chain [16] - Scope 3 emissions reduction is a key priority for food companies, as they represent the largest share of total emissions [18] Procurement's Role in ESG - Procurement is uniquely positioned to influence sustainability across the entire value chain [24] - Sustainable procurement can enhance supply chain resilience, reduce costs, and improve ESG performance [25] - Key action fields for procurement include reducing Scope 3 emissions, embracing circular economy practices, and increasing supply chain transparency [30] Challenges in Sustainable Procurement 1. Data collection from suppliers is a major challenge, with issues around data quality and verification [32] 2. Supplier engagement and contractualization require long-term commitments and qualitative discussions [35] 3. Role ambiguity and knowledge gaps hinder effective integration of sustainability into procurement processes [38] 4. Balancing sustainability goals with traditional procurement priorities remains a challenge [41] 5. Lack of integrated tools and resource constraints complicate sustainability tracking and management [44] Solutions for Sustainable Procurement 1. Simplify data collection through scalable tools and streamlined communication [47] 2. Focus on high-impact product types and long-standing supplier partnerships [49] 3. Establish long-term, structured partnerships with clear sustainability commitments [52] 4. Provide comprehensive training and user-friendly tools for procurement teams [55] 5. Emphasize the link between sustainability practices and financial performance [58] 6. Adopt a hybrid organizational structure that integrates procurement and CSR functions [61] Conclusion - Procurement is pivotal in driving a company's sustainability strategy, particularly in managing Scope 3 emissions [66] - Successful transition to sustainable procurement requires robust cross-functional collaboration and organizational restructuring [67]

Industry Overview - Offshore wind (OW) is a key pillar of Europe's energy transition, crucial for meeting climate targets, achieving energy independence, and creating earning capacity in the region's future economy [3] - Europe's OW industry must triple its supply chain capacity over the next seven years to meet ambitious rollout targets, requiring a massive ramp-up from 7 GW/year in 2023 to 20 GW/year by 2030 [11][13] - The North Sea countries aim to reach 120 GW of offshore wind capacity by 2030, requiring the installation of 5,600 turbines with a capacity of 15 MW each, along with 15 new installation vessels [15][16] Challenges in the OW Industry - A "rat race" towards ever-larger turbines is causing costs to increase and hampering capacity rollout due to shorter product life cycles and uncertainty about future turbine sizes [3][4] - The vicious cycle includes competitive auctions by governments, pressure on project developers to use the newest turbines, and OEMs accelerating product introductions, leading to performance issues and supply chain bottlenecks [4][27] - The levelized cost of energy (LCOE) for wind farms in Europe has risen from ~50 to ~70 EUR/MWh due to inflation, interest rate hikes, and supply chain bottlenecks, leading to project postponements [20][21] Diminishing Returns on Larger Turbines - Larger turbines historically reduced costs by decreasing the number of turbines needed, but the cost-benefits are now diminishing due to the negative economy of scale for expensive components [32][33] - Incremental increases in turbine capacity are leading to relatively lower decreases in the number of turbines required for a given wind farm capacity, reducing the cost-benefit of larger turbines [33][38] Standardization as a Solution - Setting a standard turbine size for a considerable period is necessary to break the vicious cycle, create investment certainty, and support the capacity boost needed for Europe's OW industry [4][41] - Standardization will lead to longer product life cycles, stronger learning effects, and more predictability in capacity rollout, enabling investments in R&D and industrialization [41][44] - A fixed turbine size will still allow for differentiation and competition in aspects like turbine performance, installation techniques, and circularity gains [41] Standardization Roadmap - A standardization roadmap is needed to plan the move to larger and/or smarter turbines, creating predictability for the supply chain to invest in capacity extensions and technological innovations [60][61] - The roadmap should align on the dimensions and timetable of the next standard, such as 30 MW turbines for commercial deliveries in 2037, to ensure sufficient lead time for industrialization and innovation [61][63] Action Required - Governments must enforce a turbine standard, either through EU regulation or the North Seas Energy Cooperation (NSEC), to break the vicious cycle and ensure a timely and affordable rollout [73] - The European OW industry must develop a roadmap for future turbine sizes and pursue other standardization initiatives, such as for turbine components and vessel landings [73][74]

