McKinsey Quarterly is the business journal of McKinsey & Company.
September 2009
The most successful global consumer enterprises are radically reshaping their organizations and business models to suit the region’s rapidly evolving high-growth markets.
May 2009
Shopping attitudes vary across Europe. Retailers must tailor their online offers to the needs of target segments.
December 2008
The old recession playbook won’t work this time around.
September 2008
It’s hard for brand managers to keep pace with the shifting attitudes of Chinese consumers. But some trends can be discerned amid the noise.
March 2008
This small but lively banking market encompasses the region’s largest generation gap in attitudes toward banking.
February 2008
As the industry matures, mobile operators won’t be able to count on a flood of new customers to fuel growth, so they must create more value from those they already have—including prepaid ones.
November 2007
Hospitals must learn what commercially insured patients and their physicians look for when choosing facilities—and how to deliver it.
Multinational retailers face new challenges to capture the increased spending power in each of these distinctive markets.
August 2007
Over the next two decades, the country’s middle class will grow from about 5 percent of the population to more than 40 percent and create the world’s fifth-largest consumer market.
May 2007
A recent survey suggests that the rapid pace of change in the industry is leaving some marketers behind.
April 2007
Consumer goods manufacturers are using simulation technology to test in-store marketing ideas more quickly.
February 2007
Little is known about the middle class in the GCC states, but a recent survey illuminates the hopes, fears, and expectations of this important segment.
June 2006
Rising affluence should help China's dairy industry grow, but fully half of domestic companies may go out of business.
Jean-Luc Chéreau discusses the French company's experiences as its hypermarkets spread out from China’s biggest cities to the vast hinterland.
The country has hidden reserves of consumer buying power. But they are hard to reach.
Steve Gilman says that because Chinese consumers are changing so quickly, retailers must change quickly to keep up with them.
Demographic shifts and a burgeoning economy will unleash a huge wave of consumer spending in urban China.
Teenagers in China fall into several distinct segments, so companies must identify the right group and tailor their marketing approach accordingly.
February 2006
Although most of these companies have recently revamped their sales organizations, only a few managed to achieve higher sales and lower costs.
The head of the Danish industrial-controls company wants to make China one of its core markets.
Chinese consumers are saving for an insecure future—but also shopping for big-ticket items.
November 2005
A new approach to identifying these individuals is the key.
Ratan Tata explains how the company is expanding abroad while cultivating an emerging mass market at home.
September 2005
Kwang-Ro Kim believes that Indian consumers are complex and that companies must make long-term commitments and investments to understand them.
Multinationals that successfully adapt their products to India's largely untapped market will have the advantage.
June 2005
Small and midsize companies must get creative to compete there.
February 2005
Companies attracted to the country’s potential must do more than merely transplant products and systems that have succeeded elsewhere.
December 2004
Customer segmentation can help companies target their retention efforts more effectively.
August 2004
Financial institutions will need to do more than just translate their brochures into Spanish to capitalize on opportunities in this consumer segment.
July 2004
Laurent Philippe, the head of Procter & Gamble in China, explores how to beat the competition in the country’s huge and complex market.
February 2004
Why do customers stray? Unpredictable monthly bills are largely responsible.
August 2003
Zhang Ruimin, CEO of the Haier Group—the Chinese company that is the world’s fifth-biggest maker of white goods—describes his plan to create a global brand.
June 2003
Western consumer goods companies entering rapidly expanding emerging markets should imitate the local competition.
May 2003
Companies offering fresh food in distinctive settings will hit the sweet spot of an otherwise slow-growing fast-food industry.
Despite restrictions on drug advertising in Japan, recent pilot campaigns suggest new ways for companies to reach out to patients.
February 2003
The emerging black middle class could be a great opportunity for institutions offering personal financial services.
US dealers and manufacturers can—and must—collaborate in their own self-interest.
Manufacturers in Europe have a choice of three strategic directions. What they have in common is a need to fix the way cars are sold.
August 2002
Airlines can capture more value and hang on to more of their customers by focusing, once again, on their CRM programs.
Pharmaceutical companies have lost their focus on doctors. The key to higher sales is regaining it.
China’s entrance into the WTO offers opportunities for foreign wholesalers—and dangers for domestic ones.
May 2002
US pharma companies often miss their deadlines when testing new drugs. The use of marketing techniques to manage the recruitment of patients for clinical trials could speed things up considerably.
Companies don’t need state-of-the-art tools, huge volumes of customer information, and armies of experts to use continuous-relationship marketing effectively.
November 2000
Soccer clubs in smaller markets such as Belgium and Switzerland should emulate the big countries’ superclubs and take marketing more seriously.
June 2000
Global retailers are flexing their muscles. How should manufacturers respond?
Eighty percent of the executives responding to a McKinsey survey described marketing as very or critically important in achieving financial objectives, yet only about a third claimed it was well established in their own businesses.
May 2000
The billions so far laid out on direct-to-consumer ads for prescription drugs have mostly failed to deliver. Yet the successes of a few companies show that failure is hardly inevitable.
February 2000
Golf has reached a crossroads, and unless the game is marketed more aggressively, the industry risks becoming as mature as its archetypal customer.
Consolidation could create more than $100 billion in net present value in the fragmented European food-and-drink industry-and that makes restructuring almost inevitable.
November 1999
Revenues in the quick-service restaurant industry have boomed; returns have not. What can such companies do to beef up their profits at a time when they have to work hard to attract not only customers but also employees?
August 1999
Lessons from McKinsey’s 1998 packaged-goods survey.
February 1999
Buyers are questioning the value of print ads because the people who sell it don't know themselves. To get more ads, newspapers should reorganize, not cut rates.
August 1997
Tens of millions of dollars spent with no success. Five myths about database marketing. The pay-off: triple the number of products held per household.
May 1997
Expanding services could easily triple revenues. Acting like Wal-Mart and Ace Hardware could challenge traditional banking’s dominance. Will you end up last on the list of an integrated provider?
The best performers organize around four separate development missions. New products and line extensions require different processes and different performance metrics. A common mistake: not setting priorities across product groups.
August 1996
For many companies, destructive cycles reverse early successes. Strong sales, distribution, and organizational capabilities are key. Your goal: $1 billion in sales by the year 2000.
May 1996
China’s market for fast-moving consumer goods has exploded over the past decade. And as millions of households cross the income threshold for packaged goods consumption, the market is likely to continue to outpace growth in the overall economy.
August 1995
Japan’s “closed” sales and distribution systems are giving way to new, low-cost channels. Discounters will soon sell 50 percent of household products. It’s time to import—rather than imitate—local management practice.
May 1995
Three keys to success: distribution, distribution, distribution.
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