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1、3469111314152324252728ContentsForewordExecutive summary1 The consequences of a crisis and the systemic, underlying challenges2 Consumer trends align to shape the response3 Our vision: the potential of consumer industries4 Individual company and ecosystem actions4.1 New business models4.2 Enabling im
2、pact through human-centric ecosystemsConclusionAppendix 1: Research and acknowledgementsAppendix 2: Emergent business modelsContributorsEndnotes 2020 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photoco
3、pying and recording, or by any information storage and retrieval system.3 Our vision: the potential of consumer industriesIn light of these trends, and the potential for the consumer industries to be an instrumental force in the worlds pandemic recovery, the World Economic Forum and its partners in
4、the Consumer Industries community have come together with business leaders representing the Agriculture, Food, Beverage, Retail, Consumer Goods and Lifestyle sectors. In the early and most challenging days of the pandemic outbreak, the community initiated actions to mitigate COVID- 19s negative impa
5、ct on the flow of essential goods and livelihoods, for instance:- Encouraging the development of the Global Supply System Dashboard (GSSD), a pre- competitive visibility tool that can proactively flag bottlenecks at transport hubs and support the flow of essential goods to citizens (a collaboration
6、between the Consumer and Supply Chain, and Transport Industries hubs of the Forum)- Facilitating continued employment by transitioning displaced workers across companies and industries through a digital platform initiated by Accenture called People + Work ConnectThe community has since shifted its f
7、ocus towards realizing broad, transformative change. In that spirit, the Consumer Industries community has established an overarching vision:We are first and foremost human-centric, creating shared value and operating with integrity to ensure a sustainable and resilient futureHuman-centricity, the c
8、ritical focal point, means that the industries* actions, individual and collective, will be guided first and foremost by thoughtful and thorough consideration of human needs. Shared value means that decisions will include and benefit all stakeholders - individuals, business,governing bodies and the
9、planet on which humans live, and its resources on which they depend. And operating with integrity to ensure a sustainable and resilient future means that the industries5 actions support sustainable economic viability that is aligned to societal values and establishes lasting trust and transparency.C
10、oncurrently, the group aligned on a mission to enable the future state with a focused directive. The mission is to:Advance responsible consumption for the benefit of business and societyThe Forums goals for consumer industries, established before the pandemic and built on already emerging consumer t
11、rends, supportboth vision and mission. They are: to improve consumer health and wellness; increase sustainable consumption; accelerate inclusive growth; and build trust and transparency. Bold leadership, supported by board action to align incentives, will enable change at scale. Advanced data gather
12、ing and analysis techniques will facilitate smart decisionmaking and accelerate transformation. Outcomes will be realized through collaborative agency.Ultimately, the game changer will be individual and collective ecosystem actions working in concert. Only in this way can the world develop and adopt
13、 practices that will result in an equitable, resilient future. Only in this way can wide-ranging responsibility and sustainability become an integral part of growth, with no exceptions.TABLE 1Consumer industries vision/mission/goals frameworkOur mission and goals guide our collaborative action towar
14、ds achieving the visionOur visionWe are first and foremost human-centric - creating shared value andoperating with integrity to ensure a sustainable and resilient futureOur missionAdvance responsible consumption for the benefit of business and societyOur goalsImproveconsumer healthand well-beingAdva
15、nce sustainable consumptionAccelerateinclusivegrowthBuild trust andtransparencyEnablers to accelerate and scaleLeadership andincentivesCollaborationData and digitaltechnologiesSource: Accenture AnalysisThe gamechangerImpact through individual company and ecosystem actions4 Individual company and eco
16、system actionsWe need to move towards this human-centric business model. This notion of interconnectivity, interdependence and to some extent open innovation - it is a very humanistic view of everything that we do. We need to put people first. We must have a triple bottom line, where people think eq