Industry Investment Rating - The report highlights Mexico as a prime candidate for nearshoring, particularly for the automotive industry, due to its competitive advantages such as lower labor, energy, and transport costs, as well as proximity to the US market [4][11][12] Core Viewpoints - Mexico has become a leading destination for automotive companies due to its significant cost advantages, strong supplier base, and favorable trade agreements [4][11][12] - The country received USD 43.9 billion in foreign direct investment (FDI) in 2023, making it one of the top 15 FDI-receiving countries globally [3][16] - Mexico offers a 35% total landed-cost advantage over China, with labor costs 30% lower than in China, and this gap is expected to widen through 2030 [19][20][21] - 78% of surveyed automotive OEMs and suppliers are either conducting or assessing nearshoring to Mexico, with assembly operations being the most cited fit [5][6] Summary by Sections Introduction: Nearshoring – Coming to a Place Near You - Globalization has faced challenges due to geopolitical tensions, the COVID-19 pandemic, and the Ukraine war, leading companies to shift production closer to major markets like the US and China [9] - Nearshoring is becoming a trend, with Mexico emerging as a key destination for automotive companies [9][10] Why Mexico? Competitive Advantages - Mexico offers lower nominal hourly wages and electricity costs compared to China and Vietnam, making it a cost-effective manufacturing hub [12][14] - The country benefits from its proximity to the US, lower transport risks, and a robust automotive supplier base [4][11] - US FDI outflows to Mexico have surged, surpassing those to China, with USD 10 billion in 2022 and USD 43.9 billion in 2023 [3][16] Manufacturing Costs in Mexico vs. China - Mexico has a 35% landed-cost advantage over China, driven by lower labor and freight costs, with the gap expected to grow to 45% by 2030 [19][20][21] - Shipping costs from Mexico to the US are 56% lower than from East Asia, with 90% of freight traveling by ground transport [20] Automotive Industry Opportunities - Mexico's proximity to the US enhances its appeal for automotive manufacturers, offering benefits such as improved quality control, cost efficiency, and supply chain visibility [27] - Recent US regulations, including the USMCA and the Inflation Reduction Act, further boost Mexico's attractiveness for automotive production [28][29] Investment Trends in Mexico - Major automotive companies like GM, Tesla, BMW, Volkswagen, and ZF Group have announced significant investments in Mexico, focusing on electric vehicle production [34] - Vehicle production in Mexico is expected to grow at a CAGR of 4.3% between 2021 and 2029, outpacing North American production growth [35][36] Best-Fit Automotive Sectors for Nearshoring - Assembly operations, wiring, chassis, and body structures are the most viable components for nearshoring to Mexico, with significant cost savings compared to China [6][40][41] - EV powertrains are expected to become a high-potential category for nearshoring as EV production increases [42][43] Planning and Execution for Nearshoring - Key success factors for nearshoring to Mexico include navigating bureaucracy, mitigating security risks, adapting to cultural differences, and ensuring cost-competitive production [44] - Companies must also consider access to a capable supply base, skilled labor, and key resources like energy and water [44][45]

