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Overview of the Market for Travel and Tourism to the United States from Germany, 2020-2023. 

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Market research in Germany: the 10 best data sources

This week, let’s take a look together at the data sources you should consult if you want to carry out your market research in Germany. You will find the list of articles in this series at the bottom of the page. A checklist is also provided at the end of this article.

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Official national statistics

Companies financial data, consumer protection, customs and border protection.

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For your market research in Germany, as in all countries, it makes perfect sense to use statistics, especially national and official statistics, as a basis for your research. They will give credibility to your project and your dossiers (financial, research, location, and so on). They are also very accessible since each country has an official institute that offers the highest level of quality. In Germany, go to the  DeStatis (Statistisches Budesamt) website where you will find files on demographics, the economy, the environment, the state and the Länder, sectors and companies as well as the labour and employment market. You can also carry out a specific search by keywords.

How to use this data for your market research?

• Define a geographical location (catchment area) based on regional demographics and economy
• Understanding consumer purchasing behaviour
• Defining competitors in the market
• Understanding some key legislative restrictions

This data will be particularly useful if you need to carry out PESTEL research (to find out more about PESTEL,  click here ).

Whether it is to understand the profitability of your project, to strengthen your competition research or to ensure the financial health of your selection of partners and suppliers, you will need to analyse the financial data of the market and its players. To do this, first go to the  Handelsregister  website, which is intended for registering businesses and companies. On this site, you will find the company’s legal information (status, shareholders, and so on) by carrying out a simple search by keywords or the name of the company.

Interface of the commercial register

Secondly, the company register ( Unternehmensregister ) will give you access to specific financial data of the company, in addition to the annual balance sheet.

You can do this research for many companies:

• direct and indirect competitors (those that offer a solution to the same problem you are trying to solve)
• potential partners and suppliers to judge the health and attractiveness of the market
• prospects to understand their investment potential for those who would work in B2B

To understand industry trends and consumer protection issues in Germany, you can visit two websites: Stiftung Warentest  organises its data by sectors and topics (health, pensions, housing, food, transport, family, insurance, and so forth) and offers comprehensive data on consumer options and related regulations.

Further and additional information on the individual sectors can be found on the Verbraucherzentrale  website as well as on the website of the German Centre for European Consumers ( EVZ ) for questions relating to product and service offers in Europe.

In this way, you can position yourself concerning your competitors and confirm or disprove the interest of your future product or service. Remember that the first idea is rarely the right one. Don’t be discouraged if you perceive a lack of alignment with market demand. Consider this as an opportunity to improve your primary idea.

For all import and export transactions with Germany, please contact the customs authorities via Zoll.de . Here you will find an overview of customs and border protection regulations.

Various topics are covered in the “ Companies ” tab, such as the transport of goods, services and capital, taxes and customs duties, and so on.

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The customs sites are an excellent source of data for your PESTEL research, in particular for the “L” (Legal aspects).

We have dedicated an article to market research applied to the export sector.  You can access it here .

Sector data for your market research in Germany

As you can imagine, if you have been reading us for some time, it is not only the analysis of national statistics that are taken into account when carrying out your market research. To make it as exhaustive as possible, you will also need to analyse sectoral data (structure and situation of the sector, specific legislation, agreements, aids and subsidies, and so forth). Below you will find an overview of the best sources of sectoral data.

There are two sites to visit if you are active in the health sector. The first is the DeStatis site mentioned above, which dedicates several files and publications to the  health sector. Of course, we also advise you to visit the website of the  Ministry of Health . The latter is also a significant source of information, as it offers analyses of the sector according to different  themes  and publishes news about the sector in its “ Press ” tab. Also, the Federal Institute  BfArM  offers a completer and more comprehensive overview of medical devices and medicines.

The Food industry

To collect data and analyses concerning the German food industry, you can visit the website of the Federal Ministry of Food and Agriculture (BMEL) in the section “ Food “. There you will find various reports and dossiers specific to the sector. One tab that will be essential to visit is the one devoted to  consumer protection , which will provide you with information on the legislation in force on this subject. For those who would like to delve more deeply into the subject from the consumer’s point of view, the site of the Federal Centre for Food ( DZfE ) is the portal promoted by Germany to inform and advise consumers on subjects related to their diet. Find the annual report on the eating habits of Germans  here .

Taken from the file on the eating habits of Germans in 2020: “What foods are consumed daily?”

As the agricultural and food sector is closely interlinked, you will find information on the website of the Federal Ministry of Food and Agriculture under the tab “ Farming “. Several important topics are covered there. Please visit the website in its entirety for a peripheral view of the sector and its challenges. We also advise you to visit the website of the Federal Ministry for Economic Cooperation and Growth ( BMZ ) to consult their focus on agricultural policies, trade and subsidies.

To understand how the housing market in Germany works and the opportunities it offers, you should visit the website of the Federal Ministry of the Interior, Building and Community Affairs. The  homepage will provide you with an overview of news from the sector. However, you will need to dig deeper to understand the intricacies of the German housing market. To do this, go to the “ Topics – Building and Housing ” tab, which features specific and various articles. To name but one, find here the primary data on the housing market.

The Federal Network Agency will be your ally for all your research on the  energy  market. This website provides you with an overview of the many topics related to the energy sector in Germany: from production to sales, including regulations, trends, dissemination, and so forth. You can also get a more detailed picture of the market from the consumer’s point of view in the energy tab for  consumer topics .

First of all, it is essential to take into account the fact that the German Länder have a certain degree of autonomy in the management of policies related to education. However, national information and data are defined and disseminated on the website of the Federal Ministry of Education and Research ( BMBF ). You will, of course, need to consult this source, but also the sites of the various Länder: Baden-Württemberg , Lower Saxony , Bavaria , Berlin , Brandeburg , Bremen , Hamburg , Hesse , Mecklenburg-Vorpommern , North Rhine-Westphalia , Rhineland-Palatinate , Saarland , Saxony , Saxony-Anhalt , Schleswig-Holstein , Thuringia .

Your market research in Germany will be significantly enhanced if you visit the  website  of the Federal Ministry of Education and Research. There you will find details on  support  for innovative and entrepreneurial initiatives. In particular, the “Research” tab is subdivided by sector of activity to make it easier for you to navigate and access information.

Also, worth consulting

• Top 10 data sources in France
• Top 10 data sources in Belgium
• Top 10 data sources in Switzerland
• Top 10 data sources in Luxemburg
• Top 10 data sources in the United Kindgom
• Top 10 data sources in Italy
• Top 10 data sources in Spain
• Top 10 data sources in Portugal
• Top 10 data sources in the Netherlands
• Top 10 data sources in the EU

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Market Research in Germany

• November 2023
• Region: Germany
• Euromonitor International
• ID: 2070051
• Description

Table of Contents

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Why buy this report?