17、ually about the economic, environmental and social aspects of our businesses.Roberto Marques, Executive Chairman and Group Chief Executive Officer, NaturaThese societal challenges are massive, complex - and persistent. However, they are occurring at a time in which the Fourth Industrial Revolution h
18、as brought forward a new set of possibilities that could help in addressing these issues - transforming entire systems of consumption, production and distribution; creating new operating models; and opening new opportunities for value creation through game-changing technologies. COVID-19 has only ac
19、celerated this market evolution - and this current crisis has highlighted the importance of new mindsets, models and capabilities that can propel the consumer industries from aspiration to action.4.1 New business modelsVital to this change will be innovative business models that feature a combinatio
20、n of disruptive strategies and emergent components. Already, new innovators have emerged to redefine industries and restructure the economics of value creation. Consider platform models built on harnessingnetwork effects, shared value chains that maximize transparency and efficiency and asset-light
21、structures that create agility and mitigate cost. All of these combine innovative approaches to compel new outcomes. (See Appendix 2 for more details.)FIGURE 1 New business models / Disruptive strategiesNew business modelsThe definition of a business modelConsumer/customerWho do you target?Product/s
22、erviceWhat do you offer?ChannelHow does value reach the consumer?Revenue modelHow do you capture value?Disruptive strategiesAchieve relevance, competitiveness and purposeReimagined offeringsPurpose-driven brandsServing on demandIncreasing accessEnd-to-end solutionEmergent componentsReinvent the solu
23、tion and method of deliveryPlatformcentricExperience asa serviceCirculareconomyAsset-lightShared valuechainDisruptive strategiesReimagined offeringsLancomes Le feint Particulier manufactures customized foundation at the beauty counter, based on skin analysisPurpose-driven brandsLoop* reduces use of
24、single-use plastic through a convenient direct-to-consumer model, providing branded products in reusable packagingServing on demandgoPuffs on-the-go convenience store delivers from local providers in minutesIncreasing accessRural Taobao introduces e-commerce to small v川ages in China through local en
25、trepreneurs and guidesEnd-to-end solutionIKEAs purchase of TaskRabbit enables consumers to buy their IKEA furniture - and get it assembledLOReALgoPuffjgQ Alibaba GroupSource: Accenture Research* Incubated and launched from the Forums Future of Consumption Platform14 Vision Towards a Responsible Futu
26、re of Consumption: Collaborative action framework for consumer industriesIt is instructive to look at the commerce models that have accelerated during COVID-19. Significantly (but perhaps unsurprisingly), e-commerce growth has skyrocketed; in the US, e-commerce saw more growth in the first four mont
27、hs of 2020 than in the past 10 years.19 That growth can be easily explained by pandemic- compelled isolation, and people needing or wanting products to help them get by. But, with stores limited in their ability to provide live experiences, many developed increasingly socially interactive online alt
28、ernatives, and consumers responded. Chinese e-commerce platform Pinduoduo offers an example. The company was founded in 2015 but has already become Chinas third-largest e-commerce provider, with a valuation of $108 billion. It designed the digital experience to evoke the feeling of window shopping w
29、ith friends, astutely drawing on the social aspects of shopping.Users share purchases and word-of-mouth recommendations with friends to build networks and communities, and create and host their own sales events. More recently, Pinduoduos large Generation Z customer base has increasingly been bringin
30、g their older family and friends to the platform. These individuals were historically less comfortable buying online, but not any more.20Newer entries are also revealing. For example, Sysco created the Sysco Foodie programme, a new model whereby the company helped restaurants mitigate the impacts of
31、 the current crisis by enabling them to offer essential products to consumers. The company partnered to help transform a restaurants dining area into a pop-up shop, providing an inventory of items that consumers were struggling to find in their local grocery store during the early days of the crisis
32、 (e.g. eggs, condiments, toilet paper etc.)4.2 Enabling impact through human-centric ecosystemsLooking ahead, the industry can have even greater impact. Taking a human-centric ecosystem approach that uses the Forums unique ability to mobilize diverse constituents to create shared value can realize t
