The future of China's consumer economy will depend on how consumers lives evolve in the future. This paper examines aspects of consumers' lives -- where they will live, how societal changes will impact their families, their choices and behavior -- to examine questions about the future of the Chinese consumer landscape.

In this article in Pharmaceutical Executive Magazine, Monitor's Bansi Nagji and Matt Locsin explain how design thinking can help pharmaceutical executives explore new business models while attending to their existing commercial model.

This paper describes three contracting challenges pharmaceutical executives face when working on performance-based contracts, and how they can overcome them.

Taking Advantage of Tumultuous Times, a series of articles and narrated slideshows from Monitor, offers insights into critical issues organizations face—from corporate strategy to adaptive cost cutting—during this unprecedented period of economic uncertainty and disruption challenging industries across the globe. This article explains how to use strategic pricing strategies to survive a difficult economy and emerge from it stronger and more competitive.

In these videos, thought leaders from the Monitor Talent Network tell us their thoughts about the future in business, communications, media and technology.

Facing a sharp economic downturn and fundamental shifts in the way buyers learn and make decisions, companies must adapt their mix of marketing expenditures and develop new models for customer engagement. These new models, informed by insight into how customers think and behave, welcome shoppers’ involvement in shaping when, where and how they receive information and how they interact with products and brands.

Eastman Chemical Company turned to Monitor Group to help it drive organic growth in a highly competitive and commoditized B2B market for plastic packaging.

In this article from Marketing Management, Courtland Jenkins of Eastman Chemical and Monitor's Geoff Tuff, outline the challenges the company faced and how they worked to solve them: analyzing which customer segments valued Eastman's innovations, understanding the best means for communicating with those customers and demonstrating customer value.

Gone are the days when companies looked at China as a monolithic land of 1 billion potential customers. Companies are now focusing on how to capture small segments of China’s giant market, and none of these segments is as attractive or as full of potential as the country’s rapidly growing—and multifaceted—middle class.

In this article from The China Business Review, Monitor Group's Kheehong Song and Allison Cui use Monitor's experience to explain how companies can succeed in the Chinese marketplace by analyzing and targeting the right segments of China’s diverse and rapidly emerging middle class.

Top-line growth does exist in a recession, but finding it requires that marketing leaders be relentless in their pursuit of ways to redefine the playing field, be it through innovative go-to-market models, offer structures, or doubling and tripling down on the highest potential brands or segments.

In this paper, Monitor's Mark Pocharski explains how the strongest marketing organizations provide insight to help their companies make profitable decisions and minimize risk.