• Get a detailed picture of the Market Research market;
• Pinpoint growth sectors and identify factors driving change;
• Understand the competitive environment, the market’s major players and leading brands;
• Use five-year forecasts to assess how the market is predicted to develop.
• CHART 1 Key Industry's Indicators 2017-2027
• Summary 1 Scorecard of Turnover Pillar 2017-2027
• CHART 2 Turnover Regional Comparison 2022
• CHART 3 Turnover per Capita Regional Comparison 2022
• CHART 4 Turnover Growth Regional Comparison 2017-2027
• CHART 5 Future and Absolute Growth of Turnover Regional Comparison 2022-2027
• CHART 6 Turnover 2017-2027
• CHART 7 Turnover per Employee 2017-2022
• Summary 2 Key Buyer Industries in Germany 2017-2027
• Summary 3 Key Supplier Industries in Germany 2017-2027
• CHART 8 External Demand Factors
• CHART 9 Top Industry’s Suppliers and Buyers
• CHART 10 Cost Structure Comparison 2022
• CHART 11 Cost Structure 2017-2022
• CHART 12 B2B Costs and Growth 2022, USD million
• CHART 13 Prices of Selected Commodities 2022 Q3-2023 Q4, Index
• CHART 14 Profit and Profit Margin 2017-2022
• CHART 15 Average Salary 2017-2022
• CHART 16 Labour Costs and Employee Productivity Comparison 2017-2022
• CHART 17 Number of Companies by Size 2017/2022
• CHART 18 Competitive Landscape Structure by Company Size 2017/2022
• CHART 19 Top Companies’ Ranking 2017-2022 and % of Turnover Value 2022
• CHART 20 Market Structure by Buyer 2017-2022
• CHART 21 B2B Buyers and Growth 2022, USD million
• CHART 22 Attractiveness Index in Selected Industries 2022
• CHART 23 Market Research Attractiveness Index Comparison Across All Industries 2022
• CHART 24 Attractiveness Index Methodology
• Summary 4 Economic Context and Labour Market 2022-2027
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Market research services are an integral part of the advertising and marketing industry. They provide businesses with the data and insights they need to make informed decisions about their products, services, and campaigns. Market research services can include surveys, focus groups, interviews, and other methods of collecting data. This data can be used to identify customer needs, preferences, and trends, as well as to measure the effectiveness of marketing campaigns. Market research services can also help businesses understand their target audience, develop effective strategies, and optimize their marketing efforts. By understanding their customers, businesses can create more effective campaigns and better target their messaging. Companies in the market research services market include Nielsen, Ipsos, Kantar, GfK, and Qualtrics. Show Less Read more

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Germany Fitness Services Market Outlook to 2027 -Driven by the Growing Health Consciousness, Digital Innovations, and Changing Lifestyles

Germany property management market outlook to 2028 -by product type (residential, commercial, and other product types) and end user services (housing associations, property managers agents, property investors and others.) and by regional split (north/east/west/south), germany parking management market outlook to 2028 -driven by advancements in smart parking solutions and urbanization and increased vehicle ownership, germany fitness services market outlook to 2027f -driven by increase in health & fitness consciousness & innovation in fitness industry, germany led market outlook to 2027f -by end user (commercial, retail, hospitality, industrial), product type (lamps and luminaires), distribution channel (direct sales, wholesale), germany mattress market outlook to 2027f -by product type (innerspring mattresses, memory foam mattresses, latex, alternating pressure, gel and hybrid), by size (single, double, queen-size and king-size), by end user (residential and commercial), germany crop protection market outlook to 2027f -by origin (synthetic and bio-based), type (herbicide, fungicide, insecticide, and other types), and application (grains and cereals, pulses and oilseeds, fruits and vegetables, commercial crops, and other applications), germany remittance market outlook to 2027f -by flow type (inbound and outbound), by application (consumptions, savings, investments), and by channels used (banking channel, mtos, m-wallets and others), germany hyperscale data center market outlook to 2027 -driven by the growing adoption of remote work and surging demand of cloud computing solutions, germany online advertising market outlook to 2027 -by medium (desktop and mobile), by type (search, social media, display, video, audio and others), by sectors (retail, automotive, financial services, telecommunications, and others).

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China gloom sucks life out of rate cut cheer in Asia

The yuan fell sharply on Friday and Chinese shares skidded, dragging down markets broadly in Asia and dampening an equity rally spurred by a surprise rate cut in Switzerland that had investors wagering on who will ease policy next.

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Pessimism at a record high: International investors attest to Germany's dwindling strengths and declining attractiveness

KPMG survey of the 350 CFOs of the largest German subsidiaries of international groups

Survey of CFOs of the largest German subsidiaries of international groups

• Home ›
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• Pessimism at a record high: International investors attest to Germany's dwindling strengths and declining attractiveness

46% believe that other countries and regions are growing faster than Germany and intend to prioritise investments there in the next five years.

• All location factors are deteriorating with increasing momentum
• Biggest obstacles to investment: Excessive bureaucracy (61%), high energy costs (57%) and inadequate digitalisation (44%) lead the way, followed by ESG regulation (35%) and a lack of openness to technology (31%)
• Increasing scepticism towards Germany's political stability: only 58% still rank Germany among the five most stable EU countries (in 2021: 80%)
• Research landscape viewed more critically: Only 43% of respondents still rank Germany among the top 5 in the EU here (down 21 percentage points compared to 2017)
• Ambivalent outlook for the future: 52% of respondents see business opportunities in Germany's need for transformation, but only just under one in three (27%) actually want to invest

Berlin, 12 March 2024

The attractiveness of Germany as a business location is at risk. "We have lived on substance for too long and neglected important reforms. Almost one in two international CFOs (46%) currently rate other countries and regions as having stronger growth. They will prioritise new investments there in the next five years," says Andreas Glunz, Head of International Business at KPMG AG Wirtschaftsprüfungsgesellschaft at the presentation of the "Business Destination Germany 2024" study.

For this study, KPMG surveyed 350 CFOs of the largest German subsidiaries of international corporations from the most important investor countries. The study analysed the most important factors for Germany as a business location in an EU comparison.

After 2017, 2019 and 2021, the survey is now being conducted for the fourth time. This allows important trend statements to be made.

According to the survey, the world's third-largest economy is increasingly slipping into mid-table in an EU comparison. The KPMG location index, which takes 23 location factors into account, now only has a value of +1.2 on a scale of +10 (top of the EU comparison) to -10 (bottom of the EU comparison). This corresponds to a halving compared to the value from the 2021 study (+2.4). In 2017, the value was still +3.1.

Location factors deteriorate without exception

Germany's mentions as the frontrunner or top 5 EU country have also decreased massively for many individual location factors compared to the KPMG Location Index 2021: Political stability (-22 percentage points), labour productivity (-17 percentage points) and logistical/physical infrastructure (-16 percentage points).

In contrast to two years ago, foreign investors also rate those factors that have a particularly lasting impact on future viability and that have previously been among Germany's greatest strengths significantly lower: Research landscape (-13 percentage points) and Innovation-friendly environment (-8 percentage points).

Where does Germany perform worst? Degree of digitalisation of public administration (-4.1) and digital infrastructure (-2.0) as well as being affected by demographic change (-1.2)

One of the biggest obstacles to investment is the insufficient level of digitalisation in public administration (-4.1). Every fourth international CFO (25%) names Germany as the laggard. A further 36% place Germany among the five weakest countries in an EU comparison.

The digital infrastructure (-2.0) is rated similarly negatively. Only 11% of international investors in Germany still see it as one of the top 5 in the EU. In contrast, 9% rate it as the worst in the entire European Union.  

Germany must no longer remain trapped in the analogue, paper-based world. In the face of high volatility and disruption, Germany must accelerate its digital transformation in order to become more competitive again.

Managing Partner International Business

KPMG AG Wirtschaftsprüfungsgesellschaft

Demographics are making the availability of skilled and highly qualified labour more difficult. Only just under one in four respondents (23%) still see Germany as one of the top 5 locations in Europe - a drop of 15 percentage points compared to the "Business Destination Germany 2022" study. In contrast, 21% of CFOs rank Germany among the last five EU countries. A further 8% even cite the location as the worst in Europe.

