The industrial goods and services sector concerns all material products and intangible services produced by companies. The industrial goods and services produced by these companies are mainly used for construction and manufacturing. We can cite, for example, companies in the chemical sector, agriculture, heavy industry, defense or even those in the industrial machinery sector, etc.

The arrival of digital in all aspects of the sector is disrupting the modus operandi of historical players and poses new strategic challenges for companies in the market.

For example, IoT (Internet of Things) or Internet of Things allows data to be collected from objects and allows them to communicate with each other. Thus, the information collected offers, for example, the possibility to different companies in the sector to improve their operational efficiency and increase customer satisfaction.

At the same time, the digitalization of the industrial goods and services sector leads to the formation of third-party platforms creating intermediation opportunities and risks. These can in particular circumvent the historical positions of players in the sector or even create conflicts over distribution channels

The Construction industry extends far beyond building companies and materials providers. It embraces numerous stakeholders involved all along the lifecycle of a building or an infrastructure, from initial design to final recycling and new life of materials, through building operations, exploitation and maintenance.

The sector is impacted by several technological transformations, which disrupt the operational models and question existing stakeholders’ positions.

For example, BIM enablers (Building Information Modelling) offer collaborative platforms to the various construction expertise by centralizing buildings structured data. New entrants gain notoriety in the industry by offering standardized software solutions to host BIM models.

Integrated into building materials, connected objects measure key parameters on their behaviors as well as on their environment, such as smart concrete. By collecting building materials data, building materials manufacturers are able to offer services throughout the construction value chain, e.g. to ensure the safety or proper maintenance of the asset.

The Energy & Utilities industry comprises all the stakeholders involved in the generation and management of various energy resources from coal to oil, gas, nuclear, renewables and water.

Regardless of the industry sub-segment, the historical Energy & Utilities ecosystem is structured around key functions including production, processing, storage, transport and supply. New entrants (e.g. RenTechs, service providers) are shaking established operating models.

A set of technological innovations are radically reshuffling the Energy & Utilities value chain by creating new business opportunities.

For example, smart grids and new power storage solutions are driving the energy value chain downstream, from centralized production to downstream local micro-stations. The trend for smaller and local generation plants will increase driven by the emergence of prosumers, storing or reselling their positive energy directly to each other or to the national network.

New data-augmented operational models such as CPFR, based on IoT-leveraged solutions, enable market players to move towards more collaborative and integrated supply chains to reduce their costs (reduced stock shortage, shorter delivery times) and better serve their clients.

Mastering data from different sources allows industry actors to switch from a product offering to a service offering, for their clients, enabling new business model to appear (based on performance, Pay-as-you-Use, etc.)

Infrastructure management is a complex activity involving many players: infrastructure owner, manager, regulators, service providers, etc.

For all these players, the emergence of new digital technologies is revolutionizing the way in which the various activities are carried out on the infrastructure and encouraging them to redefine the ways in which they work and collaborate on the infrastructure.

For instance, Building Information Modeling (BIM) provides a collaborative platform for different stakeholders by centralizing all structured infrastructure data. New entrants are gaining notoriety in the sector by offering standardized software solutions to host BIM models.

Similarly, digital technologies have fostered the emergence of new business models, driven by new players, that exploit asset sharing and asset light strategies (e.g., ZenPark or BePark for car parks). They radically change the way infrastructure is commercialized and the way value is distributed between owner and operator, often adding a new player who is in a strong position because of his privileged relationship with the end user.

Luxury Houses are aiming to embark customers in a tailored and empowering journey mixing innovation and timelesness. To fufill this goal in an ever-evolving market and unlatch new growth levers, Luxury Houses are adapting their strategy and processes. We are supporting players of the Luxury industry in this move, in particular on the following key challenges:

• Data-driven strategy – ensure you can detect head key market evolutions impacting your business and adapt your strategy accordingly, with a blend of Data Analytics, Data Science and strategic thinking
• CSR and data privacy – answer customer expectations while maximizing business capabilities, with a blend of CSR-strategy, process optimization and Privacy-driven approach
• Contactability boost – ensure that you can optimaly nurture your relationship with your customers, with a blend of Digital (e.g., account management process optimization, digitalization and omnichannel strategy) and Data (e.g., data privacy and data management)
• Tailoring & sales conversion boost – ensure that you push the appropriate product at the right time to the right customer, with a blend of data analytics, artificial intelligence and journey optimization
• Omnichannel experience – ensure you can offer your customers a smooth experience over all channels, with a blend of customer journey optimization and data strategy
• Data & Digital team structuration and growth – assist you on the construction and consolidation your Data & Digital teams

The FMCG industry in the broadest sense of the word is strongly impacted by digital and data, not only in marketing, but also in production and supply chain.

