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Copyright © 2012 Accenture. All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
High Performance Business
Consumer Healthcare Point of View
A DFR production
Horizon 2015
Whitney Baldwin – Accenture
Professional Biography
Current: Accenture Management Consulting, Life Sciences
Johnson & Johnson
• Brand Management, Personal Care
• J&J/Merck Consumer Pharmaceuticals
- Rx-OTC switch of Pepcid AC, first H2 in US market
- $200MM retail sales in Year 1; #1 Share
GlaxoSmithKline
• Global launch team for NiQuitin in EU and LatAm
• OTC Marketing Director, Consumer Healthcare UK
- IMS OTC Company of the Year, 2004
• VP, GSK Brand Reputation Initiative, US Pharmaceuticals
2 Copyright © 2012 Accenture All Rights Reserved.
Overview: High Performance Business(HPB) Analysis
• The High Performance Business (HPB) analysis consists of three sections:
– Company Rankings: High Performance Business rankings (success over
multiple years)
– State of the Market: Which trends and drivers are impacting the industry and what is
the outlook for the future?
– Distinctive Capabilities & Performance Anatomy: How do High Performers
execute and enable their game-winning strategies?
3 Copyright © 2012 Accenture All Rights Reserved.
Executive Summary
HPB Rankings
• Dynamic marketplace: rankings have shifted as companies have performance
has evolved
- Reckitt Benckiser remains strongest performer
Distinctive Capabilities and Performance Anatomy
• High performers continuously raise the bar
• Technology enabling organizations
4 Copyright © 2012 Accenture All Rights Reserved.
Copyright © 2012 Accenture All Rights Reserved.
High
Performance
Business
Ranking
5
5 Components of High Performance
Continued performance over
industry eras and life cycles Assessment of companies’ TRS
metrics over multiple time periods
Reliable and predictable
performance Consistency is measured as the
percentage of years over a 7 year
period that the company has
outperformed its peer set median
in each of a set of measure
(revenue growth, spread, annual
FV/IC)
Greater than expected
returns from investments Economic profitability (ROIC-WACC)
measures the ability of the company
to generate returns higher than its
cost of capital, the company’s ability
to create value
Top line revenue growth Key driver of economic profitability
revenue growth is a key outcome to
determine high performing companies
Higher future value (FV)
growth and level Measure the investors’
expectations of the value of the
company’s future cash flow
High
Performing
Business
Positioning for the Future
Peer Set
Copyright © 2012 Accenture All Rights Reserved.
Accenture High Performance Business Methodology
Measures Long Term Financial Performance across 5
performance metrics
7
GROWTH 5 year Average
PROFITABILITY 5 year Average
HIGH PERFORMERS
MID TIER PERFORMERS
LOW PERFORMERS
Note: Growth is based on reported Consumer Healthcare Revenue Growth and Profitability is based on Return on Invested Capital (ROIC) calculated from estimated CH segment invested capital. Consumer Healthcare segment’s % contribution to Group net assets is applied to Group Invested Capital to calculate CH segment Invested Capital
Copyright © 2012 Accenture All Rights Reserved.
Our HPB analysis has identified high to low performers in the Consumer Healthcare industry
HPB Scorecard 2012
Total Score Longevity Profitability Grow th FV Consistency Performace Definition:
Reckitt Benckiser CH A N/A B+ A+ N/A A+ High Health & Personal Care (excl Pharma)
Mead Johnson CH A- N/A A+ C+ N/A A+ High Group Revenue
GlaxoSmithKline CH B+ N/A C+ B+ N/A A High Consumer = OTC, Oral, Nutritional
Boehringer Ingelheim CH B N/A A+ C N/A C+ Avg Consumer = OTC, VDS
Sanofi-Aventis CH B N/A D+ A+ N/A B Avg Consumer = OTC
Novartis CH B- N/A C+ C N/A B+ Avg Consumer = OTC (excl Animal Health)
Bayer CH C+ N/A C C+ N/A C+ Avg Consumer Care
Rohto CH C+ N/A C+ D+ N/A B Avg Group Revenue
Prestige Brands CH C+ N/A D+ A N/A D+ Avg OTC
Merck CH C N/A D+ B N/A C Avg Consumer = OTC, Sun Care, Foot Care
Takeda CH C N/A C+ D+ N/A C+ Avg Consumer Healthcare
Beiersdorf CH C N/A C+ D N/A C+ Avg Group Revenue
Taisho C N/A C+ D+ N/A C Avg Self Medications
Pfizer Wyeth CH C- N/A D+ C+ N/A D+ Avg OTC & Nutrition*
Merck KGAA CH C- N/A D+ D+ N/A C Avg Consumer Healthcare
Procter & Gamble CH C- N/A C+ D N/A D+ Avg Healthcare Products
Johnson & Johnson CH D+ N/A D+ D+ N/A D Low Consumer
Lion Corp CH D+ N/A D+ D+ N/A D Low Healthcare
Omega Pharma CH D+ N/A D+ D+ N/A D Low Group Revenue
HPB Scorecard 2006-11 (3 & 5 yr equal weighted)
Copyright © 2012 Accenture All Rights Reserved.