Andreas Glunz: "An influx of 500,000 qualified workers per year would be necessary to compensate for the shortage of skilled labour in Germany. But many of these immigrants fail to gain a foothold in the labour market or leave the country again quickly. Highly qualified workers are increasingly avoiding Germany. It would be important to have a modernised immigration policy or a migration strategy that is geared towards integration, productivity and demand."

Excessive bureaucracy and high energy costs as the biggest obstacles to investment

The scope and complexity of bureaucracy remain a major obstacle. 16% of international investors consider Germany to be at the bottom of the European league. A further 18% rate the location as one of the weakest five countries.

"Germany needs to massively reduce bureaucracy," says KPMG divisional director Glunz. "The business location has suffered from chronic overregulation for too long."

In addition to bureaucracy, foreign investors criticise the stalled energy transition. Energy-intensive industries in particular are burdened by high energy costs. 38% of the CFOs surveyed see Germany either at the bottom (15%) or among the bottom five EU countries (23%).

13% of those surveyed are therefore even considering relocating their production from Germany to other countries. Among the US companies surveyed, almost one in four (24%) are even considering this.

Foreign CFOs increasingly doubt political stability in Germany

While a large majority (80%) of respondents ranked Germany among the five most attractive countries in the EU in terms of political stability in 2021, this figure had fallen to 58% by the end of 2023.

13% now even see Germany as one of the weakest five nations. In 2021, this figure was just two per cent.

Criticism of a lack of openness to foreign investors and too little support and incentives for companies to settle here

International investors feel less welcome in Germany than they did two years ago. This is reflected in a significantly poorer assessment of openness to foreign investors (-16 percentage points), a reduced focus on their needs (-13 percentage points) as well as insufficient support and few incentives for company relocations and expansions (-10 percentage points).

"More than one in five international CFOs rank Germany among the weakest five countries (22%) in the EU in terms of its focus on the needs of international investors. In order to be successful globally, Germany needs to become significantly more attractive to international investors again," comments Andreas Glunz, Divisional Director.

"German companies are increasingly relocating their production abroad. International investors are also becoming increasingly critical of Germany's weaknesses. This development is alarming, as these companies generate around a fifth of Germany's gross value added. The future of the location is therefore at stake. A concerted package of measures is now needed to break this negative trend and return Germany to the top of the EU. I therefore fully endorse the demands of the "Industrial Deal" for a business case for Europe and Germany," says Andreas Glunz from KPMG.

52% of foreign investors see major business opportunities in Germany's transformation

On a positive note, more than one in two of the international CFOs surveyed (52%) recognise opportunities for their company in Germany's major transformation tasks and therefore want to invest here in the next five years. Only 7% want to reduce their presence in Germany, 37% want to increase it.

Andreas Glunz: "Germany is undergoing a transformation process of unprecedented proportions: this includes the energy transition, achieving climate neutrality, digitalisation, an ageing society, the country's ability to defend itself and a functioning infrastructure. Funding packages worth billions are available for the modernisation of the location. International corporations have recognised that this offers opportunities and are launching mega investment projects."

The core location factors of central logistical location, high standard of living and public safety continue to speak in favour of Germany - but are also declining

In an EU comparison, Germany remains in the upper midfield for the majority of location factors. The business location again receives the best ratings for the factors standard of living (72% rank Germany among the top 5 in the EU; -9 percentage points compared to 2021) and public safety (69%; -11 percentage points).

Germany's logistical location in the heart of Europe continues to be attractive for international companies. For 79% of the international CFOs surveyed, the Federal Republic is either the frontrunner (20%) or among the top five (59%).

More optimistic outlook for the 5-year perspective

The future expectations of the international CFOs surveyed for the current year 2024 are still cautious. Only more than a third (37%) expect their economic prospects to be "much better" (2%) or "better" (35%).

However, 59% of foreign investors expect the economic situation to be better or much better over the next five years.

About the "Business Destination Germany 2024" study

Methodology:

For the study, the opinion research institute Verian was commissioned by KPMG AG Wirtschaftsprüfungsgesellschaft in Germany to conduct a telephone survey of 350 CFOs of private German subsidiaries of foreign parent companies, whereby only the largest subsidiary per parent company was surveyed. At least 30 subsidiaries came from each of the seven largest investor countries in recent years: France, the UK, the Netherlands, Switzerland, Austria, China and Japan. For the largest investor country, the USA, 100 CFOs were surveyed. In addition, a total of 40 inbounds were surveyed from the following most important investor countries: Brazil, Denmark, Finland, Greece, India, Italy, Sweden, Spain and South Korea. The implementation period was between September and December 2023.

More information

International investors see opportunities in Germany as a business location, but at the same time criticize deteriorating location factors

Germany increasingly unattractive as a business location for international investors

Press contact

Clemens Reisbeck

Deputy Head Corporate Communications KPMG AG Wirtschaftsprüfungsgesellschaft

T +49 89 9282 1722 [email protected]

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Oil Market Report - March 2024

About this report

The IEA Oil Market Report (OMR) is one of the world's most authoritative and timely sources of data, forecasts and analysis on the global oil market – including detailed statistics and commentary on oil supply, demand, inventories, prices and refining activity, as well as oil trade for IEA and selected non-IEA countries.

• Global oil demand is forecast to rise by a higher-than-expected 1.7 mb/d in 1Q24 on an improved outlook for the United States and increased bunkering. While 2024 growth has been revised up by 110 kb/d from last month’s Report, the pace of expansion is on track to slow from 2.3 mb/d in 2023 to 1.3 mb/d, as demand growth returns to its historical trend while efficiency gains and EVs reduce use.
• World oil production is projected to fall by 870 kb/d in 1Q24 vs 4Q23 due to heavy weather-related shut-ins and new curbs from the OPEC+ bloc. From the second quarter, non-OPEC+ is set to dominate gains after some OPEC+ members announced they would extend extra voluntary cuts to support market stability. Global supply for 2024 is forecast to increase 800 kb/d to 102.9 mb/d, including a downward adjustment to OPEC+ output.
• Refinery crude runs are forecast to rise from a February-low of 81.4 mb/d to a summer peak of 85.6 mb/d in August. For the year as a whole, throughputs are projected to increase by 1.2 mb/d to average 83.5 mb/d, driven by the Middle East, Africa and Asia. Refining margins improved through mid-February before receding, with the US Midcontinent and Gulf Coast as well as Europe leading the gains.
• Global observed oil inventories surged by 47.1 mb in February. Offshore stocks dominated gains as seaborne exports reached an all-time high and shipping disruptions through the Red Sea tied up significant volumes of oil on water while onshore inventories declined. Global stocks plunged by 48.1 mb in January, with OECD industry stocks at a 16-month low.
• ICE Brent futures rose by $2/bbl during February as ongoing Houthi shipping attacks in the Red Sea kept a firm bid under crude prices. With oil tankers taking the longer route around Africa more oil was kept on water, further tightening the Atlantic Basin market and sending crude’s forward price structure deeper into backwardation. At the time of writing, Brent was trading at $83/bbl.

Oil on water

Benchmark crude oil prices were range bound in early March, as the market had already priced in the announced extension of OPEC+ voluntary production cuts through 2Q24. North Sea Dated rose by $2.13/bbl to $84.66/bbl during February as continued tanker attacks in the Red Sea lengthened supply routes and global on-land oil inventories fell for a seventh consecutive month to reach their lowest level since at least 2016.

Global onshore oil stocks fell a further 38 mb last month, taking the draw down since July to 180 mb, according to preliminary data. Over the same period, oil on water surged. Trade dislocations from the rerouting of Russian barrels and more recently due to unrest in the Middle East, have boosted oil on water by 115 mb. In February alone, oil on water surged by 85 mb as repeated tanker attacks in the Red Sea diverted more cargoes around the Cape of Good Hope. At nearly 1.9 billion barrels as of end-February, oil on water hit its second highest level since the height of the Covid-19 pandemic.