The use of data allows for example to better monitor the impact of marketing expenses, to understand sales drivers, customer behaviors, or to introduce recommendations for customers.

Direct to Consumer competes with and inspires traditional players who often develop a new channel to reach their customers directly.

Production is impacted by new possibilities (Industry 4.0) that allow to improve the efficiency of processes thanks to Data Science (understanding of quality and productivity drivers, predictive maintenance, extension of asset life, engineering and design assistance…)

The Supply Chain is not left out with supervision, collaboration, forecasting and optimization systems based on data and algorithms. New data-enriched operational models, such as CPFR, enabled by the Internet of Things, allow market players to move towards more collaborative and integrated supply chains and to reduce their costs (reduction of stock-outs and delivery times) while improving their services.

At the same time, the digitalization of the sector is leading to the creation of third-party platforms, creating opportunities and risks of intermediation. These platforms can notably bypass the historical positions of the sector’s players or create distribution channel conflicts, for example.

Finally, CSR is taking place at all levels, with digital and data being key to measuring and optimizing resource consumption, GHG emissions and other pollutants, and reducing waste.

The Healthcare market is shaped by Life Sciences companies, Medical devices manufacturers, Healthcare service providers and Payers. Many internal and external drivers impact industry: population habits & pathologies, government policies, regulation, technological innovations…

Traditional players are facing major ongoing disruptions, enabled by technological revolutions in two major areas: Pharma & Biotech R&D enablers, and Healthcare devices & service enablers.

For instance, High-Throughput Screening (HTS) robotics bring speed and scale to testing, thus accelerating the identification of targets and hits and discovery of new biotech drugs, thanks to robotics, data processing, and sensitive detectors.

In the field of Healthcare service enablers, smart payers are disrupting healthcare insurance offers. As governments and insurers are rethinking their cost-control strategy, they are shifting from reimbursing by treatment to outcome reimbursement, are focusing on prevention.

The financial services ecosystem is today complex, with a variety of specialized and generalist players, new or historical, ranging from data providers to customer services for banking, investment and insurance needs.

The ecosystem is facing major disruptions brought by technological evolutions, which are currently reshuffling value generation in the ecosystem, especially in a context of low rates:

• Value chain fragmentation with innovative FinTech players disrupting high-margin segments with superior value proposition
• Democratization of a high-quality individualized service, with startups delivering premium services historically only offered to high profile clients
• Expansion of the competitive scope with new players like FinTech or GAFA players
• Growing impact of regulation from EU and Basel Committee

These disruptions raise key questions for incumbent stakeholders in the financial services ecosystem:

• How to leverage customers’ data to provide personalized offer ?
• How to deal with customers’ data collection and security?
• How to rethink my portfolio of services vs. FinTech players

The software industry is overwhelmed by new business models, new distribution methods, open source, new production models, as well as the avalanche of data and AI.

Customers’ expectations are changing, and their demands are increasing in an increasingly international competition. The consumption of services is now quantitative, by users who want to be more and more “data-driven”. Simultaneously, data and the democratization of Machine Learning allows the creation of new strategic functionalities for the user, thus rewriting the maps of the competitive landscape.

The upheaval caused by new customer expectations is accompanied by major changes in software production. As agile development and continuous deployment become the norm, the software must now adapt its structure by porting it online through the cloud and adopt a more flexible business model than the traditional license, ranging from subscription (“SaaS”) to Freemium.

This dual transformation of software and production suddenly puts a strain on labor markets around the 3 new technical challenges: capturing, organizing and exploiting data. Software publishers then must make significant recruitment efforts in an international talent war.

