IEA PVPS：2022年全球BIPV数字化设计工作流程和方法调查报告（英文版）（111页）.pdf
BIPV Digitalization:Design Workflows and Methods A Global Survey 2022 PVPS Report IEA-PVPS T15-14:2022 Task 15 Enabling Framework for the Development of BIPV Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods What is IEA PVPS TCP?The International Energy Agency(IEA),founded in 1974,is an autonomous body within the framework of the Organization for Economic Cooperation and Development(OECD).The Technology Collaboration Programme(TCP)was created with a belief that the future of energy security and sustainability starts with global collaboration.The programme is made up of 6.000 experts across government,academia,and industry dedicated to advancing common research and the application of specific energy technologies.The IEA Photovoltaic Power Systems Programme(IEA PVPS)is one of the TCPs within the IEA and was established in 1993.The mission of the programme is to“enhance the international collaborative efforts which facilitate the role of photovoltaic solar energy as a cornerstone in the transition to sustainable energy systems.”In order to achieve this,the Programmes participants have undertaken a variety of joint research projects in PV power systems applications.The overall programme is headed by an Executive Committee,comprised of one delegate from each country or organisation member,which designates distinct Tasks,that may be research projects or activity areas.The IEA PVPS participating countries are Australia,Austria,Canada,Chile,China,Denmark,Finland,France,Germany,Israel,Italy,Japan,Korea,Malaysia,Morocco,the Netherlands,Norway,Portugal,South Africa,Spain,Sweden,Switzerland,Thailand,Turkey,and the United States of America.The European Commission,Solar Power Europe,the Smart Electric Power Alliance(SEPA),the Solar Energy Industries Association,the Solar Energy Research Institute of Singapore and Enercity SA are also members.Visit us at:www.iea-pvps.org What is IEA PVPS Task 15?The objective of Task 15 is to create an enabling framework to accelerate the penetration of BIPV products in the global market of renewables,resulting in an equal playing field for BIPV products,BAPV products and regular building envelope components,respecting mandatory issues,aesthetic issues,reliability and financial issues.Authors Main Content:Rebecca Yang,W.M.Pabasara U.Wijeratne,Hongying Zhao(RMIT University,Australia),Nuria Martin Chivelet(CIEMAT,Spain),Erika Saretta,Pierluigi Bonomo(SUPSI,Switzerland),Johannes Eisenlohr(Fraunhofer Institute for Solar Energy Systems ISE,Germany)Editor:Rebecca Yang,W.M.Pabasara U.Wijeratne,Hongying Zhao(RMIT University,Australia)DISCLAIMER The IEA PVPS TCP is organised under the auspices of the International Energy Agency(IEA)but is functionally and legally autonomous.Views,findings and publications of the IEA PVPS TCP do not necessarily represent the views or policies of the IEA Secretariat or its individual member countries COVER PICTURE Picture of a BIPV faade conceptual design in a digital tool.Source:Rebecca Yang ISBN 978-3-907281-36-9“BIPV Digitalization:Design Workflows and Methods A Global Survey”INTERNATIONAL ENERGY AGENCY PHOTOVOLTAIC POWER SYSTEMS PROGRAMME BIPV Digitalisation:Design Workflows and Methods A Global Survey IEA PVPS Task 15 Enabling Framework for the Development of BIPV Report IEA-PVPS T15-14:2022 December 2022 ISBN 978-3-907281-36-9 Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 5 TABLE OF CONTENTS Acknowledgements.6 List of abbreviations.7 Executive summary.8 1 Introduction.9 2 Aim of the study.11 3 Methodology.11 3.1 Research process.11 3.2 Data collection.11 3.3 Data analysis.13 4 Literature review on workflows and methods used in BIPV design.14 4.1 Workflows and methods used in solar irradiation modelling and simulation.15 4.2 Workflows and methods used in solar power output modelling or simulation.20 4.3 Workflows and methods used in building performance modelling or simulation.21 4.4 Workflows and methods used in financial,environmental and design outcome.24 5 Questionnaire survey results.27 5.1 Workflows and methods used in solar irradiation modelling and simulation.27 5.2 Workflows and methods used in solar power output modelling or simulation.46 5.3 Workflows and methods used in building performance modelling or simulation 51 5.4 Workflows and methods used in financial and design outcome.62 6 Conclusions.75 References.77 Appendix A:Questionnaire Survey.81 Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 6 ACKNOWLEDGEMENTS This report received valuable contributions from several IEA-PVPS Task 15 members and other international experts.Many thanks to:This study was supported by global BIPV experts within and outside IEA PVPS Task 15 for survey review and distribution.Contributors names in Alphabetical order:Jennifer Adami(EURAC,Italy),Bruno Hilaire(CSTB,France);Christopher Klinga(Architectural Solar Association,US);Costa Kapsis(University of Waterloo,Canada),David Rinnerthaler(Salzburg University of Applied Sciences,Austria);Veronique Delisle(Natural Resources Canada);Duo Luo(China Shuifa Singyes Energy Holdings Limited,China);Gabriele Eder(OFI,Austria);Eric Too(RMIT University,Australia);Guillermo Aranda-Mena(RMIT University,Australia);Helen Rose Wilson(Fraunhofer Institute for Solar Energy Systems,Germany);Hiroko Saito(pvtec,Japan);Hisashi Ishii(LIXIL Corporation,Japan);Jonathan Leloux(lucisun,Belgium);Jose M.Vega de Seoane(TECNALIA,Spain);Karine Lavigne(IBPSA Canada);Lori McElroy(University of Strathclyde,UK);Michael Grobbauer(Salzburg University of Applied Sciences,Austria);Michiel Ritzen(Zuyd University of Applied Sciences,Netherlands);Nebojsa Jakica(University of Southern Denmark,Denmark),Patrick Hendrick(Universit Libre de Bruxelles,Belgium);Philippe Alamy(EnerBIM,France);Pierluigi Bonomo(University of Applied Sciences and Arts of Southern,Switzerland);Priya Gandhi(IBPSA Australia);Simon Boddaert(CSTB,France);Wilfried van Sark(Utrecht University,Netherlands);Xiaolei Ju(China Architecture Design&Research Group,China);Yeong Ming Keow(National University of Singapore,Singapore);Yvonne Soh(Green Building Council,Singapore).This study is financially supported by Australian PV Institute,Australian Renewable Energy Agency,Spanish Ministry of Economy and Competitiveness and the European Regional Development Fund(RINGS-BIPV Project with reference PID2021-124910OB-C31),Swiss Federal Office of Energy,and German Federal Ministry of Economic Affairs and Climate Action(Project numbers 0324139A and 03EE1061A).Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 7 LIST OF ABBREVIATIONS AEC Architecture,Engineering&Construction BAPV Building Attached Photovoltaics BIPV Building-integrated Photovoltaics BOS Balance of System CAD Computer-aided Design CO2 Carbon Dioxide CSV Comma-separated Values DC Direct Current DHI Diffuse Horizontal Irradiance DNI Direct Normal Irradiance DPB Discounted Payback Period EPW Energy Plus Weather ESD Environmentally Sustainable Design GHI Global Horizontal Irradiance GIS Geographical Information System IEA International Energy Agency IP Internet Protocol IRR Internal Rate of Return JSON JavaScript Object Notation LCOE Levelized Cost of Energy LiDAR Light Detection and Ranging NPV Net Present Value O&M Operation and Maintenance PB Simple Payback Period PI Profitability Index POA Plane of Array PV Photovoltaics ROI Return on Investment SAM SHGC System Advisory Model Solar Heat Gain Coefficient TMY Typical Meteorological Year Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 8 EXECUTIVE SUMMARY Building integrated photovoltaic(BIPV)technology is one of the most feasible means of supporting the built environments energy requirements.BIPV systems consist of electrical,mechanical,and structural elements that have a direct impact on the performance of a building.However,the design process of BIPV projects can be complex compared to traditional building envelopes or Building Attached Photovoltaic(BAPV)systems.The complexities of BIPV projects are identified as one reason for slow uptake of BIPV projects globally.Therefore,theres a need to investigate a suitable process for BIPV design that would provide the best outcome as a building element and as a renewable energy technology.Currently,BIPV design process involves various methods,approaches and workflows practiced by professionals in both the Architecture,Engineering,and Construction(AEC)and BIPV industries.The aim of this study is to investigate the BIPV simulation and modelling methods,approaches and workflows used in BIPV design and analysis globally.The study uses a questionnaire survey targeting 10 professional groups which included professionals related to both building envelope design and BIPV design and management process in Europe,Asia,Oceania,North America and South America.The professional categories included:Architect,Faade engineer,Electrical engineer,Mechanical/Structural engineer,Fire engineer,Environmentally Sustainable Design(ESD)consultant,Academia,research,and development,PV consultant,BIPV system installer,Developer and Property management.The study evaluated findings from eighty AEC and BIPV professionals in Europe,Asia,Oceania,North America and South America.The survey findings identified methods,approaches and workflows in BIPV design and analysis under four key areas:1.solar irradiation 2.BIPV power output 3.building performance and 4.financial and design outcome.The key take-aways of this study are:Preference workflows and methods:Similar preference for the workflows and methods employed in the BIPV design process were found across the five regions.Further,theres a lack of awareness among the respondents on the methods and models used to estimate POA,power output,embodied emissions,heat island impact,thermal,daylighting,structural and fire requirements of BIPV projects.Therefore,research and development are required for the above methods for BIPV design and analysis.Requirement for BIPV-specific components in digital design platforms:BIPV specific software or a design process can facilitate BIPV design and analysis which would improve the uptake of efficient and cost effective BIPV projects.Therefore,BIPV product database,BIPV system design documentation,shading on BIPV projects,embodied energy in BIPV,customer requirements and decision support models should be considered in future BIPV specific software/design processes.BIPV in urban context:The current BIPV design methods and workflows can be applied in building context.However,the impact of BIPV can be explore in urban scale.Therefore,further investigation on the methods and workflows need for identification of the impact of BIPV on the urban environment could provide designers and end users a comprehensive knowledge on the feasibility of BIPV applications in a metropolitan setting.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 9 1 INTRODUCTION Buildings are one of the largest consumers of the global energy.Renewable energy sources such as solar photovoltaic plays a big role in reducing the fossil fuel based energy production.Solar photovoltaic(PV)can be applied in buildings as building attached PV(BAPV)and building integrated PV(BIPV).BAPV is the traditional photovoltaic solutions where the PV modules are fitted on existing surfaces such as the roof.On the other hand,in BIPV,the PV modules replace the traditional building envelope materials.Therefore,the advantage of BIPV is that it not just produces energy it also plays the functions of the building material.However,BIPV design,engineering,construction and management is a complex process which spans the interests of multidisciplinary stakeholders and different phases of the BIPV project life cycle.Therefore,the design and development of a BIPV system cannot be done in isolation.A cross-functional inter-phase approach should be adopted.The BIPV system,similarly to other multifunctional and complex building envelope technologies,is considered as part of an ecosystem consisting of many networked and interconnected functional and construction elements of different life cycles,from raw materials to end user consumption,and from physical and technical systems to environmental and economic systems.There are four domains under BIPV designing and integration:geophysical,technical,economic and environmental(Wijeratne et al.2019,Jackia et al.2019).Sub-factors are found under each domain.These factors can directly impact the successful implementation of the BIPV system.For an example,BIPV is designed to a high degree according to customers or the projects needs(Yang,2015;Kuhn et al.2021).Thus,aesthetical issues are to a very high degree the origin and the driving factor to consider BIPV(Awuku et al.2021).Otherwise,if only cost and energy output is the driving factor,most likely conventional addon PV is being used.To ensure that informative decision is made,we need to look at geophysical,technical,economic and environmental aspects of the BIPV design.Therefore,operative approaches,methods,and workflows relevant to geophysical,technical,economic and environmental aspects of BIPV design and integration need to be identified and applied.In general,the BIPV design process involves the use of various digital tools.However,digitalization and adoption of 3D tools in the construction sector develops very slowly and is led by technology suppliers and not the builders themselves,except for technical building like hospitals where the costs of the building materials are marginal.Even with a perfect design and coordination along the value chain,too often(sub)contractors do not have the skills or would make last minutes decisions based on cheaper alternatives,hence adding to the overall“project failure”costs because the actual construction usually has to be adapted/repaired on the spot.Therefore,it is important to know which approaches,methods,and workflows would be most feasible for reaching the correct BIPV design decisions.This report explores the workflows and methods used in BIPV digital design through a questionnaire survey distributed globally.It provides information on methods and workflows that can be used for designing BIPV envelopes under four domains:1.solar irradiation;2.solar power output;3.building performance and 4.financial and design outcome.The BIPV digital design methods and workflows presented in this report can assist building construction professionals,BIPV professionals and anyone interested in BIPV to improve their knowledge on BIPV design and simulation.Thereby improving the uptake of BIPV projects which in return reduce the use of electricity generated with fossil fuel and associated carbon emissions.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 10 Section two of this report presents the aim of this study.The third section discusses the research methodology used in this study.The findings under the literature review are presented in section four.The fifth section discusses the survey findings.The sixth and final section presents the conclusions.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 11 2 AIM OF THE STUDY The design process of a BIPV envelope is more complex to a regular building envelope due to its construction and electrotechnical aspects.Further,the implementation of a BIPV projects involves multiple professionals from architecture,engineering,construction(AEC)and BIPV industries.To make the right BIPV project decisions,geophysical,technical,economic,and environment factors need to be assessed and evaluated at the design phase of the project.Therefore,it is essential to identify what procedures or methods are used to assess and evaluate BIPV projects by AEC and BIPV industry professionals.Hence,the aim of this study is to investigate the operative methods and workflows relevant to BIPV envelope digital design process utilized by the AEC and BIPV industries through information and data collected from existing BIPV projects and engineering experts.3 METHODOLOGY To achieve the study aim,this study used a questionnaire survey.First,a preliminary literature review on workflows and methods in BIPV design was conducted.The following sections discuss the research process used in the study.3.1 Research process A survey for the study is developed with two main sections.The first section is regarding the respondents background.The background information included country,profession,and level of experience.The information helps to gain a general understanding of their experience related to BIPV design and contributes to the data analysis process.To gain insights from a global perspective,the survey was translated into different languages for distribution.The second section is based on the literature review(see Section 4),which concentrates on approaches,methods and workflows applied in building envelope/BIPV design.There are four subsections that cover different perspectives from solar modelling to financial performance.Participants are allowed to select one or more than one section according to their own experience and understanding of the specific areas.The complete copy of the questionnaire survey is attached in Appendix A.The online survey was distributed to target population of the ten categories in Europe,Asia,Oceania,and in American continents.This study did not include Africa because of insufficient information on BIPV activity in Africa to provide meaningful survey input/results.Further,there were no participants in task 15 from the African continent and therefore,there was a difficulty to collect data.3.2 Data collection Eighty valid responses were received globally.Figure 3.2.1 shows the continent wise number of responses.Figure 3.2.2 displays the professions of the 80 respondents who completed the questionnaire survey.The targeted population for the study is the key professionals in the BIPV value chain to support decision making of the property developers.In total,11 categories are chosen for the survey,which are:(1)Architect,(2)Faade engineer,(3)Electrical engineer,(4)Mechanical/Structural engineer,(5)Fire engineer,(6)Environmentally Sustainable Design(ESD)consultant,(7)Academia,research,and development,(8)PV consultant,(9)BIPV system installer,(10)Developer and(11)Property management.Meanwhile,all respondents Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 12 are categorized by 5 major regional groups:(1)Europe,(2)Asia,(3)Oceania,(4)North America and(5)South America.Figure 3.1 Total valid responses according to regions Figure 3.2 Total valid responses according to profession Figure 3.2.3 shows the involvement of the respondents in building envelope(faade&roof)simulation and analysis and BIPV designs related simulation and analysis.As the figure shows,the majority of the respondents have experience related to building envelope simulation and analysis and not much in BIPV design simulation.051015202530EuropeAsiaOceaniaNorth AmericaSouth AmericaNo.of respondents02468101214161820ArchitectFacade engineerElectrical engineerMechanical/StructuralengineerFire engineerESD consultantAcademic,research anddevelopmentConsultantBIPV system installerDeveloperProperty managementNo.of respondentsEuropeAsiaOceaniaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 13 (a)experiences in building envelope(faade&roof)simulation and analysis (b)experiences in BIPV simulation and analysis Figure 3.3 Involvement of the respondents in building envelope(faade&roof)simulation and analysis and BIPV designs 3.3 Data analysis The surveys responses were exported to Microsoft Excel for data screening.To obtain insightful findings from the survey,the answers were analysed based on:(a)region,and(b)profession.The survey responses were grouped into four categories and each subsection under the four categories consist of two figures demonstrating the result(a)region,and(b)profession.The regional results were sorted by 5 major groups.The profession results were sorted by 11 professions in the building,construction and BIPV industry.Based on the regional results and profession results,the difference and similarity of respondents from different groups can be distinguished.The noticeable findings from the two graphs are highlighted,which helps to understanding the digital design process of BIPV projects and make contribution to the further study of design and analysis for BIPV projects.0510152025EuropeAsiaOceaniaNorth AmericaSouth AmericaNo.of respondentsYesNo0510152025EuropeAsiaOceaniaNorth AmericaSouth AmericaNo.of respondentsYesNo Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 14 4 LITERATURE REVIEW ON WORKFLOWS AND METHODS USED IN BIPV DESIGN In BIPV,the PV modules are integrated to the building elements.Therefore,both construction and electrotechnical elements need to be correctly designed which makes the design process of a BIPV system becomes more complex than a conventional building element.The BIPV design simulation and analysis process can be done using various operative approaches,methods,and workflows.As shown in Figure 4.1,these operative approaches,methods,and workflows relevant to each domain of BIPV design and integration can be divided into four categories:Workflows and methods used in a.solar irradiation modelling and simulation b.solar power output modelling or simulation c.building performance modelling or simulation d.financial,environmental and design outcome Figure 4.1 Mapping of workflows and methods for BIPV design and simulation Source:Adapted from Jackia et al.(2019)and Wijeratne et al.(2019)BIPV DesignGeophysicalWeather TerrainTechnicalBIPV System componentsBuilding envelopeGridConstruction O&MDecommissioningEconomicProfitabilityCaptial costsO&M costsSavingsFinance modesIncentivesEnvironmentalEmission avoidedEmbodied emissions Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 15 4.1 Workflows and methods used in solar irradiation modelling and simulation This section discusses approaches,methods and workflows used in modelling or simulating the BIPV project in a specific location and solar irradiation simulation.4.1.1 Tools used for modelling building envelopes/BIPV envelopes As the first step of designing a BIPV system,the building parameters such as buildings location,orientation,energy consumption,roof and faade layout etc.should be identified.Often,architectural design software tools such as AutoCAD,Autodesk Revit and Sketchup etc.are used(Jakica,2018,Wijeratne et al.,2019).All of them provide support for architectural design.Also,they consist of simple solar irradiation simulation tools.Such software can be used to generate a 3D model of the building and related envelope elements that will host BAPV or integrate BIPV components.The 3D model can provide information such as walls/roofs dimensions,shape of walls/roofs,surface tilt angles,structural characteristics,and thermal characteristics that can be necessary for developing the BIPV project.Further,the above software has the option to set up the building location which can help to identify the azimuth of the roof or wall surfaces.4.1.2 Tools used for simulating solar irradiation in BIPV designs There are many solar Photovoltaics(PV)design tools available for calculating solar irradiance and energy output.TRNSYS,Archelios,Polysun,PVSYST,PV*SOL,PVGIS,System advisory model(SAM),PVWatts and RETScreen(Axaopoulos et al.,2014,Freeman et al.,2014)are examples for software that are used often in the industry.However,BIPV is,in contrast to conventional PV,very prone to inhomogeneous irradiation.Therefore,identification of the impact of shading in BIPV designs are important.Yet,none of the tools listed consider shading which is very likely in BIPV applications.According to Stameni and Erban(2021),BIPV systems can encounter three types of shading:1.Micro-shading caused by the components of the BIPV module;2.Mezzo-shading caused by the components of the BIPV system and building and 3.Macro shading caused by external objects,adjacent building and trees.However,the tools used for simulating solar irradiation in BIPV do not differentiate between the impact of micro,mezzo or macro shading(Stameni and Erban,2021).4.1.3 Methods used for identifying building location(i.e.,longitude and latitude)in simulation tools Google maps:Google Maps is a web mapping service developed by Google.It offers satellite imagery,aerial photography,street maps,and 360 interactive panoramic views of streets.It can be used to identify the coordinates such as longitude and latitude(Google,2020)and helps to identify weather information in BIPV design simulations.IP addresses:An Internet Protocol address(IP address)is a numerical label assigned to each device connected to a computer network that uses the Internet Protocol for communication.An IP address serves two main functions:host or network interface identification and location addressing to identify weather information in BIPV design simulations.Select from softwares own database:Some software consists of a weather database where the users can select the relevant weather file from a drop-down list.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 16 What3words app:what3words app is like google maps and it helps to find precise locations easily(What3words,2022).4.1.4 Methodology for modelling the geometry of the building and surrounding environment of a BIPV project The geometry of the building and surrounding environment of a BIPV project can be created two-dimensional(2D)and three-dimensional using various tools or techniques,as discussed below.2D CAD:2D drafting and drawing is the process of creating and editing technical drawings,as well as annotating designs.Drafters use computer-aided design(CAD)software to develop floor plans,building permit drawings,building inspection plans and landscaping layouts(Autodesk,2020).3D CAD:3D CAD,or three-dimensional computer-aided design,is technology for design and technical documentation,which replaces manual drafting with an automated process(Jakica,2018).Building information modelling(BIM)is a specialized field of 3D modelling which includes detailed information attached to every single component of 3D model.GIS based modelling:GIS-based modelling is when Geographical Information System(GIS)is used in the process of creating building and/or terrain models(Imam,2019).GIS information can be incorporated into 2D and 3D building designs.Point-cloud data using LiDAR:LiDAR stands for“Light Detection and Ranging”(Reutebuch et al.,2005).This technology can be mounted to aerial vehicles to send laser pulses to the earths surface and once the laser returns back to the sensor,the LiDAR system will record data based on information received.A point cloud is a collection of data points defined by a given coordinates system which can be created using LiDAR.The LiDAR point cloud data can be used to create 3D models of buildings and its surrounding environment.Photogrammetry:Photogrammetry is the technology for obtaining information about buildings and the environment through recording,measuring,and interpreting photographic images(Aber,Marzolff and Ries,2010).Photogrammetry can generate 3D models of buildings and their surrounding environment in the BIPV design process.4.1.5 Photorealistic visualization of BIPV envelope Photorealistic architectural visualization can help architects communicate with their clients and provide a better presentation of their ideas.Photorealistic visualization helps to understand the aesthetic appearance of the BIPV project.It could eliminate the negative conceptions of BIPV appearance and encourage clients to accept BIPV projects.Therefore,photorealistic visualization could improve the uptake of BIPV and ultimately help create energy efficient and sustainable buildings.There are several commercial software tools that can be used to graphically represent the aesthetic appearance of a BIPV envelope.Rendering tools enable the use of photorealistic representations of solar installations,including simulation of colour,materiality and reflectivity(e.g.,3DS MAX,Maya,Revit,Autodesk rendering.Enscape,Lumion etc.)Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 17 4.1.6 3D formats for data exchange between collaborators or data import A 3D file format is used for storing geometrical information about 3D models.In BIPV project designs,several 3D files formats can facilitate interoperability between BIPV design and simulation software such as proprietary formats:Trimble SketchUp.skp AutoDesk.dwg,.rvt or.fbx Rhinoceros.3DS In addition,open formats,such as:o STL o OBJ o COLLADA o STEP In addition to 3D file formats,there are file formats capable to retain not only the geometrical information about the 3D model but also building component informative parameters.Examples of these file formats are:Open BIM(ISO).ifc GreenBuilding XML(gbXML).xml EnergyPlusTM format.idf AutoDesk REVIT.rvt AutoDesk REVITfamily.rfa 4.1.7 Weather parameters for identifying plane of array irradiation The solar irradiance can be categorized into several parameters such as:Beam/Direct normal irradiance(DNI):irradiance that comes directly from the solar disk Diffuse Horizontal Irradiance(DHI):Scattered and reflected irradiance that is sent to the earth surface from all directions(reflected from other bodies,molecules,particles,droplets,etc.)Global Horizontal Irradiance(GHI):Total irradiance from the sun on a horizontal surface on Earth.Sum of direct irradiance(after accounting for the solar zenith angle of the sun z)and diffuse horizontal irradiance For BIPV system sizing or prediction of electricity generation,the main parameter to measure or determine is Plane of Array(POA)irradiance,or in-plane irradiance,which is the total irradiance(solar radiant flux incident per unit area)on the modules surface.POA irradiance includes direct plus diffuse irradiance.POA irradiance is measured with a pyranometer or a reference photovoltaic cell.While irradiance is an instantaneous measurement of solar power over the area of the BIPV system,in watts per square meter,solar irradiation,or insolation,measures the cumulative solar energy density of over that area for a defined period of time,e.g.,annual,monthly,or daily irradiation.Irradiation is commonly measured in kilowatt hour per square meter.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 18 Apart from the POA irradiance,temperature and wind speed also play a role in BIPV design.4.1.8 Type of weather data for designing BIPV Weather data such as solar irradiance,temperature,wind speed etc.are obtained from different types of observing stations around the world.The main methods used to collect weather data are:Ground mounted meteorological stations Satellite based meteorological data Measured at site Hybrid method(i.e.,combination of ground mounted meteorological data and data measure at site)Long-term averaged data 4.1.9 Type of weather file formats Data formats commonly encountered in climate research fall into 2 categories.Typical Meteorological Year(TMY):A typical meteorological year(TMY)is a set of meteorological data with data values for every hour in a year for a given geographical location.The data are selected from hourly data in a longer time period(normally 10 years or more).Since,weather conditions can vary significantly from year to year,typical meteorological year(TMY)is commonly used for simulations.Since Hall et al.developed the first method for generating TMY,many different approaches are found in the literature to generate weather files Hall,I J,Prairie,R R,Anderson,H E,and Boes,E C.Generation of a typical meteorological year.United States:N.p.,1978.Halls method used statistical calculation to select one typical meteorological month from a period of years of data and concatenating the 12 months to form a TMY.Typical Meteorological Year 2(TMY2)developed by the National Renewable Energy Laboratory(NREL)use synthetic year to represent the temperature,solar radiation,and other variables,based on improved solar models to more closely match the long-term average climatic conditions.The TMY3 are constructed using more recent data than the TMY2(1991-2005 against 1961-1990 respectively).Many other countries have their own set of TMYs.The Joint Research Centre(JRC)of the European Commission supplies TMYs through its PVGIS tool https:/re.jrc.ec.europa.eu/pvg_tools/es/#TMY,using satellite data and following the procedure described in ISO 15927-4 for the month selection.Commercial software packages supporting simulations using TMY data include TRNSYS,PV*SOL,PVscout and PVSYST.EPW files from the EnergyPlus website:Weather data file saved in the standard EnergyPlus format.It is used by EnergyPlus energy simulation software and was developed by the U.S.Department of Energy(DoE)(Sabunas and Kanapickas,2017).It can also accommodate TMY weather data which can be used for running energy usage simulations.The most used file formats for TMY are CSV(comma-separated values),EPW(Energy Plus Weather File),and JSON(JavaScript Object Notation).CSV and EPW usually include a header with the information of the site(latitude,longitude and elevation),and the list of the years used for each month to construct the TMY.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 19 4.1.10 Software used to estimate plane of array(POA)irradiation Various POA irradiance estimation software available for the users to choose from.Klise and Stein(2009)have identified this software under five categories:PV Models Developed and Used by Sandia National Laboratories:PVSS,SOLCEL,Evans and Facinelli Model,PVForm,PVSIM,Sandia Photovoltaic Array Performance Model,Sandia Inverter Performance Model,PVDesignPro,Solar Advisor Model Other PV Performance Models:Parameter Array Performance Model,PVWatts,PVSYST,PV F-Chart,RETScreen Photovoltaic Project Model,PV*SOL,Polysun,INSEL,SolarPro Simplified PV Performance Models:Clean Power Estimator,PVOptimize,OnGrid,CPF Tools Solar Estimate Hybrid System Models Developed and Used by Sandia National Laboratories:SOLSTOR,HybSim,Hysim Other Hybrid System Models:HOMER,Hybrid2,UW-Hybrid(TRNSYS),RETScreen,PVToolbox,RAPSIM,SOMES,IPSYS,HySys,Dymola/Modelica 4.1.11 Models in software to estimate POA irradiation There are several methods that can be used to estimate Plane of array(POA)irradiation.POA(Beam only):The plane of array(POA)beam component of irradiance is calculated by adjusting the direct normal irradiance by the angle of incidence(Sandia National Laboratories,2018)POA with shading and ground reflected(Albedo):The plane of array(POA)irradiance on a tilted surface with shading impact caused from neighbouring objects and irradiance on a tilted surface that is reflected off the ground Ray tracing with radiosity:Ray tracing follows all rays from the eye of the viewer back to the light sources and radiosity simulates the diffuse propagation of light starting at the light sources(Yu,2010).This can be used to identify and visualise the POA irradiation.Software such as EDSL TAS,DIAL Suite and Autodesk 360 rendering engine used in INSIGHT(Solar analysis tool)for Revit use this approach(Jakica et al.,2019).Ray tracing with rasterization:A hybrid approach that combined the speed of rasterization with the visual accuracy of ray tracing(HAR-EVEN,2018)4.1.12 POA sky diffuse model to estimate POA irradiance Isotropic Sky Diffuse Model:The isotropic sky diffuse model is the simplest of the POA sky diffuse models and forms the foundation upon which more accurate models build.The isotropic sky diffuse model assumes that the diffuse radiation from the sky dome is uniform across the sky(Sandia National Laboratories,2018).Simple Sandia Sky Diffuse Model:This is an empirical model calculating diffuse sky irradiance developed at Sandia National Laboratories(Sandia National Laboratories,2018)Hay and Davies Sky Diffuse Model:The Hay and Davies model divides the sky diffuse irradiance into isotropic and circumsolar components to calculate the plane of array irradiance(Hay and Davies,1980).Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 20 Reindl Sky Diffuse Model:Reindl sky diffuse irradiance model consists of diffuse radiation on the POA,including isotropic,circumsolar brightening,and horizon brightening(Reindl,Beckman,and Duffie,1990).Perez Sky Diffuse Model:BIPV models will often use non-isotropic sky conditions(Snow and Prasad,2005).The Perez model,accounts for non-isotropic sky characteristics such as variations in clouds,and variations in sky due to atmospheric thickness(Perez et al.,1987)4.1.13 Models to estimate impact of shading in BIPV As discussed in section 4.1.2,BIPV can be impacted by micro,mezzo and macro shading.There are several shading modelling methods used in PV simulation tools to identify the impact of shading on the level of irradiance receive by the BIPV system such as far-field shading horizon map,far field shading factor,near-field shading factor,shading percentage,reduction of incident irradiation,shading index,sky view factor and ray tracing(Mermoud 2010;Zomer and Rther 2017;Jakica et al.,2019).4.1.14 Weather data interval for solar irradiation data Weather data interval values can be by Minute,Hourly,Daily,Monthly or Annually.The weather data interval can differ based on purpose of use.For example,for conceptual design stage,monthly and annual values can be considered whereas,in detailed design stage,minute or hourly data is more useful.4.1.15 BIPV module performance with higher spatial resolutions The BIPV module performance with higher spatial resolutions(PV cell level or higher)is simulated for complex building envelope installations.Currently,Ladybug tools can simulate BIPV performance on PV cell level when coupled with external script in MATLAB(Hofer et al.,2016).4.2 Workflows and methods used in solar power output modelling or simulation This section discusses the approaches,methods and workflows used in modelling or simulation of the BIPV power output.4.2.1 Importing properties of the technical components of BIPV modules and other BIPV related components to the simulation.There are several methods that can be used to extract BIPV product information:Database of components such as PV modules and inverters which automatically load the items to the simulation program Online platforms to import product data Specific exchange format to import products Adding properties manually Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 21 4.2.2 Methods used for calculating the electric DC output of BIPV There are several methods for calculating BIPV system power output.Most of them are based on different PV module models relating the I-V characteristics and the module temperature:Cell Temperature Model(Faiman 2008;Trinuruk,Sorapipatana and Chenvidhya,2009)o Sandia Cell Temperature Model o PVSYST Cell Temperature Model o Faiman Cell Temperature Model Single Diode Equivalent Circuit Models o De Soto Five-Parameter Module Model(De Soto,2006)o PVSYST Module Model The two-diode model Point-value models o Sandia PV Array Performance Model o Loss Factor Model Power model by Heydenreich et al.(2008)4.2.3 Software for calculating the electric DC output of BIPV There are various models and software which can be used to calculate the electric DC output(Klise and Stein,2009;Jakica,2018;Jakica et al.,2019;Wijeratne et al.,2019):PV Models developed and used by Sandia National Laboratories:PVSS,SOLCEL,Evans and Facinelli Model,PVForm,PVSIM,Sandia Photovoltaic Array Performance Model,Sandia Inverter Performance Model,PVDesignPro,Solar Advisor Model Simplified PV Performance Models:Clean Power Estimator,PVOptimize,OnGrid,CPF Tools Solar Estimate Other PV Performance Models:Parameter Array Performance Model,PVWatts,PVSYST,PV F-Chart,RETScreen Photovoltaic Project Model,PV*SOL,Polysun,INSEL,SolarPro,Aurora Solar,Helioscope,BIMSolar,Skelion,Archelios,PVGIS Hybrid System Models developed and used by Sandia National Laboratories:SOLSTOR,HybSim,Hysim Other Hybrid System Models:HOMER,Hybrid2,UW-Hybrid(TRNSYS),RETScreen,PVToolbox,RAPSIM,SOMES,IPSYS,HySys,Dymola/Modelica 4.3 Workflows and methods used in building performance modelling or simulation This section discusses the approaches,methods,and workflows to identify BIPV related building dynamics such as energy consumption,thermal load,structural load and fire safety.4.3.1 Method used for identifying building energy consumption If not designed properly,most buildings can consume far more energy than they produce with BIPV.An efficient BIPV system could reduce the energy consumption of the building as well Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 22 as supply excess energy to the grid.Therefore,BIPV systems need to be accurately sized.For that,we need to understand the energy consumption of the building and the energy offset potential of a BIPV system.There are several methods to identify the energy consumption of a building,such as measuring real-time data via smart meter or sensors or simulating the building energy performance and building energy systems demand.In the survey,the methods considered are listed as below:Calculate total watt-hours per day for each appliance used in the building/project Calculate the percentage of monthly energy consumption based on habitual use and use during weekends and holidays Use historical information from electricity bills Measure building energy consumption real time Simulate using a building energy simulation software:data of building consumption can be generated by building energy simulation software such as EnergyPlus,DeST,DOE2 or Ecotect(Amasyali et al.2018)Definition of the building type and utilization of Energy Use Intensity(EUI)data based on building type.This data is published for US buildings by the U.S.Energy Information Administration(EIA)ref.eia.gov 4.3.2 Energy consumption data interval Interval data is simply energy data collected at defined intervals,typically every 15 minutes or hourly(gridium,2012).Generally,energy data intervals can be taken annually,monthly,daily,hourly,sub-hourly,one minute and in seconds.However,in BIPV design,the required interval may differ depending on the software time resolution or based on whether the design is done in the conceptual design phase or detailed design phase.4.3.3 Type of data file formats for storing building energy consumption data Building energy consumption data can be stored in file formats such as:Text file MS Excel spreadsheet Comma Separated Values(CSV file)4.3.4 Thermal load The photovoltaic effect in BIPV produces a substantial amount of heat,while generating power.Consequently,BIPV has significant influence on the amount of heat transfer through the building fabrics,and could affect the indoor air temperatures,cooling load and the comfort of the occupants,as it changes the thermal properties of the building envelops(Toledo et al.2020).Although BIPV heats up the glass and the envelope,it also blocks light from entering the envelope.Given that most envelopes are protected by an air gap within an insulated glass unit,the heat of the BIPV unit does not pose a detrimental threat to the envelopes cooling load.The benefit of solar technologies absorbing the sunlight and converting it into electricity likely far outweighs this risk due to the thermal break.Therefore,the SHGC for BIPV glass is typically lower than that of conventional glass,despite the BIPV being hotter(Olivieri et al.2015;Moralejo-Vzquez et al.2015;Kapsis,Athienitis and Harrison 2017).Therefore,understanding the SHGC of BIPV glass is important due to the energy savings potential.Various thermal models of BIPV system have been proposed and examined to achieve a good Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 23 thermal prediction of BIPV systems(Assoa et al.2017).This can be done by calculating solar heat gain manually or simulate using a building energy simulation software such as IES-VE,EnergyPlus.4.3.5 Heat island impact of BIPV systems According to Genchi et al.(2003),if PV panels are installed over a large area,the surface heat balance of the city will be altered.There are not many methods to explore heat island effects of BIPV systems.A study by Thomas(2014)have explored heat island effect using a Revit 3D model and EnergyPlus simulation.Further,the CitySim thermal models was used by Thomas et al.,(2014)to simulate the target building to identify the heat island effect.Boccalatte,Fossa,and Mnzo,(2020)created a method with EnergyPlus model with OpenStudio plug-in and the Urban Weather Generator(UWG)to simulate the heat island impact of a BIPV system.Further,there are studies which have used various methods/tools to simulate the impact of BAPV on heat island effect.For example,Taha(2013)used a method with the albedo and the solar conversion efficiency to estimate the heat island impact of solar PV.Masson et al.(2014)have used Town Energy Balance(TEB)model to simulate roof top BAPV related heat island effect on the Paris metropolitan area.4.3.6 Methods to identify the impact on daylighting in BIPV design When implementing a semi-transparent BIPV faade,natural daylighting can be affected because of opacity of the solar cells in the glass panes.Therefore,the impact needs to be calculated manually or use simulation software such as DIVA for Rhino,Sefaira,Revit Insight(Yi He and Schnabel,2018).Further,a multitude of online tools provided by glass manufacturers such as Pilkington,Saint-Gobain,AGC can be used for analysing the daylighting in BIPV projects.4.3.7 Structural loads As part of building elements,structural load analysis needs to be considered for the selection of BIPV products.However,like other building envelope elements,poor design or lack of design standard of structural loads could lead to technical flaws on BIPV projects(Yang 2015).According to Bernalillo County(2017),dead load,wind load,earthquake(seismic)load,live load,rain load,snow loads need to be identified in BIPV Engineering.4.3.8 Methods and software for the structural impact of BIPV designs Not many PV simulation tools have the option for analysing the structural impact of BIPV designs.For instance,Easy PV provide options for structural load calculations.Easy PV offers a simple calculation for the dead load and the wind load based on roof structure types(such as flat,truss,rafters,roof with hips and valleys,asymmetric pitched roof etc.)(Wijeratne et al.,2019).However,the majority of all BIPV panels are made from glass any glass calculation software can do the job(e.g.,SJ-Mepla,Glasstik).According to local norms on construction sector,the structural engineering of BIPV systems(e.g.,roof,facades,balustrades,etc.)usually follows the building design code practices.Therefore,building design software already has this capability through the use of a BIPV plugin.4.3.9 Methods and software to identify the fire related impact in BIPV designs As BIPV consist of construction and electrical parts,it is necessary to check whether the selected BIPV design comply with building fire regulations,which is crucial to the safety.There is no international fire safety harmonization.Furthermore,there is a lack of fire-related Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 24 international standards and building codes specific for BIPV systems(Yang 2015).However,some countries have their national fire safety standards(e.g.,Europe-EN 13501,Germany-ENV1187 or DIN4102).In some countries,the practice is based on separated standards for construction and conventional PV systems(Bonomo,2018).For this fire testing process,there is no straightforward technique.Some new methods for fire testing in BIPV are proposed by Jol et al.(2009)and Parolini(2020)such as conventional fire test with burning brands and radiant heat,and self-developed test protocol for fire behaviour.With the development of computer technology,simulation software can facilitate the numerical analysis of smoke and heat transport from fires,such as Fire Dynamics Simulator(McGrattan et al.2010).4.4 Workflows and methods used in financial,environmental and design outcome This section discusses the approaches,methods and workflows used for identifying the economic impact of BIPV designs.4.4.1 Economic feasibility indicator(s)of BIPV designs The cost-benefits is important for decision making in BIPV adoption.The indicators used to identify the economic feasibility of BIPV projects could help the evaluation process of the decision makers such as property developers.For renewable energy technologies and projects,there are a variety of economic indicators(Short et al.1995).Sommerfeldt and Madani(2017)investigated studies regarding PV generation and summarized the popularity of different economic indicators.Some extensive references investigating BIPV cost competitiveness and real case-studies are already available in literature(SUPSI-Becquerel Institute,2020;BIPVBOOST,2021).The selection of economic indicators should depend on the emphasis of the economic analysis and the need of audience.The following 6 indicators are included:Net Present Value(NPV):The difference between the present value of cash inflows and the present value of cash outflows over a period of time.When NPV is above zero,the BIPV project can make profit during its lifespan.Simple Payback Period(PB):Payback period refers to the time required to recoup the funds expended in an investment,or to reach the break-even point.Discounted Payback Period(DPB):Similar to PB,DPB is the amount of time it takes to recover the cost of an investment.The difference is DPB considered the time value of money in the calculation.Internal Rate of Return(IRR):Discount rate that makes the NPV of all cash flows equal to zero in a discounted cash flow analysis.If the IRR is higher than a particular interest rate or the discount rate used,the BIPV project can be financially feasible.Profitability Index(PI):Measure of a projects or investments attractiveness.The PI is calculated by dividing the present value of future expected cash flows by the initial investment amount in the project Return on Investment(ROI):Return on investment or return on costs is a ratio between net income and investment.A high ROI means the investments gains compare favourably to its cost.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 25 Levelized cost of energy(LCOE):The levelized cost of energy(LCOE),or levelized cost of electricity,is a measure of the average net present cost of electricity generation for a generating plant over its lifetime.Incremental Cost(IC):The incremental cost of a BIPV system is the cost of the components that are additional to the elements that would otherwise be intrinsic to the built environment.The IC serves as a cost basis for the financial analysis of BIPV systems.4.4.2 Capital cost(initial costs)of BIPV designs Capital costs are fixed,one-time expenses incurred on installing a BIPV system.Total capital cost of a BIPV project consists of(Norton et al.,20011;Fu et al.,2016;Yang et al.,2019 Weerasinghe et al.2021):Solar PV module costs Solar PV mounting structure cost Solar PV installation cost Costs of electrical devices(Balance of System)and installation costs Contingency 4.4.3 Operations and maintenance costs The Operation and Maintenance(O&M)costs of BIPV system is the cost associated with operating and maintaining of the BIPV system throughout its lifetime.O&M costs of a BIPV system can include the following(Agrawal&Tiwari 2010;Gholami et al.2020;Frischknecht et al.2020;Weerasinghe et al.2021):Cleaning costs Repair of solar PV modules Repair of electrical devices(Balance of System)Repair of mounting system Replacement of solar PV modules Replacement of electrical devices(Balance of System)Replacement of mounting system Insurance Depreciation 4.4.4 Life cycle income of BIPV system Life cycle income of BIPV systems refers to the profit generated by the BIPV system throughout its lifetime.The benefits from BIPV systems that can be considered as life cycle income are listed below(Agrawal&Tiwari 2010;Bonomo et al.2017;Gholami et al.2020):Saving from energy self-consumption Income from feed in tariffs Salvage value at the end of BIPV system life Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 26 Savings from reducing building cooling load 4.4.5 Incremental cost One benefit of BIPV modules is that they completely replace traditional building materials.Therefore,the overall system costs should reflect the corresponding cost offset in the design evaluation(Eiffert,2003).However,there is limited research regarding the material cost offset brought by different BIPV applications(Yang et al.,2019).Moreover,according to Wijeratne et al.(2019),none of the available software and apps have considered building material cost offsets in their PV system design platforms or in financial analysis.4.4.6 CO2 emissions associated with BIPV designs The environmental impact of BIPV systems can be evaluated considering different approaches and indexes.The most common approaches allow calculating the reduction of CO2 emissions and/or embedded emissions.Reduction of the CO2 emissions/CO2 emissions avoided:Avoided emissions are emission reductions that occur as a result of free electricity generation of the BIPV system during the operational phase of BIPV system(Seng et al.2008).Usually,the CO2 emission avoided can be calculated by the reduction in CO2 emission by the electricity production of the conventional power plants,which should consider the local utility sectors.Calculating the embedded emissions:Embedded emission of BIPV system is the emissions that occur in BIPV during the manufacturing,construction,and decommissioning phase,which is used for the calculation of energy payback period(Hammond et al.2012;PAYET and Moreau,2016).4.4.7 Optioneering/decision making methods in BIPV design Designing BIPV envelopes is a complicated task where you are required to balance various antagonistic parameters.Several key factors impact the decision of choosing a BIPV system design to a building.Besides the initial investment costs,amount of energy saved,annual maintenance costs,reduction of greenhouse gases and profitability of the overall project are considered.There are several methods that can be used to evaluate BIPV design options:Multiple solution comparisons using parametric workflows:This includes use of parametric software to generate feasible BIPV design options Multiple solution comparisons using traditional workflows:The traditional workflows consider use of 2D design drawing and use of basic software such as MS excel or manual calculation methods to identify the feasible BIPV design options.Integrated optimization:Integrated optimisation uses advanced methods such as machine learning techniques such as genetic algorithms,neural networks etc.to identify the feasible BIPV design options.4.4.8 Factors that impact optimum BIPV design options When identifying the most suitable design option,designers can determine and fix any variables that meet their design priorities/preferences.Among them,some parameters are high on the list of priorities for any BIPV project from diverse perspectives,such as(Erban and Ley 2020;Samarasinghalage et al.2022):Aesthetic appearance(size,shape,colour and transparency)Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 27 Design and functionality(flexibility,cell coverage and combination with other building functions)Cost Energy generation CO2 emissions avoided Thermal impact 5 QUESTIONNAIRE SURVEY RESULTS 5.1 Workflows and methods used in solar irradiation modelling and simulation 5.1.1 Tools used for modelling building envelopes/BIPV envelopes The Figure 5.1.1 shows the survey results on tools used for modelling building envelopes and BIPV envelopes.Overall results show that AutoCAD is used by most respondents followed by Sketch-up and Autodesk Revit.AutoCAD is commonly used for 2D drafting(Gindis and Kaebisch,2017).However,the AutoCAD platform can be used to create 3D models.Sketch-up and Autodesk Revit are used for 3D modelling and building information modelling(Jakica,2018).It can be seen that regionally(Figure 5.1.1a),AutoCAD and Sketchup is highly used by the respondents from Asia and Europe compared to other regions.Autodesk Revit is also prefered in Australia,Asia and Europe.Other design software such as Rhinoceros and ArchiCAD are also used by the respondents in Europe.As shown in Figure 5.1.1b,AutoCAD,Sketchup and Autodesk Revit are mostly used by Architects and Academic research and development for modelling building envelopes and BIPV envelopes.However,other professions such as Electrical engineers and Faade engineers also use Sketchup and Mechanical/structural enginners use AutoCAD and Autodesk Revit.The resutls show that AutoCAD,Sketchup and Autodesk Revit can cater many professions for modelling building/BIPV envelopes.Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 28 (a)Survey results by region (b)Survey results by profession Figure 5.1 Tools used for modelling building envelopes/BIPV envelopes 0510152025303540AutoCADSketch-upRhinocerosArchiCADRevit SolidworksPV*SOLTasIES-VEEcotecteQuestDesignBuilder/EnergyPlusBIMSolar2D3DNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect0510152025303540AutoCADSketch-upRhinocerosArchiCADRevit SolidworksPV*SOLTasIES-VEEcotecteQuestDesignBuilder/EnergyPlusBIMSolar2D3DNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 29 5.1.2 Tools used for simulating solar irradiation in BIPV designs Figure 5.1.2 illustrates the survey results on tools used for simulating solar irradiation.In total,the number of respondents who use PVSYST is relatively high.Further,EnergyPlus,Revit Solar Analysis,PVGIS,PV*SOL,SAM and Ladybug/Honeybee are also used by many respondents.In terms of the region of the respondents,PVSYST is highly used by the respondents from Europe and Asia.Compared to Europe and Australia,Revit solar analysis is used more in Asia.However,the respondents who use Energyplus for PV simulation is high in Europe and Australia.Compared to other regions the use of PVGIS and PV*SOL is higher in Europe.Although PVGIS calculator covers solar data in America,Europe,Asia and Africa,it is more popular with the respondents from Netherland.On the other hand,PV*SOL is popular with the respondents from Germany.The reason for the popularity is that PV*SOL was developed by a German-based software company and the software has been available since 1998(International Solar Energy Society,German Section,2013).Professional wise,Architects and Academics use EnergyPlus and Revit Solar Analysis for solar PV simulation.PV*SOL is also considered by Architects.The respondents from professions such as electrical engineering,faade engineering,academic and consultancy use PVSYST for solar PV simulation.Overall,the results show that building design professionals prefer PV simulation tools which can be used with CAD or BIM software whereas professions such as BIPV system installers and PV consultants use solar PV simulation software that are more devoted to technical parameters such as SAM,PVSYST and PVGIS.(a)Survey results by region 02468101214161820PVGISDiVALadybug/HoneybeeRevit Solar AnalysisPVSYSTEnergyPlusHomer proSolar Advisory Model(SAM)HelioscopePV*SOLBIMSolarPleiadessolar monekyTasRevit-Sefaira-Formit-Dyanamo for solar energyloads and building envelope geometry/behaviourIESeQuestNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 30 (b)Survey results by profession Figure 5.2 Tools used for simulating BIPV 5.1.3 Methods used for identifying the location for BIPV design in simulation tools As discussed in Section 4.1.3,simulation tools typically require the user to identify the location(i.e.,longitude and latitude)of the building to collect local weather data parameters.There are three common ways to identify the building location in simulation tools.Figure 5.1.3 a and Figure 5.1.3 b shows the survey results on the methods used in simulation tools to identify the building location.Overall,most of the respondents have selected the use of google maps to determine the location.Compared to methods such as identifying the location manually from a list or use of IP addresses for identifying location,higher number of respondents from Europe,Oceania,Asia and North America are using google maps to determine the location of the project in the simulation tools.The same pattern can be observed in the professional wise responses.Most professions use google maps to select the location of the BIPV project in the simulation tool.It can be seen from the survey results that the use of maps to identify the location and weather data is a suitable approach for BIPV design in simulation tools.02468101214161820PVGISDiVALadybug/HoneybeeRevit Solar AnalysisPVSYSTEnergyPlusHomer proSolar Advisory Model(SAM)HelioscopePV*SOLBIMSolarPleiadessolar monekyTasRevit-Sefaira-Formit-Dyanamo for solar energyloads and building envelope geometry/behaviourIESeQuestNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 31 (a)Survey results by region (b)Survey results by profession Figure 5.3 Methods used for identifying the location 5.1.4 Methodology for modelling the geometry of the building and surrounding environment Generally,there are five common methods for modelling the geometry of the building and surrounding environment as discussed in Section 4.1.4.Figure 5.1.4 shows the survey results on the methods used for modelling the geometry of the building and surrounding environment by region and by profession.In total 3D CAD is the most popular method,accounting for about 50%of all choices.2D CAD takes the second place,making up 21%of total respondents.05101520253035404550Google mapsIP addressesManually selected from a listNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America05101520253035404550Google mapsIP addressesManually selectedfrom a listNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 32 Compared with CAD-based methods,GIS-based modelling and Point-cloud data are less adopted.In addition,Photogrammetry is used for developing the geometry of building models.Eight survey respondents have mentioned that they do not model building geometry and surrounding environment in BIPV related simulation.Regionally,higher number of respondents from Europe,Oceania,Asia and North America use 3D CAD.2D CAD is also considered in Europe,Oceania,Asia.Although theres a low use of GIS-based modelling,the methods are used in all the regions under consideration.In contrast,photogrammetry has been considered for modelling the geometry of buildings only in Europe.Furthermore,use of point cloud data with LiDAR 3D scanning is used in Europe,Oceania,and America.Professionally,higher number of Architects uses 3D CAD and 2D CAD for modelling buildings.Professions such as Engineers,ESD consultants,BIPV installers and Academics prefer to use 3D CAD compared to other methods.The overall results suggests that 2D CAD and 3D CAD are popular methods for developing the geometry of building models.However,3D CAD is more suitable for BIPV designs as it provides a more realistic visualisation of the building model.(a)Survey results by region 0510152025303540452D CAD3D CADGIS based modellingPoint-cloud data usingLiDAR-assisted modellingPhotogrammetryDo not model the buildingand surroundingenvironmentNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 33 (b)Survey results by profession Figure 5.4 Methodology for modelling the geometry of the building and surrounding environment 5.1.5 Methods for photorealistic visualization of building/BIPV envelope designs The visualization of 3D BIPV envelope models provide great support for evaluating BIPV designs.Figure 5.1.5 shows the survey results on whether photorealistic visualization is considered in building/BIPV envelope designs.Out of all the respondents,only twenty have used photorealistic visualization in building/BIPV envelope designs.It can be seen that a higher number of respondents who have used photorealistic visualization methods are from Europe and Asia.Professionally,higher number of Architects uses photorealistic visualization methods compared to other professions who have used photorealistic visualization methods in building/BIPV envelope designs.Architects are responsible for creating aesthetically pleasing building envelope designs.Therefore,photorealistic visualization methods are useful for Architects to demonstrate the realistic views of the building model.The survey responses revealed that Autodesk Revit,Sketchup,Rhino and Autodesk Maya,3D studio max,Lumion,SU Podium rendering plugin for SketchUp,MicroStation and KeyShot software are employed to generate photorealistic building/BIPV envelope designs.0510152025303540452D CAD3D CADGIS based modellingPoint-cloud data using LiDAR-assisted modellingPhotogrammetryDo not model the buildingand surroundingenvironmentNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 34 (a)Survey results by region (b)Survey results by profession Figure 5.5 Methods for photorealistic visualization of building envelope with solar panels 5.1.6 Commonly used 3D format for data exchange between collaborators or data import Figure 5.1.6 presents the common 3D formats adopted for the data exchange between collaborators in BIPV projects,which mainly depend on the software/tools they used.18%of respondents are not used to share 3D file whereas most respondents mainly deal with 3D data formats such as Autodesk Revit.rvt(20%),Open BIM(ISO).ifc(19%)and SketchUp.skp(18%),which are the most popular.In terms of the region,Open BIM(ISO)format(.ifc)is highly used 051015202530354045YesNoNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America051015202530354045YesNoNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 35 in Europe,especially by the respondents from Germany and France.Autodesk Revit.rvt format is more popular in Asia and Oceania.Compared to BIPV industry professionals,more building professionals use the 3D format for data exchange between collaborators and data import.Among the building professionals a higher number of Architects use SketchUp.skp,Autodesk Revit.rvt and Autodesk Revit family.rfa files.On the other hand,Open BIM(ISO).ifc is used by a higher number of Academic research and development professionals.Its quite interesting to highlight that most BIPV system installers,electrical engineers and PV consultants stated that they do not import 3D formats.(a)Survey results by region (b)Survey results by profession Figure 5.6 3D format for data exchange between collaborators or data import 02468101214161820Open BIM(ISO).ifcGreenBuildingXML(gbXML).xmlEnergyPlusTM format.idfTrimbleSketchUp.skpAutoDeskREVIT.rvtAutoDeskREVITfamily.rfaLI DISEGNOdgnDXFSolidworks.sldprtSTEP.stpParasolid.x_tHave not imported3D formatsNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America02468101214161820Open BIM(ISO).ifcGreenBuilding XML(gbXML).xmlEnergyPlusTM format.idfTrimble SketchUp.skpAutoDesk REVIT.rvtAutoDesk REVITfamily.rfaLI DISEGNOdgnDXFSolidworks.sldprtSTEP.stpParasolid.x_tHave not imported 3D formatsNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 36 5.1.7 Weather parameters for identifying plane of array irradiation As discussed in Section 4.1.7,estimation of POA irradiation need to consider solar irradiation data such as beam/direct normal irradiance,diffuse horizontal irradiance,and global horizontal Irradiance.As shown in Figure 5.1.7,the beam/direct normal irradiance,diffuse horizontal irradiance,and global horizontal irradiance components have been confirmed by the survey respondents in terms of region and profession.Overall,the most common parameter used for estimating plane of array irradiation is GHI in region-wise results and in professional results.However,DNI and DHI can also be used to determine the plane of array irradiation.(a)Survey results by region (b)Survey results by profession Figure 5.7 Weather parameters for identifying solar potential(Plane of array irradiation)0510152025303540Global HorizontalIrradiance(GHI)Direct NormalIrradiance(DNI)Diffuse HorizontalIrradiance(DHI)Not sureNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America0510152025303540GlobalHorizontalIrradiance(GHI)Direct NormalIrradiance(DNI)DiffuseHorizontalIrradiance(DHI)Not sureNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 37 5.1.8 Type of weather data for designing BIPV As show in Figure 5.1.8,long-term averaged data is the most popular type of weather data for designing BIPV,followed by data from ground mounted meteorological stations as well as hybrid weather data.Long-term averaged data and ground mounted meteorological data is popular among respondents in Europe,Oceania,Asia,and North America.However,country wise,Australia has the highest usage rate of long-term averaged data.In China,hybrid data is the most common choice.Furthermore,respondents from France self-adjust the solar data based on their experience on past BIPV projects.Long-term averaged solar data is the most popular type among most of the professional groups.However,many respondents from Academic research and development also uses solar data ground mounted meteorological stations.The results show that long-term averaged data and ground mounted solar data is suitable for simulating BIPV designs.(a)Survey results by region (b)Survey results by profession Figure 5.8 Type of weather data for designing BIPV 05101520253035Ground mountedmeteorologicalstationsSatellite basedmeteorological dataMeasured at siteHybridLong-termaveraged dataNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America05101520253035Ground mountedmeteorological stationsSatellite basedmeteorological dataMeasured at siteHybridLong-term averaged dataNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 38 5.1.9 Type of weather file formats As discussed in Section 4.1.9,TMY and EPW files from the EnergyPlus website are weather data file formats commonly used in BIPV simulations.As shown in Figure 5.1.9 both EPW and TMY are widely used regionally and professionally,accounting for 85%of all respondents.It can be seen that TMY weather data is preferred in Europe,Oceania,Asia,and North America.Although TMY weather data is used by most of professional categories,a higher number ESD consultants,Faade engineers and PV consultant have used EPW.As EnergyPlus can be used with building design software,use of EPW weather data is makes the BIPV simulation process easier.(a)Survey results by region (b)Survey results by profession Figure 5.9 Type of weather file formats 05101520253035EPW files from the EnergyPluswebsiteTypical Meteorological Year(TMY)Not sureNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America05101520253035EPW files from theEnergyPlus websiteTypicalMeteorological Year(TMY)Not sureNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 39 5.1.10 Software used to estimate Plane of array irradiation(POA)As discussed in Section 4.1.10,various software can be used for estimating POA irradiance.Figure 5.1.10 demonstrates the survey responses on the software used to estimate POA irradiation.Overall,the survey results identified twelve tools which can be used to estimate POA by region and profession.Among all tools,BIMSolar is widely used in European countries such as France,Belgium,and Switzerland.IES considered in Oceania,Asia(Singapore)and North America.PVSYST is more popular in Asian countries and professions such as Faade engineers,Electrical engineers and BIPV system installers use it.ESD consultants seem to prefer IES,TAS and Revit Solar whereas Academics have used PV watts,Pleiades,Radiance and SAM to estimate POA irradiation.The results also show that that there are custom-made tools to estimate POA irradiation used by PV consultants.(a)Survey results by region (b)Survey results by profession Figure 5.10 Software used to estimate Plane of array irradiation(POA)012345PVSYSTBIMSolarProprietary toolsHelioscopePVGISIESTASRevit SolarPVWattPleiadesRADIANCESAMcustom toolsNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect012345PVSYSTBIMSolarProprietary toolsHelioscopePVGISIESTASRevit SolarPVWattPleiadesRADIANCESAMcustom toolsNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 40 5.1.11 Models in software to estimate POA Section 4.1.11 described that POA can be estimated using several methods such as POA(Beam only),POA with shading and ground reflected(Albedo),POA sky diffused,Ray tracing with radiosity and Ray tracing with rasterization.The survey results on models to estimate POA are demonstrated in Figure 5.1.11.Overall,42%of the respondents that are not sure about model used for POA estimation.The reason for the respondents to reply as“not sure”could be because the estimation of POA irradiance consists of complex mathematical concepts which the respondents may not be specialised in to provide a direct answer.However,the survey results show that POA with shading and ground reflected(Albedo)is widely used in Europe,Oceania,Asia and North America followed by POA(Beam only).POA with shading and ground reflected is applied in software used by Architects,faade,electrical,mechanical,and structural engineers.ESD consultants,Academics and PV consultants.Ray tracing with radiosity is considered in Europe,Asia and North America and Ray tracing with rasterization is used only in Europe and applied in software used by Faade engineers and Academics.The results indicate that further improvement on the knowledge and training of the methods to estimate POA in BIPV projects is required to improve the awareness of building construction professionals.