Trade flow disruptions also boosted bunker fuel use. Longer shipping routes and faster vessel speeds saw Singapore bunkering reach all-time highs. That, along with surging US ethane demand for its petrochemical sector underpins a slight upward revision to our global oil demand expectations for this year by 110 kb/d compared with last month’s Report. World oil demand growth is now forecast at 1.3 mb/d in 2024, down sharply from last year’s 2.3 mb/d expansion.

The slowdown in growth, already apparent in recent data, means that oil consumption reverts towards its historical trend after several years of volatility from the post-pandemic rebound. A weaker economic outlook further tempers oil use, as do efficiency improvements and surging electric vehicle sales. Growth will continue to be heavily skewed towards non-OECD countries, even as China’s dominance gradually fades. The latter’s oil demand growth slows from 1.7 mb/d in 2023 to 620 kb/d in 2024, or from roughly three-quarters to half of the global total, under the gathering weight of a challenging economic environment and slower expansion in its petrochemical sector.

As in 2023, non-OPEC+ oil supply growth will eclipse the oil demand expansion by some margin. Led by the United States, non-OPEC+ production is forecast to rise by 1.6 mb/d in 2024 compared to 2.4 mb/d last year when global oil output climbed by 2 mb/d to 102 mb/d. Substantial gains will also come from Guyana, Brazil and Canada, all forecast to pump at record-highs this year. Together, the non-OPEC+ Americas quartet is set to add 1.3 mb/d of new oil production in 2024.

Iran, which last year ranked as the world’s second largest source of supply growth after the United States, is expected to increase production by a further 280 kb/d this year. Output policy for the remainder of the OPEC+ bloc will be revisited when ministers meet in Vienna on 1 June to review market conditions. In this Report, we are now holding OPEC+ voluntary cuts in place through 2024 – unwinding them only when such a move is confirmed by the producer alliance (see OPEC+ cuts extended). On that basis, our balance for the year shifts from a surplus to a slight deficit, but oil tanks may get some relief as the massive volumes of oil on water reach their final destination.

1. Includes extra voluntary curbs where announced. 2. Capacity levels can be reached within 90 days and sustained for an extended period. 3. Excludes shut in Iranian, Russian crude. 4. Angola left OPEC effective 1 Jan 2024. 5. Iran, Libya, Venezuela exempt from cuts. 6. Mexico excluded from OPEC+ compliance. 7. Bahrain, Brunei, Malaysia, Sudan and South Sudan.

Definitions of key terms used in the OMR, access the OMR Glossary here.

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Fivetran + Vanson Bourne report: AI in 2024

While 90% of all organizations across the US, UK, Ireland, France and Germany are investing to develop AI/ML models, poor data quality is leading to more time preparing data than deriving value from it.

Download this new report, in collaboration with independent market research specialist Vanson Bourne, to learn about the current state of AI and the importance of data readiness in making the most of your AI investments.

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Lower battery prices are expected to eventually boost EV demand

The change in outlook comes as carmaker executives in the US raise concerns about EV profitability — partly because of price competition among EV makers amid high raw material prices (which have since moderated) — and as EV subsidies are cut in some European markets, write Nikhil Bhandari, co-head of Asia-Pacific Natural Resources and Clean Energy Research, and analyst Amber Cai in the team’s report.

The previous round of battery metal price increases has added to EV makers’ profit pressure. The increasing electrification of the global economy requires vast amounts of minerals, and the rapid electrification that kicked off around 2020 “overwhelmed the metals market,” Bhandari says. But now supply is catching up and cooling the market for the likes of nickel and lithium that are used in batteries, which can be one-third of the cost of an EV.

In a few months, lower metal prices should start to flow through to EV makers. “The good news is battery prices are now falling rapidly,” Bhandari says. Goldman Sachs Research expects a nearly 40% decline in battery prices between 2023 and 2025, and for EVs to reach breakthrough levels in terms of cost parity (without subsidies) with internal combustion engine cars in some markets next year. Longer term, our analysts project EVs to take a considerably higher share of car sales, reaching 50% in the US and 68% in the EU by 2030.

The bear market for metals is one reason battery prices are forecast to decline. The other is that battery innovation is still ongoing, Bhandari says. Manufacturers are finding ways to simplify the manufacturing of batteries (through structure-related innovations that allow better, simpler packaging), and to use materials, like silicon, that may reduce charging time and increase energy density. Major innovations like solid-state batteries (as opposed to using liquid electrolyte as in batteries today) could, in the coming years, be a game-changer for the industry, as solid-state batteries are expected to allow carmakers to pack in even more energy, for the same amount of weight, than a conventional battery.

“We've achieved quite a lot in terms of innovations,” Bhandari says. “For EVs to have a broad-based, economic-driven adoption, we need further step ups — in particular, battery structure-related innovations, as well as commercialization of next-generation technology including solid-state batteries.”

There are other factors supporting the industry as well. The US Inflation Reduction Act’s subsidies could bolster the sector in the domestic US market. EU policy — including the bloc’s carbon emission targets for cars and its plans to prohibit sales of internal combustion engine cars by 2035 — is expected to support demand for EVs. The UK’s zero-emission vehicle mandate, meanwhile, requires 22% of cars to be electric from 2024 (though with some flexibility), and EV subsidies are being extended in Spain and introduced in France. 

“The regulatory tailwinds are still in place,” Bhandari says.

This article is being provided for educational purposes only. The information contained in this article does not constitute a recommendation from any Goldman Sachs entity to the recipient, and Goldman Sachs is not providing any financial, economic, legal, investment, accounting, or tax advice through this article or to its recipient. Neither Goldman Sachs nor any of its affiliates makes any representation or warranty, express or implied, as to the accuracy or completeness of the statements or any information contained in this article and any liability therefore (including in respect of direct, indirect, or consequential loss or damage) is expressly disclaimed.

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As a Research Analyst in Reno, I  perform database maintenance and work with the Northwest Research team to produce quarterly reports for the region. I also track market activity to provide meaningful insights for our excellent group of advisors. My areas of interest  include the Industrial, Office, and Retail sectors. With a background in finance, I enjoy the creative problem solving involved in research.

Outside the office my passions are film, music, and rock climbing.

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In 2019, Randy expanded his role to include oversight and leadership of the Reno office, and at the beginning of 2022 he has taken on the leadership role for the Puget Sound Seattle and Bellevue offices.  His priority for each of these offices continue to be to build the best culture and resources in the marketplace, and recruit a complement of brokers who add value to the team that others can leverage  to  improve their business success. Prior to joining Colliers in July 2010, Randy was 22 years experience in Commercial Real Estate with Hines, a privately owned, international real estate firm that has provided the highest level of quality, service and value to its clients and investors.  Randy most recently was responsible for Asset Management services for the 39 properties totaling 3.5 million square feet as well as New Business for the Sacramento area.  Over his tenure with Hines he has worked in Seattle, San Francisco, Los Angeles and San Diego in building successful teams and providing oversight to Asset, Leasing, Property, Facilities and Construction Management services. 