What
will shape
Future High
Performance?
Copyright © 2012 Accenture All Rights Reserved. 9
What really makes the difference?
Over the long-term, High Performers demonstrate
successful integration of seven distinctive capabilities
10
High Performance Building Blocks
Copyright © 2012 Accenture All Rights Reserved.
Strategic Market Leadership Focus on winning in high-value categories and high potential markets
Market Focus
& Position
Actionable
Insights Actionable
information that
drives better
decisions
Distinctive
Capabilities
Innovation
Marketing New product
innovation with clear
differentiated benefits,
leveraging new
technology
In Store
Availability Customer
excellence that
drives in-store sales
Simple Operating Model Simple organisation that embraces scalability,
collaboration & integration Performance
Anatomy
High Performance Focus Systematic approach to drive continuous
performance improvement at speed
Business Foundations – IT, HR, Finance, Sales, Marketing, Supply
Chain
Functional infrastructure aligned to deliver business objectives
Performance
Foundations
Regulatory &
Switch
Excellence Cross market regulatory expertise driving product strategy & positioning
What really makes the difference?
Over the long-term, High Performers demonstrate
successful integration of seven distinctive capabilities
11
High Performance Building Blocks
Copyright © 2012 Accenture All Rights Reserved.
Strategic Market Leadership Focus on winning in high-value categories and high potential markets
Market Focus
& Position
Actionable
Insights Actionable
information that
drives better
decisions
Distinctive
Capabilities
Innovation
Marketing New product
innovation with clear ly
differentiated benefits,
leveraging new
technology
In Store
Availability Customer
excellence that
drives in-store sales
Simple Operating Model Simple organisation that embraces scalability,
collaboration & integration Performance
Anatomy
High Performance
Management Systematic approach to drive continuous
performance improvement at speed
Business Foundations – IT, HR, Finance, Sales, Marketing, Supply
Chain
Functional infrastructure aligned to deliver business objectives
Performance
Foundations
Regulatory &
Switch
Excellence Cross market regulatory expertise driving product strategy & positioning
Strategic market leadership requires a move from internal
and historical to an external and future-driven strategic
planning process
High Performers …
• Build dominating brand portfolios
– Smaller portfolios containing more global brands
– Scale global brands while including selective
localisation for high potential and emerging
markets
• Place fewer, bigger and more profitable bets –
high growth and high margin categories
• Re-evaluate choice frequently in a volatile market
• Make global trade offs to build business rapidly
• Allocate resources more efficiently
12 Copyright © 2012 Accenture All Rights Reserved.
High Performance Differentiators
17 Powerbrands
represent 70% of
Company net revenues
Reckitt Benckiser’s strategy is simple, but powerful …
and it’s working
Reckitt’s clear and consistent
strategy is to drive above
industry growth and returns
through: • A disproportionate focus on driving
Powerbrands, global leaders in
categories with high growth potential
• High levels of media and marketing
investment
• Exploiting opportunities from add-on
acquisitions
• Systematic and continuous innovation
to excite consumers (highest innovation
rate – 35% of sales from new products)
• Transforming net revenue growth into
even better profit and strong cash flow
13 Copyright © 2012 Accenture All Rights Reserved.
Case Study
Dettol #1 in topical antiseptics and
antiseptic liquids
Strepsils #1 in medicated sore throat products
Veet #1 in Depilatories
Clearasil #2 in Acne Treatment
Mucinex #2 in cold & flu (incl. decongestants)
After Boots HCI and Adams Respiratory,
Reckitt’s latest acquisition is SSL
International.