(a)Survey results by region 051015202530POA(Beam only)POA with shadingand groundreflected(Albedo)Ray tracing withradiosityRay tracing withrasterizationNot SureNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 41 (b)Survey results by profession Figure 5.11 Models in software to estimate POA 5.1.12 POA sky diffuse model to estimate POA irradiance Figure 5.1.12 shows the survey results on sky diffuse model used to estimate POA irradiance.The results show that the respondent use Isotropic Sky Diffuse Model,Simple Sandia Sky Diffuse Model,Hay and Davies Sky Diffuse Model,Reindl Sky Diffuse Model,Perez Sky Diffuse Model to estimated sky diffuse irradiation.However,24 out of 40 respondents are not sure about which POA sky diffuse model can be used for POA estimation in BIPV projects.This indicates that more investigation is required to identify which sky diffuse irradiation model is suitable for BIPV projects.In Europe and Oceania both Isotropic Sky Diffuse Model and Perez Sky Diffuse Model is preferred.However,Isotropic Sky Diffuse Model is considered in Asia and Perez Sky Diffuse Model is considered in North America.Profession wise,Academics prefer both Isotropic Sky Diffuse Model and Perez Sky Diffuse Model.However,BIPV installers and PV consultants use Isotropic Sky Diffuse Model.Hay and Davies Sky Diffuse Model is preferred by Architects.The results show that the use of sky diffuse models may vary based on the region and profession.Therefore,more research investigations are required to identify the suitable model for BIPV projects.051015202530POA(Beam only)POA with shading and groundreflected(Albedo)Ray tracing with radiosityRay tracing with rasterizationNot SureNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 42 (a)Survey results by region (b)Survey results by profession Figure 5.12 POA sky diffuse models 5.1.13 Methods for shading approximations As identified in Section 4.1.13,there are several methods that can be used to estimate the impact on shading in BIPV projects.As shown in Figure 5.1.13,the survey results show the methods employed for to estimate the impact on shading.In total the most popular method region wise and professional wise for shading approximation is ray tracing approach which is used in most building simulation software.Furthermore,use of shading percentage is popular in Europe,Oceania,and Asia among Electrical engineers and Academics.However,there are many respondents who are not sure on the suitable for method for estimating shading in BIPV projects.Therefore,a study which investigates the suitability of the above methods could facilitate these professionals to select the appropriate method for BIPV projects.051015202530Isotropic SkyDiffuse ModelSimple SandiaSky DiffuseModelHay and DaviesSky DiffuseModelReindl SkyDiffuse ModelPerez SkyDiffuse ModelNot SureNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America051015202530IsotropicSkyDiffuseModelSimpleSandiaSkyDiffuseModelHay andDaviesSkyDiffuseModelReindl SkyDiffuseModelPerez SkyDiffuseModelNot SureNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 43 (a)Survey results by region (b)Survey results by profession Figure 5.13 Methods for shading approximations 5.1.14 Weather data step values used for solar irradiation data As discussed in Section 4.1.14,weather data interval values can be by Minute,Hourly,Daily,Monthly or Annually.It may vary based on the stage of design in BIPV project.As shown in Figure 5.1.14,the survey results show that annual weather data is used at the conceptual design phase most widely in all regions and all by most professional categories.However,the 0510152025Far-field shadinghorizon mapFar-field(Horizon)shading factorNear-field shadingfactorShading percentage(SP)Reduction of IncidentIrradiation(RII)Shading Index(SI)Sky View FactorRay-tracing approachNot SureNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America0510152025Far-field shading horizon mapFar-field(Horizon)shadingfactorNear-field shading factorShading percentage(SP)Reduction of IncidentIrradiation(RII)Shading Index(SI)Sky View FactorRay-tracing approachNot SureNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 44 hourly data is more used at the detailed design stage of the project in all regions and professions.(a)Survey results by region (b)Survey results by profession Figure 5.14 Weather data step values used for solar irradiation data 0510152025Conceptual designphase(Minute)Detailed design phase(Minute)Conceptual designphase(Hourly)Detailed design phase(Hourly)Conceptual designphase(Daily)Detailed design phase(Daily)Conceptual designphase(Monthly)Detailed design phase(Monthly)Conceptual designphase(Annually)Detailed design phase(Annually)No.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America0510152025Conceptual design phase(Minute)Detailed design phase(Minute)Conceptual design phase(Hourly)Detailed design phase(Hourly)Conceptual design phase(Daily)Detailed design phase(Daily)Conceptual design phase(Monthly)Detailed design phase(Monthly)Conceptual design phase(Annually)Detailed design phase(Annually)No.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 45 5.1.15 Models used for simulating higher spatial resolutions(PV cell level or higher)Figure 5.1.15 shows the survey results on the use of models for simulating higher spatial resolutions in BIPV projects.In total,11 out of 19 respondents mentioned that they do not perform simulation of higher spatial resolutions in BIPV projects.The respondent who simulates the higher spatial resolutions in BIPV projects include respondents from North America,Europe,Oceania,and Asia.The survey results show Academics and PV consultants used custom made tools to perform simulation on higher spatial resolutions.(a)Survey results by region (b)Survey results by profession Figure 5.15 Models suitable for simulating higher spatial resolutions(PV cell level or higher)0246810121416YesNoNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America0246810121416YesNoNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 46 5.2 Workflows and methods used in solar power output modelling or simulation 5.2.1 Methods used to import properties of the technical components of BIPV modules As discussed in the Section 4.2.1,it is important to select the appropriate BIPV module and related components to accurately estimate the BIPV power output.Figure 5.2.1 a and Figure 5.2.1 b show the survey results on methods used to import properties of BIPV system components.In total,a higher number of survey respondents use the databases available in the software to import the BIPV system properties.Respondents from Europe,Oceania,Asia and North America added BIPV properties manually.Higher number of Architects and Electrical engineers added BIPV properties manually.Moreover,a very low number of respondents from Asia and Oceania imported the BIPV product properties from online databases of BIPV products.The results show that having a BIPV product database within the BIPV simulation tools is preferred by both Building design professionals and BIPV professionals.(a)Survey results by region 051015202530In my software,I can access adatabase of components(e.g.PVmodules,inverters)and canautomatically load themI am using online platforms toimport product dataI am adding properties manuallyNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 47 (b)Survey results by profession Figure 5.16 Methods used to import properties of the technical components of BIPV modules 5.2.2 Methods used for calculating the Electric DC output of BIPV As discussed in Section 4.2.2 several methods are available for estimating the amount of electricity produced by a BIPV system such as PV cell temperature model,power model by Heydenreich et al.(2008),the Sandia PV Array Performance Model(SAPM),loss factors model(LFM),single diode model,the two-diode model etc.Figure 5.2.2 a and Figure 5.2.2 b shows the survey results on the above methods by region and by profession.Twenty-seven respondents have mentioned Not sure about the model used for estimating the electric DC output of BIPV.The reason could be because these methods consist of complex mathematical concepts which the respondents may not be specialised in or aware of to provide a precise answer.However,seventeen survey respondents from Europe,Asia,Oceania and North America have selected forecasting the BIPV power output with PV cell temperature model.Compared to other methods,Architects,Faade engineers,Electrical engineers and Academics use the PV cell temperature model to forecast the power output.051015202530In my software,I canaccess a database ofcomponents(e.g.PVmodules,inverters)and canautomatically loadthemI am using onlineplatforms to importproduct dataI am addingproperties manuallyNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 48 (a)Survey results by region (b)Survey results by profession Figure 5.17 Methods used for calculating the Electric DC output of BIPV 051015202530Forecasting power outputusing PV cell temperaturemodelPower model by Heydenreichet al.(2008)The Sandia PV ArrayPerformance Model(SAPM)Loss factors model(LFM)Single diode modelSingle diode Rs-model/4-parameter modelDe Soto Five-ParameterModule ModelThe two-diode modelKNMI Zonnestraling inNederland;author C.A.Velds;1992.proprietaryCustom(TECNALIA)simple power modelNot sureNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America051015202530Forecasting power output using PV celltemperature modelPower model by Heydenreich et al.(2008)The Sandia PV Array Performance Model(SAPM)Loss factors model(LFM)Single diode modelSingle diode Rs-model/4-parametermodelDe Soto Five-Parameter Module ModelThe two-diode modelKNMI Zonnestraling in Nederland;authorC.A.Velds;1992.proprietaryCustom(TECNALIA)simple power modelNot sureNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 49 5.2.3 Software for calculating the Electric DC output of BIPV designs As discussed in the Section 4.2.3,software can be used to estimate the electric DC output of BIPV designs.Figure 5.2.3 a and Figure 5.2.3 b show survey results on use of software to estimate the electric DC output.A higher number of respondents from Europe use software to estimate the BIPV DC output.It can be seen that a higher number of PV consultants,Academics and Electrical engineers prefer to use software to estimate the BIPV DC output.Figure 5.2.3 c and Figure 5.2.3 d show survey results on the software used to estimate the BIPV DC power output.BIMsolar and PV*SOL are mostly used in European countries.PVSYST is considered in Europe,Oceania,and Asia.SAM and PVwatts is used in North America.In terms of the profession,Electrical engineers prefer PVSYST.PV*SOL and Retscreen are considered by Architects.PV*SOL and SAM are popular with Academics.BIM solar is popular among a variety of professionals such as Faade engineers,Electrical engineers,PV consultants,and Property managers.Overall,the results show that not many respondents are aware of the use of software for estimating BIPV power output.Therefore,further research in this area is required.(a)Survey results by region (b)Survey resutls by profession 05101520253035YesNoNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America05101520253035YesNoNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 50 (c)Software:Survey resutls by region (d)Software:Survey resutls by profession Figure 5.18 Software for calculating the Electric DC output of BIPV designs 012345PV*SOLBuildOptFraunhofer ISE in-housedeveloped BIPV toolBIMSolarPleiades PVSYSTRETscreenIES VESAMPVWattsNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect00.511.522.533.544.5PV*SOLBuildOptFraunhofer ISE in-housedeveloped BIPV toolBIMSolarPleiades PVSYSTRETscreenIES VESAMPVWattsNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 51 5.3 Workflows and methods used in building performance modelling or simulation 5.3.1 Method used for identifying the energy consumption patterns of a building Building energy consumption is required to identify the amount of BIPV system energy fed to the building.As discussed in Section 4.3.1,here are several ways to identify the energy usage of a building.Figure 5.3.1 a and Figure 5.3.1 b show the survey results on the method used for identifying the energy consumption patterns of a building.The most popular method selected by the respondents is the historical information from energy bills to identify the energy consumption patterns of a building,followed by calculating watt hour per day for each appliance used in the building/project and the use of simulation software to identify building energy demand.The survey results show that the calculation of watt-hour data is applied most commonly in Europe while the use of historical information is most popular in Asia and Oceania.Architects and Mechanical/Structural Engineers prefer calculating the watt hour data and using historical information.Consultants and BIPV system installers prefer to use historical information.ESD consultants and Academics prefer the use of simulation software.Figure 5.3.1 c and Figure 5.3.1 d shows survey results on the software used for the energy consumption simulation.A higher number of respondents from Oceania and North America use IES VE.IES VE software is popular among ESD consultants and PV consultants.EnergyPlus is preferred by many respondents from Europe.Both EnergyPlus and Design builder are preferred in Asia.EnergyPlus is more popular among Architects,Academics,and consultants.(a)Method:Survey results by region 0510152025303540Calculate totalWatt-hours per dayfor each applianceused in thebuilding/projectPercentage ofmonthly energyconsumption basedon habitual use anduse duringweekends andholidaysUse historicalinformation fromelectricity billsMeasure buildingenergyconsumption realtimeSimulate using abuilding energysimulationsoftwareNo.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 52 (b)Method:Survey results by profession (c)Software:Survey resutls by region 0510152025303540Calculate totalWatt-hours perday for eachappliance usedin thebuilding/projectPercentage ofmonthly energyconsumptionbased onhabitual use anduse duringweekends andholidaysUse historicalinformationfrom electricitybillsMeasurebuilding energyconsumptionreal timeSimulate using abuilding energysimulationsoftwareNo.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect02468101214No.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 53 (d)Software:Survey resutls by profession Figure 5.19 Method used for identifying the energy consumption patterns of a building 5.3.2 Suitable interval to be considered in energy consumption data Figure 5.3.2 a and Figure 5.3.2 b shows the survey results on the energy consumption data considered in the conceptual design phase and the detail design phase.It is noticeable that annual and monthly building energy consumption data are considered for the conceptual design phase by most respondents from all regions and all professions.Hourly and daily building energy consumption data are considered for the detailed design phase by most respondents from all regions and all professional categories.02468101214No.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 54 (a)Survey results by region (b)Survey results by profession Figure 5.20 Suitable interval to be considered in energy consumption data 051015202530Conceptual design phase(Annually)Detailed design phase(Annually)Conceptual design phase(Monthly)Detailed design phase(Monthly)Conceptual design phase(Daily)Detailed design phase(Daily)Conceptual design phase(Hourly)Detailed design phase(Hourly)Conceptual design phase(Sub-hourly)Detailed design phase(Sub-hourly)Conceptual design phase(Minute)Detailed design phase(Minute)Conceptual design phase(Second)Detailed design phase(Second)No.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America051015202530Conceptual design phase(Annually)Detailed design phase(Annually)Conceptual design phase(Monthly)Detailed design phase(Monthly)Conceptual design phase(Daily)Detailed design phase(Daily)Conceptual design phase(Hourly)Detailed design phase(Hourly)Conceptual design phase(Sub-hourly)Detailed design phase(Sub-hourly)Conceptual design phase(Minute)Detailed design phase(Minute)Conceptual design phase(Second)Detailed design phase(Second)No.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 55 5.3.3 Data file formats for storing building energy consumption data As discussed in Section 4.3.3,building energy consumption data can be stored as excel files,text files or as Comma Separated Value(CSV)files.Figure 5.3.3 a and Figure 5.3.3 b shows the survey results on the file formats used for building energy consumption data.In total,a higher number of respondents across all regions and professions use MS Excel spread sheets to store building energy consumption values,followed by Comma Separated Value(CSV)files.Further,MS Excel spread sheets are more popular among both BIPV professionals and building professionals than CSV files.(a)Survey results by region (b)Survey results by profession Figure 5.21 Data file formats for storing building energy consumption data 05101520253035404550Text fileMS Excel spreadsheetComma Separated Values(CSVfile)No.of respondentsEuropeOceaniaAsiaNorth AmericaSouth America05101520253035404550Text fileMS ExcelspreadsheetComma SeparatedValues(CSV file)No.of respondentsProperty managementDeveloperBIPV system installerConsultantAcademic,research and developmentESD consultantFire engineerMechanical/Structural engineerElectrical engineerFacade engineerArchitect Task 15 Enabling Framework for the Development of BIPV BIPV Digitalization:Design Workflows and Methods 56 5.3.4 Methods used to identify the thermal impact of BIPV designs BIPV envelopes need to comply with the building standards relating to thermal comfort.As discussed in Section 4.3.4 there are several methods to identify the thermal impact of BIPV designs.As shown in Figure 5.3.4 a and Figure 5.3.4 b,majority of respondents use simulation software to identify thermal impact.Simulation of thermal load needs to be done while considering the whole building project.Also,it requires specific knowledge on the subject.Therefore,many respondents employ building simulation software.Compared to other methods,many respondents from Europe,Oceania and North America prefer the use of simulation software.Respondents from Asia also prefer to calculate solar heat gain manually.ESD consultants and Academics primarily use simulation software.Figure 5.3.4 c and Figure 5.3.4 d shows the software used for simulating thermal load.IES VE is mostly used for identifying the thermal impact in BIPV projects,especially in Oceania and North America.EnergyPlus is more popular in Europe.It can be noted that Architects,Engineers,ESD consultants and PV consultants favour IES VE.(a)Method:Survey results by region (
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Socialinsider ：2022年度珠宝社交媒体行业报告（英文版）（19页）.pdf
JewelrySocial Media Industry ReportDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Discover analytics metrics that matter for every type of content on TikTok,Instagram,Facebook and Twitter.Photos appear to be the most shared sort of content in the jewelry industry across all platforms.However,Instagram Reels remain the most engaging sort of media.Content StrategyJewelry brands-examples47.49CREASE IN INTERACTIONSTIKTOKMedian posts interactionsThe median post interaction rate for Facebook,Instagram and Twitter in the jewelry business remains steady.Since December 2022,there has been a 47.49crease in TikTok posts interactions.Median posts interactions across all platformsDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Posts types on InstagramIn the last 12 months,brands in the Jewelry category shared:49.66%photos 26.22%reels 19.02rousels 5.09%videosContent diversity on InstagramIn the last 12 months,brands in the Jewelry category shared:70.62%photos 17.86%albums 7.83%videos 3.62%links 0.06%statusesContent diversity on FacebookPosts types on FacebookDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Posts types on TwitterIn the last 12 months,brands in the Jewelry category shared:38.10%links 36.40%photos 19.46%status 6.02%videosContent diversity on Twitter0.73%Avg.engagement rate per post for ReelIn terms of organic performance on Instagram worldwide,Reels perform best,with an average engagement rate of 0.73%,followed by carousels,with an average engagement rate of 0.38%.Posts performanceon InstagramDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Organic performance of posts types on InstagramOrganic performance of posts types on Facebook0.23%Avg.engagement rate per post for video Videos perform best in terms of organic performance on Facebook worldwide.Videos(0.23%)are followed by albums,which have a 0.17%engagement rate.Posts performanceon FacebookDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry 0.3%Average engagement rate per post for photoIn terms of organic performance on Twitter worldwide,photos perform best,with an average engagement rate of 0.3%,which is 0.007%more than the 2nd highest post type,video.Posts performanceon TwitterDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Organic performance of posts types on TwitterAverage engagement rate and distribution of engagement rate on TikTok,Instagram,Facebook and Twitter.Overall engagement data shows that jewelry-related brands have established a more significant niche on TikTok.On the other hand,jewelry-related posts have been shared the most on Twitter.Organic EngagementAverage engagement rate per post across all platforms4.56%Average engagement rate per postWith an average engagement rate of 4.56%per post,TikTok remains the most engaging medium for the jewelry sector.TikTokthe most engaging platformDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry 4.55%AVG.ENGAGEMENT RATE PER POSTTIKTOK Engagement rate over time on TikTokDistribution of engagement rate on TikTokFrom January to April 2022,the avg.engagement rate per post on TikTok has tried to remain constant.Even though there can be seen significant growth in November 2022,the avg.engagement rate per post for the jewelry industry is lower than the avg.engagement rate for all sectors(4.06%).Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry 0.41%AVG.ENGAGEMENT RATE PER POSTINSTAGRAM Engagement rate over time on InstagramDistribution of engagement rate on InstagramFrom January to June 2022,the avg.engagement rate per post on Instagram has tried to remain constant.Even though there can be seen significant growth in December 2022,the avg.engagement rate per post for the jewelry industry is lower than the avg.engagement rate for all sectors(0.88%).0.14%AVG.ENGAGEMENT RATE PER POSTFACEBOOK Engagement rate over time on FacebookDistribution of engagement rate on FacebookFrom January to May 2022,the avg.engagement rate per post on Facebook has tried to remain constant.Even though there can be seen significant growth in June 2022,the avg.engagement rate per post for the jewelry industry is lower than the avg.engagement rate for all sectors(0.16%).Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry 0.12%AVG.ENGAGEMENT RATE PER POSTTWITTEREngagement rate over time on TwitterDistribution of engagement rate on TwitterFrom May to November 2022,the avg.engagement rate per post on Twitter has tried to remain constant.There can be seen significant growth in April 2022,and the avg.engagement rate per post for the jewelry industry is higher than the avg.engagement rate for all sectors(0.03%).Posts per week between platforms9.23Average posts per weekBetween January 2022 and December 2022,jewelry brands shared 5.41-Instagram posts,2.95-Facebook posts,9.23-Twitter posts and 1.68-Tiktok posts per week.Posting frequency on TwitterDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Jewelry industry Improve your social media strategy with Socialinsider All in one place for competitor research and social media analytics Ready to download social media reports Review the performance of certain social postsBook a demoFacebook engagement rate per post(by followers)Facebook engagement rate per post is calculated as the sum of reactions,comments and shares on the post divided by the total number of fans that page has.The result is then multiplied by 100.Instagram engagement rate per post(by followers)Instagram engagement rate per post is calculated as the sum of likes and comments on the post divided by the total number of followers that profile has.The result is then multiplied by 100.Twitter engagement rate per post(by followers)Twitter engagement rate per post is calculated as the sum of likes and Retweets received on the Tweet divided by the total number of followers that profile has.The result is then multiplied by 100.TikTok engagement rate per post(by followers)This is calculated as the sum of likes,comments,and shares on the post divided by the total number of followers that page has.The result is then multiplied by 100.Average Posts per DayThe average number of posts published in a day in the selected time period.This is calculated as the total number of posts divided by the number of days in the interval of the selected time period.Posts by TypeThe type of posts(photo,album,video,link,status,event,carousel)the page or profile published in the selected time period.MethodologyPlatformNo.of ProfilesNo.of Posts101,0008,814,00034,0009,571,00061,0009,366,00082,00039,378,000Methodology
65人已浏览 2023-03-22 19页 5星级
Socialinsider ：2022年度期刊杂志社交媒体行业报告（英文版）（19页）.pdf
Magazines&JournalsSocial Media Industry ReportDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Discover analytics metrics that matter for every type of content on TikTok,Instagram,Facebook and Twitter.Photos appear to be the most shared sort of content in the magazines&journals industry across all platforms.However,Instagram Reels remain the most engaging sort of media.Content StrategyExamples of magazines&journals24.12CREASE IN INTERACTIONSTIKTOKMedian posts interactionsThe median post interaction rate for Facebook,Instagram and Twitter in the publishing business remains steady.Since May 2022,there has been a 24.12crease in TikTok interactions.Median posts interactions across all platformsDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Posts types on InstagramIn the last 12 months,brands in the Magazines&journals category shared:57.52%photos 19.97rousels 13.98%reels 8.51%videosContent diversity on InstagramIn the last 12 months,brands in the Magazines&journals category shared:79.93%links 11.64%photos 5.73%videos 2.33%albums 0.35%statusesContent diversity on FacebookPosts types on FacebookDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Posts types on TwitterIn the last 12 months,brands in the Magazines&journals category shared:78.45%links 13.91%photos 6.09%videos 1.53%statusContent diversity on Twitter1.13%Avg.engagement rate per post for ReelIn terms of organic performance on Instagram worldwide,Reels perform best,with an average engagement rate of 1.13%,followed by carousels,with an average engagement rate of 0.65%.Posts performanceon InstagramDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Organic performance of posts types on InstagramOrganic performance of posts types on Facebook0.18%Avg.engagement rate per post for video Videos perform best in terms of organic performance on Facebook worldwide.Videos(0.18%)are followed by photos,which have a 0.07%engagement rate.Posts performanceon FacebookDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry 0.02%Average engagement rate per post for photoIn terms of organic performance on Twitter worldwide,statuses and photos perform best,with an average engagement rate of 0.02%,which is 1%more than the 2nd highest post type,video.Posts performanceon TwitterDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Organic performance of posts types on TwitterAverage engagement rate and distribution of engagement rate on TikTok,Instagram,Facebook and Twitter.Overall engagement data shows that magazines&journals-related brands have established a more significant niche on TikTok.On the other hand,magazines&journals-related posts have been shared the most on Twitter.Organic EngagementAverage engagement rate per post across all platforms4.59%Average engagement rate per postWith an average engagement rate of 4.59%per post,TikTok remains the most engaging medium for the magazines&journals sector.TikTokthe most engaging platformDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry 4.59%AVG.ENGAGEMENT RATE PER POSTTIKTOK Engagement rate over time on TikTokDistribution of engagement rate on TikTokFrom January to June 2022,the avg.engagement rate per post on TikTok has tried to remain constant.There can be seen significant growth in July 2022,and the avg.engagement rate per post for the magazines&journals industry is higher than the avg.engagement rate for all sectors(4.06%).Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry 0.64%AVG.ENGAGEMENT RATE PER POSTINSTAGRAM Engagement rate over time on InstagramDistribution of engagement rate on InstagramFrom January to June 2022,the avg.engagement rate per post on Instagram has tried to remain constant.Even though there can be seen significant growth in September 2022,the avg.engagement rate per post for the magazines&journals industry is lower than the avg.engagement rate for all sectors(0.88%).0.08%AVG.ENGAGEMENT RATE PER POSTFACEBOOK Engagement rate over time on FacebookDistribution of engagement rate on FacebookFrom January to mid-September 2022,the avg.engagement rate per post on Facebook has tried to remain constant.Even though there can be seen significant growth in November 2022,the avg.engagement rate per post for the magazines&journals industry is lower than the avg.engagement rate for all sectors(0.16%).Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry 0.008%AVG.ENGAGEMENT RATE PER POSTTWITTEREngagement rate over time on TwitterDistribution of engagement rate on TwitterFrom January to April 2022,the avg.engagement rate per post on Twitter has tried to remain constant.Even though there can be seen significant growth in April 2022,the avg.engagement rate per post for the magazines&journals industry is lower than the avg.engagement rate for all sectors(0.03%).Posts per week between platforms89.79Average posts per weekBetween January 2022 and December 2022,magazines&journals brands shared 10.59-Instagram posts,35.15-Facebook posts,89.79-Twitter posts and 4.79-Tiktok posts per week.Posting frequency on TwitterDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Magazines journals industry Improve your social media strategy with Socialinsider All in one place for competitor research and social media analytics Ready to download social media reports Review the performance of certain social postsBook a demoFacebook engagement rate per post(by followers)Facebook engagement rate per post is calculated as the sum of reactions,comments and shares on the post divided by the total number of fans that page has.The result is then multiplied by 100.Instagram engagement rate per post(by followers)Instagram engagement rate per post is calculated as the sum of likes and comments on the post divided by the total number of followers that profile has.The result is then multiplied by 100.Twitter engagement rate per post(by followers)Twitter engagement rate per post is calculated as the sum of likes and Retweets received on the Tweet divided by the total number of followers that profile has.The result is then multiplied by 100.TikTok engagement rate per post(by followers)This is calculated as the sum of likes,comments,and shares on the post divided by the total number of followers that page has.The result is then multiplied by 100.Average Posts per DayThe average number of posts published in a day in the selected time period.This is calculated as the total number of posts divided by the number of days in the interval of the selected time period.Posts by TypeThe type of posts(photo,album,video,link,status,event,carousel)the page or profile published in the selected time period.MethodologyPlatformNo.of ProfilesNo.of Posts134,00033,403,0001,309,000721,037,0003,720,0006,799,510,000421,0001,965,588,000Methodology
8人已浏览 2023-03-22 19页 5星级
麦肯锡：数字工具如何提高非洲卫生系统的效率（2023）（英文版）（12页）.pdf