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Bob’s experience spans the diverse commercial real estate landscape. He has contributed to or produced local, regional, and national reports covering the office, industrial, multifamily, retail, capital markets, life sciences, medical office, and land asset classes. Assisting brokers in winning new business and providing market presentations for internal teams and external organizations, Bob is a sought after thought leader in Northern California. After starting at Colliers in Seattle/Bellevue in 2015, Bob has been at Colliers Sacramento since mid-2018. Bob has been quoted in The Sacramento Business Journal, The Sacramento Bee, The Registry, Comstock’s Magazine, and Sacramento News & Review while also appearing on local television stations KCRA 3, Fox 40, and Univision 19. 

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A generative AI reset: Rewiring to turn potential into value in 2024

It’s time for a generative AI (gen AI) reset. The initial enthusiasm and flurry of activity in 2023 is giving way to second thoughts and recalibrations as companies realize that capturing gen AI’s enormous potential value is harder than expected .

With 2024 shaping up to be the year for gen AI to prove its value, companies should keep in mind the hard lessons learned with digital and AI transformations: competitive advantage comes from building organizational and technological capabilities to broadly innovate, deploy, and improve solutions at scale—in effect, rewiring the business  for distributed digital and AI innovation.

About QuantumBlack, AI by McKinsey

QuantumBlack, McKinsey’s AI arm, helps companies transform using the power of technology, technical expertise, and industry experts. With thousands of practitioners at QuantumBlack (data engineers, data scientists, product managers, designers, and software engineers) and McKinsey (industry and domain experts), we are working to solve the world’s most important AI challenges. QuantumBlack Labs is our center of technology development and client innovation, which has been driving cutting-edge advancements and developments in AI through locations across the globe.

Companies looking to score early wins with gen AI should move quickly. But those hoping that gen AI offers a shortcut past the tough—and necessary—organizational surgery are likely to meet with disappointing results. Launching pilots is (relatively) easy; getting pilots to scale and create meaningful value is hard because they require a broad set of changes to the way work actually gets done.

Let’s briefly look at what this has meant for one Pacific region telecommunications company. The company hired a chief data and AI officer with a mandate to “enable the organization to create value with data and AI.” The chief data and AI officer worked with the business to develop the strategic vision and implement the road map for the use cases. After a scan of domains (that is, customer journeys or functions) and use case opportunities across the enterprise, leadership prioritized the home-servicing/maintenance domain to pilot and then scale as part of a larger sequencing of initiatives. They targeted, in particular, the development of a gen AI tool to help dispatchers and service operators better predict the types of calls and parts needed when servicing homes.

Leadership put in place cross-functional product teams with shared objectives and incentives to build the gen AI tool. As part of an effort to upskill the entire enterprise to better work with data and gen AI tools, they also set up a data and AI academy, which the dispatchers and service operators enrolled in as part of their training. To provide the technology and data underpinnings for gen AI, the chief data and AI officer also selected a large language model (LLM) and cloud provider that could meet the needs of the domain as well as serve other parts of the enterprise. The chief data and AI officer also oversaw the implementation of a data architecture so that the clean and reliable data (including service histories and inventory databases) needed to build the gen AI tool could be delivered quickly and responsibly.

Creating value beyond the hype

Let’s deliver on the promise of technology from strategy to scale.

Our book Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI (Wiley, June 2023) provides a detailed manual on the six capabilities needed to deliver the kind of broad change that harnesses digital and AI technology. In this article, we will explore how to extend each of those capabilities to implement a successful gen AI program at scale. While recognizing that these are still early days and that there is much more to learn, our experience has shown that breaking open the gen AI opportunity requires companies to rewire how they work in the following ways.

Figure out where gen AI copilots can give you a real competitive advantage

The broad excitement around gen AI and its relative ease of use has led to a burst of experimentation across organizations. Most of these initiatives, however, won’t generate a competitive advantage. One bank, for example, bought tens of thousands of GitHub Copilot licenses, but since it didn’t have a clear sense of how to work with the technology, progress was slow. Another unfocused effort we often see is when companies move to incorporate gen AI into their customer service capabilities. Customer service is a commodity capability, not part of the core business, for most companies. While gen AI might help with productivity in such cases, it won’t create a competitive advantage.

To create competitive advantage, companies should first understand the difference between being a “taker” (a user of available tools, often via APIs and subscription services), a “shaper” (an integrator of available models with proprietary data), and a “maker” (a builder of LLMs). For now, the maker approach is too expensive for most companies, so the sweet spot for businesses is implementing a taker model for productivity improvements while building shaper applications for competitive advantage.

Much of gen AI’s near-term value is closely tied to its ability to help people do their current jobs better. In this way, gen AI tools act as copilots that work side by side with an employee, creating an initial block of code that a developer can adapt, for example, or drafting a requisition order for a new part that a maintenance worker in the field can review and submit (see sidebar “Copilot examples across three generative AI archetypes”). This means companies should be focusing on where copilot technology can have the biggest impact on their priority programs.

Copilot examples across three generative AI archetypes

• “Taker” copilots help real estate customers sift through property options and find the most promising one, write code for a developer, and summarize investor transcripts.
• “Shaper” copilots provide recommendations to sales reps for upselling customers by connecting generative AI tools to customer relationship management systems, financial systems, and customer behavior histories; create virtual assistants to personalize treatments for patients; and recommend solutions for maintenance workers based on historical data.
• “Maker” copilots are foundation models that lab scientists at pharmaceutical companies can use to find and test new and better drugs more quickly.

Some industrial companies, for example, have identified maintenance as a critical domain for their business. Reviewing maintenance reports and spending time with workers on the front lines can help determine where a gen AI copilot could make a big difference, such as in identifying issues with equipment failures quickly and early on. A gen AI copilot can also help identify root causes of truck breakdowns and recommend resolutions much more quickly than usual, as well as act as an ongoing source for best practices or standard operating procedures.

The challenge with copilots is figuring out how to generate revenue from increased productivity. In the case of customer service centers, for example, companies can stop recruiting new agents and use attrition to potentially achieve real financial gains. Defining the plans for how to generate revenue from the increased productivity up front, therefore, is crucial to capturing the value.

McKinsey Live Event: Unlocking the full value of gen AI

Join our colleagues Jessica Lamb and Gayatri Shenai on April 8, as they discuss how companies can navigate the ever-changing world of gen AI.

Upskill the talent you have but be clear about the gen-AI-specific skills you need

By now, most companies have a decent understanding of the technical gen AI skills they need, such as model fine-tuning, vector database administration, prompt engineering, and context engineering. In many cases, these are skills that you can train your existing workforce to develop. Those with existing AI and machine learning (ML) capabilities have a strong head start. Data engineers, for example, can learn multimodal processing and vector database management, MLOps (ML operations) engineers can extend their skills to LLMOps (LLM operations), and data scientists can develop prompt engineering, bias detection, and fine-tuning skills.

A sample of new generative AI skills needed

The following are examples of new skills needed for the successful deployment of generative AI tools:

• data scientist:
• prompt engineering
• in-context learning
• bias detection
• pattern identification
• reinforcement learning from human feedback
• hyperparameter/large language model fine-tuning; transfer learning
• data engineer:
• data wrangling and data warehousing
• data pipeline construction
• multimodal processing
• vector database management

The learning process can take two to three months to get to a decent level of competence because of the complexities in learning what various LLMs can and can’t do and how best to use them. The coders need to gain experience building software, testing, and validating answers, for example. It took one financial-services company three months to train its best data scientists to a high level of competence. While courses and documentation are available—many LLM providers have boot camps for developers—we have found that the most effective way to build capabilities at scale is through apprenticeship, training people to then train others, and building communities of practitioners. Rotating experts through teams to train others, scheduling regular sessions for people to share learnings, and hosting biweekly documentation review sessions are practices that have proven successful in building communities of practitioners (see sidebar “A sample of new generative AI skills needed”).

