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PWC: The outlook for the Entertainment & Media industry to 2016.

PWC predict the UK Entertainment & Media (E&M) sector will grow by 3.1% (CAGR) from 2012 – 2016 to a value of £63 billion. In the videos above they discuss the overall trends in the UK, and the issues facing companies in the broadcasting, publishing and advertising industries specifically.  They also highlight the key things companies need to be thinking about now to remain competitive in 2016. To read the full report and watch the videos click on the link


KPMG Media Tracker

Media Tracker is a new bi-annual report compiled with Markit which unveils potential significant impact on broadcasters as viewers’ habits change.

What lies ahead for the media consumer?

Featuring unique survey data from UK media companies, marketing executives and consumers, they draw upon the results of 1,500 UK households to illustrate key emerging trends in media consumption, as well as likely patterns of change on the horizon.

UK media sector tracker

The second section presents the headline UK media sector tracker, which aims to provide fresh media sector insight, from the perspective of UK marketing executives and private sector media companies.

Media sector job market trends

In the final section, they examine labour market trends in the media sector. Job security, income from employment, workplace activity and household finances are all benchmarked against those reported across the UK as a whole, through the past six years.

Key data from Media Tracker revealed:

  • Almost eight out of ten (77%) respondents had watched catch-up TV over the past month, with 18-24 year olds leading this trend (86% for the group)
  • Viewing behaviour is becoming dominated by a desire to control broadcasts, with 42% claiming they watch catch-up TV compared to 24% who watch programmes as they are broadcast
  • Televisions are the most common device for catch-up viewing at 53%, followed by desktops/laptops (33%), tablets (22%) and smartphones (10%)
  • Among 18-24 year olds, more than 50% opted to stream their favourite TV shows on their personal computers rather than watching it through a television set
  • One in five (21%) went further, claiming they do not have access to a television set.

Given the lack of reliable business cycle information currently available and the importance of media sector health to the wider UK creative industries, hopefully  this tracker can plug a vital information gap for industry participants and policymakers.



KPMG: More than medicine

The changing healthcare landscape

Strategies for success

  • Understand the customer and what they want
  • Reshape R&D to deliver greater shareholder value
  • Anticipate shifting powers in the wider healthcare ecosystem

Conclusion: Delivering value to tomorrow’s healthcare systems


Deloitte: Real World Evidence, Enabling the life sciences industry to transform patient care

This evidence enables R&D organisations to prioritise their pipeline investments more effectively, better understand underlying causes of disease and identify opportunities for indication expansion and business development. It allows commercial organisations to demonstrate the clinical and economic value of their products to payers, to deploy health solutions that truly integrate healthcare and therapeutics and to build new reimbursement mechanisms.


Deloitte: Healthcare and Life Sciences Predictions 2020

The predictions share a number of common themes, including shifting industry priorities, diminishing geographic boundaries, the evolution of an informed health consumer and, most noticeably, how technology is going to be a game-changer over the next five years.

The ten predictions for 2020

  1. Health consumers in 2020
    Informed and demanding patients are now partners in their own healthcare
  2. Health care delivery systems in 2020
    The era of digitised medicine – new business models drive new ideas
  3. Wearables and mHealth applications in 2020
    Measuring quality of life not just clinical indicators
  4. Big Data in 2020
    Health data is pervasive – requiring new tools and provider models
  5. Regulation in 2020
    Regulations reflect the convergence of technology and science
  6. Research and Development in 2020
    The networked laboratory – partnerships and big data amidst new scrutiny
  7. The pharmaceutical commercial model in 2020
    Local is important but with a shift from volume to value
  8. The pharmaceutical enterprise configuration – the back office in 2020
    Single, global and responsible for insight enablement
  9. New business models in emerging markets in 2020
    Still emerging, but full of creativity for the world
  10. Impact of behaviours on corporate reputation in 2020
    A new dawn of trust


When one crisis meets another: Focusing on talent for the long term

Even as the price of oil remains relatively low, the energy and natural resources industry still finds itself facing a grave talent crisis. A wave of retirements, combined with a shortage of suitable replacement candidates, has left many companies scrambling to fill the skills gap. As the problem escalates to the C-suite, the time has come for new thinking.

Based on a survey of 2,543 energy and natural resources professionals, with expert commentary from KPMG International specialists and Rigzone, the report examines the talent-related challenges facing the industry today. It identifies five key strategies that companies can implement now to deal with their talent needs over the long term:

  1. Define a strategic workforce planning model.
  2. Make the most of analytics.
  3. Manage third parties more actively.
  4. Safeguard knowledge.
  5. Rethink the employee value proposition

One key area of focus is employee recruitment and retention. So much of a company’s long-term success depends on getting the right people — in the right places — early in their careers. This means putting in the energy and effort to identify and attract those people, even if it involves looking in non-traditional places and among non-traditional candidates. Also, the millennial generation has different career expectations than the generations that went before. Companies have to understand these expectations and make adjustments in order to meet them.

After 30 years of crisis — or near crisis, the time has come to bring the chronic talent problem under control. Executives can show leadership by becoming more engaged with the issue. The practical solutions outlined in this paper represent the first step.

Appropriate use of these approaches can cut costs, reduce construction times, speed start-up and cut environmental impact. In a world in which the economics of new LNG ventures are seriously challenged, projects with the most competitive supply chains have the best prospects for going ahead successfully.


2015 Power and Utilities Industry Outlook

For the past couple of years, power and utilities industry discussions have focused on pending industry transformation due to pressures ranging from rising capital expenditures, to low load growth and competition from new market entrants. As the future of the power and utilities industry comes into focus, 2015 is the year for companies to chart the course to growth and returns. John McCue, US Energy & Resources Leader, Deloitte LLP, provides his take on the transformation underway in the US power and utilities sector.



A different energy future – Where energy transformation is taking us

We are witnessing considerable disruption in the power sector arising from a combination of policy, technological and customer change. It’s creating a transformation in how we think about, produce and use electricity. In some parts of the world, disruption is already taking a strong hold. In other parts of the world, it is just beginning. It comes on top of the already considerable existing challenges companies face in providing energy security, affordability and sustainability.

Looking further ahead, we find that a clear majority in the survey expect significant or very significant market model change by 2030 in response to energy transformation and that current business models won’t be sustainable for long. For some the need for change is pressing and, indeed, well over a third of those in North America and Europe say that current power sector company business models are already broken and the need for change is already urgent. But elsewhere in the world, the imperative to change is felt to be less immediate.

PWC examine what all this means for the operational focus of companies. As well as a switch away from thermal to renewable generation, we find a big step-up in activity is expected in areas that are of limited or only emerging importance to the sector at the moment, such as smart city, smart home and smart community infrastructure, local energy systems, electric vehicles and off-grid solutions.


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