Durex and Scholl will join Reckitt’s
Powerbrands in a newly created category:
“Sexual Wellbeing and Footcare”
Acquisition of Para pharma to
increase presence in
India
What really makes the difference?
Over the long-term, High Performers demonstrate
successful integration of seven distinctive capabilities
14
High Performance Building Blocks
Copyright © 2012 Accenture All Rights Reserved.
Strategic Market Leadership Focus on winning in high-value categories and high potential markets
Market Focus
& Position
Actionable
Insights Actionable
information that
drives better
decisions
Distinctive
Capabilities
Innovation
Marketing New product
innovation with clearly
differentiated benefits,
leveraging new
technology
In Store
Availability Customer
excellence that
drives in-store sales
Simple Operating Model Simple organisation that embraces scalability,
collaboration & integration Performance
Anatomy
High Performance
Management Systematic approach to drive continuous
performance improvement at speed
Business Foundations – IT, HR, Finance, Sales, Marketing, Supply
Chain
Functional infrastructure aligned to deliver business objectives
Performance
Foundations
Regulatory &
Switch
Excellence Cross market regulatory expertise driving product strategy & positioning
Actionable insights enable the business to move from
reactive and scattered decision making to proactive and
targeted decision making
High Performers …
• Have an integrated organisational focus on the
right skills and focus on cross-functional analytics,
creating more productive knowledge workers
• Make better decisions, driven by insight
• Maximise returns on decisions
• Use predictive, data-driven decision making
based on continuous stream of insight
• Buy rather than build – develop strong relationships
with key partners to ensure shared insights
15 Copyright © 2012 Accenture All Rights Reserved.
• Invested $1bn in consumer & shopper
understanding between 2001 and 2007,
transforming from a traditional market
research organisation into a consumer
understanding powerhouse.
• Standardised information creation and
provision from its Global Business Services
unit
• Conducts direct research with >4m
consumers per year
High Performance Differentiators
Companies that still rely on ‘gut feel’ due to limited access
to enterprise-wide data and analytical talent will lose out
16 Copyright © 2012 Accenture All Rights Reserved.
Companies need timely, in-depth actionable insights if they are to remain competitive globally — in effect a “whole business” approach to analytics
High performers are investing heavily in analytics
“Predictive analytics will be the difference between the winners and losers in the next economic cycle” Dave Rich, Managing Director Accenture Analytics
“…in this new age of future-facing business analytics, any BI user without strong advanced analytics capabilities is seriously deficient and at a competitive disadvantage” Business Intelligence (BI) Polishes Its Crystal Ball, Forrester, Aug 2010
Data explosion Ubiquitous computing and technology capabilities have increased dramatically the volume of data at companies’ disposal (structured and unstructured, visual, voice, geospatial)
Companies moving up the sophistication curve
Driven by globalisation and greater business complexity
The closed loop: from raw data to insights
Desire to move from deep functional insights to tying together the causal chain cross-functionally to be more predictive
• As a competitive differentiator …
• typically exploited as a service to minimise investments
High Performers have moved on from figuring out what
happened yesterday and are focusing on what could happen
tomorrow …
17 Copyright © 2012 Accenture All Rights Reserved.
Co
mp
eti
tive A
dvan
tag
e
Optimisation
Predictive Modeling
Forecasting/ extrapolation
Statistical analysis
Alerts
Query/drill down
Ad hoc reports
Standard Reports
“What’s the best that can happen?”
“What will happen next?”
“What if these trends continue?”
“Why is this happening?”
“What actions are needed?”
“What exactly is the problem?”
“How many, how often, where?”
“What happened?”
Predictive Analytics (“now what”)
Descriptive Analytics (“what happened”)
Sophistication of Intelligence
aims for "360 degree" consumer insight
18 Copyright © 2012 Accenture All Rights Reserved.
Case Study
Source: Procter & Gamble 2010
What really makes the difference?