It’s important to bear in mind that successful gen AI skills are about more than coding proficiency. Our experience in developing our own gen AI platform, Lilli , showed us that the best gen AI technical talent has design skills to uncover where to focus solutions, contextual understanding to ensure the most relevant and high-quality answers are generated, collaboration skills to work well with knowledge experts (to test and validate answers and develop an appropriate curation approach), strong forensic skills to figure out causes of breakdowns (is the issue the data, the interpretation of the user’s intent, the quality of metadata on embeddings, or something else?), and anticipation skills to conceive of and plan for possible outcomes and to put the right kind of tracking into their code. A pure coder who doesn’t intrinsically have these skills may not be as useful a team member.

While current upskilling is largely based on a “learn on the job” approach, we see a rapid market emerging for people who have learned these skills over the past year. That skill growth is moving quickly. GitHub reported that developers were working on gen AI projects “in big numbers,” and that 65,000 public gen AI projects were created on its platform in 2023—a jump of almost 250 percent over the previous year. If your company is just starting its gen AI journey, you could consider hiring two or three senior engineers who have built a gen AI shaper product for their companies. This could greatly accelerate your efforts.

Form a centralized team to establish standards that enable responsible scaling

To ensure that all parts of the business can scale gen AI capabilities, centralizing competencies is a natural first move. The critical focus for this central team will be to develop and put in place protocols and standards to support scale, ensuring that teams can access models while also minimizing risk and containing costs. The team’s work could include, for example, procuring models and prescribing ways to access them, developing standards for data readiness, setting up approved prompt libraries, and allocating resources.

While developing Lilli, our team had its mind on scale when it created an open plug-in architecture and setting standards for how APIs should function and be built.  They developed standardized tooling and infrastructure where teams could securely experiment and access a GPT LLM , a gateway with preapproved APIs that teams could access, and a self-serve developer portal. Our goal is that this approach, over time, can help shift “Lilli as a product” (that a handful of teams use to build specific solutions) to “Lilli as a platform” (that teams across the enterprise can access to build other products).

For teams developing gen AI solutions, squad composition will be similar to AI teams but with data engineers and data scientists with gen AI experience and more contributors from risk management, compliance, and legal functions. The general idea of staffing squads with resources that are federated from the different expertise areas will not change, but the skill composition of a gen-AI-intensive squad will.

Set up the technology architecture to scale

Building a gen AI model is often relatively straightforward, but making it fully operational at scale is a different matter entirely. We’ve seen engineers build a basic chatbot in a week, but releasing a stable, accurate, and compliant version that scales can take four months. That’s why, our experience shows, the actual model costs may be less than 10 to 15 percent of the total costs of the solution.

Building for scale doesn’t mean building a new technology architecture. But it does mean focusing on a few core decisions that simplify and speed up processes without breaking the bank. Three such decisions stand out:

• Focus on reusing your technology. Reusing code can increase the development speed of gen AI use cases by 30 to 50 percent. One good approach is simply creating a source for approved tools, code, and components. A financial-services company, for example, created a library of production-grade tools, which had been approved by both the security and legal teams, and made them available in a library for teams to use. More important is taking the time to identify and build those capabilities that are common across the most priority use cases. The same financial-services company, for example, identified three components that could be reused for more than 100 identified use cases. By building those first, they were able to generate a significant portion of the code base for all the identified use cases—essentially giving every application a big head start.
• Focus the architecture on enabling efficient connections between gen AI models and internal systems. For gen AI models to work effectively in the shaper archetype, they need access to a business’s data and applications. Advances in integration and orchestration frameworks have significantly reduced the effort required to make those connections. But laying out what those integrations are and how to enable them is critical to ensure these models work efficiently and to avoid the complexity that creates technical debt  (the “tax” a company pays in terms of time and resources needed to redress existing technology issues). Chief information officers and chief technology officers can define reference architectures and integration standards for their organizations. Key elements should include a model hub, which contains trained and approved models that can be provisioned on demand; standard APIs that act as bridges connecting gen AI models to applications or data; and context management and caching, which speed up processing by providing models with relevant information from enterprise data sources.
• Build up your testing and quality assurance capabilities. Our own experience building Lilli taught us to prioritize testing over development. Our team invested in not only developing testing protocols for each stage of development but also aligning the entire team so that, for example, it was clear who specifically needed to sign off on each stage of the process. This slowed down initial development but sped up the overall delivery pace and quality by cutting back on errors and the time needed to fix mistakes.

Ensure data quality and focus on unstructured data to fuel your models

The ability of a business to generate and scale value from gen AI models will depend on how well it takes advantage of its own data. As with technology, targeted upgrades to existing data architecture  are needed to maximize the future strategic benefits of gen AI:

• Be targeted in ramping up your data quality and data augmentation efforts. While data quality has always been an important issue, the scale and scope of data that gen AI models can use—especially unstructured data—has made this issue much more consequential. For this reason, it’s critical to get the data foundations right, from clarifying decision rights to defining clear data processes to establishing taxonomies so models can access the data they need. The companies that do this well tie their data quality and augmentation efforts to the specific AI/gen AI application and use case—you don’t need this data foundation to extend to every corner of the enterprise. This could mean, for example, developing a new data repository for all equipment specifications and reported issues to better support maintenance copilot applications.
• Understand what value is locked into your unstructured data. Most organizations have traditionally focused their data efforts on structured data (values that can be organized in tables, such as prices and features). But the real value from LLMs comes from their ability to work with unstructured data (for example, PowerPoint slides, videos, and text). Companies can map out which unstructured data sources are most valuable and establish metadata tagging standards so models can process the data and teams can find what they need (tagging is particularly important to help companies remove data from models as well, if necessary). Be creative in thinking about data opportunities. Some companies, for example, are interviewing senior employees as they retire and feeding that captured institutional knowledge into an LLM to help improve their copilot performance.
• Optimize to lower costs at scale. There is often as much as a tenfold difference between what companies pay for data and what they could be paying if they optimized their data infrastructure and underlying costs. This issue often stems from companies scaling their proofs of concept without optimizing their data approach. Two costs generally stand out. One is storage costs arising from companies uploading terabytes of data into the cloud and wanting that data available 24/7. In practice, companies rarely need more than 10 percent of their data to have that level of availability, and accessing the rest over a 24- or 48-hour period is a much cheaper option. The other costs relate to computation with models that require on-call access to thousands of processors to run. This is especially the case when companies are building their own models (the maker archetype) but also when they are using pretrained models and running them with their own data and use cases (the shaper archetype). Companies could take a close look at how they can optimize computation costs on cloud platforms—for instance, putting some models in a queue to run when processors aren’t being used (such as when Americans go to bed and consumption of computing services like Netflix decreases) is a much cheaper option.

Build trust and reusability to drive adoption and scale

Because many people have concerns about gen AI, the bar on explaining how these tools work is much higher than for most solutions. People who use the tools want to know how they work, not just what they do. So it’s important to invest extra time and money to build trust by ensuring model accuracy and making it easy to check answers.

One insurance company, for example, created a gen AI tool to help manage claims. As part of the tool, it listed all the guardrails that had been put in place, and for each answer provided a link to the sentence or page of the relevant policy documents. The company also used an LLM to generate many variations of the same question to ensure answer consistency. These steps, among others, were critical to helping end users build trust in the tool.

Part of the training for maintenance teams using a gen AI tool should be to help them understand the limitations of models and how best to get the right answers. That includes teaching workers strategies to get to the best answer as fast as possible by starting with broad questions then narrowing them down. This provides the model with more context, and it also helps remove any bias of the people who might think they know the answer already. Having model interfaces that look and feel the same as existing tools also helps users feel less pressured to learn something new each time a new application is introduced.

