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Executive Insights

Volume XIX, Issue 40 | June 28, 2017 | By: Jonas Funk

Small and mid-sized medtech companies face some unique challenges in the marketplace, but there are a number of strategies that will help level the playing field and even allow smaller players to thrive. It has rarely been tougher to be a small or midsize medtech in the U.S. market. Leaders in smaller medtech organizations face numerous challenges. This Executive Insights takes a look at strategies for smaller players in a market that is becoming increasingly challenging.

Volume XIX, Issue 39 | June 22, 2017 | By: Alex Vadas, Peter Rosenorn Leakage drivers for therapeutics with companion diagnostics (CDx)

Companion diagnostics (CDx) are key to delivering personalized medicine in oncology. However, commercializing CDx products remains a challenge for pharmaceutical companies as it may require touching unfamiliar stakeholders and processes as well as performing a range of incremental activities.

Volume XIX, Issue 38 | June 20, 2017 | By: Paulo Vandor Expanding and recessionary GDP cycles Growth in port movement Changes in liquid and solid port movements Brazilian container movement Average size of vessels worldwide Average ship size worldwide Average ship size at top four Brazilian ports in total movements Total operating revenue and operating profit (EBIT)

Economic recovery, regulatory updates and the need to upgrade Brazil’s existing terminals are turning port terminals into attractive opportunities for investors. This Executive Insights examines why the timing is right for port infrastructure investment in Brazil.

Volume XIX, Issue 37 | June 8, 2017 | By: Marcelo do Ó Largest pharmaceutical transactions in Brazil Value creation for retail market leaders Pharma versus other sectors History of pharmaceuticals M&A in Brazil

In the late 2000s, the Brazilian Development Bank established Profarma, a program with a line of credit intended to create a Brazilian national super-pharma company. But Profarma did not deliver. This Executive Insights will examine how economic recovery, new regulations and competition will drive the future of Brazil’s pharmaceutical market.

Volume XIX, Issue 36 | June 7, 2017 | By: L.E.K. Consulting How value drivers link to value creation Aligning management responsibility for value drivers Value driver matrix Value driver map for petroleum marketing Value driver sensitivities — petroleum marketing Key value driver matrix — petroleum marketing

While maximizing shareholder value is an important corporate objective, it is not specific and accountable enough for operating management, who must also know which factors most influence value and which factors can be most easily affected. This Executive Insights presents an approach to increasing performance that will forge stronger links between operating performance measures and shareholder value creation.

Volume XIX, Issue 35 | June 6, 2017 | By: Todd Clark, Joan Kim Managed care and FFS Medicaid enrollment (2008-2014) State pay-for-performance incentive types States by nature of Medicaid managed care plan pay-for-performance (2016) States implementing managed care payment withhold DC DHCF scoring system to determine distribution of payment incentives Ohio Department of Medicaid scoring system to determine distribution of payment incentives SC Medicaid MCO quality indices, measurement years 2016 and 2017 Common metrics used to evaluate MCO performance in P4P programs

In the midst of the continuing uncertainty related to the “repeal and replace” of the Affordable Care Act (ACA), those with an eye on Medicaid programs are bracing for reduced funding in some form, whether or not they manifest in block (per capita) payments. This Executive Insights examines the range of mechanisms by states to incentivize MCO performance and includes case studies from the District of Columbia, Ohio and South Carolina.

Volume XIX, Issue 34 | June 1, 2017 | By: L.E.K. Consulting Intensive strategy analysis: A three-session approach Strategic programming spurs strategic execution

Successful strategic planning is not a mysterious process available to an exclusive group of top-performing companies. Value-creating strategies are the result of executive commitment, hard work and a well-defined approach. This Executive Insights illustrates some practical techniques for managing the development and execution of business strategies.

Investment Spotlight | May 25, 2017 | By: L.E.K. Consulting U.S. quarterly oil productivity* (2008-2017E) North American key shale players drilling break-even prices (2013-2016) Getting ready for a crude comeback

A confluence of factors, including rising global demand and recently announced production cutbacks by OPEC, is expected to provide a tailwind for the currently rebounding oil and gas industry. In this Investment Spotlight, we explain how the market’s current pace of recovery points to potentially attractive growth opportunities for well-positioned companies.

Volume XIX, Issue 33 | May 23, 2017 | By: Peter Ward, Diogo Silva Wealth and income profiles of the retired population Five building society strategies

In this Executive Insights, L.E.K. Partners Peter Ward and Diogo Silva set out the key challenges facing UK building societies, highlight five possible business models in the sector and provide a road map for strategic review as a foundation for future success.

Volume XIX, Issue 32 | May 16, 2017 | By: Thilo Henkes, Alan Lewis Worldwide digital printing market by packaging type (2016) Implications of digital printing on traditional packaging value chain players Worldwide digital printing market by packaging type (2010-20F)

Brand owners seeking successful marketing strategies in a highly competitive marketplace are increasingly turning to digital printing to produce innovative packaging designs. In this Executive Insights, L.E.K. Consulting looks at if, when and how digitally printed packaging could change the game across labels, cartons, flexible pouches and corrugated containers. Digital printing has the potential to transform the packaging industry, but it will be a marathon, not a sprint.

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