Over the long-term, High Performers demonstrate
successful integration of seven distinctive capabilities
19 Copyright © 2012 Accenture All Rights Reserved.
Strategic Market Leadership Focus on winning in high-value categories and high potential markets
Market Focus
& Position
Actionable
Insights Actionable
information that
drives better
decisions
Distinctive
Capabilities
Innovation
Marketing New product
innovation with clearly
differentiated benefits ,
leveraging new
technology
In Store
Availability Customer
excellence that
drives in-store sales
Simple Operating Model Simple organisation that embraces scalability,
collaboration & integration Performance
Anatomy
High Performance
Management Systematic approach to continuously drive
performance improvement at speed
Business Foundations – IT, HR, Finance, Sales, Marketing, Supply
Chain
Functional infrastructure aligned to deliver business objectives
Performance
Foundations
Regulatory &
Switch
Excellence Cross market regulatory expertise driving product strategy & positioning
High Performance Building Blocks
Innovation marketing entails intensive market research and
consumer-led product development, combined with heavy
promotion of top brands
High Performers …
• Continuously update their product portfolio to ensure the right price/value
proposition
– Trusted global brands serve as an umbrella across segments and categories
– Continuous introduction and retirement of products
• Start from a margin improvement and then find the idea that delivers
• Spend disproportionate amounts of A&P on their core brands
• Give consumers new reasons to buy. Innovations are relevant and consumers
are willing to pay (more) for them
• Achieve superior returns on marketing investment by creatively managing the
channel mix
• Have opened their innovation process to other partners
• Have a connected innovation and marketing process and organisation
20 Copyright © 2012 Accenture All Rights Reserved.
High Performance Differentiators
The formula for success is simple …
The art is in the execution
21 Copyright © 2012 Accenture All Rights Reserved.
Age-, gender-, lifestyle- and condition-specific hyper
segmentation makes products relevant for different
consumer groups under a trusted brand umbrella
22 Copyright © 2012 Accenture All Rights Reserved.
Age/Life Stage e.g. children, pregnant women or men over 50
Life Style Targeting by socioeconomic factors, e.g. athletes or busy people
Gender The first level of segmentation
Medical Condition Appealing to consumers with specific health problems, e.g. migraine
If an innovation catches on – even originating in a
seemingly unrelated category – it is quickly crossed
over to other categories … and copied by other players
23 Copyright © 2012 Accenture All Rights Reserved.
2005 2008
Digestive … … Cough & Cold
2009
… Mouth care
Copycat products
Bayer’s Rennie Ice Boehringer’s Zantac Cool Mint
Dishwashing …
2009
… Cough & Cold
Bayer’s Aleve
GSK’s Beechams
Copycat products
To further persuade the consumer, successful companies
ensure their brands are recommended by experts and their
innovations supported by claims and ‘tested’ benefits
24 Copyright © 2012 Accenture All Rights Reserved.
#1 recommended by dentists
#1 doctor recommended
Paediatrician recommended brand
Clinically proven technology
Scientifically proven
4 times stronger
Significant improvement after 3 weeks
Results in as little as 10 days
Requires just one single application
Dermatologically tested
Consumer goods companies are upping investments in
digital, social and mobile channels …
25 Copyright © 2012 Accenture All Rights Reserved.
Consumer goods
companies are on the path
of growing their
interactive marketing
spend by 22% CAGR —
more than any other
industry.
This shift occurs as
marketers seek to combat
recessionary effects, further
engage consumers, and
embrace Adaptive Brand
Marketing.
Source: Forrester, 2010
Johnson & Johnson is reaching over a million moms,
one at a time …
26 Copyright © 2012 Accenture All Rights Reserved.
• Mom-to-mom support :
“You can ask a question and hundreds
of women will respond and say, ‘I went
through the same thing and have you
tried this?’
• The programme is a free mobile
information service offering practical
information for improved maternal and
infant health.
Sources: Health News, iHealth, Johnson & Johnson, 2010
Case Study
#1 baby site
text4baby
What really makes the difference?