Getting to scale means that businesses will need to stop building one-off solutions that are hard to use for other similar use cases. One global energy and materials company, for example, has established ease of reuse as a key requirement for all gen AI models, and has found in early iterations that 50 to 60 percent of its components can be reused. This means setting standards for developing gen AI assets (for example, prompts and context) that can be easily reused for other cases.

While many of the risk issues relating to gen AI are evolutions of discussions that were already brewing—for instance, data privacy, security, bias risk, job displacement, and intellectual property protection—gen AI has greatly expanded that risk landscape. Just 21 percent of companies reporting AI adoption say they have established policies governing employees’ use of gen AI technologies.

Similarly, a set of tests for AI/gen AI solutions should be established to demonstrate that data privacy, debiasing, and intellectual property protection are respected. Some organizations, in fact, are proposing to release models accompanied with documentation that details their performance characteristics. Documenting your decisions and rationales can be particularly helpful in conversations with regulators.

In some ways, this article is premature—so much is changing that we’ll likely have a profoundly different understanding of gen AI and its capabilities in a year’s time. But the core truths of finding value and driving change will still apply. How well companies have learned those lessons may largely determine how successful they’ll be in capturing that value.

The authors wish to thank Michael Chui, Juan Couto, Ben Ellencweig, Josh Gartner, Bryce Hall, Holger Harreis, Phil Hudelson, Suzana Iacob, Sid Kamath, Neerav Kingsland, Kitti Lakner, Robert Levin, Matej Macak, Lapo Mori, Alex Peluffo, Aldo Rosales, Erik Roth, Abdul Wahab Shaikh, and Stephen Xu for their contributions to this article.

This article was edited by Barr Seitz, an editorial director in the New York office.

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Pet Healthcare in Germany

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Pet Healthcare in Germany report is published on February 5, 2020 and has 38 pages in it. This market research report provides information about Pet Care Services, Pet Services & Supplies, Consumer & Retail, Veterinary, Pharma & Healthcare industry. It covers Germany market data and forecasts. It is priced starting at USD 350.00 for Single User License (PDF) which allows one person to use this report.

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Pet Healthcare in Germany industry profile provides top-line qualitative and quantitative summary information including: market share, market size (value and volume 2014-18, and forecast to 2023). The profile also contains descriptions of the leading players including key financial metrics and analysis of competitive pressures within the market.

Key Highlights

- The pet healthcare market consists of retail sale of pet supplements, worming treatments, external parasite treatments, grooming products and other pet healthcare. The market is valued according to retail selling price (RSP) and includes any applicable taxes. All currency conversions used in the creation of this report have been calculated using constant annual average 2018 exchange rates. - The German pet healthcare market had total revenues of $676.1m in 2018, representing a compound annual growth rate (CAGR) of 1.1% between 2014 and 2018. - Market consumption volumes declined with a compound annual rate of change (CARC) of 0% between 2014 and 2018, to reach a total of 92.2 million units in 2018. - Despite positive economic conditions coupled with increasing purchasing power in the country recorded weak growth during the review period.

- Save time carrying out entry-level research by identifying the size, growth, major segments, and leading players in the pet healthcare market in Germany - Use the Five Forces analysis to determine the competitive intensity and therefore attractiveness of the pet healthcare market in Germany - Leading company profiles reveal details of key pet healthcare market players’ global operations and financial performance - Add weight to presentations and pitches by understanding the future growth prospects of the Germany pet healthcare market with five year forecasts by both value and volume

Reasons to Buy

- What was the size of the Germany pet healthcare market by value in 2018? - What will be the size of the Germany pet healthcare market in 2023? - What factors are affecting the strength of competition in the Germany pet healthcare market? - How has the market performed over the last five years? - Who are the top competitiors in Germany's pet healthcare market?

Table of Contents 1 Executive Summary 1.1. Market value 1.2. Market value forecast 1.3. Market volume 1.4. Market volume forecast 1.5. Category segmentation 1.6. Geography segmentation 1.7. Market share 1.8. Market rivalry 1.9. Competitive Landscape 2 Market Overview 2.1. Market definition 2.2. Market analysis 3 Market Data 3.1. Market value 3.2. Market volume 4 Market Segmentation 4.1. Category segmentation 4.2. Geography segmentation 4.3. Market distribution 5 Market Outlook 5.1. Market value forecast 5.2. Market volume forecast 6 Five Forces Analysis 6.1. Summary 6.2. Buyer power 6.3. Supplier power 6.4. New entrants 6.5. Threat of substitutes 6.6. Degree of rivalry 7 Competitive Landscape 7.1. Market share 7.2. Who are the leading players in the German pet healthcare market? 7.3. Which companies have been most successful in increasing their market share since 2014? 7.4. Which companies’ market shares have suffered between 2014 and 2018? 7.5. What have been the most significant M&A deals in the Germany pet healthcare market over the last five years? 8 Company Profiles 8.1. Rolf C. Hagen Inc 8.2. Bayer AG 8.3. Boehringer Ingelheim GmbH 9 Macroeconomic Indicators 9.1. Country data 10 Appendix 10.1. Methodology 10.2. Industry associations 10.3. Related MarketLine research 10.4. About MarketLine

List of Tables List of Tables Table 1: Germany pet healthcare market value: $ million, 2014-18 Table 2: Germany pet healthcare market volume: million units, 2014-18 Table 3: Germany pet healthcare market category segmentation: $ million, 2018 Table 4: Germany pet healthcare market geography segmentation: $ million, 2018 Table 5: Germany pet healthcare market distribution: % share, by value, 2018 Table 6: Germany pet healthcare market value forecast: $ million, 2018-23 Table 7: Germany pet healthcare market volume forecast: million units, 2018-23 Table 8: Germany pet healthcare market share: % share, by value, 2018 Table 9: Rolf C. Hagen Inc: key facts Table 10: Rolf C. Hagen Inc: Key Employees Table 11: Bayer AG: key facts Table 12: Bayer AG: Annual Financial Ratios Table 13: Bayer AG: Key Employees Table 14: Bayer AG: Key Employees Continued Table 15: Boehringer Ingelheim GmbH: key facts Table 16: Boehringer Ingelheim GmbH: Key Employees Table 17: Germany size of population (million), 2014-18 Table 18: Germany gdp (constant 2005 prices, $ billion), 2014-18 Table 19: Germany gdp (current prices, $ billion), 2014-18 Table 20: Germany inflation, 2014-18 Table 21: Germany consumer price index (absolute), 2014-18 Table 22: Germany exchange rate, 2014-18

List of Figures List of Figures Figure 1: Germany pet healthcare market value: $ million, 2014-18 Figure 2: Germany pet healthcare market volume: million units, 2014-18 Figure 3: Germany pet healthcare market category segmentation: % share, by value, 2018 Figure 4: Germany pet healthcare market geography segmentation: % share, by value, 2018 Figure 5: Germany pet healthcare market distribution: % share, by value, 2018 Figure 6: Germany pet healthcare market value forecast: $ million, 2018-23 Figure 7: Germany pet healthcare market volume forecast: million units, 2018-23 Figure 8: Forces driving competition in the pet healthcare market in Germany, 2018 Figure 9: Drivers of buyer power in the pet healthcare market in Germany, 2018 Figure 10: Drivers of supplier power in the pet healthcare market in Germany, 2018 Figure 11: Factors influencing the likelihood of new entrants in the pet healthcare market in Germany, 2018 Figure 12: Factors influencing the threat of substitutes in the pet healthcare market in Germany, 2018 Figure 13: Drivers of degree of rivalry in the pet healthcare market in Germany, 2018 Figure 14: Germany pet healthcare market share: % share, by value, 2018

Rolf C. Hagen Inc Bayer AG Boehringer Ingelheim GmbH

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Consumer Lending in Germany. Mar 2024. In 2023, Germany's consumer lending landscape was characterised by a complex interplay of economic challenges and consumer behaviour. While the market was recovering from the COVID-19 pandemic, it faced headwinds from ongoing geopolitical tensions…. USD 2,100. Add To Cart.