Healthcare PracticeHow digital tools could boost efficiency in African health systemsBy expanding their use of digital health tools,African health systems could realize up to 15 percent efficiency gains by 2030 and reinvest the savings to improve access and outcomes.March 2023 Media Lens King/Getty ImagesThis article is a collaborative effort by Ocane Jousset,Marilyn Kimeu,Thomas Mller,Giovanni Sforza,Ying Sunny Sun,Ali Ustun,and Matt Wilson,representing views from McKinseys Healthcare Practice.The COVID-19 pandemic highlighted the importance of digitalization in supporting access to essential healthcare services in the most remote areas.With the largest disease burden globally and the most limited healthcare resources,Africa has an opportunity to use the lessons learned during the pandemic to expand its use of digital health tools(see sidebar“What we mean by digital health tools”).Although digital health in most African regions is still in its infancy,advances in smartphone connectivity,data management policies(including to boost interoperability,privacy,and security),and data infrastructure are starting to change the ways health systems work in Africa.And rapid expansion in other areas,such as mobile financing,shows that leapfrogging is possible.It is clear that digital health tools could play an important role in boosting health system performance in Africa,but they could also help improve efficiency.First,they could improve access to essential health services,especially for hardtoreach populations,women,refugees,persons with1 Paul O.Ouma et al.,“Access to emergency hospital care provided by the public sector in subSaharan Africa in 2015:A geocoded inventory and spatial analysis,”The Lancet,January 2018,Volume 6,Number 3.2 Liam Donaldson et al.,Delivering quality health services:A global imperative for universal health coverage,World Bank Group,2018.3 Although digital health tools likely could also have a positive impact on outcomes,quantifying these effects was outside the scope of this study.disabilities,and lowerincome households.In most subSaharan countries,more than 20 percent of the population lives more than two hours away from essential health services.1 Access is further limited by low ability to pay and relatively high cost of care.Second,improved access to patient data could help care providers make more accurate diagnoses and more effectively tailor interventions to prevent or treat disease.Digital tools could also make it easier for patients to comply with treatment plans;in 2018,a study found that only about 45 percent of clinical guidelines for many common conditions were followed in several African countries.2 Third,digital health tools could strengthen health systems resilience by boosting their ability to identify,respond to,and recover from health emergencies.Finally,digital health tools could help health systems deliver care at better quality,faster,and at lower cost and thereby optimize constrained resources,including a shortage of healthcare professionals,especially in rural areas.This article focuses on measuring the impact of this fourth lever by quantifying the efficiency potential of implementing digital health tools.We conducted an analysis to quantify the financial impact digital health tools could have in Kenya,Nigeria,and South Africa.Our findings indicate that these countries could capture efficiencies of up to 15 percent in total healthcare expenditures by 2030(see sidebar“Methodology for calculating potential efficiency gains in 2030 total healthcare expenditures”).3 We chose these three countries for our analysis because they accounted for 85 percent of digital health startup funding in Africa in 2021,and they have granular healthcare spending data available for analysis.The potential efficiency gains,which could be realized without compromising quality and out comes,vary by country.In 2030,widespread adoption could unlock$400 million to$2.5 billion in Kenya(4 to 14 percent of total projected healthcare spending),$700 millionWhat we mean by digital health toolsAs used in this article,“digital health tools”are technologyenabled products and services for patients,healthcare workers,communities,pharma and biotech companies,publichealth leaders,regulators,and payers.Digital health tools are developed for the purpose of improving healthcare services and can directly or indirectly benefit the health of individuals or general populations.In this article,we outline six categories of digital health tools that could create efficiencies:virtual interactions(such as platforms for teleconsultations);paperless data(such as electronic health records);patient selfcare(such as mobile applications to support chronicdisease management);patient selfservice(such as ebooking platforms);decision intelligence systems(such as hospital patient flow management systems);and workflow automation(such as medical equipment tracking systems using radiofrequency identification).2How digital tools could boost efficiency in African health systems Methodology for calculating potential efficiency gains in 2030 total healthcare expenditures1 Global Health Expenditure Database,World Health Organization,updated February 14,2023.2 Health workforce requirements for universal health coverage and the Sustainable Development Goals,World Health Organization,2016.This study assesses the potential efficiency gains in monetary terms that could be generated in three African health systemsKenya,Nigeria,and South Africaby scaling the adoption and implementation of digital health tools.We did not seek to quantify improvements in clinical and patient care outcomes,although we assume quality could,at a minimum,stay the same.Our methodology is based on an economic benefit modeling approach developed by McKinsey that has analyzed digital health tools in in Austria,Germany,Saudi Arabia,and Switzerland.This approach includes the following procedures:Identifying and mapping digital health tools.We interviewed a wide range of experts with medical,publichealth,economic,and digital health backgrounds to identify 24 types of digital health tools and then grouped each into one of six distinct categories.For each digital tool,we identified specific use cases based on possible efficiency gains(a total of 79 use cases).Analyzing existing research.We analyzed more than 500 research papers,scientific publications,and case studies to quantify the potential efficiency gains as a percentage of healthcare expenditures for each use case(for example,reducing emergency hospital referrals)of each digital tool(for example,chronicdisease management).In cases of literature inconsistencies,we prioritized scientific evidence over company case studies.We did not extrapolate any specific findings to a broader scopefor example,reduced hospitalization rates for diabetes patients has only been applied to the diabetes patient cohort.We also removed double counting because some digital tools(such as teleconsultations)have effects on other cost baselines(such as generalpractitioner visits).Defining areas of care.We defined five healthcare spending areas in which to assess the potential efficiency gains:outpatient primary care,outpatient specialist and subspecialist care,inpatient acute care,rehabilitation,and nursing and longterm care.Projecting healthcare expenditures.We accessed the latest available total healthcare expenditures(201019)through the National Health Accounts for Kenya,Nigeria,and South Africa extracted from the World Health Organization Global Heath Expenditure Database1 to build two healthcare expenditure scenarios through 2030:The conservative scenario assumes that 201019 CAGR for total healthcare expenditures will continue through 2030.The optimistic scenario assumes that total healthcare expenditures will grow at the rate required to reach the United Nations Sustainable Development Goals index of 4.45 doctors,nurses,and midwives per 1,000.00 people by 2030.2 This accounts for population growth at current CAGR.Estimating digital health tool adoption rates and conducting stakeholder interviews.For both scenarios,we estimated adoption rates by patients and clinicians in each of the three countries for each of the 79 use cases.These rates were estimated from known current digital tool adoption rates,expert assessment,literature,and case studies.Conducting analysis.We deduplicated the data to avoid double counting.In other words,we eliminated from consideration potential efficiency gains that we expect could be satisfied with the implementation of other digital tools.Computing efficiency gains.For each of the 79 use cases,we calculated the potential efficiency gain for the relevant portion of the 2030 healthcare expenditure scenario for each country.The methodology and projections for efficiency gains have been tested with external experts(for example,representatives from medical associations,academic experts,and industry experts).3How digital tools could boost efficiency in African health systems to$3.3 billion in Nigeria(4 to 10 percent of total projected healthcare spending),and$1.9 billion to$11 billion in South Africa(6 to 15 percent of total projected healthcare spending)(Exhibit 1).These gains could be reinvested in other highpriority areas to increase overall health outcomes and finance the implementation and maintenance of digital health tools.Finding efficiency gains is especially critical in budgetconstrained countries,which includes most countries in Africa.Only a few African countries meet the 2001 Abuja Declaration target of allocating 15 percent of public expenditures to health.4 In this article,we outline sources of potential effi ciency gains in the three countries,current 4 Helene Barroy et al.,Public financing for health in Africa:From Abuja to the SDGs,World Health Organization,2016.opportunities to expand digital health,and actions that could accelerate and support digital health adoption.Sources of efficiency gains We have identified six categories of digital health tools that could create efficiencies:virtual interactions,paperless data,patient selfcare,patient selfservice,decision intelligence systems,and workflow automation(Exhibit 2).According to our analysis,shifting to virtual interactions and going paperless are the main drivers of potential healthcare expenditure efficiency gains in Kenya,Nigeria,and South Africa.While most care is Exhibit 1Kenya healthcare expenditure,2030,$billionNigeria healthcare expenditure,2030,$billionSouth Africa healthcare expenditure,2030,$billion1The conservative scenario assumes the continuation of current trends in implementation and adoption of digital health tools and lower-bound efciency gains.2The optimistic scenario assumes accelerated growth in implementation and adoption of digital health tools and upper-bound efciency gains.Fully launching 24 digital tools could enable healthcare expenditure efciency gains between 4 and 15 percent in Kenya,Nigeria,and South Africa.McKinsey&CompanyConservativescenarioEfciencygains,%OptimisticscenarioConservativescenarioOptimisticscenarioConservativescenarioOptimisticscenario8.917.720.29.30.42.53.31.90.717.633.436.733.382.518.331.471.514410641511.0Projected 2030 healthcare expenditures with digital toolsEfciency gains with digital tools4How digital tools could boost efficiency in African health systems delivered today in community and primarycare settings,these tools could be beneficial to varying degrees across care settings,from primary to tertiary care,and with increasing magnitude through 2030.Virtual interactionsVirtual interactions account for approximately 43 percent of potential efficiency gains in Kenya(up to$1.1 billion),35 percent in Nigeria(up to$1.2 billion),and 39 percent in South Africa(up to$4.3 billion)in 2030.These derive mainly from three types of patientfacing solutions:Teleconsultation.Teleconsultationsremote interactions between healthcare professionals and patients,particularly for minor health issues or followupsare the leading virtualinteraction tool with respect to potential efficiency gains.Additionally,patients enjoy the convenience and time savings.Broader adoption of teleconsultations could help reduce emergency admissions,improve chronicdisease management,and expand care access.Exhibit 2aShare of total savings from digital adoption in South Africa,2030,%Fully launching 24 digital health tools could enable the realization of healthcare expenditure efciency gains in South Africa.Conservative scenario4Optimistic scenario5AI virtual assistantEHR/HIEE-prescribing Staf communication software1.918.71.81.30.527.41.50.7Paperless dataLive audio or video consultations Remote monitoringE-triage14.96.018.026.36.66.1Virtual interactionsAnalytics for payersClinical-decision supportGenetic testing and analysisPatient fow managementPerformance dashboards3.02.40.45.65.11.21.80.35.92.7Decision intelligence systemsDigital diagnosticsPatient support networksDisease-prevention toolsVirtual reality for pain management0.41.50.00.30.80.00.00.0Patient self-careChronic-disease management tools4.83.4Patient self-serviceE-bookingBar-coding medication administrationVital parameter tracking(eICU)Hospital logistics robotics(RAGV)E-referralNurse mobile connectivityRadio-frequency identifcation1.82.31.12.33.00.33.44.12.10.41.82.02.02.2Workfowautomation1Electronic health record and health information exchange.2Electronic intensive care unit.3Robotic automated guided vehicles.4The conservative scenario assumes the continuation of current trends in implementation and adoption of digital health tools and lower-bound efciency gains.5The optimistic scenario assumes accelerated growth in implementation and adoption of digital health tools and upper-bound efciency gains.McKinsey&Company5How digital tools could boost efficiency in African health systems Exhibit 2bShare of total savings from digital adoption in Nigeria,2030,%Fully launching 24 digital health tools could enable the realization of healthcare expenditure efciency gains in Nigeria.Conservative scenario4Optimistic scenario5AI virtual assistantEHR/HIEE-prescribing Staf communication software3.721.11.70.81.023.01.40.4Paperless dataLive audio or video consultations Remote monitoringE-triage8.55.213.522.05.57.9Virtual interactionsAnalytics for payersClinical-decision supportGenetic testing and analysisPatient fow managementPerformance dashboards2.62.60.32.46.81.01.70.23.04.1Decision intelligence systemsDigital diagnosticsPatient support networksDisease-prevention toolsVirtual reality for pain management0.62.50.10.00.41.30.10.0Patient self-careE-bookingBar-coding medication administrationVital parameter tracking(eICU)Hospital logistics robotics(RAGV)E-referralNurse mobile connectivityRadio-frequency identifcation2.91.81.11.91.610.23.16.91.60.41.51.19.61.9WorkfowautomationChronic-disease management tools4.84.1Patient self-service1Electronic health record and health information exchange.2Electronic intensive care unit.3Robotic automated guided vehicles.4The conservative scenario assumes the continuation of current trends in implementation and adoption of digital health tools and lower-bound efciency gains.5The optimistic scenario assumes accelerated growth in implementation and adoption of digital health tools and upper-bound efciency gains.McKinsey&CompanyVirtual interactions account for approximately 43 percent of potential efficiency gains in Kenya,35 percent in Nigeria,and 39 percent in South Africa in 2030.6How digital tools could boost efficiency in African health systems Tele consultations can also support task shifting(redistributing tasks among health workforce teams),although this was not considered in our analysis.Remote monitoring.Remote monitoring of vital signs and symptoms could help providers more costeffectively manage patients with one or more chronic diseases such as diabetes,congestive heart failure,and chronic obstructive pulmonary disease.Broader adoption of monitoring technologies in Africa could help reduce emergencyroom care and hospital admissions,help caregivers and patients better control chronic diseases,and enable earlier interventions.Electronic triage.Electronic triage refers to the use of AIbased online tools or phone services to determine up front whether patients need to visit an emergency room,consult with their primarycare providers(PCPs),or schedule a followup consul tation Exhibit 2cShare of total savings from digital adoption in Kenya,2030,%Fully launching 24 digital health tools could enable the realization of healthcare expenditure efciency gains in Kenya.Conservative scenario4Optimistic scenario5AI virtual assistantEHR/HIEE-prescribing Staf communication software2.123.72.01.60.427.41.30.6Paperless dataLive audio or video consultations Remote monitoringE-triage15.46.410.532.65.55.2Virtual interactionsAnalytics for payersClinical-decision supportGenetic testing and analysisPatient fow managementPerformance dashboards3.21.30.42.98.41.00.60.23.04.1Decisionintelligence systemsDigital diagnosticsPatient support networksDisease-prevention toolsVirtual reality for pain management0.32.00.00.20.90.00.0Patient self-care0.0Chronic-disease management tools3.92.8Patient self-serviceE-bookingBar-coding medication administrationVital parameter tracking(eICU)Hospital logistics robotics(RAGV)E-referralNurse mobile connectivityRadio-frequency identifcation2.12.51.22.43.40.83.64.41.70.41.51.82.41.8Workfowautomation1Electronic health record and health information exchange.2Electronic intensive care unit.3Robotic automated guided vehicles.4The conservative scenario assumes the continuation of current trends in implementation and adoption of digital health tools and lower-bound efciency gains.5The optimistic scenario assumes accelerated growth in implementation and adoption of digital health tools and upper-bound efciency gains.McKinsey&Company7How digital tools could boost efficiency in African health systems with their caregiver.It could also help reduce nonurgent emergencydepartment visits,thus speeding up care for those most in need.5 Paperless dataPaperless data accounts for 30 percent of the potential efficiency gains in 2030 in Kenya(up to$700 million),26 percent in Nigeria(up to$900 million),and 30 percent in South Africa(up to$3.3 billion).This category comprises the following solutions:Interoperable electronic health records(EHRs).Clinicians need EHRs that comply with interoperability standardsincluding HL7 FHIR,a standard for the digital exchange of patient health datato record,access,manage,and(if patient consent is granted)share patient information across care settings.Interoperable EHRs promote greater efficiency by allowing healthcare professionals to focus on highvalue rather than strictly administrative tasks and reduce medical appointments for unnec essary or duplicative tests and imaging procedures.Although EHRs have been adopted as part of tar geted disease programs(for example,to treat HIV and tuberculosis),they typically do not yet provide a holistic picture of patients medical histories for use in various care settings.African health systems could take the opportunity to build interoperable EHR solutions more broadly across disease areas and care settings.For example,Helium Healths core electronicmedicalrecords(EMR)and hospital management solution is being used by more than 7,000 medical professionals in more than 470 facilities in West Africa to treat more than 290,000 patients monthly.6 Babyl Rwanda has developed a platform that lets patients use interactive voice response over mobile phones to access a fullservice digital health platform including EHRs.7 5 “Telephone nurse triages impact on population health,”AccessNurse,2020;“The UKs first choice digital triage platform,”eConsult,accessed November 13,2020.6“About us,”Helium Health,data as of March 2021,accessed October 2022.7“Babyls services in Rwanda,”Babyl Rwanda,accessed October 2022.EHRs also boost the efficiency of most other digital health tools,including the following:E-prescribing.Digital drug prescriptions can be transmitted to pharmacies in real time,reducing administrative costs and prescribing errors.When integrated with EHRs,digital prescriptions could help prevent adverse drug events by giving physicians deeper insights into potential drug interactions and a patients medical history.Intrahospital staff communication.Digital platforms or software allowing electronic communication and coordination among hospital staff could be an efficient alternative to paperbased systems.This solution could increase productivity by replacing traditional,inperson multidisciplinary committee meetings and facilitating rapid doctortodoctor communication about patient care(leveraging a patientcentered interoperable EHR)between departments and hospitals.AI-based virtual assistants.These tools,especially when integrated with clinical decision support systems and EHRs,could facilitate everyday work for clinicians by,for example,using AIbased voicerecognition programs to document patient notes,predicting and managing patient workflow,and helping manage charts.Patient self-carePatient selfcare accounts for 4 percent of the potential efficiency gains in 2030 in Kenya(up to$100 million),6 percent in Nigeria(up to$200 million),and 5 percent in South Africa(up to$500 million).It includes management applications that facilitate prescription adherence and patient edu cation programs for chronic diseases such as mental illness,diabetes,and respiratory and cardiovascular diseases.8How digital tools could boost efficiency in African health systems Adoption of selfcare solutions is still low in most African countries,but the region is at a healthcare tipping point.Policies and resources today are mainly dedicated to fighting infectious diseases(primarily HIV,malaria,and tuberculosis).8 But according to the World Health Organization,noncommunicable diseases such as cancer,cardiovascular diseases,and diabetes are“increasingly becoming the main cause of mortality in subSaharan Africa,”where they were responsible for 37 percent of deaths in 2019,up from 24 percent in 2000.9 Diseaseprevention tools,such as mobile apps,virtual coaches,and fitness trackers,could promote healthy diets and physical activity.Our analysis of selfcare options also included homebased digital diagnostics such as screenings,online patientsupport networks,and virtual reality to manage pain(for example,for burn victims).But according to our analysis,people in Africa tend to pursue care for curative rather than preventive measures,so these tools could have limited impact.Patient self-servicePatient selfservice accounts for 4 percent of the potential efficiency gains in 2030 in Kenya(up to$100 million),7 percent in Nigeria(up to$200 million),and 4 percent in South Africa(up to$500 million).The key selfservice technology examined in this analysis is ebookingonline portals that let patients book clinic visits,reschedule appointments,and schedule diagnostic tests.By giving patients greater control over their access to care,ebooking could reduce the costs of missed appointments and administrative costs.8“Noncommunicable diseases,”World Health Organization,September 16,2022.9“Deaths from noncommunicable diseases on the rise in Africa,”WHO Africa,April 2022.Decision intelligence systems Decision intelligence systems provide datadriven decision support for physicians and care center support staff such as nurses.They account for 9 percent of the potential efficiency gains in 2030 in Kenya(up to$200 million),10 percent in Nigeria(up to$300 million),and 12 percent in South Africa(up to$1.3 billion).In some parts of Africa,health systems have already implemented performance dashboards that present the most crucial KPIs to help administrators and clinical leaders continually monitor care provisioning and efficiency against benchmarks in areas such as facility use,unused beds,and lengths of stay.Performance indicators are particularly helpful for identifying quality outliers,whether positive or negative,and can inform adjustments to decision making and operations in care settingsfor example,to reduce variations in adherence to protocols.This broad category also includes other digital health tools that have shown mixed results with respect to global adoption and impact.For instance,machinelearning solutions can allow payers to evaluate valuebased care,identify fraud,and more.Clinicalfocused systems could make differ ential diagnoses,interpret imaging,and make recommendations for care plans.Genomic analysis of patients could allow for better dosage determinations,thus reducing side effects and hos pitalizations.And patient flow management software could better manage the transfer of patients from ward to ward to optimize length of stay and use of beds.Interventions in this category of Africa is currently experiencing substantial uptake in the use of digital health tools that could revolutionize service delivery.9How digital tools could boost efficiency in African health systems digital health tools could be approached sequentiallyfor instance,starting with differential diagnosis and patient flow and advancing to genomic analysis at scale.Having the underlying capability(such as access to health data)to adopt decision intelligence systems will be fundamental to driving“leapfrog”impact from them.Workflow automationWorkflow automation accounts for 10 percent of the potential efficiency gains in 2030 in Kenya(up to$200.0 million),16 percent in Nigeria(up to$500.0 million),and 11 percent in South Africa(up to$1.3 billion).Workflow automation could improve the patient experience and the quality of data for clinical decision making.Mobile connectivity via tablets,for example,could provide nurses in clinics and in remote areas with full access to patient information and enhance their abil ity to take care of patients through advanced com munications or direct messaging with other healthcare professionals.Health systems could unlock additional efficiency through the use of digital tools including radiofrequency identification(RFID)to track assets such as diagnostic tools,beds,and expensive drugs and to administer medications at the bedside with confirmation of all prescribed drugs.Digital tools could also support remote monitoring of vital signs for critically ill patients(a socalled electronic intensive care unit),hospital logistics with robotics performing repetitive or simple tasks,and ereferrals(referrals and discharge information forwarded to the next doctor in the patients journey).Advancing the digital health landscape in AfricaGovernments in Africa are increasingly setting strategies and allocating funding for digital health,shaping regulation and policies around it,and exploring opportunities to expand digital health adoption.Additionally,donors and partners are 10 The mobile economy:Sub-Saharan Africa 2022,GSM Association,2022.11 The African tech startups funding report 2021,Disrupt Africa,2022.12“Unlocking digital healthcare in lower and middleincome countries,”McKinsey,November 10,2021.actively supporting African countries efforts to increase their knowledge,resources,and capabilities to sustain digital health growth.Simultaneously,enhancements in IT infrastructure and digital readiness are improving digital health affordability and adoption in the region.For example,mobile phone subscription reached 46 percent in 2021.10As a result,Africa is currently experiencing substantial uptake in the use of digital health tools that could revolutionize service delivery.Indeed,an increasingly dynamic digital health landscape is taking shape with some startups and companies taking the lead in targeted regions and health categories.In the past two years,the African digital health space has seen unprecedented growth,with$123 million in investment secured by 55 startups in 2021(Exhibit 3).11 Because venture capital funding started to increase significantly only in 2020 and market sizes per country are still relatively small,digital health solutions are generally still smallscale and fragmented.Most digital health companies offer standalone tools that address a single element of a patient journey and are not integrated with the rest of the health system.There is an opportunity to introduce more integrated digital health offerings at scale in Africa.12 Doing so would take a concerted effort by multiple stakeholderspublichealth leaders,payers,providers,and startupsworking in parallel to accomplish the following:Establish an enabling ecosystem.As in other countries,governments could start with national digital health strategies that include measurable targets,road maps,and budgets.They could frame their existing and expanding digital ecosystem with a strong regulatory environment through data management,device regulations,and favorable reimbursement systems and could consider certification of new tools by a national agency.They could support the ecosystem with opendata standards and develop platforms and technologies that can adapt to lowresource environmentsfor example,10How digital tools could boost efficiency in African health systems slimmeddown yet still interoperable EHRs that facilitate health data exchange,eprescriptions,and other tools.Finally,they could put in place an enabling infrastructure including,for example,nationwide coverage of mobile and internet networks,stable power supplies,and cloudbased data hostingall supported by increased digital literacy and workforce training.Demonstrate new or existing value.Digital health ecosystem participants could then work to identify the most pressing health system performance issuesfor example,access,quality,efficiency,or resilienceand the digital tools that could improve not only efficiency but also patient access,convenience,and outcomes.They could use performance analytics to monitor progress against performance objectives and demonstrate value to citizens,clinicians,and health systems.They could codevelop userfriendly solution designs in local partnerships that involve patients and healthcare professionals and could invest in coordinated research and development of digital health toolsfor exam ple,with donorfunded initiatives or research institute projects.Scale and sustain existing value.Socialservice and publichealth organizations could promote the use of certified digital health tools through campaigns or adjusted caredelivery standards.Tools that have demonstrated success in one country,particularly in lowresource environments,could then be expanded Exhibit 3Value of digital health investments in Africa,201521,$millionNumber of funded African digital health start-ups,201521African digital health companies raised more funds in 2020 than they did in the previous fve years combined,and this is expected to continue to grow.In the past two years,the number of funded start-ups has doubled,and so has the number of those that raised more than$1 million in funding.1Lockdowns and distancing during the COVID-19 crisis allowed digital health start-ups to rapidly increase their user bases and levels of public visibility,thus sparking increased investor interest.Source:The African tech startups funding report 2021,Disrupt Africa,2021The African digital health space has seen unprecedented growth in the past two years,with$123 million in investment secured by 55 start-ups in 2021.McKinsey&Company201520212020201920182017201611123103291910772x820152021202020192018181084201720167554129171011Number of African digital health start-ups that raised$1 million or more in funding,201521x11How digital tools could boost efficiency in African health systems to others through partnerships with multinational organizations and intergovernmental platforms.Solution providers could also consider sustainable financing beyond donor investmentfor example,with revenuegenerating models,government funding,and publicprivate partnerships.Socialservice and publichealth organizations could further support the incubation of digital health solutions by setting up targeted funds and other initiatives.Finally,organizations and partners aiming to fuel innovation in Africa could create forums such as roundtables or innovation showcases to bring together stakeholders including donors,partners,innovators,companies,and clinicians.Africa could bolster health system efficiencies through expanded use of digital health tools.For Kenya,Nigeria,and South Africa,the potential health efficiency gains could be up to 15 percent.Expanding use of virtual interactions and shifting from paperbased to interoperable digital health data exchange systems have the most promise to realize efficiency gains,although several other digital tools also show potential and warrant consideration.Countries could take action on several fronts to support the development of a digital health ecosystem and expanded use of digital health tools.This includes continuing to invest in IT infrastructure,modifying the environment,and partnering with other stakeholders to implement and scale use cases and monitor progress and performance.Increasing efficiencies is a worthy goal on its own,especially in a region with constrained resources,but rein vesting the savings could provide yet another layer of value,potentially expanding access and improving outcomes for a larger swath of the population.Designed by McKinsey Global PublishingCopyright 2023 McKinsey&Company.All rights reserved.Ocane Jousset is a consultant in McKinseys Geneva office,Marilyn Kimeu and Giovanni Sforza are associate partners in the Nairobi office,Thomas Mller is an associate partner in the Zurich office,Ying Sunny Sun is a partner in the Lisbon office,Ali Ustun is a partner in the Doha office,and Matt Wilson is a senior partner in the New York office.The authors wish to thank Chloe Buck,Astrid Hochart,Hilke Messal,and Zinaida Peter for their contributions to this article.Scan Download PersonalizeFind more content like this on the McKinsey Insights App12How digital tools could boost efficiency in African health systems
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FEBRUARY202 2Improving Decision-Making through Connected IntelligenceLEVERAGING NEW CAPABILITIES TO HELP LIFE SCIENCES COMPANIES ADVANCE HEALTHCARELife sciences companies key contributors to the healthcare ecosystem are challenged to evolve continually by obtaining new skills,building new technology systems,and delivering more value to patients and other stakeholders,all while acting more efficiently and rapidly.Every few years,changes in the healthcare ecosystem drive a new set of needs.The impact of advancements in human science,technology,and data science,combined with the impact of the pandemic,have increased the urgency of this transformation and have made a new set of competencies that of connected intelligence essential.For life sciences companies,building connected intelligence enables them to make better decisions,share insights with stakeholders collaboratively,and act agilely in an increasingly competitive environment.However,building connected intelligence will impact the data they use,the talent they hire,and the technology they build.This report examines the fundamental elements of connected intelligence that feed into decision-making at life sciences companies:building meaningful connections in data and technology,elevating skills to generate insights,and shaping the organizational structure and culture to share,link and utilize those insights.With an eye to what lies ahead for life sciences organizations,the report examines how connected intelligence can generate better insights to guide decision-making at various levels,including at critical points along a molecules lifecycle and at the enterprise level,and can enable evidence-sharing and dissemination in support of multi-stakeholder decisions.Finally,it puts forth a framework of diagnostic questions to assess a companys performance in this area.The study was produced independently by the IQVIA Institute for Human Data Science as a public service,without industry or government funding.The contributions to this report of Phil Coggshall,Jessica Cunningham,Luke Dunlap,Lucas Glass,Andrea Morton-Morys,Tanveer Nasir,Prashant Parab,Andrew Ploszay,Elizabeth Powers,Avinob Roy,Cara Willoughby,David Wolter,Yilian Yuan,and dozens of others at IQVIA are gratefully acknowledged.Find Out MoreIf you wish to receive future reports from the IQVIA Institute for Human Data Science or join our mailing list,visit iqviainstitute.org.MURRAY AITKENExecutive Director IQVIA Institute for Human Data Science2022 IQVIA and its affiliates.All reproduction rights,quotations,broadcasting,publications reserved.No part of this publication may be reproduced or transmitted in any form or by any means,electronic or mechanical,including photocopy,recording,or any information storage and retrieval system,without express written consent of IQVIA and the IQVIA Institute.IntroductionImproving Decision-Making through Connected Intelligencec Table of ContentsOverview 1Understanding the need for speed and agility in life sciences companies 4A changing healthcare ecosystem 4Leveraging new capabilities to enable better and faster decision-making 11Drawing value from data 11Providing improved insights through AI&ML 12Realizing value through technology platforms and tools 14Applying connected intelligence to transform decision-making 15Defining connected intelligence 15Elements needed to support connected intelligence 16Critical business decisions in action with connected intelligence 22Critical points along a molecules lifecycle 23CASE STUDY:Data-informed trial design assessment helps sponsor avoid substantial amendment 24CASE STUDY:Patient pathway mapping and disease detection 27CASE STUDY:Addressing complexity with an enterprise-level long-term revenue forecasting system 28CASE STUDY:Platform to rapidly evaluate cost,timing,risk and net present value of different clinical development plans 30CASE STUDY:Synthetic control arms and regulatory approvals 33Assessing a companys connected intelligence IQ 36References 45About the authors 47About the Institute 48iqviainstitute.org|12|Improving Decision-Making through Connected IntelligenceSignificant changes within the healthcare ecosystem occur every few years and lead to shifts in the needs of various healthcare stakeholders.Currently,as life sciences companies work toward serving patients unmet needs in an interconnected,multi-stakeholder health system,they are faced with increasing complexity,heightened competitiveness,and greater interconnectedness even as they grapple with changes resulting from the pandemic.Each of these developments must be well understood so that life sciences companies can appropriately respond to them.Despite unprecedented progress in scientific innovation,unmet patient needs remain significant,and there is a greater focus on issues of healthcare disparity across patient sub-populations and the ability for all to benefit from human science advances.Additionally,complexity in health systems has grown over time with an increasing number of prescribers and influencers,such as payers and patient advocacy groups,which is impacting care decisions.This complexity requires customization and orchestration of engagement approaches and can make commercial decision-making more challenging.Increasing competitiveness in the healthcare space has also made it critical for companies to make faster,more informed decisions and adapt to change more agilely.The healthcare ecosystem is also becoming progressively more interconnected and focused on the value of health interventions.Such developments require stakeholders to build systems to share and compare real-world evidence,creating opportunities for improvements in patient outcomes,population health,and system sustainability.Finally,the COVID-19 pandemic disrupted traditional healthcare and clinical development approaches,in many cases shifting these to offsite or virtual formats supported by digital technologies,thereby changing the way life sciences companies engage with their customers.These dynamics in the healthcare ecosystem require life sciences companies to consider internal transformations that can help them adapt and be innovative in their approaches to delivering patient care and outcomes and achieve commercial success.These transformations must leverage new capabilities to enable better and faster decision-making.Advancements in human science,technology and data science are already changing the way healthcare and life sciences organizations conduct business.Stakeholders now have access to more diverse sources of data that can guide them at a range of critical decision-points in healthcare both for medical and commercial decisions.Improved ability to integrate data from disparate sources,including documents with natural spoken or written language using natural language processing(NLP),is expanding opportunities to apply real-world data.However,since data sources are not always clean or reliable,skills to integrate,manage quality control,impute and project missing data,build data models,and ensure data privacy and security are essential.Artificial intelligence and machine learning(AI&ML)have contributed to the value life sciences companies can now draw from large datasets,helping to yield new and improved