The scale of these changes and their implications for the individual provoke a new economic tension, forcing institutions to mobilize to defend the interests of their region. Europe is leading the privacy protection policy with the adoption in 2018 of the GDPR (General Data Protection Regulation), while China is pursuing a more central and national policy towards this new virtual gold. These regulations are additional constraints for software publishers.

As client expectations shift towards a shared and soft mobility, and while Public Transport Authorities (PTAs) adjust their own requirements to further integrate transportation means within integrated mobility networks, the Transportation & Mobility industry broaden to an extended range of mobility and service providers.

The increasing use of data-based technologies, contactless payment, mapping applications and, tomorrow, autonomous vehicles, call for a major step forward in traditional technological assets such as payment, ticketing, validator or Fleet Management System. Technology-enabled business models (multimodal applications, asset pooling services, asset sharing services, etc.) bring together mobility providers, creating space for integrated mobility platforms.

These new mobility pure players can take advantage of lower barriers to entry: reallocated subsidies from traditional to soft mobility, easier access to user data, etc.). In the future, open payment systems, built to use credit cards or smartphones as a single media to validate and pay either public transport or soft mobility, could further enable the development of new industry players.

Finally, beyond technological disruptions, integrating mobility providers within a single pricing strategy is a major challenge to provide competitive Mobility as a Service (MaaS) applications to the end users in a growingly connected urban environment.

Defining a corporate strategy has become a particularly perilous exercise, but one that is still essential to a company’s success.

In addition to the traditional issues of globalisation, industrialisation or the review of product/brand portfolios, crucial questions have been raised about the pace of innovation, the technological levers and the emergence of pure digital players that threaten traditional players in all sectors.

The speed of reaction, the consideration of technological breakthroughs, the capacity for innovation and delivery have thus become determining factors in a company’s success.

Eleven strategy and management, by combining strategic analysis skills and technological mastery with data-science know-how, offers exclusive innovative strategies that fit the sector context, the technological environment, the key assets and the past and current experiences of its clients.

In view of the severe effects of climate change and the increasing pressure for sustainable corporate behaviors, sustainability has become a major strategy challenge for corporates in every sector, as shown by the multiplication of companies stepping up with constraining net-zero commitments.

Considering the stakes at both ecological and corporate levels, the logic of adaptation and optimization that has prevailed until now must now give way to a logic of innovation and to the construction of new ways of producing to meet the challenges of the ecological transition. Companies are now pushed to transform their operating models and redesign their offers at multiple levels, like they had to with their digital transformation. Taking a leadership on a sustainable transformation can indeed be a key differentiator towards the different company’s stakeholders : clients, shareholders, employees, partners, suppliers, and more broadly society.

Leveraging its strategy expertise combined with its data and IoT skills, its network of specialized partners and its entrepreneurial mindset, eleven positions as the preferential partner of business leaders for low-carbon and circular strategies definition, green business model building, sustainable asset management and resource consumption optimization.

We help executives map the sustainability challenges & opportunities along their value chain, and create action plans to both reduce their own footprint as well as their partners’ and clients’ so as to ensure their future competitiveness in a low-carbon world.

Eleven strategy also accompanies leading Private Equity funds in their CSR due diligence assignments, potentially alongside traditional strategy, digital or data due diligence assignments, to help them perform positive impact, game-changing investment.

You have a lot of data. Maybe you have a data lake, or you are just convinced that you could or should do something with data and Artificial Intelligence (AI)… but you don’t know where and how to start?

Do you have ideas that you want to test and/or industrialise? Do you want to verify the return on investment and feasibility of your AI initiatives? Do you want to build a coherent roadmap? Are you stuck in POCs and unable to industrialise? Do you want to transform your company into an innovative, data-driven company? You want to share data with your ecosystem and wish to build a data sharing policy ?

Eleven has significant experience thanks to numerous successful AI transformation assignments, from data exploitation strategy to large-scale transformation projects, including agile implementation of concrete cases.

Thanks to its unique combination of strategy and AI and our consultants at the cutting edge of data science, eleven can help you define and implement the most challenging and value-creating AI cases. Thanks to our past experience, our dedicated methodologies, our knowledge of the most recent AI algorithms and libraries, our hundreds of hours of training available, and the proprietary algorithms from our R&D, our consultants will help you carry out high-impact assignments in a very short period of time, guaranteeing a very high return on investment.