Investment Rating - The report indicates a strong long-term investment opportunity in the recycling of plastic waste, with a projected market value increase from approximately €30 billion today to about €370 billion by 2050, representing a twelvefold growth [45]. Core Insights - The global plastic waste management landscape is evolving, driven by regulatory pressures, sustainability demands, and market forces, which are expected to significantly increase recycling rates from about 10% today to approximately 45% by 2050 [39][44]. - The overall market value of municipal solid waste (MSW) is projected to grow from €160 billion in 2021 to €860 billion by 2050, with a compound annual growth rate (CAGR) of 6% [22][28]. - The report emphasizes the importance of policy mechanisms as key catalysts for waste recycling and reuse, highlighting that effective regulatory frameworks can drive significant improvements in recycling rates and market dynamics [60][61]. Summary by Sections Global Urban Solid Waste Context - Urban solid waste is expected to double by 2050, reaching 4 billion tons, primarily driven by population growth and increased consumption in emerging economies [8][9]. - The average global urban solid waste generation is about 250 kg per person per year, with significant disparities between developed and developing economies [9][12]. Recyclable Materials with a "Golden" Future - The value of global plastic waste is projected to increase significantly, with the potential to reach €370 billion annually by 2050 if recycling rates improve to 45% [3][15]. - The report identifies four key recyclable materials (fibers, metals, plastics, and glass) that currently account for 35% of urban solid waste and are expected to maintain this proportion through 2050 [12][27]. Plastic Waste Management - Currently, only about 10% of plastic waste is recycled, with the majority either landfilled or incinerated [41][44]. - The report anticipates that the total volume of plastic waste will reach approximately 510 million tons by 2050, with a slower growth rate of 1-1.5% due to increased regulatory pressures and consumer demand for sustainable products [36][37]. Investment Opportunities in Recycling - The report highlights that mechanical and chemical recycling are expected to grow significantly, with mechanical recycling projected to have a CAGR of about 5% and chemical recycling around 14% [39][55]. - The total investment required for plastic waste recycling capabilities is estimated to exceed €190 billion from 2021 to 2050, averaging about €6 billion annually [59]. Policy Mechanisms and Market Dynamics - Effective policy frameworks are crucial for enhancing recycling rates and market efficiency, with various strategies including producer responsibility and minimum purchase price guarantees being highlighted as effective measures [60][64]. - The report suggests that the interplay between regulatory frameworks, market forces, and stakeholder engagement will shape the future of plastic waste management and recycling [61][65].

Group 1: Economic Context - China's GDP growth rate has normalized since 2010, moving away from the extraordinary rates of 14.2% seen in the past[2] - In 2023, China's GDP growth rate is projected at 5.2%, outperforming the Eurozone (0.4%), the US (2.5%), and the global economy (3.2%)[4] - The International Monetary Fund forecasts China's GDP growth to be 4.6% in 2024 and 4.1% in 2025, indicating a sustained growth momentum[4] Group 2: Market Dynamics - The "Old China Story" characterized by low labor costs and high capital productivity has shifted to a "New China Story" where growth is more stable but slower[2] - Despite challenges, China's industrial clusters remain vital to global supply chains, and the country is modernizing through high-tech capacity enhancements[6] - The youth unemployment rate (ages 16-24) is concerning, indicating potential social tensions that could affect economic stability[6] Group 3: Strategic Recommendations for Multinationals - Multinational companies must adapt their business models to align with the evolving Chinese market and mitigate associated risks[10] - The Roland Berger China Competitiveness Index helps assess business resilience and exposure to economic slowdowns and geopolitical risks[10] - Strategies such as risk diversification, local investment, and strengthening intellectual property protection are recommended for enhancing competitiveness in China[13]

天猫汽车 Roland Berger 汽车数字化经营白皮书 洞察汽车产业生态 探索高质量增长方案 2024年9月 目录 01/摘要 01 02/汽车全行业产业及消费趋势洞察 03 03/聚焦汽车全行业的"增长"解决方案 21 04/案例实践 33 05/总结 39 000 100 the states 82 s 84.02 inter N STERE THE STORE Purportions . d b 1 t 2019 11:1 : 1 the state of the first of the country of 摘要 坐全球最大汽车市场的宝座。随着中国乘用车保 品和服务的识别、人群特征的洞察、跨界入局的 有量即将步入整体稳健培长的发展阶段，日渐百 焕新转型、市场拓展的渠道构建等诸多问题接避 热化竞争超势下未来如何支撑高速增长成为中国 而至。 市场车企驱待制定突窦国策略的关键命题。同时， 中国从汽车大国迈向汽车强国的重担并非仅落于 在该背素下，罗兰贝格携手天猫，一方面是罗兰贝 服务等客类玩家需携手共建完善的汽车产业生 件和汽车后市场全行业发展前沿趋势的深刻洞见 历经二十多年的奋进突破与沉淀蓄力，中国已 ...