insights,predictions,and forecasts.The emergence of healthcare-dedicated cloud software An evolving capacity known as connected intelligence offers to yield new insights,drive smarter decision-making and enable insight-sharing and partnerships among stakeholders.2|Improving Decision-Making through Connected IntelligenceOverviewplatforms to serve the analytic needs of this space has placed high-level analytic capabilities in the hands of small,emerging,and large companies alike.New technology platforms can help create one source of truth for an organization and aid in information sharing across teams who are performing multiple functions within life sciences companies.Advances in apps and tools can provide value in decision-making by bringing insights to end-users at multiple points along their workflow and creating intuitive and user-friendly interfaces that improve the user experience.Given the evolution in data,technologies and overall platforms,companies are increasingly challenged to build new capabilities and achieve efficiencies by harnessing these developments to succeed in the changing healthcare ecosystem.An evolving capacity known as connected intelligence offers to yield new insights,drive smarter decision-making and enable insight-sharing and partnerships among stakeholders.This capability can help bring together and drive synergies across new stakeholders where historical data and technology silos may not have enabled or necessitated different groups to work together.Connected intelligence consists of five key elements:data and technology,which form the analytic basis;the skills and capabilities to make the analytics meaningful in the healthcare space;the generation and dissemination of insights;and an organizational structure and culture that supports the development and evolution of connected systems.Creating intelligent connections between internal capabilities and the healthcare ecosystem enables life sciences companies to be more agile,accelerate results,and deliver the full value of medicines to the patients who will benefit from them.Connected intelligence can improve critical business decisions made at specific points across a molecules lifecycle,at the enterprise level,and provide evidence to guide collaboration with external stakeholders.At critical points along a molecules lifecycle,connected intelligence can aid in discovery research and target identification,clinical development planning and execution,medical affairs,and marketing and sales.At the enterprise level,connected intelligence can impact portfolio strategy and forecasting,cost and risk management,and resource utilization.Connected intelligence can also help with decision-making in relation to multiple stakeholders,such as patients and advocacy groups,healthcare providers,payers/integrated health systems,big tech and digital,and regulatory agencies.Connected intelligence can help life sciences companies continuously adapt to the significant changes taking place across the healthcare system and deliver patient outcomes and care in an efficient manner,all while optimizing commercial objectives.Connected intelligence can help with decision-making in relation to multiple stakeholders,such as patients and advocacy groups,healthcare providers,payers/integrated health systems,big tech and digital,and regulatory agencies.iqviainstitute.org|34|Improving Decision-Making through Connected IntelligenceUnderstanding the need for speed and agility in life sciences companies Changes within the healthcare ecosystem are shifting the needs of stakeholders and leading to a series of internal transformations within life sciences companies to help them adapt and deliver. Even as scientific innovation progresses at an unprecedented pace,unmet patient needs remain significant,and heightened attention is being focused on issues of disparity across patient sub-populations and the ability for all to benefit from human science advances. Complexity in health systems has grown over time with an increasing number of prescribers and influencers impacting care decisions,including payers,and requiring customization and orchestration of engagement approaches and making commercial action,and the decision-making that informs it,more challenging. Heightened competitiveness in the healthcare space has made it critical for life sciences companies to make faster and better decisions and to adapt to change more agilely. An increasingly connected multi-stakeholder healthcare ecosystem focused on the value of health interventions is requiring stakeholders to build systems to share and compare real-world evidence,creating opportunities for improvements in patient outcomes,population health,and system sustainability. The COVID-19 pandemic disrupted traditional healthcare and clinical development approaches,in many cases shifting these to offsite or virtual formats supported by digital technologies,and thereby changing the way life sciences companies engage their customers.A CHANGING HEALTHCARE ECOSYSTEM Every few years,significant changes within the healthcare ecosystem cause the downstream needs of various stakeholders to change and compel a series of internal changes within life sciences companies to help them adapt and deliver.Life sciences companies are currently experiencing such a shift.As they continue their work to serve the unmet needs of patients in an interconnected,multi-stakeholder health system,companies are faced with increasing complexity and heightened competitiveness even as they grapple with changes resulting from the pandemic(see Exhibit 1).To meet the challenges of this evolution while maintaining or achieving a competitive edge will require an organization to demonstrate speed and agility,along with new skills and capabilities that support interactions with external stakeholders.To meet changes in the healthcare ecosystem,organizations will need to demonstrate speed and agility,along with new skills and capabilities that support interactions with internal and external stakeholders.iqviainstitute.org|5Unmet patient needs During the past few years and particularly during the pandemic heightened attention has been placed on the need for new approaches to ensure equitable health benefits are available to all social strata and races within the United States and beyond.This means that life sciences companies continue to be challenged to be innovative in their approaches and contributions to delivering patient care and improving outcomes.Even as scientific innovation proceeds to unprecedented levels,with the launch of record numbers of new active substances and the emergence of new medicine classes such as next-generation therapeutics,many patients fail to benefit from innovation due to healthcare disparities and other factors.Exhibit 1:Drivers of internal change within life sciences companiesUnmet patient needs Continued high burden of disease Failure of all eligible patients to benefit from innovation due to healthcare disparities Mortality and outcomes differences tied to social determinants Missed opportunities for improved health through self-reported outcomes Opportunities along the patient journey to improve outcomes and experience Delayed and discontinued treatment High patient dropout and burnout rate in clinical trialsComplexity in health systems More prescribers and influencers,including payers No one-size-fits-all approach to engaging customers and stakeholders Reduced ROI from R&D and life sciences sales forces Increased demands for evidence of value from HCPs&other stakeholders Clearer standards from regulators about RWE quality and transparency Increased regulation of medical devices Increased need to engage and partner across stakeholdersHeightened competitiveness Increased drug launches crowding the space Narrow target patient populations making it harder to find patients Tech companies with strengths in AI shifting into healthcare Threats from new domains such as digital care requiring assessment Financially constrained health systems Competition for payer dollars leading to risk sharing requirements and performance guaranteesMore interconnected healthcare ecosystem Health system stakeholders more co-interdependent Shared focus on assessing patient outcomes to select among care options RWE exchange between stakeholders with building of evidence systems and tech Innovative risk sharing approaches growing Partnerships with innovators and patient advocacy orgs increasingly critical Patient-centricity challenging companies to use digital tech to track patient experience and PROsImpact of the pandemic Disruption to conventional care approaches and the patient journey Reduced on-premise access to HCPs and shift to digital engagement Patient care avoidance Reduced patient visits to clinical trial sites through hybrid/decentralized trials Increased use of home research nurses and phlebotomists for trials Shift of patients to online pharmacy purchasing Emergence of PASC/Long-COVID as a new disease stateLife sciences companies are challenged to be innovative in their approaches and contributions to delivering patient care and improving outcomes.Source:IQVIA Institute,Jan 2022.6|Improving Decision-Making through Connected IntelligenceSource:Top chart:Global Medicine and Spending Trends Outlook to 2025.Report by the IQVIA Institute for Human Data Science with data from IHME Global Burden of Disease 2019,accessed Feb 2021 and The World Bank Country Income Bands.Middle chart:American Cancer Society,Cancer Facts&Figures 2021,American Cancer Society.Atlanta:2021.Bottom chart:Seer data created by https:/seer.cancer.gov/explorer on Sep 10,2021 from US Mortality Files.National Center for Health Statistics,CDC.Notes:Bottom chart shows data for all stages and all sites of cancer by race/ethnicity for both sexes and across all ages.Rates are per 100,000 and are age adjusted to the 2000 US standard population.Black includes Hispanic.White excludes Hispanic.Rates for American Indians/Alaskan Natives only include cases that are in a Purchased/Referred Care Delivery Area(PRCDA).In middle chart white and black include Hispanic.Exhibit 2:Continued health outcome differences by geography and race 68 91 64 21 21 92 68 48 77 84 63 82 57 14 18 67 50 41 64 63 DALYs per capitaGlobalDevelopedPharmergingLow&lower middle incomeWhiteBlack2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 201930025020015010050Age-adjusted mortality rates per 100,000 with trend line2000 2002 2004 2006 2008 2010 2012 2014 2015 20185-year relative cancer survival rates(%)by race and location,U.S.,201020164.58 1.93 1.36 1.09 3.21 1.82 1.37 1.03 Black mortality rate Black trend line White mortality rate White trend line American Indian/Alaska Native mortality rate American Indian/Alaska Native trend line Hispanic(any race)mortality rate Hispanic(any race)trend line Asian/Pacific Islander mortality rate Asian/Pacific Islander trend line All sites Breast (female)Colon Esophagus Lung&bronchus Melanoma of the skin Oral cavity&pharynx Ovary Urinary bladder Uterine corpus Progress in addressing the global burden of disease has also been underwhelming.1 While progress has been made in lower income countries where the disability adjusted life years lost to disease(DALYs)declined 30%over 10 years(see Exhibit 2,top chart)by successfully addressing several diseases through medicine use,philanthropy,and global health outreach by wealthier countries this has not been the case in developed and pharmerging countries.Instead,DALYs per capita have remained somewhat steady,shifting only from 1.361.37 in developed nations.Further,there are disparities in outcomes in the United States tied to race and class,for example,that are clearly illustrated by differences in five-year survival and mortality rates for cancers(see Exhibit 2,middle and bottom charts).2 Although mortality rates have been improving since 2000,mortality remains higher in blacks than whites,and the five-year relative survival overall and across a number of cancers is higher in whites.Part of this disparity ties to the fact that blacks are less likely to be diagnosed in the more survivable local stage.3 Finally,there is a continued need to intervene in the patient journey to improve health outcomes and the patient experience.Social determinants data and digital technologies such as wearables and smartphone apps,which have expanded opportunities for patient self-monitoring,can shed light on the patient experience.However,continuous remote monitoring of various digital biomarkers of health and self-reported outcomes data are still underutilized,preventing lessons about unmet patient needs to be learned and applied.Issues such as delayed and discontinued treatment(i.e.,persistence/adherence),while not new,remain an issue preventing patients from receiving the full benefit of healthcare,and life sciences companies are increasingly iqviainstitute.org|7assessing new digital strategies and patient care programs that can potentially shift behavior.4 Finally,similar to adherence issues,there remains high patient dropout and burnout rates in clinical trials that need to be addressed to ensure that trials become an increasingly feasible option for larger segments of the population,providing them earlier access to life-saving innovation.Complexity in health systems Complexity in health systems has grown over time,increasing the number of decisions life sciences companies must face,and making those decisions more challenging.In addition to those able to prescribe,such as physicians,nurse practitioners and physician assistants,an increasing number of influencers impact care decisions,including payers,provider systems and individuals in purchasing and quality roles.Each stakeholder type has distinct needs that require different skillsets to serve them,so life sciences companies have needed to expand the range of skills among staff.This expansion includes building clinical knowledge and business acumen more widely across roles to enable staff to engage and partner with this greater number and diversity of stakeholders.Further,as no one-size-fits-all approach leads to success engaging with even a single stakeholder type(such as might have been the case in the use of decile targeting to guide sales force engagement in the past),the need for customization and orchestration of approaches leveraging behavioral insights has become increasingly critical.The information each stakeholder is demanding and the quality of that information is also changing,compelling life sciences companies to react and shift their processes.Physicians are increasingly demanding medical and scientific engagement,shifting relationships with medical affairs teams,while all stakeholders are increasingly demanding evidence of value in the forms of efficacy and outcomes data based on real-world data that require increasing evidence generation and reporting capabilities.Finally,regulatory changes have also increased complexity for life sciences companies in some cases.For example,medical devices and technologies face increased regulation in the European Union through the Medical Device Regulations(EU MDR),which require additional evidence generation.This has resulted in increasing complexities and pressures for medical device manufacturers.Heightened competitiveness Heightened competitiveness between life sciences companies has made the ability to make faster and better decisions,and the ability to adapt to changes,ever more critical.As these companies seek to drive revenue growth in financially constrained health systems,proving the value of their treatments through data and evidence-sharing with stakeholders has become increasingly critical.Data is needed to demonstrate economic benefits and patient outcomes across the intervention or treatment pathway,prove reduced complications and the need for secondary interventions,and reduce length of stay and costs.Additionally,companies are being asked more often by payers to share risk and issue performance guarantees.All stakeholders are increasingly demanding evidence of value in the forms of efficacy and outcomes data based on real-world data that require increasing evidence generation and reporting capabilities.8|Improving Decision-Making through Connected IntelligenceThe surge in the number of innovative therapeutics launched into the market has intensified competition over the past several years5,while a shift to developing drugs that support narrow patient populations has made it harder to find and compete for the fewer patients that may be eligible for both clinical trials and treatment.These challenges have led to changes in the need for predictive insights and analytics to guide company strategy and better understand likely safety profiles,the use of data to find patients with specific biomarkers or eligibility criteria,and the use of RWE to support novel trial designs in rare diseases.The field for innovation in healthcare is also becoming more crowded and disrupted as technology companies with strengths in healthcare AI shift into the$8.3 trillion healthcare space6,disrupting established players.Companies must be agile to identify where to engage and where seeming threats are minimal.In the past years,Facebook,Apple,Microsoft,Google,and Amazon have all moved to find a place for themselves in healthcare,offering to disrupt established players in new ways.For instance,Amazon launched their online pharmacy,Amazon Pharmacy,at the end of 20207,marking a significant push into the healthcare space that may disrupt the retail pharmacy sector,while others such as Apple,with its homegrown development of health devices,and Google,with its acquisition of Fitbit,are moving more deeply into the health wearables space for remote patient monitoring and have made investments to validate the efficacy of these technologies.8 Apple,for instance,has made recent investments in the Apple Watch that incorporate ECG capabilities,potentially useful for atrial fibrillation detection9-11 and a blood oxygen saturation sensor.Both tech and non-tech players are also disrupting and increasing competition in the clinical research space.Verily,an Alphabet company,continues to acquire clinical trial management tools and systems12,and participates in digital care and remote monitoring through wearables.Non-tech players such as Walmart are also opening healthcare“supercenters”that include clinical laboratory services,helping to connect patients to clinical trials,and have further offered Medicare health plans as an insurance service.13,14 Other technology players,including Microsoft,appear to be provider and hospital system focused.And Facebook has long built and hosted patient support communities.15 These changes in the digital world are influencing the way life sciences companies build medical devices,with connectedness becoming a priority and putting pressure on pharmaceutical companies to compete on a new playing field where digital tools can be used alongside medicines and in clinical development processes to track and improve health outcomes.It is further part of a broader trend toward providing tailored support for customers and patients through wrap-around services and digital engagement,where life sciences companies will compete with a variety of other types of companies.Obtaining the skills necessary to meet this new competition has led to challenges in staff retention and a talent war.16 An interconnected,co-interdependent,multi-stakeholder healthcare ecosystem The healthcare ecosystem is also increasingly interconnected,where data and technology hold the key to the language of value for multiple stakeholders.United in efforts to assess patient outcomes and make the right choices among medicines and care options,The field for innovation in healthcare is becoming more crowded and disrupted as technology companies with strengths in healthcare AI shift into the$8.3 trillion healthcare space.iqviainstitute.org|9stakeholders are increasingly building,sharing,and comparing evidence(often supported by real-world data and technology systems to guide decision-making).For instance,payers now use innovative contracts and risk-sharing approaches that leverage such evidence17,including a growing,but still limited,use of value-based contracts where performance is measured by data.For life sciences companies,this has required a shift to leveraging technology and data in novel ways both to improve health and to prove that patient health is improving.Building partnerships with new innovators has thereby become critical in this changing space,whether to secure access to AI&ML technologies that facilitate insight generation or to build applications and approaches that support clinical development of next generation therapeutics and mRNA technologies.Agreements and partnerships are now the cornerstone of a new economy in innovation,requiring life sciences companies to build skills in alliance management that stretch across stakeholders.Finally,a trend toward patient-centricity has meant that the attention paid by stakeholders to patient reported outcomes is also building,bringing the patient experience and voice increasingly to the development process for therapies and their adoption once on the market.In addition to building relationships with patient advocacy organizations,this shift is also challenging companies to develop both digital health apps to collect self-reported data and digital biomarkers to track patient experience more continually.Impact of the pandemic The long-term legacy of the COVID-19 pandemic includes impact on traditional healthcare approaches and the patient journey.It has shifted how patients interact with physicians,such as driving day-to-day preventative and routine consults to telemedicine and reducing elective visits and care.Constrained access to care during pandemic peaks when facilities were overloaded,along with increased barriers to care such as COVID-19 testing requirements for inpatient treatment,further made care even less accessible or desirable to some individuals.However,it also expanded the sites where care is delivered,including an increase in care provision and lab work at home through home health nurses.For patients participating in medical research,the pandemic shifted how often these patients visit clinical trial sites,as the use of remote and hybrid study approaches has grown,supported by a growing number of home research nurses and phlebotomists.This shift in clinical development toward hybrid trials has further driven the need for technological tools that can take in and use new sources of data,such as connected and wearable devices or PROs from smartphones.During the pandemic,patients increasingly used and interacted with digital health apps and connected devices and wearables to maintain their health.This will likely strengthen the ability of the health system to provide remote patient monitoring but also challenges life sciences companies to build new capabilities to make use of these technologies.For life sciences companies,the pandemic not only disrupted their ability to conduct clinical trials and launch new drugs,but with reduced onsite access to HCPs,has also changed how they communicate with care providers and if/when sales representatives are able to enter doctors offices.In 2020,companies mostly shifted to reaching physicians virtually for sales calls and other forms of digital engagement,providing education,product demos,KOL programs,and product support through those channels.In the future,life sciences companies During the pandemic,patients increasingly used and interacted with digital health apps and connected devices and wearables to maintain their health.10|Improving Decision-Making through Connected Intelligencewill likely need to provide a hybrid form of engagement combining virtual and in-person interactions.The flux of a world where COVID-19 disrupted both care and communication on an ongoing basis has created an imperative for life sciences companies to embed insights and analytics in business decision-making,guiding customer engagement and scaling and adapting to changes in customer needs.As physicians have become more familiar and comfortable with virtual engagement via technology,opening a new route to communication,it has changed expectations of how life sciences companies will communicate with them and has resulted in an increased need for digital channels.HCPs have also become increasingly interested in choosing what information is presented to them,as they increasingly seek higher-level medical and scientific engagement from medical affairs staff supported by timely information;being able to personalize information tailored to the needs and interests of stakeholders is therefore increasingly critical.This similarly applies to patients,with whom companies have increasingly engaged directly,developing digital content and customer-facing applications,building or partnering with patient community portals,engaging in DTC messaging,and continuing to deploy patient support programs.Finally,post-pandemic,multiple stakeholders now have a more pointed focus on ensuring social equality and diversity in care.For instance,life sciences companies have begun to scrutinize the recruitment process in clinical trials based on certain diversity and inclusion(D&I)criteria.Finally,the emergence of post-COVID-19 conditions as a new disease state poses new challenges to healthcare stakeholders,including understanding and gaining insights about the set of conditions,determining the best care for these conditions,and developing new therapeutics.18As physicians have become more familiar and comfortable with virtual engagement via technology,it has changed expectations of how life sciences companies will communicate with them.iqviainstitute.org|11Leveraging new capabilities to enable better and faster decision-making Advancements in human science,technology and data science are already transforming the way healthcare and life sciences organizations conduct business. Stakeholders now have access to more diverse sources of data that can help guide them at a range of critical decision-points in healthcare both for medical and commercial decisions. Improved ability to integrate data from disparate sources,including documents with natural spoken or written language using NLP,is expanding opportunities to utilize real-world data. However,since data sources are not always clean or reliable,application of skills to integrate,manage quality control,impute,and project missing data,build data models,and ensure data privacy and security is essential. Artificial intelligence and machine learning (AI&ML)have contributed to the value life sciences companies can now draw from large datasets,helping to yield new and improved insights,predictions,and forecasts. The emergence of healthcare-dedicated cloud software platforms to serve the analytic needs of this space has placed high-level analytic capabilities in the hands of small,emerging,and large companies alike. New tech platforms help create one source of truth for an organization and aid in information sharing across teams performing multiple functions within life sciences companies. Advances in apps and tools provide value in decision-making by bringing insights to end users at multiple points along their workflow and creating intuitive and user-friendly interfaces that improve the user experience.The impact of advancements in human science,technology and data science combined with a changing healthcare-ecosystem have increased the urgency of transformation and made a new set of competencies essential.While life sciences companies have long had access to data and technology,meeting the needs of a changing healthcare ecosystem now requires connecting and integrating those data sources and systems in new ways and infusing insights into workflows using advanced analytic technologies.These advancements are already transforming the way healthcare and life sciences organizations conduct business.From the way data is used to the way that technology platforms,AI&ML,and other advanced analytics can now draw new value from big data,companies are leveraging these advancements to improve decisions and help teams make them faster while reducing costs and improving internal organizational alignment.DRAWING VALUE FROM DATAThe evolution of data sources and their use in the healthcare industry continues to transform how businesses across the spectrum operate.Stakeholders now have access to more diverse sources of data that can help guide them at a range of critical decision points in healthcare both for medical and commercial decisions and they are using the expanded access to such data to further transform their analytic processes internally and impact patient care and the experience externally.Among the data sources available to advance understanding in healthcare are:non-identified patient-level data sources that can provide information about health outcomes in response to care;data on drug molecular structures that can clarify if drug candidates are likely to impact disease;data from apps and consumer wearables that can shed light on patient health status and experience;and data on social determinants of health that can improve the ability of the health system to tackle inequality.12|Improving Decision-Making through Connected IntelligenceThe automation of how data flows into systems is also changing,with some data streams updating in real-time through streaming data pipelines.In the research and development(R&D)space,the automation of data flows from clinical trial sites,offering to reduce or eliminate a major and costly issue for life sciences companies developing new molecules that of missing data.Clinical trial primary efficacy and safety data can now flow directly into the trial database from connected devices rather than having to be written down manually and/or entered manually by data managers or investigators,thereby reducing errors and missing data.This direct flow into the trial database enables sites to know when data is missing in real-time so it can be corrected before a patient leaves the clinic.However,data is not always clean and reliable.To make data meaningful and ensure it can best guide decision-making and is of high enough quality to disseminate to stakeholders as evidence requires not only the right selection of data sources,but the skill to draw value from those data sources.Such mechanisms include applying de-identification techniques to patient data that will be used beyond patient care,ensuring and validating the quality of the data,imputing and applying projection methodologies to fill in missing data,transforming the data,building appropriate data models,storing data securely,and linking data in such a way as to maximize its value and privacy.Further,since the value of data has a short lifespan for most critical business decisions,new advancements in high-performance data transmission,along with data views that dynamically update within analytic tools,help to make this information available to guide action.Two critical skills that have increased the value that can be derived from data are the improved ability to integrate data from multiple sources and the ability to apply AI&ML techniques to data to enable natural language processing(NLP).For instance,integration has enabled a more complete picture of healthcare needs and delivery.Specifically,non-identified patient data on medicine use can be linked to other valuable data on health outcomes and genetic sequencing to shed light on genetic drivers of patient response to therapy.And NLP has enabled messy,unstructured data sources such as social media data to be interpreted providing a better understanding of the patient experience and customer perceptions on therapeutic options and has shifted the processing of information included in written documents from a manual process to an automated one.With data streams flowing into life sciences companies faster and from more sources,companies are being challenged to refresh and use their data more rapidly and gain access to needed data and skills to make the data meaningful and useful.As the health ecosystem changes,they are also being challenged to augment those data sources to power insights to their teams.This includes ensuring there is a single source of truth derived from the multiple datasets,such as through integration in data hubs,lakes and warehouses,as fragmented data can frustrate decision-making and impede the attainment of key business goals.Such data repositories can also support more use cases for the organization.Advances have also been made in the way data is viewed or presented to users,who notably face challenges in interpreting data presented with complexity and without context.Indeed,as the amount of information that users receive has increased,the complexity of some dashboards and business intelligence tools can make them challenging to use.Advances in this space are not only in user interfaces and the surfacing of information within workflows,but also push for global and/or regional consistency in the data and analytics disseminated across the enterprise,and contextualization of these trends to help the user understand what they are seeing.These changes have been driven by the urgency for rapid action,which can be hindered by global and regional teams having different views without consistency and little context with which to interpret a trend.PROVIDING IMPROVED INSIGHTS THROUGH AI&MLArtificial intelligence and machine learning have also contributed to the value life sciences companies can now draw from big data.These capabilities can enable systems to recognize patterns within the data and train models to intelligently learn,helping iqviainstitute.org|13to yield new and improved insights,predictions and forecasts(see Exhibit 3).19 Applying this approach,life sciences companies are gradually shifting to systems leveraging AI&ML that can anticipate likely outcomes,identify the best action or decisions to take,and make recommendations that can guide customer interactions.22 AI&ML algorithms can handle large data and complex data structure or unstructured data much more effectively than traditional models.AI&ML can also automate manual tasks,forecast likely outcomes based on analysis of historical data,and create alerts surfacing important information.There are a number of examples of how AI&ML are gradually transforming processes for life sciences companies.Through AI&ML,companies have been able to select investigators and countries for their clinical trials and predict their performance,find HCPs treating patients at risk of disease or undiagnosed,leverage natural language processing(NLP)that enables valuable information to be synthesized from documents such as translating clinical trial documents that support regulatory approval,alert trial investigators to outlier laboratory tests and vitals values to act on,guide commercial engagement and strategy,and optimize investments and manage costs,among other applications.This is done through multiple advanced machine learning techniques(see Exhibit 3)and other non-AI&ML statistical approaches to develop robust and reliable predictive models.However,multiple aspects need to be kept in mind for life sciences companies to successfully develop and deploy AI&ML.These include the importance of feeding the AI&ML model with quality data,the appropriate selection and function of the model(as in some cases inappropriate selection will fail to produce results),and the need to run simulations on live data to understand outputs before finalizing algorithm rules.From an organizational perspective,analyzing the target business Exhibit 3:Artificial intelligence and machine learning algorithms trained with real-world data uncover deep and actionable insights Source:IQVIA Institute,Dec 2021;IQIVA,Aug 2021.DATA SOURCESProprietary and public datasets are integrated in a data lake and underly a variety of insight-generating technology systemsAdvanced InsightsDeeper insights,predictions,forecasts and evidence-based recommendationsClinicaltrial dataMoleculeand drugtarget dataPrescriptiondataDe-identifiedpatient level dataClaimsdataEMRdataSocial andsentimentdataMedicalliteratureApps andwearablesdataPharmacydataReferencedataPhenotypedataGeneticsequencingdataOmicsdataAdvanced AnalyticsThe examination of information using sophisticated techniques and tools to discover deeper insightsFEEDSYIELDSINFORMSMachineLearningA subset of AI that enables computers to improve attasks with experience.Artificial IntelligenceAny technique that enables computers to mimic human intelligence.Deep LearningA subset of machine