Over the long-term, High Performers demonstrate
successful integration of seven distinctive capabilities
27 Copyright © 2012 Accenture All Rights Reserved.
Strategic Market Leadership Focus on winning in high-value categories and high potential markets
Market Focus
& Position
Actionable
Insights Actionable
information that
drives better
decisions
Distinctive
Capabilities
Innovation
Marketing New product
innovation with clearly
differentiated benefits,
leveraging new
technology
In Store
Availability Customer
excellence that
drives in-store sales
Simple Operating Model Simple organisation that embraces scalability,
collaboration & integration Performance
Anatomy
High Performance
Management Systematic approach to drive continuous
performance improvement at speed
Business Foundations – IT, HR, Finance, Sales, Marketing, Supply
Chain
Functional infrastructure aligned to business objectives
Performance
Foundations
Regulatory &
Switch
Excellence Cross market regulatory expertise driving product strategy & positioning
High Performance Building Blocks
High Performers connect their customers into their
business model
High Performers …
• Have moved from a “push” to a “pull” model, enabled by a consumer driven
supply network
• Have access to near real time Point of Sales information by partnering with
retailers in the developed markets and distributors in emerging markets
• Engage in deep collaboration with their customers and build in flexibility to deal
with their variances and needs
• Have fully integrated trade marketing, supply chain and customer services
processes
28 Copyright © 2012 Accenture All Rights Reserved.
High Performance Differentiators
High Performers are rethinking their supply chain to
become more demand driven
29 Copyright © 2012 Accenture All Rights Reserved.
Consumer
Goods
Company Consumer/
Shopper Production Warehousing
& Distribution Retailer
Consumer/ Shopper
Production Warehousing & Distribution
Retailer Supplier
Consumer
Goods
Company
Push Model
Pull Model
• The ability to manage demand rather than just respond to it
• A networked rather than linear approach to global supply
• The ability to embed innovation in operations rather than keep it
isolated in the laboratory
High Performers are getting increasingly sophisticated
in capturing POS data and turning this into actionable
insights …
30 Copyright © 2012 Accenture All Rights Reserved.
Cu
sto
mis
ed
In
terf
ace
Demand Signal Repository Capabilities
Collect, cleanse, and harmonise demand
data from key retailers and syndicate data
with manufacturer’s master data
Perform value-driven analysis, insights,
and real-time alerts
Feed granular / aggregated data into key
applications like S&OP, Demand /
Replenishment Planning, Enterprise Data
Warehouse, RFID analytics, and more…
Analytical Engine Capabilities
SKU/Store level forecasting
Stock-out root cause analysis
Perpetual inventory calculation
Planogram compliance analysis
Promotion display analysis
CH Company Demand Signal
Repository
Analytical Engine
Sales Team
• Sales Leadership
• Sales Account
Executives
• Category Development
Managers
• Customer Service &
Logistics
• Marketing & Finance
… and are using the latest technologies to measure
shelf visibility in store
31 Copyright © 2012 Accenture All Rights Reserved.
Digital merchandising services enable a company’s sales force to gather continuous data on buying
patterns, shelf availability, prices, promotions and product placement, from a simple image captured at
POS.
Shelf Smartphone KPI extraction Dashboard
Point of Sale HPC Company DM Services
How it works
What really makes the difference?
Over the long-term, High Performers demonstrate
successful integration of seven distinctive capabilities
32 Copyright © 2012 Accenture All Rights Reserved.
Strategic Market Leadership Focus on winning in high-value categories and high potential markets
Market Focus
& Position
Actionable
Insights Actionable
information that
drives better
decisions
Distinctive
Capabilities
Innovation
Marketing New product
innovation with clearly
differentiated benefits,
leveraging new
technology
In Store
Availability Customer
excellence that
drives in-store sales
Simple Operating Model Simple organisation that embraces scalability,
collaboration & integration Performance
Anatomy
High Performance
Management Systematic approach to drive continuous
performance improvement at speed
Business Foundations – IT, HR, Finance, Sales, Marketing, Supply
Chain
Fucntional infrastructure aligned to business objectives
Performance
Foundations
Regulatory &
Switch
Excellence Cross market regulatory expertise driving product strategy & positioning
High Performance Building Blocks
A simple operating model enables speedy decision making,
scalability and integration
High Performers …
• Have a simple operating model enabling speedy decision making globally and locally
• Provide integrated, global service delivery to the internal business customer
• Have created an externally linked global innovation network to reduce cost, increase
scope & speed (plug and play alliances)