33、ransformative change. The human-centric ecosystem approach comprises an interdependent system of diverse players collaborating on a human need with a shared vision, goals, governance and incentives. This collaboration can accelerate value creation for all stakeholders by developing new markets and h
34、as the potential to inspire breakthrough innovation with speed and agility by providing shared access to data and capabilities for all members of the ecosystem.FIGURE 2Human-centric ecosystems create shared value for business and societyHuman-centric ecosystems:Interdependent system of diverse playe
35、rs collaborating around a human outcomeCollaborators targeting the areas where they have a comparative advantageGenerating new business and societal value greater than they could achieve individuallyBenefits:Source: Accenture ResearchMarket creationNew types of innovationAccess to capabilities you n
36、ever hadAccess to dataAgility and speedFIGURE 3 Key tenets of an effective human-centric ecosystemAll participants must adopt an owner mindset - always looking to maximize shared value for the benefit of the ecosystemParticipants need to align on the human-centric objectives and outcomesA culture of
37、 shared values and strong leadership is necessary to drive collaborationIncentives need to be strongly aligned with the desired outcomes dictated by the shared visionCo-ownershipEnab ersCultureIncentivesShared dataTo unlock and distribute trapped value, data must become a shared resource for allShar
38、ed visionUnique contributionGovernance is vital to anGovernance efficient ecosystem, given the complexity of the relationshipsHuman-centricecosystemEach player participates based on their unique comparative advantageSource: Accenture ResearchThe power and potential of human-centric ecosystems was al
39、ready emerging in initiatives that predated COVID-19. The Health City Initiative in Edmonton, Canada, is a good example: More than 70 leaders in the public, private and philanthropic sectors came together to improve health outcomes and encourage economic growth through the creation of a new health e
40、conomy. This initiative creates an environment for innovators to co-develop, validate, adopt and showcase healthcare capabilities in the region - and includes collaboration across life sciences industry leaders, technology and research innovators, academia, government, the healthcare system and the
41、financial institutions that provide access to capital.The ecosystem approach has gained traction more broadly during the current crisis. Early on, for example, companies reached out to nurture ecosystem partners. UOreal USA implemented a multifaceted programme to support beauty professionals affecte
42、d by salon closures. This programme includes payment relief for salon partners, extension of loyalty programme points, donations to the Professional Beauty Association COVID-19 Relief Fund and more. To support out-ofhome and food service customers, Nestle is offering aid through its #AlwaysOpenforYo
43、u programme. Initiatives include extended credit terms, suspension of coffee machine rental fees, free products for reopening and digital training for baristas. In addition, the company is sponsoring out-of-home initiatives such as vouchers and free goods to help local bars and restaurants bring in
44、cash in the near term.Competing retailers also joined forces to support healthcare workers and consumers. Belgian retailers Delhaize and Colruyt collaborated to supply hospital staff with food deliveries free of charge; they announced that they would divide the regional hospitals equally and invited
45、 other competitors to join. The Australian Competition and Consumer Commission (ACCC) permitted large supermarkets Aldi, Woolworths, Coles and Metcash to coordinate their work with manufacturers, suppliers and transport and logistics providers in order to ensure that the unprecedented national deman
46、d for groceries could be met. These ecosystem partners also joined forces to provide consistent and informative communication with consumers, launching joint marketing campaigns in national newspapers to educate consumers on COVID-19 safety measures to help them through the pandemic.As businesses, w
47、e have been conditioned for far too long to view each other as the competition. As leaders, we need to reset our thinking and actions to harness collaboration for the greater good and compete as a collective force against a global threat.Alain Bejjani, Chief Executive Officer, Majid Al FuttaimThe re
48、ason for this traction? A mindset shift that put everyone on the same team, working against a common threat. Keeping that mindset intact when the immediate crisis recedes is imperative.While the value creation potential is very real, industries have not historically operated using this kind of model, and t