learningthat permits softwareto train itself to perform tasks by exposing it tovast amounts of data.Un/SupervisedLearningNeuralNetworksNaturalLanguageProcessing(NLP)A subset of AI that enablescomputers to understandhuman languageasit is spoken orwritten.Source:IQVIA Institute,Dec 2021;IQVIA,Aug 2021.14|Improving Decision-Making through Connected Intelligenceprocess is also a first necessary step in recruiting the right decision support resources such as AI&ML to support analytics that will have the most impact.Finally,it is important to ensure a repeatable and scalable process for applying AI&ML to business workflows,such as by having a configurable system.While AI&ML are very powerful tools that can achieve speed,precision and scale,life sciences companies are still finding it difficult to bring their AI&ML projects to fruition in a timely fashion,identify the right use cases for such investments20,and prove the business value and ROI from their AI&ML investments.This is partly due to that fact that even when intelligence is embedded into workflow to ensure a workable,easy-to-consume user experience,user adoption and scaling across an organization can be a challenge.For this reason,establishing the KPIs to measure the effectiveness of AI&ML implementations and define success is therefore critical,as is ensuring algorithm settings can be updated at any point in the deployment journey and even post-launch.REALIZING VALUE THROUGH TECHNOLOGY PLATFORMS AND TOOLSWith growing sources of data to interpret and more stakeholders to engage,advancements in technology platforms are increasingly critical and available to help life sciences companies improve the speed and productivity of decision-making.These new platforms use advanced techniques such as NLP,AI&ML or other algorithms,predictive analytics,models,and data visualization to support the delivery of insights to stakeholders in the life sciences industry about markets,trends,and opportunities.The emergence of healthcare-dedicated cloud software to serve the analytic needs of this space,with built-in compliance and security,has placed high-level analytic capabilities in the hands of small and emerging companies,in addition to large companies that have built their own systems.These advanced platforms often provide cloud-based access to vast quantities of data,whether from a companys data lake or external or federated sources of data.They also embed anticipatory intelligence into standardized workflows to provide insights and recommendations,thereby ensuring key information can be brought to user attention at the right time(such as via alerts).Built-in key performance indicators(KPIs)also provide a robust early warning system of risks and opportunities,thereby mitigating risk in users daily work and decision-making.These technology platforms can deliver an improved user experience and have also become more critical as the cost of non-compliance has increased.These technology platforms also have the benefit of breaking down silos within an organization perpetuated by non-integrated systems,processes,and data.Unlike former times when individual teams would create their own dashboards whenever they faced an analytic problem,enterprise technology platforms help create one source of the truth for the organization and aid in information sharing across teams.Compatible automated systems connecting big data platforms across multiple functions now exist within life sciences companies,and are used across clinical trial design and conduct,safety and regulatory,quality and compliance,real-world evidence of product outcomes,and patient and customer engagement.By establishing an enterprise-wide view of data with multi-language capabilities,global and cross-functional teams can present consistent metrics to executives.Such platforms also tend to include integration with legacy enterprise systems and applications through APIs.As an example,orchestrated multichannel marketing systems can enable a single customer view to be shared across the organization connecting sales,marketing,and medical science liaisons to balance touchpoints and create a better customer experience.Finally,advances in the use of apps and tools linked to these platforms are further providing value in decision-making by bringing insights to end-users at multiple points along their workflow and creating intuitive and user-friendly interfaces that improve the user experience.This,along with providing access to underlying contextual data,tends to accelerate adoption of new systems and insights,as tools with poor user interfaces can be cumbersome to use,and lack of transparency about the data presented and feedback can erode trust.AI-powered precision insightsiqviainstitute.org|15Applying connected intelligence to transform decision-making Companies are increasingly challenged to build new capabilities and achieve efficiencies by leveraging new technologies to succeed in the changing healthcare ecosystem. An evolving capacity known as“connected intelligence”offers to yield new insights,drive smarter decision-making,and enable insight-sharing and partnerships among stakeholders. The five key elements of connected intelligence include:analytic inputs,including data and technology;the skills and capabilities to make these inputs meaningful in the healthcare space;the generation and dissemination of insights;and an organizational structure and culture that support the development and evolution of connected systems. Creating intelligent connections between internal capabilities and the healthcare ecosystem enables life sciences companies to be more agile,accelerate results and deliver the full value of medicines to the patients who will benefit from them.DEFINING CONNECTED INTELLIGENCELife sciences companies are continually looking for ways to be more agile,accelerate results and improve patient outcomes.To meet recent changes in the healthcare ecosystem,companies are increasingly combining capabilities in data and analytic technology systems with the application of healthcare expertise to build intelligent connections within their organization and with other stakeholders in the healthcare ecosystem.This evolving capacity known as connected intelligence offers to yield new insights,drive smarter decision-making,and enable insight-sharing and partnerships among stakeholders.It also promises to better deliver the full value of scientific innovation to the patients who will benefit from them,as well as offer a combination of increased revenue,reduced risk,productivity gains,and cost savings to life sciences companies.Connected intelligence is generated through the combination of its five key elements:analytic inputs,including data and technology;the skills and capabilities to make these inputs meaningful in the healthcare space;the generation and dissemination of insights;and an organizational structure and culture that supports the development and evolution of connected systems (see Exhibit 4).More specifically,successful application of connected intelligence requires:Access to a variety of data types to support the business across its various functions Analytic technologies to yield high-volume,high-quality scientific and evidence-based insights that guide decision-making and action The skills and capabilities to handle data,build technology platforms and ensure they make sense for healthcare The actions a company takes to disseminate those insights effectively throughout the company and to external stakeholders The organizational culture and structure to support alignment across the enterprise,ensure that action is taken based on insights generated,and ensure the company is ready for dynamic change over time.Connected intelligence promises to deliver the full value of scientific innovation to the patients who will benefit from them.16|Improving Decision-Making through Connected IntelligenceELEMENTS NEEDED TO SUPPORT CONNECTED INTELLIGENCEData Underlying the ability for an organization to demonstrate connected intelligence is having access to coherent raw data across a variety of data types and being able to break down internal data silos between these data sources.These might include commercial/sales data,medical data,genomic data,reference data,clinical trial data,and real-world data from sources such as claims,EMR,social media,lab,and wearable and device collected data.The data that is sourced should include best-in-class external data sources as well as all internal sources to be able to support the business across its various functions.Some companies even make major investments in privileged access to data assets such as repositories of real-world data via acquisitions,partnerships,or joint ventures,or leverage internally collected data to provide competitive advantage.The data should also exist in an encrypted and centralized data lake(or other centralized data management platform),serving the entire enterprise rather than only one functional team/domain.In this way,it can serve a variety of purposes,including guiding company investments,accelerating drug discovery and optimization,making the R&D process more efficient and innovative,shedding light on patient needs and heterogeneity,reaching and communicating with stakeholders,supporting brand commercialization,improving patient outcomes,and demonstrating an impact on total cost of care.The key foundational components of connected intelligence in a company include making the most efficient and innovative uses of these data,having the right balance of broad data and deep/granular data to provide clinical richness within therapy areas or big picture insights,and making appropriate connections between datasets to enable advanced insight generation.Exhibit 4:Elements of a connected intelligence systemSkills andcapabilities TechnologyInsightgenerationanddissemination DataOrganizational structure and cultureConnectedIntelligenceSource:IQVIA Institute,Jan 2022.iqviainstitute.org|17Linkage of core data including non-identified patient records to other valuable data(like genomic data,social determinants data,device data,clinical or patient reported outcome data,etc.)determines the value that can be gleaned by various parts of the organization.It is also critical to provide the 360-degree views of the care provided to patients and a comprehensive understanding of patient needs and outcomes that are necessary to prove value in the new environment,while ensuring this data remains privacy protected and secured in an encrypted data lake.It also determines whether the right sources of data are available to answer business questions.Further,having data streams that are automated updated frequently or rapidly in real-time as needed to provide actionable information that enable users to quickly course-correct will determine the value an organization can derive from them.So too will data validation and quality checks that are automated.Normalizing and standardizing the data as well as enriching the data attributes through machine learning algorithms is critical to address the messiness of the data and gaps in data(missingness)to be able to layer analytics on top to extract insights.It is also critical in order to progress the data to regulatory grade.Finally,the way data is sourced can determine whether the companys data needs can be easily scaled for the future;in particular,whether data is syndicated or individually developed,is available as data on-demand where a company can rent and pay by-use,or involves integrated datasets owned/held in-house or in the cloud.Technology Enterprise technology is at once the product of connected intelligence and the enabling foundation that accelerates the use of connected intelligence throughout the organization.The quality of a companys technology,particularly its analytic platforms,is what enables it to bring value from data to the organization through insight generation.Building such insight generation platforms and refining their operation requires all elements of connected intelligence including data,technology,skills and capabilities,and organizational support to achieve optimal information flows across the enterprise.It also critically requires connectedness of teams throughout the organization to gather specs to build what is truly needed.Technology systems may bring value to the business by applying AI&ML and deep learning to large datasets to draw insights from unstructured data in the healthcare arena as well as enable natural language processing(NLP)to make sense of human language and enable more and deeper insights.Whether such systems and their outputs are being built to provide actors across the company the access they need to high-volume,high-quality scientific and evidence-based insights defines this aspect of connected intelligence.When achieved,the technology uses the right data and has the right structure to serve the business across multiple functions.Insights are generated at the right level(e.g.,predictive or prescriptive analytics)and surfaced at the right time(at the point-of-decision)not just to confidently inform decision-making but also to guide action,enable users to quickly course-correct,and improve ROI through evidence-based recommendations.In marketing,the ability to engage external customers by leveraging all available channels of communication through omnichannel technology systems is a key commercial capability,enabling life sciences companies to reach customers and stakeholders in the most effective way to improve relationships.This includes The quality of a companys technology,particularly its analytic platforms,is what enables it to bring value from data to the organization.18|Improving Decision-Making through Connected Intelligencedigital connection to external stakeholders which,in the current and future environment post-COVID,will be critical,making it essential for organizations to build the connected intelligence to communicate through digital routes.Further,technological platforms and systems should be structured to allow for the evolution of analytics and capabilities over time,rapidly being able to add data sources.Ideally these systems can also use expanded and more diverse sources of data,with the ability to conduct federated analytics on rich offsite data sources.Such flexibility is a critical component of connected intelligence to ensure companies are agile enough to adjust based on changing needs and opportunities.Systems that are scalable or modular to accommodate a mix of vendor-and custom-built solutions,have an open architecture to connect to other systems through APIs,and can support multiple therapeutic area verticals,define this agility.An insight-generation platform that is customizable through self-service apps and allows users to make changes to algorithms and rules without coding,further serves to enable the platform to be adapted to different brands with different strategies.The connectedness of such integrated systems can help break down silos within an organization and thereby enable consistent metrics to be shared with executives.Finally,whether a company builds their own technology,outsources,buys or rents cloud software,or a mixture of these,is also likely to determine the longevity of its analytic solutions,and whether it is agile and prepared to adapt as needs change in the future.Systems that enable and can leverage a bi-directional flow of data or create a feedback loop for learning further strengthen a companys ability to gain insights and quickly course correct.For example,a life sciences company can leverage data records of its proprietary past experiences such as the clinical trials it ran and the protocol amendments or other design adjustments that were required and apply AI&ML-enabled systems to learn how to design better trials in the future.Similarly,learning systems can take data collected from providers or patients(with permission)to shed light on their perspectives or responses and use them to improve the life sciences companys interactions with their customers,improve patient retention in future studies,or leverage them across other parts of the business.Finally,ensuring that standardized tools with aligned views and harmonized assumptions are deployed across the enterprise can help aid the downstream adoption of its outputs.Having technology systems that transparently supply contextual factors about data-based insights can help ensure internal alignment and avoid user challenges in interpreting them.This,along with change management,will determine whether insights and insight-sharing are likely to have downstream impact on action across relevant teams and whether decision-making for the organization can be substantively transformed.Skills and capabilities An organizations skills and capabilities strongly feed into its ability to apply and benefit from connected intelligence.A company needs to tap into key talent across a variety of roles in order to know what to do with the data and ensure it makes sense for healthcare,select the right data for the right purpose,put needed technology systems in place,and appropriately generate and disseminate insights across the full organization and to stakeholders.This includes,for example,individuals with experience across data science,statistics,Scalable and agile technologiesAn organizations skills and capabilities strongly feed into its ability to apply and benefit from connected intelligence.iqviainstitute.org|19bioinformatics,medical/clinical expertise,epidemiology,and people who know how to extract insights from data through a variety of AI approaches and other analytics.Some critical roles include RWE strategists and data scientists with a strong therapeutic area focus.To achieve connected intelligence,companies may therefore need to reconsider the roles and responsibilities required or change their organizational models to accommodate needed new business goals.For instance,as real-world data became more readily available for analysis over the past years,many organizations created real-world evidence centers of excellence so they could extract the most value out of this new data and the capabilities it provides.From a data perspective,critical enablers of building and maintaining connected intelligence include the ability to de-identify,prepare,integrate and transform data,ensure its quality and integrity apply imputation and projection methodologies,maintain healthcare reference data,build optimized data models and data warehouses,design and train algorithms specifically for healthcare applications,apply intelligent machine learning,and ensure data security,compliance and governance are in place.The skills to ensure the privacy of data while using and re-using existing data(privacy stewardship)are also critical.A company then further needs people with healthcare expertise to apply the right data science methodologies to the right health data and apply local knowledge to generate insights and operationalize those into the business workflow,both globally and locally.To enhance the outputs of insight generation platforms and ensure they align with business needs requires the ability to apply“decision intelligence”a requirements-collection process that helps identify the key performance indicators(KPIs)that teams need,along with the required data,AI&ML application,and techniques to track those KPIs.This process is guided by behavioral research into decision-making and the mapping of workflows and decision contexts before deploying technology systems.23 However,an organization does not need to have all of these skills internally but can obtain them through partnerships with data,analytics,and technology vendors.Therefore,staff fluency to know what the company needs to own in-house versus outsource,and the ability to manage vendors and partners,are also essential skills.Other critical skills in non-data domains focus on building relationships with other stakeholders and meeting their needs.These include expert understanding of the requirements of key stakeholders such as payers,patients,and providers,as well as scientific and therapeutic area expertise,and global and local regulatory and payer expertise,in addition to cultural support.One skill growing in importance for building connected intelligence is alliance management,where individuals across multiple roles build connections with and between stakeholders,such as alliances with payers and other life sciences companies or partnerships with vendors or clinical sites.Insight generation and dissemination Once a company has invested to get the most value from its data via technology,it can gain a competitive edge through the approaches and actions it takes to operationalize that value internally and externally by structuring those insights and disseminating them throughout the company and beyond to stakeholders.Connected intelligence means ensuring To achieve connected intelligence,companies may need to reconsider the roles and responsibilities required or change their organizational models to accommodate needed new business goals.20|Improving Decision-Making through Connected Intelligenceeveryone throughout the company,as well as external stakeholders,are getting access to the right types of outputs and insights they need,when they need them,to provide the best possible outcomes in the competitive and scientific landscape in key therapy areas.A major issue facing most users is that the information they receive does not prioritize the key things they need to know,and they dont have time to synthesize findings from it.Therefore,a critical aspect of connected intelligence is connecting people to the narrowly focused essential information they need to do their jobs better without overburdening them with too much information.This includes providing appropriate nudges to execute on the insights developed through a connected ecosystem.Actionable insights may be delivered as highly user-friendly apps and tools rather than basic reports to facilitate understanding.Getting users to adopt the recommendations presented by insight systems is a key challenge,with end-users ignoring these much of the time.The timing and placement of a single recommendation(“next-best action”)at the time a decision is made can increase adoption,as can an elegance and simplicity in design and the ability to access information on the business rules applied.Further,the context in which the decision or alert was generated should ideally be explained to users to increase conviction that action should be taken for instance,not just alerting the user to an alarming trend but letting a user know that the trend is tracking more slowly/poorly than would be expected by AI&ML predictions.Another feature of connected intelligence is the ability to enable sharing of insights across teams with different functions.Rather than having a technology system yield a“one-off”insight,installing a mechanism to capture this information and flow it across the organization from one area of the business to another as needed can bring added value.For instance,if a serious adverse event is detected in a trial,ensuring the downstream implications are conveyed to teams involved in trial design,medical education,and even commercial strategy and launch in addition to meeting regulatory reporting requirements.For the external healthcare ecosystem,connected intelligence means the company is enabled by these insights to engage effectively and disseminate insights outside the organization in new and collaborative ways.External stakeholder engagement includes contacts with KOLs,regulatory agencies,payers,and public advocacy groups,as well as patients and physicians.To approach such external engagement with connected intelligence means to share evidence and insights many of which are powered by real-world data across the life sciences ecosystem.And by doing so,stakeholders can speak the same language of evidence and insights,enabling innovative approaches and collaborative/joint decision-making,as well as helping build multi-stakeholder relationships and action.Such insight-sharing and transparency enables greater intimacy and relevance for life sciences companies with their customers and partners.For instance,in the new paradigm where leaders across the healthcare ecosystem leverage real-world data and insights to determine value,the generation of cost-effectiveness insights through analytic RWE systems can help engagement with payers.Key measures of connected intelligence would include a companys external communications being evidence-and insights-driven,and external engagement having the intended impact.77%of organizationsstruggle withbusiness adoptionof analyticsLow adoption minimizesbusiness impactiqviainstitute.org|21Organizational structure and culture Effective action within an organization requires internal alignment and connection both to aggressively identify where change,insights and action are needed in response to the new connected intelligence ecosystem,and to ensure that action is taken based on the insights generated.To do so,a company must first understand the problems that they are trying to solve by connecting across the organization to identify pain points and understand the needs of employees and external stakeholders.Only then can they build to meet those needs identifying the parties within the organization with the skills to help or seeking solutions to better communicate and serve those internally and externally.Internally,to achieve connected intelligence and enable coordinated action,an organization needs to enable users globally to share a consistent view of the truth through enterprise-wide data use and insight dissemination.This need for alignment and efficiency calls for organizational transformation and the breaking down of traditional silos that lead to fragmented and local decision-making.For instance,ensuring that teams have aligned KPIs globally and are working in a coordinated fashion toward a common goal without duplicated effort is a key measure of connected intelligence within this domain.Funding models are also a critical enabler to realize such efficiencies across the enterprise.Centralized funding or hub and spoke models with clear role mapping that balance global,regional,and local teams can provide the necessary access to aligned data and analytics while also promoting efficiency.Organizations may need to re-think business functions and adjust roles and responsibilities that align with new business goals in order to realize the full benefits of connected intelligence.Positioning key roles within an organization to have global and cross-functional impact and influence is critical,lest isolated pockets of excellence emerge while the rest of the organization is left behind.For instance,where the head of the RWE center of excellence sits can impact the ability of the organization to deploy evidence effectively across functions.Expanding the influence of innovation departments and centers of excellence by rotating personnel through these teams can also help achieve the cultural change that may be needed.Change management initiatives can also be useful to help users trust the new insights flowing in through new systems and convince them to act on their recommendations.Finally,where a company places its investments is also likely to determine success.For example,pressure placed on the need to own data and technology in-house versus in-or out-sourcing can lead to inefficiencies when building connected intelligence and thereby negatively impact a business total cost of ownership.Funding models are a critical enabler to realize efficiencies across the enterprise.22|Improving Decision-Making through Connected IntelligenceCritical business decisions in action with connected intelligence Connected intelligence can improve critical business decisions made at specific points across a molecules lifecycle,at the enterprise level,and can provide evidence to guide collaboration with external stakeholders. At critical points along a molecules lifecycle,connected intelligence can aid in discovery research and target identification,clinical development planning and execution,medical affairs,and marketing and sales. At the enterprise level,connected Intelligence can impact portfolio strategy and forecasting,cost and risk management and resource utilization. Connected intelligence can also help with decision-making in relation to multiple stakeholders,such as patients and advocacy groups,healthcare providers,payers/integrated health systems,big tech and digital,and regulatory agencies.The five building blocks of connected intelligence yield their value by improving and accelerating critical business decisions at various levels within a life sciences organization.They can be harnessed to guide decisions at specific points across a molecules lifecycle,at the enterprise level,and can provide evidence to guide collaboration with external stakeholders.Exhibit 5:Applications of connected intelligence to transform decision-making within life sciences companies Discovery research and target identification Target mining Molecule generation Drug-repurposing Biomarker identification/utilization De novo molecule optimizationClinical development planning and execution Optimizing asset value Site identification Patient screening Predicting clinical trial success Enrollment planning and prediction Site risk assessmentMedical affairs AE tracking KOL mapping and trackingMarketing and sales Patient pathway mapping Disease detection Patient services Promotion activity levels and mix Brand performance management HCP interaction and education Salesforce managementCritical point decisions along a molecules lifecyclePortfolio strategy and forecasting Business portfolio priorities and planning Therapy area and mechanism priorities Geographic market priorities Mergers and acquisitions/business developmentCost and risk management R&D risk portfolio Commercial risk assessments External environment risk factorsResource utilization Headcount management and organization Investment allocation Performance target-setting Cost structure optimizationEnterprise-level decisionsPatients and advocacy groups Clinical Research As A Care Option Education and awareness programs Diagnostic/screening initiativesHealthcare providers Guideline development and interpretation Patient care programs Optimizing site of care Patient monitoring and outcomes measuresPayers Value-based payments Horizon-scanning Formulary decisions/P&T Health technology assessmentsBig tech and digital device developers Collaboration efforts Guardrails for patient privacy and data security Integration into health systemsRegulatory agencies Safety monitoring Use of RWE External comparators/synthetic trial armsMulti-stakeholder decisionsSource:IQVIA Institute,Jan 2022iqviainstitute.org|23CRITICAL POINTS ALONG A MOLECULES LIFECYCLEA molecules lifecycle stretches from the discovery phase where targets are identified,through periods of clinical development,regulatory approval,and commercialization.In each of these stages,there are critical point solutions and decisions that can be transformed by applying connected intelligence.Discovery research and target identificationTo accelerate the discovery of new drugs,new targets,or new indications for existing drugs,various data sources can be combined with cutting edge AI&ML approaches and technology platforms.By connecting various sources of data next generation sequencing data(NGS)and assay data,genotype and phenotype data,etc.and leveraging deep learning and NLP to identify and extract meaningful signals from biomedical literature,life sciences companies can understand the complex system of interactions and associations between genes,proteins,pathways,and diseases to speed drug discovery and identify targets.Similarly,automatic molecular generation algorithms applied to drug binding,toxicity,chemoinformatic and molecule structural information(e.g.,molecule graphs and fingerprints such as SMILES)among others,can help predict the properties of new drug candidates and their molecular interactions and structures to determine if they are chemically meaningful,and to help select more desirable drug properties.The application of AI&ML drug and protein sequence data can also aid in identifying drugs that could be repurposed for other diseases.This helps to optimize the value existing molecules can deliver to patients,as well as reduce risk in development projects.Connecting non-identified patient data with genetic biomarker data can help researchers determine the size of patient subgroups with a predictive biomarker.This can help guide their clinical development approach,select enrollment criteria,and further the development of tailored therapies.Clinical development planning and executionPerhaps the greatest new area of application for connected intelligence in recent years has been in clinical development planning and execution,where data,analytics and technology are finding new applications.As trial designs and trial decision-making face greater complexity,tools that help with study planning and improve study efficiency have grown increasingly important.Through novel application of AI&ML and other analytic approaches to non-identified data,this has led to more rapid identification of best-performing investigator sites,more accurate prediction of how trial design impacts enrollment rates and startup times and has facilitated more diverse patient recruitment in terms of race,ethnicity,and age.It has also guided assessments of trial feasibility and design risk within protocol reviews,thereby reducing uncertainty.New trial monitoring systems have also been used to help sponsors,investigators and CROs know how a trial is progressing and react more rapidly to issues.By consolidating disparate data on adverse events,protocol deviations,enrollment rates,and other metrics,they can provide transparency and up-to-date information on a trials progress presented visually,such as through a user-friendly dashboard,that facilitates action in response.Novel trials designs are also being enabled by new technology systems.In decentralized trials,which became more prevalent during the pandemic,connected intelligence is helping study participant assessments to be conducted and their completeness monitored through the use of technology,speeding data collection and reducing missing data.And companies are also using computer models of an investigational therapy and its deployment in a trial population to create insilico Clinical development Decentralized trials Faster patient recruitment Precision site identification Efficient protocol assessments24|Improving Decision-Making through Connected Intelligencetrials that model the performance of a product and offer to reduce the size and the duration of clinical trials through better design.22 Insights on patient and caregiver preferences gathered through social listening technologies that leverage NLP have also served to reduce trial burden and make trials more successful.Finally,as companies increasingly engage in direct-to-patient recruitment,these systems can pre-screen patients and electronically capture data on race and ethnicity as well as predict the probability that a patient is a match for a trial.Connected intelligence can also help optimize an in-development molecule or assets value and ROI over its lifecycle by leveraging AI&ML to help prioritize what indications to pursue and in what sequence,predict technical and regulatory success(PTRS),and forecast budget investment.By modelling the potential development pathways,the associated asset valuation in each indication,and the development timelines for each scenario,the best lifecycle plan can be selected.These include patient,country,and therapeutic models as well as molecule-to-market analytic models,and the application of ML-based decision engines.Efficient protocol assessmentsPrecision site identificationDecentralized trialsFaster patient recruitmentCASE STUDY:Data-informed trial design assessment helps sponsor avoid substantial amendment An emerging biopharma company finalizing a protocol for a Phase III hematology study sought to validate their design decisions and identify potential study risks prior to protocol approval.In general,life sciences companies face significant risk to the smooth progress of their trials,with 57%of protocols across all phases facing at least one substantial global amendment and the median cost of these ranging up to$535,000 for Phase III amendments.Further,nearly half of all substantial amendments have been deemed avoidable23,making it critical to rapidly evaluate protocol quality before it is finalized