• Can integrate acquisitions incredibly fast
33 Copyright © 2012 Accenture All Rights Reserved.
High Performance Differentiators
CH companies have been moving from a traditional multi-
local model to a regional then global model and are now
simplifying their operating model to enable local flexibility in
the global model
34 Copyright © 2012 Accenture All Rights Reserved.
ISS Lead
Global Process Owners
Fin IT HR Other
Service Management
Comms / Training
IT & Facilities Support NAM EMEA APAC
Service Development
Finance & Accounting
HR HR
Time
Service Management
STP OTC
Process Management
Pe
rfo
rma
nce
Fin IT HR
Country-based
Shared Services
IS
GBS Lead
Service Delivery
Supplier Management
Service Lines
FTS
RTR HTR MDM PLM Oth
er BI CRM
Multi Local Model Regional/Functional
Model Global Model Super Global – Super Local Model
1 2 3 4
What really makes the difference?
Over the long-term, High Performers demonstrate
successful integration of seven distinctive capabilities
35 Copyright © 2012 Accenture All Rights Reserved.
Strategic Market Leadership Focus on winning in high-value categories and high potential markets
Market Focus
& Position
Actionable
Insights Actionable
information that
drives better
decisions for
knowledge workers
Distinctive
Capabilities
Innovation
Marketing New product
innovation with clear
functional benefits
which consumers are
willing and able to pay
more for
In Store
Availability Customer
excellence that
drives in-store sales
Simple Operating Model Simple organisation that embraces scalability,
collaboration & integration Performance
Anatomy
High Performance
Management Systematic approach to drive performance
improvement at speed
Business Foundations – IT, HR, Finance, Sales, Marketing, Supply
Chain
Fit for purpose business infrastructure getting the basics right
Performance
Foundations
Regulatory &
Switch
Excellence Cross market regulatory expertise driving product strategy & positioning
High Performance Building Blocks
High performance management is the ability to drive
financial goals in performance measurement and to multiply
talent to generate superior levels of effort
High Performers …
• Nurture commitment, achievement, entrepreneurship, and
teamwork
• Have an individualistic, swift decision-making, innovation,
financial & performance-driven culture
• Ensure performance is tracked against specific quantifiable
measures related to company goals
• Reward performance with attractive financial constructs, and
punish failure in equal measure
36 Copyright © 2012 Accenture All Rights Reserved.
RB has 400 managers all around the world, yet has a
single compensation and incentive programme. At RB
any manager may receive bonuses of up to 144%
based on the performance of his group; not based on
outperforming some other group. Everyone is
focused on contributing to the overall good of RB, not
just their specific group.
High Performance Differentiators
• Novartis has a performance oriented culture
and is committed to reward people who invest
ideas and work into the company
• Novartis does not have employees, but
‘associates’ who are part of the same ideology
There has been much research, many articles written,
and even more industry opinions; our observations on
the enablers of high performing talent look like this
37 Copyright © 2012 Accenture All Rights Reserved.
Theme Example
Getting the right business operating
model to drive the right business
performance
The P&G operating model is considered a key
industry differentiator
Using effective workforce planning for job
rotation, project roles, and achieving the
balance between ‘specialist’ and ‘general’
skills
RB has approaches to managing business
demands on jobs and structure of their jobs to
drive business results less expensively
Aligning performance management &
rewards with business results
Unilever has instituted a 6 month bonus cycle to
drive quick business results
Identify the need for and create the develop
of the right skills and capabilities across
the company
P&G uses multiple strategies to help ensure
depth of skills
Creating a culture that drives the very
highest business performance – and pulling
this winning culture throughout all aspects of
their business
Colgate’s commitment to developing personal
leadership is a formal process that includes goal-
setting, training courses to strengthen skills and
support personal development, and ongoing
feedback from managers
Summary
High performing organizations are driving harder to:
• Develop continuous, comprehensive insights of their customers
and translating these into innovation on a global scale at speed
• Evolve their business models to be more effective and efficient
• Enabling technology creates competitive advantage
38 Copyright © 2012 Accenture All Rights Reserved.
Accenture Contacts
Whitney Baldwin
Management Consulting, Life Sciences
2001 Market Street
Philadelphia, PA 19103
USA
Mobile: +1 610 213 8408
Michael Brueckner
Managing Partner Life Sciences
Campus Kronberg 1
61476 Kronberg
Germany
Bus: +49 (6173) 94-67245
Mobile: +49 1755767245
39 Copyright © 2012 Accenture All Rights Reserved.