Germany Market Research. Market Research on Germany. Get comprehensive and up-to-date information about the German market and the export potential for your products and services! For more information about our market research services, please contact our specialists for the relevant industry sectors.

Germany PESTLE Analysis & Macroeconomic Trends Market Research Report. Browse Report The federal government is the combination of federal assembly and federal council, which have responsibilities and powers in areas such as taxation, national laws.

To understand industry trends and consumer protection issues in Germany, you can visit two websites: Stiftung Warentest organises its data by sectors and topics (health, pensions, housing, food, transport, family, insurance, and so forth) and offers comprehensive data on consumer options and related regulations. Read also.

Here's an overview of the current trends in market research in Germany: • Mobile-First Approaches: With the increasing use of smartphones in Germany, mobile research methods are becoming more prominent. Mobile surveys, app-based research, and location-based data collection are gaining traction.

Summary 2 Key Buyer Industries in Germany 2017-2027; Summary 3 Key Supplier Industries in Germany 2017-2027; CHART 8 External Demand Factors; CHART 9 Top Industry's Suppliers and Buyers; ... This product is a market research report. This is an enterprise license, allowing all employees within your organization access to the product. The ...

The Sustainability in Germany report includes: An overview of consumer sustainability behaviour, covering different sustainable consumer types. An analysis of the sustainable market landscape, including market sizing, competitive barriers and product portfolio. A review of competitive strategies in terms of the sustainable product portfolio of ...

Fabric Care in Germany (2024) - Market Sizes. £ 495 (Excl.Tax) Market Size Data Sheets Laundry and Fabric Care Germany. Fabric Care - Germany by Mintel Market Sizes provides you with annual year-end market size data, most recently updated in 2024. This market covers laundry detergents, fabric conditioners and softeners and laundry aids.

Energy and Utilities Construction Market in Germany - Market Size and Forecasts to 2026. Apr 17, 2023 | Published by: GlobalData | USD 500. ... the period 2017 to 2021 with an output value of EUR22,278.63 million in 2021, a decrease of 4.09% over 2020.

The report provides a comprehensive analysis of the potential of hyperscale data center market in Germany. The report covers an overview and genesis of the industry, market size on the basis of volume and value.

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Germany Research Reports. Germany Commercial Vehicle Electric Power Distribution Box Market: Prospects, Trends Analysis, Market Size and Forecasts up to 2030. January, 2024 Report Code: IGRC05564 Pages: 40. Request Sample.

Germany Banking & Financial Services Reports: Our 2024 Germany report include trends, statistics, opportunities, sales data, market share, segmentation projections on the Banking & Financial Services market. page 1 ... May 02, 2023 | Published by: Allied Market Research | USD 3,570... Unions): Opportunity Analysis and Industry Forecast, 2022 ...

US: 800.298.5699. Int'l: +1.240.747.3093. Germany Healthcare Outlook Report, 2022 " Germany Healthcare Outlook 2022 ," report provides comprehensive insights about healthcare scenario, regulatory policies and reimbursement landscape in Germany. The report - Market research report and industry analysis - 30628313.

In March 2024, the ZEW Indicator of Economic Sentiment for Germany continues its upward trend for an eighth consecutive month, reaching +31.7, its highest level since February 2022 and surpassing ...

German business morale improved in March and beat expectations, a survey showed on Friday, though probably not enough to prevent Europe's biggest economy from slipping into another recession.

NEW REPORT GUARANTEE. If you purchase a report that is updated in the next 60 days, we will send you the new edition and data extraction Free! Purchase the Commodities: Germany Country Briefing as part of our Economies research for October 2023. Euromonitor International is the leading provider of strategic market research reports.

03/13/2024 March 13, 2024. Germany is headed toward a technical recession, but the DAX, its blue-chip stock index, is on a streak of record highs. So why are German stocks doing much better than ...

Research landscape viewed more critically: Only 43% of respondents still rank Germany among the top 5 in the EU here (down 21 percentage points compared to 2017) Ambivalent outlook for the future: 52% of respondents see business opportunities in Germany's need for transformation, but only just under one in three (27%) actually want to invest

Electricity Retailing in Germany report is published on November 30, 2020 and has 42 pages in it. This market research report provides information about Energy Trading & Marketing, Electricity, Energy & Utilities industry. It covers Germany market data and forecasts. It is priced starting at USD 350.00 for Single User License (PDF) which allows ...

The IEA Oil Market Report (OMR) is one of the world's most authoritative and timely sources of data, forecasts and analysis on the global oil market - including detailed statistics and commentary on oil supply, demand, inventories, prices and refining activity, as well as oil trade for IEA and selected non-IEA countries.

Download this new report, in collaboration with independent market research specialist Vanson Bourne, to learn about the current state of AI and the importance of data readiness in making the most of your AI investments. ... France and Germany are investing to develop AI/ML models, poor data quality is leading to more time preparing data than ...

Goldman Sachs Research lowered its forecast for growth in global battery demand in 2024 to 29% year-over-year, ... and analyst Amber Cai in the team's report. ... and the rapid electrification that kicked off around 2020 "overwhelmed the metals market," Bhandari says. But now supply is catching up and cooling the market for the likes of ...

Germany Furniture Reports: Our 2024 Germany report include trends, statistics, opportunities, sales data, market share, segmentation projections on the Furniture market. page 1 ... Scope of the Report The latest study collated and published by Transparency Market Research (TMR) analyzes the historical and present-day scenario of the high ...

Cat litter products market in Germany held 22.35% of the European market revenue in 2023. The increasing number of cats as a pet is a major catalyst for market growth in Germany. According to the FEDIAF, in 2020, more than 15.7 million cats were adopted as a pet, and it increased by 6.4% to reach 16.7 million cats in 2021 in Germany.

The Consumer Health in Germany report includes: Analysis of key supply-side and demand trends. Detailed segmentation of international and local products. Historic volume and value sizes, company and brand market shares. Five year forecasts of market trends and market growth. Robust and transparent research methodology, conducted in-country.

Bob is the Research Director for Colliers in Sacramento, California and also oversees the Reno, Nevada market. With commercial real estate research experience going back to 2015, Bob provides a best-in-class research service offering for the 40+ brokers he supports and external clients he assists.

It's time for a generative AI (gen AI) reset. The initial enthusiasm and flurry of activity in 2023 is giving way to second thoughts and recalibrations as companies realize that capturing gen AI's enormous potential value is harder than expected.. With 2024 shaping up to be the year for gen AI to prove its value, companies should keep in mind the hard lessons learned with digital and AI ...

Key Highlights. - These countries contributed $1,571.1 million to the global pet healthcare industry in 2022, with a compound annual growth rate (CAGR) of 13.8% between 2007 and 2011. The top 5 emerging countries are expected to reach a value of $2,227.7 million in 2027, with a CAGR of 7.2% over the 2022-27 period.

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MGT501 Assignment No 1 Solution Fall 2023

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