or approved.Advances in such protocol reviews are being enabled by connected intelligence by leveraging various data sources and analytic systems guided by medical,operational,and analytical expertise.The current design analytics process undertaken at IQVIA,called Data-Informed Protocol Assessment(DIPA),connects insights from historical and real-world,non-identified patient data,proprietary and public databases of design characteristics,and survey-data-derived algorithms on trial participant burdens and preferences.It also synthesizes information from multiple analytic systems,one of which rapidly provides evidence-based insights about protocol consistency and mitigates risk by using visual cues that alert users to issues.By pressure-testing protocols across a number of domains design consistency between activities and endpoints,burden on patients and sites,missing or extraneous data collection through study procedures,comparison to competitor trials,and the impact of eligibility criteria the process can determine if there are areas of increased risk within a sponsors protocol,highlight areas for optimization,and predict the impact of various aspects of the protocol on execution.Alternately,it can confirm they are in line with best practices or the design decisions of competitors.For instance,analysis of real-world,non-identified patient data can predict the impact of key inclusion and exclusion criteria on patient availability,revealing potential screen failure risks and recruitment challenges.By increasing clarity on iqviainstitute.org|25CASE STUDY continuedstudy design,the risk of protocol amendments can ultimately be reduced,and patient and site burden can be minimized,along with gaining potential efficiencies in cost and execution by avoiding costly non-core procedures.For one specific client,21 risk areas were discovered within the sponsors protocol through the DIPA process.Among the issues identified,10 were related to design consistency and costly non-core procedures,one to the trial design itself,and 10 to patient and site burden that could have caused recruitment to become a challenge.For instance,some safety labs and a planned trial cross over period were not included in the schedule of assessments,several procedure schedules were unclear,and several key eligibility requirements were missing.The EQ-5D patient reported outcome(PRO)evaluation needed as a required secondary endpoint was similarly absent from the schedule of assessments.As a result of the DIPA assessment,the sponsor was able to revise their protocol and study design,mitigating risk of a potential amendment and its associated costs estimated at more than$500,000 and avoiding a three-month delay.25 The client was able to add the missing procedures tied to trial endpoints,thereby ensuring needed endpoint data were not lacking.Similarly,by building in the needed safety labs and adding a safety physical examination,it improved patient safety monitoring,and by adding a missing eligibility requirement,it helped better identify the target patient population.Further,patient burden was reduced by enabling the end of study visit to be conducted by telephone.In the future,application of AI&ML to historical trial data will allow comparisons of current protocols being assessed to similar past studies to better understand outcomes and likelihood of success,and the conversion of trial documents to digitized ones with NLP will further improve this analytic data system and the ability to conduct these assessments.Medical affairs Building connected intelligence can help life sciences companies track and report adverse events(AEs)within and after clinical development,as well as better understand how to serve and communicate with the providers and the key opinion leaders(KOLs)they need to engage as new products launch.As underreporting of adverse events is a common issue and every monitor of clinical trials must determine whether all AEs were reported to the sponsor,applied machine learning models and other advanced analytics can help to identify signals or predict probabilities of delayed,missed,or under-reporting of adverse events.They can also help identify sites that are high-risk for these.Such statistical key risk indicators(KRIs)can then be built into systems to generate various alerts that will indicate where additional risk monitoring may be required and prevent safety and quality issues.This can help study teams prioritize monitoring efforts and mitigate potential issues that can lead to concerns in an inspection.At the participant level,outlier data from subjects can be detected using certain unique algorithms that review lab analytics and vital signs data to automatically detect patients that are dissimilar and therefore allow quick Advanced analytics can help to identify signals or predict probabilities of delayed,missed,or under-reporting of adverse events.26|Improving Decision-Making through Connected Intelligenceidentification of safety signals.Similarly,predictive analytics built into connected intelligence systems can ensure patient well-being by determining which patients are likely to have an adverse event and enable the investigator to reach out.By building such intelligent safety mechanisms into clinical trials,higher-risk trials such as those in rare cancers may be able to proceed.Further,as companies launch medicines for new indications,they need to build a network of KOLs to represent the risk/benefit profiles to the public.By connecting sources of data,including online social listening data that may clarify the relationship of that KOL in the disease space and offline interview or other profile data that clarifies their location and influence in terms of a relationship network,a comprehensive list of KOL candidates can be generated for outreach and engagement based on ratings and rankings along various dimensions determined by algorithmic scoring systems.Marketing and sales A prime example of connected intelligence and perhaps the most established one is in the commercial space where sophisticated cloud-based omnichannel marketing and sales systems have emerged and are helping to guide marketing and sales efforts.These systems provide the ability to engage external customers by leveraging all available channels of communication,enabling life sciences companies to reach prescribers and stakeholders in the most effective way to improve relationships and even offer wraparound patient services.They also provide recommendations on next-best action and other embedded insights that guide and speed user action and can help coordinate action across the organization by connecting sales,marketing,and other functions to balance their touchpoints with the same customer.Connected intelligence can be used to adapt key performance indicators and incentive plans as organizations adjust their approach to measuring goals and achievements for example,as outcomes-based contracts become more frequently used.Other commercial applications of connected intelligence offer to help optimize promotional activity levels and mix,measure and manage brand performance,and guide salesforce behavior and set incentives.As companies look to reach the target audience for their product,they are also being aided by connected intelligence.In a changing healthcare ecosystem where life sciences companies are focused on precision medicine and rare diseases,they are able to find opportunities through a greater understanding of the patient journey.In the case of rare diseases,knowing where to find patients(or yet-to-be diagnosed patients)to treat can be a challenge in itself.Through the improved use of real-world data and AI capabilities such as advanced machine learning models,connected intelligence is enabling companies to find where that patient is being seen and identify the high value that physicians treating these patients and then,later in the commercial phase,help drive awareness that a medicine is available for that niche patient type,and monitor de-identified patients longitudinally to determine outcomes on the therapy.Enterprise-level decisions At the enterprise level,applying connected intelligence to decision-making can help life sciences companies make more informed investment decisions,set development priorities,and manage risk across their multiple assets,such as molecules or scientific platforms,to achieve success.The insights from connected intelligence can also help companies measure performance against targets and structure costs across their current portfolio of activities.Connected intelligence can be used to adapt key performance indicators and incentive plans as organizations adjust their approach to measuring goals and achievements.iqviainstitute.org|27Analytics-driven brand strategyOmnichannel optimizationCASE STUDY:Patient pathway mapping and disease detection Currently,it takes almost five years on average to diagnose a patient with a rare disease and many patients with cancer are diagnosed too late for meaningful medical intervention.Diagnosing patients earlier and identifying the likelihood of progression can lead to improvements in overall patient health outcomes.However,anticipating the overall medical journey of a patient with a rare disease can be challenging.Often a“rules based”approach to assess possibility of diagnosis or progression is utilized.However,such an approach may not always be optimal and can lead to delays in care.Artificial intelligence and machine learning based approaches can be used to help address these issues as they can identify complex patterns of symptomatology,treatments,etc.,with important temporal associations.Such approaches have been used by IQVIA to support the health system with identifying patients in a timely manner.Using de-identified patient data,IQVIA has partnered with life sciences companies to identify providers that may have patients likely to progress or be under-diagnosed,thereby allowing companies to educate providers and support them in delivering the optimal form of care.For example,a client was looking for an innovative solution to identify rare disease patients across multiple brands and support providers in delivering the needed care efficiently.IQVIA developed a machine learning algorithm to identify potentially undiagnosed patients.This model was able to predict currently undiagnosed patients who were likely to be diagnosed in the future.By utilizing de-identified patient records,HCPs were linked to patients that were ready for therapy and bi-weekly alerts were created to inform the client in a timely manner.Finally,access was provided to IQVIAs Artificial Intelligence and Machine Learning platform with three web-based apps:Interactive patient journey,precision targeting and physician triggers.Data from these apps was used to develop programs to identify providers at the right time.During the model validation phase and through a one-year historical comparison analysis,the predictive model outperformed the rules-based approach that was previously used by the client.The predictive model identified a few to-be-diagnosed patients,while the rule-based approach did not find any patients in the same timeframe.The model has had a strong performance in the four months since trigger program launched.Through the bi-weekly alerts,it has successfully allowed the client to connect with HCPs who were linked to 20 patients that were eventually diagnosed.The use of AI and predictive analytics holds the potential to deliver value for stakeholders across the healthcare ecosystem,with patients and providers benefiting from timely diagnosis and treatment.28|Improving Decision-Making through Connected IntelligencePortfolio strategy For senior executives who are responsible for company strategy,including allocating capital and making investments,changes in the external ecosystem over the past five years have increased the complexity of these decisions.As innovation has increased rapidly,especially in oncology,choices have become more complicated.Although it has always been the prime focus of portfolio strategy to determine where to invest money across the vast landscape of innovation and how to balance risk across assets of varying risk-levels,the speed of decision-making has become more crucial due to heightened competition for available innovative assets,whether internally discovered and developed,in-licensed or otherwise acquired.As more money flows into the biopharmaceutical sector from venture capital and other sources,24,25 a rising number of smaller EBP companies most of them no longer focused on primary care areas but rather on oncology,neurology and infectious disease and immunology(I&I)have emerged,and at the same time traditional large life sciences companies have increased their investments in R&D and expanded their research programs.The amount of information flowing in to help guide decisions has also increased,leading to challenges to the portfolio planning process of data overload.Finally,the constant change from a continually shifting competitive environment where the readout of a competitors trials can suddenly make a companys drug development program less viable such that it needs to change plan on future trials or indications has also increased complexity for forecasting and other predictive techniques.While building financial data models helps answer business questions,new modeling tools will provide assistance with the challenges of new complexity and increased data.These newer tools have the advantages of being web-based and supporting multiple simultaneous users,providing more storage capabilities for scenarios and processing calculations faster.Connected intelligence is enabling such data platforms that can integrate multiple custom sources of data and technology tools and models to support portfolio strategy decisions.CASE STUDY:Addressing complexity with an enterprise-level long-term revenue forecasting system With the increase in complexity facing investment decisions,the revenue forecasting process has become much more complex,making it challenging to use spreadsheet programs and other tools for modeling.Companies deciding whether and where to invest,or those who want to understand the risk to their products by competing with emerging therapies or biosimilars,need to balance an increasing number of factors and inputs,including details of the patient journey and impact of competitive launches.In the current competitive environment,to do so requires obtaining better patient estimates than before,collaboration between global and regional teams,and outputs that facilitate comparisons across the portfolio.However,current models that are often created in spreadsheets may struggle with this complexity or with using large amounts of data to their full potential both of which are common for life sciences forecasts and do not facilitate linking to multiple/external data sources.Excel-based models are also error prone,as it is easy to break or change formulas,and hard to quality control,requiring cell-by-cell checks.They also pose barriers to collaboration,with challenges in mailing large files,as well as version control.Just as tools in other areas have moved to the web and cloud to create best-in-class and fit-for-purpose capabilities,applying connected intelligence to the forecasting process is yielding the next generation of forecasting tools capable of utilizing multiple data sources and surfacing insights within technology platforms.Continued on the next page.iqviainstitute.org|29Risk management As companies struggle to select among the landscape of innovation to build and evolve their portfolios,they need to balance their investments in assets with higher and lower scientific and commercial risks.Companies carefully examine their internal assets and assess potential acquisitions across four fundamental areas:development costs,development timing,development risk,and commercial potential.They seek data,information,and tools to make these assessments evidence-based,efficient,and robust.To determine the right development pathway for their molecules and assess the probability of success across their various assets,they examine these elements,along with the impact of external environment risk factors.To this end,connected intelligence is helping companies innovate with great clarity of associated risks,using purpose-built insight-platforms for scenario planning that leverages real-world data.Connected intelligence is helping companies innovate with great clarity of associated risks,using purpose-built insight-platforms for scenario planning that leverages real-world data.CASE STUDY:Addressing complexity with an enterprise-level long-term revenue forecasting system Continued.To account for complexity across a number of domains and to improve the accuracy of forecasting,these new tools include automated data inputs to leverage multiple sources of data,including real-world data.Continuous data updates also equip these with the latest information in real-time to keep up with quickly evolving markets.They also include detailed segmentation,analytics,dashboards,and forecast engines to yield better and clearer insights.Among these,IQVIAs Forecast Horizon,an enterprise-level long-term forecasting system,applies connected intelligence by enabling linkage to proprietary and external data sets that can be updated in real-time.It further enables collaborative forecasting across countries and teams through communication and sharing tools such as simultaneous editing,making the forecast accessible by all groups.In addition to fostering collaboration,by having virtually unlimited storage in the cloud,it enables companies to compare more scenarios to generate insights(without being hindered by the size limitations of Excel files sent via email)and examines the impact of forecast assumption changes(new market share and size)on revenue and volume.The application of connected intelligence within the tool also enables users to segment the market at higher granularities,apply flexible methodologies,and incorporate calculations of patient flow between lines of therapy and adherence/persistence over time,as well as conduct uncertainty analyses and revenue scenario comparisons.Finally,the tools interface includes user-friendly outputs and features to help forecasters translate their assumptions into strategic insights.Such dashboards can be used real-time during team meetings,allowing on-the-fly adjustments and additional scenarios to be played out in person.Ultimately,as more data sources are able to feed into these types of tools in the future whether from a life sciences companys data lake or external data sources such tools will put even richer intelligence in the hands of forecaster.30|Improving Decision-Making through Connected IntelligenceCASE STUDY:Platform to rapidly evaluate cost,timing,risk and net
0人已浏览 2023-03-22 51页 5星级
Socialinsider ：2022年度零售社交媒体行业报告（英文版）（18页）.pdf
RetailSocial Media Industry ReportDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Discover analytics metrics that matter for every type of content on Facebook,Instagram,and Twitter.Photos appear to be the most shared sort of content in the retail industry across all platforms.However,Instagram carousels remain the most engaging sort of media.Content StrategyRetail brands-examples37.89CREASE IN INTERACTIONSINSTAGRAMMedian posts interactionsThe median post interaction rate for Facebook and Twitter in the retail industry remains steady.On the other hand,we can notice a 37.89crease in Instagram interactions.Median posts interactions across all platformsDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry In the last 12 months,brands in the Retail category shared:55.92%photos 25.13%albums 13.61%videos 4.78%links 0.54%statusesContent diversity on FacebookPosts types on FacebookDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Posts types on InstagramIn the last 12 months,brands in the Retail category shared:51.16%photos 25.71rousels 15.51%reels 7.60%videosContent diversity on InstagramDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Posts types on TwitterIn the last 12 months,brands in the Retail category shared:62.215%status 18.86%photos 15.858%links 3.062%videosContent diversity on TwitterOrganic performance of posts types on Facebook0.22%Avg.engagement rate per post for status Statuses perform best in terms of organic performance on Facebook worldwide.Statuses(0.22%)are followed by photos,which have a 0.16%engagement rate.Posts performanceon FacebookDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry 0.9%Avg.engagement rate per post for ReelIn terms of organic performance on Instagram worldwide,Reels perform best,with an average engagement rate of 0.9%,followed by carousels,with an average engagement rate of 0.49%.Posts performanceon InstagramDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Organic performance of posts types on Instagram0.07%Average engagement rate per post for photoIn terms of organic performance on Twitter worldwide,photos perform best,with an average engagement rate of 0.07%,which is 0.0003%more than the 2nd highest post type,video.Posts performanceon TwitterDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Organic performance of posts types on TwitterAverage engagement rate and distribution of engagement rate on Facebook,Instagram,and Twitter.Overall engagement data shows that retail-related brands have established a more significant niche on Instagram.On the other hand,retail-related posts have been shared the most on Twitter.Organic EngagementAverage engagement rate per post across all platforms0.51%Average engagement rate per postWith an average engagement rate of 0.51%per post,Instagram remains the most engaging medium for the retail sector.Instagramthe most engaging platformDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry 0.14%AVG.ENGAGEMENT RATE PER POSTFACEBOOK Engagement rate over time on FacebookDistribution of engagement rate on FacebookFrom May to August 2022,the avg.engagement rate per post on Facebook has tried to remain constant.Even though there can be seen significant growth in December 2022,the avg.engagement rate per post for the retail industry is lower than the avg.engagement rate for all sectors(0.16%).Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry 0.51%AVG.ENGAGEMENT RATE PER POSTINSTAGRAM Engagement rate over time on InstagramDistribution of engagement rate on InstagramFrom January to June 2022,the avg.engagement rate per post on Instagram has tried to remain constant.Even though there can be seen significant growth in June 2022,the avg.engagement rate per post for the retail industry is lower than the avg.engagement rate for all sectors(0.88%).Date Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry 0.02%AVG.ENGAGEMENT RATE PER POSTTWITTEREngagement rate over time on TwitterDistribution of engagement rate on TwitterFrom May to July 2022,the avg.engagement rate per post on Twitter has tried to remain constant.Even though there can be seen significant growth in April 2022,the avg.engagement rate per post for the retail industry is lower than the avg.engagement rate for all sectors(0.03%).Posts per week between platforms19.99Average posts per weekBetween January 2022 and December 2022,retail brands shared 5.44-Instagram posts,5.06-Facebook posts,and 19.99 Twitter posts per week.Posting frequency on TwitterDate Range:1 Jan 2022-31 Dec 2022 Sample:Socialinsiderworldwide data for the Retail industry Improve your social media strategy with Socialinsider All in one place for competitor research and social media analytics Ready to download social media reports Review the performance of certain social postsBook a demoFacebook engagement rate per post(by followers)Facebook engagement rate per post is calculated as the sum of reactions,comments and shares on the post divided by the total number of fans that page has.The result is then multiplied by 100.Instagram engagement rate per post(by followers)Instagram engagement rate per post is calculated as the sum of likes and comments on the post divided by the total number of followers that profile has.The result is then multiplied by 100.Twitter engagement rate per post(by followers)Twitter engagement rate per post is calculated as the sum of likes and Retweets received on the Tweet divided by the total number of followers that profile has.The result is then multiplied by 100.Average Posts per DayThe average number of posts published in a day in the selected time period.This is calculated as the total number of posts divided by the number of days in the interval of the selected time period.InteractionsThe number of interactions(comments,reactions,shares)received for the posts published in the selected time period.Posts by TypeThe type of posts(photo,album,video,link,status,event,carousel)the page or profile published in the selected time period.MethodologyPlatformNo.of ProfilesNo.of Posts8,737,0002,300,395,0002,894,000818,780,0001,496,0001,555,259,000Methodology
6人已浏览 2023-03-22 18页 5星级
贾奇商学院：2022年东盟数字金融可及性研究报告（英文版）（93页）.pdf
The ASEAN Access to Digital Finance Studywith the support ofSeptember 2022The ASEAN Access to Digital Finance StudyThe ASEAN Access to Digital Finance StudyThe ASEAN Access to Digital Finance StudyTania Ziegler,Krishnamurthy Suresh,Zhifu Xie,Felipe Ferri de Camargo Paes,Peter J Morgan and Bryan ZhangPlease cite this study as:CCAF and ADBI(2022)The ASEAN Access to Digital Finance Study,Cambridge Centre for Alternative Finance and the Asian Development Bank Institute3Table of contentsForewords.5CCAF foreword.5ADBI foreword.6FCDO foreword.7Research team.8Acknowledgements.9Research partners.10Executive summary.11Individual consumer and household users of digital finance.11MSME users of digital finance.12Policy implications and recommendations.131 Introduction.151.1 Study rationale and research objectives.151.2 Report structure.152 Methodology.172.1 Data source and collection.172.2 Data sanitisation,verification and analysis.172.2.1 Analysis type.192.2.2 Limitations.192.3 Alternative finance taxonomy.193 Individual consumer and household access to digital finance.223.1 P2P/marketplace consumer lending.223.1.1 Profile of respondents .223.1.2 Relationship with traditional financial services.243.1.3 Borrowing experience.263.1.4 Outcome of financing and Covid-19 impact.313.2 Buy now,pay later.333.2.1 Profile of respondents.353.2.2 Relationship with traditional financial services.363.2.3 Purchase experience.373.2.4 Outcome of financing and Covid-19 impact.4444 MSME access to digital finance.474.1 P2P/marketplace business lending.474.1.1 Profile of respondents.474.1.2 Relationship with traditional financial services.494.1.3 Borrowing experience.544.1.4 Outcome of financing and Covid-19 impact.604.2 Invoice trading.654.2.1 Profile of respondents.654.2.2 Relationship with traditional financial services.684.2.3 Borrowing experience.704.2.4 Outcome of financing and Covid-19 impact.714.3 Equity crowdfunding.744.3.1 Profile of respondents.744.3.2 Relationship with traditional financial services.764.3.3 Fundraising experience.784.3.4 Outcome of fundraising and Covid-19 impact.80Country data sample at a glance.82Indonesia.83Malaysia.85The Philippines.87Singapore.89Thailand.90Appendix .925The ASEAN Access to Digital Finance StudyOver the last few years,the ASEAN region has experienced greater penetration of fintechs into their markets,serving a larger range of customers,from low-income populations to more mature businesses.Fintech can play a vital role in supporting individuals and businesses to overcome shortcomings in the traditional banking system and offer innovative products and services,ensuring that basic financial services reach the most underserved populations in the financial system.To this end,it is critical to understand the rapid development of the fintech industry in the region and how the technological developments enable financial inclusion,in particular,fintech activities related to digital lending and digital capital raising,such as peer-to-peer(P2P)lending and crowdfunding,both of which have grown significantly.Against this background,in 2019,the Cambridge Centre for Alternative Finance(CCAF)and the Asian Development Bank Institute(ADBI)jointly produced the seminal report The ASEAN Fintech Ecosystem Benchmarking Study,which focused on gaining a better understanding of the fintech landscape in the ASEAN region.This evidence-based report highlighted the rapid development of fintech and the emergence of innovative business models.The demand for fintech solutions in the region came mainly from individuals and businesses that were underserved by traditional banking solutions.Further,this has been reinforced by the findings in The 2nd Global Alternative Finance Market Benchmarking Report,which noted a rise in the number of underbanked and unbanked customers served by these alternative finance providers in the region.In this ASEAN Access to Digital Finance Study,we aim to provide valuable data and insights into the important role that fintech firms play vis-a-vis individual consumers and micro,small and medium enterprise(MSME)access to digital finance in the key ASEAN countries.The results of this study provide a comprehensive analysis of the key opportunities and challenges facing fintech customers when seeking finance through fintech channels.The study is based on a sample of 600 responses from individual household and business users of digital finance platforms.Overall,the findings support the hypothesis that alternative finance channels are a critical component to enable individual consumers and small businesses cope with their financial needs by enhancing their access to credit.Results show that most individual consumers accessing fintech platforms are Millennials who use digital finance channels to cover day-to-day expenses and,in terms of businesses,it is mainly micro and small enterprises,mostly led by females,that use online finance channels to access funds for working capital.Further,most MSMEs reported improved business performance after receiving finance through these channels,highlighting the key role of alternative finance in small business financing,especially during the pandemic.We hope that the insights from this study can support evolving regulations and policies,and further enable the growth of the fintech ecosystem while protecting the interests of customers.Finally,we would like to thank ADBI for its support and remain grateful to the 19 fintech platforms and 6 fintech associations that collaborated on this study and ensured robust participation from individual consumers and MSMEs.Bryan ZhangCo-Founder and Executive DirectorCambridge Centre for Alternative FinanceTania ZieglerLead in Global BenchmarkingCambridge Centre for Alternative FinanceForewordsForewords6The new generation of financial technology(fintech)shows great promise in being able to promote financial inclusion and the efficient delivery of financial services.However,it also can create new risks and unintended consequences,both for the financial sector and for users.Financial regulators face great challenges in determining the appropriate balance between supporting financial innovation and preserving financial stability,ensuring consumer protection,and maintaining standards for anti-money laundering,terrorism financing and know-your-customer processes.A correct understanding of the underlying situation of fintech markets is vital for developing policies to foster and regulate the sector.The fintech sector has been growing rapidly in Asia.This timely report provides a detailed and comprehensive view of the use of fintech platforms for finance and fundraising by individuals,and micro,small and medium enterprises(MSMEs)in five ASEAN countries:Indonesia,Malaysia,the Philippines,Singapore and Thailand.As such,it should become a valuable reference for identifying the impacts of fintech on financial inclusion according to factors such as income,gender,sector and location.It also provides qualitative measures of the impacts of increased financial inclusion on firm performance.One of the more interesting findings of the survey is that the use of fintech services often proves to complement rather than compete with traditional banking services.In many cases,increased access to finance via fintech actually leads to increased use of banking services.The Covid-19 pandemic has accelerated the demand for fintech services and,in many cases,such increased access to finance has proved very valuable to both individuals and firms to weather the negative impacts of the pandemic.These results should provide important new evidence to justify the promotion of fintech as a way to promote sustainability in the face of various kinds of shocks,either man-made or natural.This important report should benefit regulators,business practitioners and scholars in this field,and ADBI is delighted to have supported this project.Peter J MorganSenior Consulting Economist and Advisor to the DeanAsian Development Bank Institute7The ASEAN Access to Digital Finance StudyThe UK Foreign Commonwealth&Development Office(FCDO)welcomes the findings of this ground-breaking study by the Cambridge Centre for Alternative Finance(CCAF)in partnership with the Asian Development Bank Institute(ADBI).The ASEAN Access to Digital Finance Study provides evidence and insight into a rapidly developing sector and the role technology is playing to help previously excluded groups access credit,raise capital and cope with financial stresses and shocks.The UK has both regulatory and commercial expertise across the fintech ecosystem and is committed to sharing best practices with ASEAN.The reports findings on digital credit and digital capital raising are of real interest to the UK where we are committed to strengthening domestic financial services markets globally,ensuring people and businesses can save,borrow and invest.The remarkable growth of digital financial channels in ASEAN is credited to the enabling environment across the region.Regulators have set a great example;using these developments to pursue objectives such as financial inclusion,innovation and market development while maintaining focus on consumer protection.The UK is committed to continued coordination with ASEAN and the private sector,to share information on the development of fintech to support industry progress,including hosting masterclasses across the region to support trade and investment.This report helps us better understand how fintech can more quickly and nimbly deliver where formal systems will take longer to adapt.Im excited by how we can all use this research donors,policymakers,governments,entrepreneurs and asset managers to address some of the big challenges that affect all of our lives and economies,such as helping small-holder farmers to adapt to climate change,supporting energy transitions that are truly just for communities reliant on fossil fuels for their livelihoods,or ensuring access to credit for individuals and MSMEs to build their resilience against climate shocks.We look forward to continued developments in digital finance to ensure fintech benefits reach those financially excluded and help accelerate prosperity in the region.Rachel TurnerDirector-International FinanceForeign,Commonwealth&Development OfficeResearch team8Research teamTania ZieglerTania is Head of Global Benchmarking at the Cambridge Centre for Alternative Finance(CCAF)and manages the Centres industry-facing research activities.She has authored over 25 industry reports and contributed to numerous academic and working papers since joining the CCAF.Tania is an expert on small and medium enterprise(SME)finance and leads the Centres work on SME access to finance.Tania completed an MSc at the London School of Economics,and a BA at Loyola University Maryland.Tania is a 2010 Fulbright Scholar.Krishnamurthy SureshKrish is a Senior Market Researcher for the Asia-Pacific region at the CCAF and leads the work on SME access to finance in Asia Pacific.Prior to joining the CCAF,he worked with the Indian Institute of Management(IIM)in Bangalore,India.His research focus is on SME financing,new and alternative financing models for startups and SMEs,as well as fintech regulatory frameworks.He has a PhD from Tumkur University in India and was a Visiting Fellow(Pavate Fellow)at the Cambridge Judge Business School in 2018.Zhifu XieZhifu is Research Analyst at the CCAF and works with the Global Benchmarking team.She has a PhD in Economics and an MSc in Investment Management from Coventry University.Her research interests include monetary economics,blockchain and fintech.Prior to joining the CCAF,she worked as a researcher at Aston University.Besides that,she has served as a subject-matter expert in finance,lecturer assistant and consultant assistant in various institutions.Felipe Ferri de Camargo PaesFelipe is a Research Associate at the CCAF,leads the work on SME access to finance in LATAM,has authored seven reports and has participated in the development of the CCAF Alternative Finance Atlas.He pursued his BSc in Mechanical Engineering in Brazil and MSc in Management at the School of Economics at the University of Coimbra(FEUC)in Portugal,with a focus on the sharing economy.Peter J MorganPeter Morgan is the Senior Consulting Economist and Advisor to the Dean at the Asian Development Bank Institute(ADBI)and has been with ADBI since 2008.He has 23 years experience in the financial sector in Asia,most recently serving in Hong Kong as Chief Asia Economist for HSBC,responsible for macroeconomic analysis and forecasting for Asia.He earned his MA and PhD in Economics from Yale University.His research interests are in macroeconomic policy and financial sector regulation,reform,financial development,financial inclusion,fintech,financial literacy and financial education.Bryan ZhangBryan Zhang is a Co-Founder and the Executive Director of the Cambridge Centre for Alternative Finance at the University of Cambridge Judge Business School.9The ASEAN Access to Digital Finance StudyAcknowledgementsOn behalf of the Cambridge Centre for Alternative Finance(CCAF),the research team would like to thank the Asian Development Bank Institute(ADBI)for making this report possible,and for their continued support of the CCAF and its research endeavours.The research team would like to thank the following individuals for their considerable support in survey dissemination and data collection(in no particular order):Georg Steiger(First Digital Finance/BillEase),Bellinda Caballeros(First Circle),Benedict Carandang(First Circle),Marcus Erlano(First Circle),Aria Widyanto(Amartha),Fachruriza Mubarok(Amartha),Markus Prommik(Danabijak),Djahill bahia(Danabijak),Kevin Zaprilan(Investree),Jimmy Kong(Fundaztic),Calvin Foo(Fundaztic),Hailey Siew(Fundaztic),Tavatchai Engbunmeesakul(Wealthi),Lauren Pruneski(Tala),Vala Burton(Tala),Daniel Gorfine(Gattaca Horizons LLC),Shermain Chin(SDAX),Charis Liau(SDAX),Jun Jie Yoon(Capsphere),Mohamad Syazni Nizar(Ethis Malaysia),Mohamad Syazni Nizar(Ethis Malaysia),Najwa Azman(Ethis Malaysia),Dwiyana Rizkiah(Ethis Indonesia),Elain Lockman(Ata Plus),Hong Sin Kwek(Sinwattana),Bhayu Ravelli Arsyad(ALAMI),Mochamad Nizar Mustaqim(ALAMI),Jeffrey Oon(Atome),Richard Haris(Atome),Willy Apriando(Atome),Wawan Salum(Atome),Cythia Gonzales(PAYLATER Malaysia,KALE),Salman Alfarisie(Dana Syariah),and Atis Sutisna(Dana Syariah).Further,we would like to thank the following individuals for their efforts in identifying the key fintech research partners and supporting outreach efforts:Reuben Lim(Singapore FinTech Association),Shadab Taiyabi(Singapore FinTech Association),Mercy Simorangkir(AFTECH),Citra Natasya(AFTECH),Lito Villanueva(FintechAlliance.ph),and Handika Surbakti(Asosiasi Fintech Syariah Indonesia).We appreciate these individuals significant contributions and willingness to participate as research partners to make this study possible.In particular,we would like to thank Georg Steiger,Kevin Zaprilan,Bellinda Caballeros,Tavatchai Engbunmeesakul,Markus Prommik,Djahill bahia,Aria Widyanto,Reuben Lim and Pawee Jenweeranon(Thammasat University)for their valuable feedback in improvising the data collection tool and helping with survey translations.We are grateful to Cecilia Lpez Closs,Dana Salman,Stanley Mutinda,Neha Kekre,Nick Drury,Herman Smit,Charles Wanga and Jill Lagos Shemin from the CCAF,and to our Cambridge Global Benchmarking Fintech Market Research Intern Anestia Fermay,for their valuable efforts and support throughout the study.In addition,we are very thankful to Nafis Alam(Monash University,Malaysia)and Alexander Apostolides(CCAF)for their valuable insights and contribution to this report.We would like to extend our utmost gratitude to Alpa Somaiya for the proofreading,Louise Smith and Cecilia Lopez Closs for designing the report,and Neil Jessiman for press and communications support.In addition,we would like to thank Kaori Hitomi and David Hendrickson from the Asian Development Bank Institute for their immense help in disseminating this study.Research partners10Research partnersFintech partnersAssociationscapsphere11The ASEAN Access to Digital Finance StudyExecutive summaryIn this first edition of The ASEAN Access to Digital Finance Study,we aim to provide valuable data and insights into how individual households,consumers,and micro,small and medium enterprise(MSME)customers use digital alternative finance channels,such as online digital lending and capital raising platforms,to access credit or raise funds across the key countries in the Association of Southeast Asian Nations(ASEAN)region.The report focuses on five ASEAN countries:Indonesia,Malaysia,the Philippines,Singapore and Thailand.This study has been jointly developed by the Cambridge Centre for Alternative Finance(CCAF)at the University of Cambridge Judge Business School and the Asian Development Bank Institute(ADBI).It assesses various qualitative and quantitative factors of borrower or issuer activities related to financial access via an online fintech platform operating in the lending or equity space.The models observed in this study are peer-to-peer(P2P)/marketplace consumer and business lending,balance-sheet consumer and business lending,invoice trading,equity-based crowdfunding,and buy now,pay later(BNPL).The study looks at four aspects of digital finance use in the ASEAN region:1 Respondent profile/demographics and company structure(for businesses)2 Relationship with traditional finance channels3 Financing experiences when using fintech-based financial services4 Post-financing outcomes and the impact of the Covid-19 pandemicIn terms of the quantitative factors,it should be noted that it is not our intention to present precise or absolute figures for individual income,company revenue,borrowed or fundraised amounts,or overall performance,but rather to provide an assessment of how ASEAN borrowers and fundraisers experience and use fintech solutions for their financing needs.The survey responses were collected between 28 February and 15 April 2022 from respondents who had used a digital alternative finance platform to access credit or raise funds between 2020 and 2021.This study is based on 600 cleaned and verified data responses from both individual consumer and business(MSMEs)respondents across all five countries sampled.The report is divided into two main chapters:individual consumer and household access to digital finance,and MSME access to digital finance.Each chapter analyses the relevant digital alternative finance models included in this study,and each model is discussed against the key research themes identified.The key findings are summarised below.Individual consumer and household users of digital financeTwo models that cater to individual consumers and households P2P/marketplace(and balance-sheet)consumer lending and BNPL were analysed.A total of 410 responses related to those two models were received.Millennials made up the greatest proportion of users of online consumer finance in the ASEAN countries analysed across the individual consumers facing alternative digital finance channels.Approximately 44%of P2P/marketplace consumer lending respondents were between 25 and 34 years of age,followed by 34%who were between 35 and 44.Of BNPL users,54%were between the ages of 25 and 34.Across both models,most respondents were male,had an undergraduate degree,and were in full-time employment with an annual income slightly higher than their countrys minimum wage.Before turning to P2P/marketplace consumer lending platforms for financing,family and friends,and banks were the two most popular sources of finance for individual borrowers.Notably,the offer and acceptance rates for borrowers who approached informal finance providers were relatively higher than for those who sought funding from the most popular traditional finance channels,despite having fewer borrowers.Executive summary12For individual household users of P2P/marketplace consumer lending,the primary purpose for borrowing funds was to cover day-to-day expenses,while for BNPL customers it was to purchase fashion items and apparel.Nearly half the individual consumers who used P2P/marketplace consumer lending platforms borrowed funds to meet daily expenses or short-term needs,such as buying groceries,paying utility bills and top-ups.For BNPL users,fashion items and apparel were the main types of purchases made.This was closely followed by home appliances,mobile phones,other electronics and daily expenses,each with a proportion of around one-third.The speed of receiving funds was the main decision-making factor that led individual households to borrow from fintech platforms.For BNPL users,it was paying zero or low interest.Platform use factors,such as transparency,better approval rates and flexible terms,also influenced P2P/marketplace consumer lending users.Similarly,convenience was the other top factor that influenced BNPL users,including flexible terms,easy application and approval processes,and better customer service.Alternative finance platforms in the ASEAN region complement traditional banking systems,as they mainly serve the underbanked and enable financial inclusion.Borrowers who used P2P/marketplace consumer lending platforms reported using banking products and services more often after receiving funds from online alternative finance platforms.More than half started to use or increased the frequency with which they used their personal savings or checking accounts.This was followed by an increase in the use of personal loan contracts,personal credit cards and overdraft accounts.MSME users of digital financeThree models that cater to MSMEs P2P/marketplace(and balance-sheet)business lending,invoice trading and equity crowdfunding were analysed.A total of 190 responses related to those three models were received.Female business borrowers made up a greater proportion of the respondents,but they borrowed less than their male counterparts.When looking at the gender distribution of business respondents,female borrowers represented 54ross all the business-facing models,57%of whom used P2P/marketplace business lending platforms.In terms of education level,most female borrowers had completed secondary school,whereas most male borrowers had an undergraduate degree.The results indicate that the alternative finance industry plays an important role in the inclusion of under-represented business borrowers into the financial system.Most MSMEs were young,micro and small businesses,and were operating either as sole traders or with few full-time employees.Most MSME respondents that had borrowed or raised finance were micro and small enterprises,operating with no(sole traders)or between one and five full-time employees.Most had been operating for between one and five years,and a smaller proportion was less than one year old.This reinforces the hypothesis that alternative finance plays an important role in providing access to finance to smaller businesses.Regarding the use of traditional finance facilities,MSMEs often used personal financial products to meet their business funding needs.MSMEs that used P2P/marketplace business lending and equity crowdfunding models reported using personal checking or savings accounts the most,followed by personal current accounts.The results suggest that the owners of these businesses relied on personal financial products to meet their funding needs.Conversely,MSMEs that used invoice trading platforms mainly used business savings or checking accounts.MSMEs that used P2P/marketplace business lending and invoice trading platforms to borrow funds were strongly influenced by better customer service,flexible terms,ease of getting funding compared to traditional sources and speed of receiving the funds.Non-financial benefits,such as public relations and marketing,and insights and expertise from the platforms investors,were the main decision-making factors for businesses that chose to fundraise through equity crowdfunding platforms.The main reason MSMEs borrowed funds,across all three models,was to raise working capital,followed by expansion and growth.13The ASEAN Access to Digital Finance StudyMost MSMEs reported growth in their business performance(net profit,revenue and employment)after receiving finance through a fintech platform.Most MSMEs reported that the financing had a positive impact on their business,primarily through increased productivity and an expanded customer base.Further,alternative finance borrowers defaulted less compared to the non-performing loan(NPL)average(over 3%)in ASEAN countries,according to the World Bank,reporting an almost negligible default rate(1%).During the Covid-19 pandemic,most MSMEs reported they had not received any financial assistance from their government or fintech platform and hence had to adjust their business operations.For those MSMEs that received government assistance,it was mostly in the form of cash assistance/loan subsidies or tax relief.A slightly higher proportion received assistance from fintech platforms,mostly in the form of fee waivers,eased payment plans and additional credit facilities.It should be noted that,in many cases,the governments themselves asked fintech platforms to reduce or eliminate fees,and even directed additional credit facilities through this channel.Policy implications and recommendationsRegulators may impose limits on the amount that can be borrowed through digital lending channels.Some regulators in ASEAN countries have already implemented mandates setting limits on the total amount individuals can borrow through P2P platforms based on their annual income.For example,the Philippines limits consumers total borrowing to 5%of their annual income.To this end,regulators should also communicate more with platforms to get a better understanding of the amounts consumers borrow.Regulators may impose caps on the interest rates charged by digital lenders.Some ASEAN countries reported illegal and unauthorised digital lenders engaging in predatory lending or collection practices and charging exorbitant interest rates.To overcome this issue,regulators in some ASEAN countries have imposed caps on the interest rates that P2P lenders can charge their borrowers.For example,Thailand caps the interest rate at 15%a year.Further,it is also important for regulators to create a whitelist of regulated digital lending fintechs that are operating in the country.There is a need for industry standards or guidelines for BNPL providers to ensure consumer interests are protected.Most respondent BNPL users were young(Millennials and Gen Z)and new to credit,making protecting consumers interests even more important.Regulators need to supply BNPL providers with clear guidelines(code of conduct)and ensure they carry out sufficient checks to confirm whether consumers can afford to take out such loans.Further,regulation could also focus on product design to ensure sufficient information is provided at checkout points so users can make informed decisions.There is a need to promote adequate disclosure and digital financial literacy among digital finance users.In most cases,P2P lenders charged higher interest rates compared with banks and other financial institutions.This study shows that most business borrowers are micro and small enterprises and generally have a lower education level.Hence,platforms must tell businesses what interest rate they are being charged and provide mandatory user education.Furthermore,regulators need to promote digital financial literacy among borrowers using digital finance platforms.1 IntroductionThe ASEAN Access to Digital Finance Study151 Introduction1 CCAF(2022).The 2nd global alternative finance market benchmarking report,Cambridge Centre for Alternative Finance at the University of Cambridge,Cambridge Judge Business School,Cambridge,p.101.Available at:https:/www.jbs.cam.ac.uk/wp-content/uploads/2021/06/ccaf-2021-06-report-2nd-global-alternative-finance-benchmarking-study-report.pdfThis first edition of The ASEAN Access to Digital Finance Study aims to provide valuable data and insights into how individual households,consumers,and MSME customers use digital alternative finance channels,such as online digital lending and capital raising platforms,to access credit or raise funds across the key countries in the ASEAN region.The report focuses on five ASEAN countries:Indonesia,Malaysia,the Philippines,Singapore and Thailand.1.1 Study rationale and research objectivesDuring the last few years,the use of digital financial services(DFS)has grown exponentially across the ASEAN region.According to The 2nd Global Alternative Finance Market Benchmarking Report,since 2018,the use of online alternative finance channels by individuals and businesses in this region exceeded USD2 billion in transaction values and,furthermore,the industry was resilient during the Covid-19 pandemic.1Fintechs offer innovative products and services to households,individuals and businesses.However,little is known about how fintech providers engage with customers,and how these engagements impact individual customers and businesses short-to-medium-term financial health.When considering the types of fintech solutions that have recently emerged across the ASEAN region,the University of Cambridges research results suggest that digital lending and capital raising activities,such as P2P lending,crowdfunding and BNPL,experienced significant growth and may also have contributed toward increasing levels of financial inclusion.The evidence from this research supports the hypothesis that fintech service providers are a critical component of the financial lives of individuals and MSMEs,enhancing access to credit and bolstering alternative finance in the region.The CCAF and ADBI jointly conducted this study to assess how individuals and businesses use online digital finance(alternative finance or fintech)platforms to access credit or raise funds.The study aims to better understand how new financial products and services are being used,how they complement consumers existing banking activities,and how they can evolve to serve consumers changing needs.This report provides valuable data and insights,and serves as a crucial public resource that can help regulators,policymakers and key stakeholders understand the critical role that fintech firms play in consumers and businesses access to digital finance in the ASEAN region.The results of this study provide a comprehensive analysis of the key opportunities and challenges facing fintech customers,and how evolving regulations and policies can further enable the growth of the fintech ecosystem while also protecting the needs of customers.1.2 Report structureThis report is divided into two main chapters:individual consumer and household access to digital finance(Chapter 3)and MSME access to digital finance(Chapter 4).Each chapter analyses the relevant digital alternative finance models included in this study,and each model is discussed against the key research themes identified.162 MethodologyThe ASEAN Access to Digital Finance Study172 Methodology2.1 Data source and collectionThe primary dataset used in this report was collected through the ASEAN Access to Digital Finance Survey,developed for this study by the CCAF and ADBI.The survey was distributed as a stand-alone online survey and collected both quantitative and qualitative data.Survey logic was used so that the flow of questions catered to either individual consumers or MSMEs,based on the type of fintech platform through which they received finance.Respondents had to answer a maximum of 38 questions;the number of questions depended on the alternative finance channel they used.The survey comprised four key research themes:1 Respondent profile/demographics and company structure(for businesses)2 Relationship with traditional finance services3 Financing experiences when using fintech-based financial services4 Post-financing outcomes and the impact of the Covid-19 pandemicAfter defining the scope of the report,a syndicate of 19 research partners was built,made up of online fintech platforms that provide individuals or MSMEs with debt or equity finance.To be chosen,these partners needed to be active in one of the five ASEAN countries included in this study,have a substantial customer base and have been active for at least three years.Partner firms were invited to collaborate with and assist the research team to refine and test the survey,and provide substantial support in the data-collection process.The online survey was distributed in collaboration with these syndicate partners.To enhance accessibility,the survey was translated from English into five languages:Bahasa Indonesia,Malay,Thai,Tagalog/Filipino and Simplified Chinese.Participants were encouraged to respond to the online survey via the fintech platform they were using.(The CCAF provided each partner fintech platform with a unique survey link.)It should be noted that although surveys were distributed through the syndicate partners,only the Cambridge research team could access the raw data,ensuring participants anonymity throughout the process.The survey was distributed in a phased and multi-pronged outreach campaign.This included social media and other press activities to raise awareness of the study and direct outreach from the fintech research collaborators.In addition to the fintech platform partners,the study also benefitted from the assistance of six leading fintech associations in the ASEAN region that served as research collaboration partners.Data was collected between 28 February and 15 April 2022.Survey responses were received from individual consumers/households and MSMEs located in Indonesia,Malaysia,the Philippines,Singapore and Thailand that had used a fintech platform(digital lending and/or digital capital raising)between 2020 and 2021 to access credit or raise funds using debt and investment-based alternative finance models.Specifically,the models surveyed in this study are the following:Debt-based models:P2P/marketplace consumer and business lending,balance-sheet consumer and business lending,invoice trading,and buy now,pay later(BNPL)Equity-based models or investment crowdfunding:equity-based crowdfundingIn addition to the survey responses received from the 19 platforms within the syndicate,responses from customers who had used other fintech firms were also received.Those responses had to be validated carefully before being included in the analysis.This inclusion resulted in a more robust coverage of activity across the region.2.2 Data sanitisation,verification and analysisThe raw data was sanitised and verified between 15 April and 15 May 2022.Adhering to the EU General Data Protection Regulations(GDPR)and the University of Cambridge data controller and protection rules,all personal and firm-level identifying information was removed,for example,fintech platform name,contact name and email Methodology18address.Token IDs were assigned to each platform to maintain the anonymity of the responses.Hence,analysis was performed against an anonymised file and reported at an aggregate level(by different business models).A total of 10,580 unique entries were received from the survey.During the initial sanitisation,entries that did not match the inclusion criteria were removed.The data collected underwent a multi-stage validation process,including cross-checking for abnormal and inconsistent survey responses.To ensure that only the responses from alternative finance platforms were included,any entries corresponding to banks,incumbents,cooperatives and other financial institutions were removed.Additionally,any entries from fintech platforms that could not be traced back to their operating business models were also removed.The quantitative data elements,such as individual income,company revenue and amount borrowed/raised,were verified and outliers removed.Amounts that were reported in local currencies were converted into US dollars(USD)using the OANDA average rate for the period between 1 January 2020 and 31 December 2021.It should be noted that it is not our intention to present precise or absolute figures for these quantitative data elements,but rather to provide an assessment of how ASEAN borrowers and fundraisers experience and use fintech solutions for their financing needs.After the data cleaning and validation processes,there were 8,886 cleaned responses(approximately 16%of the total responses received were removed).Most responses(8,523)were from the Philippines and,to ensure a balanced dataset for analysis,a stratified random sampling method was adopted by selecting 200 sample responses from the Philippines dataset across all the business models included in this study.As such,this study is based on 600 data responses from both individual consumer and business(MSMEs)respondents across all five countries sampled.Tables showing the distribution 2 Criteria for company size:Indonesia:https:/www.oecd-ilibrary.org/sites/9789264306264-5-en/index.html?itemId=/content/component/9789264306264-5-en Malaysia:https:/www.smecorp.gov.my/index.php/en/policies/2020-02-11-08-01-24/sme-definition?id=371 The Philippines:https:/pnl- the sample by countries and business models studied,before and after adjusting for responses from the Philippines dataset,are included in the appendix(Tables A1 and A2).The following are some additional data cleaning and manipulation features that were implemented during the analysis:Banking products were grouped into their respective lines and reclassified as personal finance products,business finance products,equity investments and other financial products.For the MSME respondents,each entity was categorised by size micro,small or medium based on its reported 2021 annual revenue and number of full-time employees(FTEs),according to the respective countrys criteria for determining company size.2 Notably,the average sizes of firms varied considerably between the MSME business models,with relatively larger firms generally using invoice trading and equity financing.This variation mainly occurs because of how these different models operate (Tables 2.1 and 2.2)and how financing is obtained.Firms using the P2P/marketplace business and balance-sheet lending models are relatively smaller in size and apply for small-ticket loans for shorter periods.Further,these loans are mostly unsecured,while those obtained through the invoice trading model are secured against the invoices,and funds raised through equity crowdfunding are secured against the equity shares issued.The terminology or definitions for common company legal structures used across the five countries studied were combined.Those legal structures that could not be combined or that applied to only one country are shown separately using the symbol.The ASEAN Access to Digital Finance Study192.2.1 Analysis typeFor this study,qualitative and quantitative data was collected through an online survey.Descriptive analysis was applied to the quantitative dataset(established by the Global Benchmarking Alternative Finance programme as related to quantitative time-series data analysis)and content analysis to the qualitative dataset to better understand the participants responses.Also,case studies were analysed by business model and country,the results of which are contained in this report.2.2.2 LimitationsThere are some limitations to this study regarding sample size and response distribution,as the number of responses was not evenly distributed among the countries and verticals analysed in this study.Hence,we could not perform any cross-business-model or cross-country analysis.In this study,we did not attempt to measure the quality,price and diversity of loan offers.Neither was it our aim to measure the behaviour of MSMEs(such as herd behaviour and anchoring)in deciding between online financial products or services and traditional banking products or services.Thus,further research is needed to analyse these aspects of financial products and services.2.3 Alternative finance taxonomyThis report focuses on online alternative finance or fintech models as they relate to digital lending and digital capital raising activities.Though a somewhat vague term,at its core,alternative finance includes digital financing activities conducted outside incumbent banking systems and traditional capital markets.In particular,the alternative finance ecosystem comprises various lending,investment and non-investment models that enable individuals,businesses and other entities to raise funds via a digital marketplace.As the ecosystem has evolved,distinct model types have emerged.In this regard,the CCAF has developed a taxonomy of 16 business models,grouped into three categories:debt,equity and non-investment.For this study,we discuss only relevant debt-and equity-based model categories.Debt-based modelsDebt-based models,commonly associated with P2P and marketplace lending activities,include online non-deposit-taking platforms from which individual lenders or institutional investors can extend credit to individuals,businesses or other borrower entities.This debt can be in the form of a secured or an unsecured loan,a bond or another type of debtor note.Table 2.1 summarises the debt-based models included in this study.Table 2.1 Models included in the debt-based categoryCategoryBusiness modelStakeholdersP2P/marketplace lending*Consumer lendingIndividuals or institutional funders provide loans to consumer borrowers;commonly assigned to off-balance-sheet lending.Business lendingIndividuals or institutional funders provide loans to business borrowers;commonly assigned to off-balance-sheet lending.Property lendingIndividuals or institutional funders provide loans secured against property to consumers or business borrowers;commonly assigned to off-balance-sheet lending.Balance-sheet lending*Consumer lendingThe platform entity provides loans directly to consumer borrowers;assigned to on-balance-sheet non-bank lending.Business lendingThe platform entity provides loans directly to business borrowers;assigned to on-balance-sheet non-bank lending.Property lendingThe platform entity provides loans secured against property directly to consumers or business borrowers;assigned to on-balance-sheet non-bank lending.Invoice trading*Invoice tradingIndividuals or institutional funders purchase discounted invoices or receivables from businesses.Consumer purchase financing/customer cash-advanceBuy now,pay laterA buy now,pay later payment facilitator or store credit solution that is typically interest bearing.Methodology20*P2P lending:A group of individual or institutional investors that provide a loan(secured or unsecured)to a consumer or business borrower.In its most orthodox form,the P2P lending platform acts as a marketplace connecting the borrower and investor(s)in such a way that the financial risk of the loan not being repaid lies with the investor and not the platform.Depending on the country/jurisdiction,this model is called loan-based crowdfunding,marketplace lending,collaborative financing or crowdlending.*Balance-sheet lending:A digital lending platform that directly retains consumer or business loans(either whole or partial)using funds from the platform operators balance sheet.These platforms,therefore,function as more than just intermediaries,originating and actively funding loans so the financial risk of the loan not being repaid lies with the platform operator.In this respect,the platform operator acts more like a non-bank credit intermediary.*Increasingly,invoice trading models are expanding into supply-chain finance activities.At present,this subset activity is too small to categorise as a separate model.This model may subsequently need further refinement.Equity-based modelsEquity-based models(including equity-based crowdfunding)relate to activities where individuals or institutions invest in unlisted shares or securities issued by a business,typically a start-up.As equity-based models have advanced,subsets of the model,such as real estate and property-based crowdfunding,have flourished,with investors being able to own a property asset fully or partially by purchasing property shares.Table 2.2 summarises the equity-based model included in this study.Table 2.2 Model included in the equity-based categoryCategoryBusiness modelStakeholdersEquity-basedEquity-based crowdfundingIndividuals or institutional funders purchase equity issued by companies.3 Individual consumer and household access to digital financeIndividual consumer and household access to digital finance223 Individual consumer and household access to digital finance3 CCAF(2022).The 2nd global alternative finance market benchmarking report,Cambridge Centre for Alternative Finance at the University of Cambridge,Cambridge Judge Business School,Cambridge,p.100.Available at:https:/www.jbs.cam.ac.uk/wp-content/uploads/2021/06/ccaf-2021-06-report-2nd-global-alternative-finance-benchmarking-study-report.pdfIn this study,individual consumer and household users of digital finance are individuals who had borrowed finance or accessed credit through an online digital finance platform operating in one of the countries included in this study.The study analysed two types of models that cater to individuals:P2P/marketplace(and balance-sheet)consumer lending and BNPL.As such,the findings reported focus on these two overarching models.A total of 410 responses were received from individual consumer and household respondents.3.1 P2P/marketplace consumer lendingApproximately 66%(272)of the responses received from individual consumer and household respondents were from the P2P/marketplace consumer lending model.This is not surprising given it is the largest alternative finance model across Asia Pacific,consistently ranked as the leading online alternative finance model in the region.33.1.1 Profile of respondents Demographic of respondentsMost respondents from the P2P/marketplace consumer lending model were from Thailand (31%),the Philippines(31%)and Indonesia(26%).A small proportion was from Singapore(7%)and Malaysia(5%).Figure 3.1 Country of residence:P2P/marketplace consumer lending(n.272)Overall,most P2P/marketplace consumer lending users were Millennials,had full-time jobs,had no or up to two dependents,were educated to degree level and had an annual income slightly above the minimum wage of their country.Most borrowers were male,though a substantial number of female borrowers(41%)also used this model.Almost half the clients using this model were Millennials:44%were between 25 and 34 years of age,and 34%were between 35 and 44.Most borrowers(76%)were full-time employees,17%were self-employed and only 3%reported being unemployed.Most respondents had a degree or technical education,with half indicating they were undergraduates.Twenty-two percent had completed secondary school and a negligible 1%had not attended school.The Philippines 31%Thailand31%MalaysiaSingaporeIndonesia5%7&%The ASEAN Access to Digital Finance Study23Figure 3.2 Gender,age,employment status and highest education level:P2P/marketplace consumer lending(n.272)4 Ayman Falak Medina(2021).Minimum Wages in ASEAN for 2021.Available at:https:/ of respondents lived with family or friends,22%rented property and 20%owned the property in which they lived.In terms of the number of dependents,35%reported not having any,42%had one or two dependents,and 23%had three or more dependents.Looking at the estimated annual income of respondents,the median income was USD4,688,which was well above the minimum wage in four of the countries studied(excluding Singapore).4 And for up to 75%(third quartile),the average annual income was USD9,130.By gender,the median income of female borrowers was USD4,170 and for male borrowers,it was USD5,177.Figure 3.3:Primary residence and number of dependents:P2P/marketplace consumer lending(n.272)Figure 3.4 Annual income:P2P/marketplace consumer lending(n.253)*Four outliers representing incomes greater than USD5 million were excluded.(Zero/nil values were also excluded from calculations.)*Outliers(too far/extreme values)are not shown in this boxplot.*X represents the mean.(A boxplot is a type of chart often used in explanatory data analysis.It shows the distribution of numerical data and skewness by displaying the data quartiles(or percentiles)and averages.Boxplots show the five-number summary of a dataset,including the minimum score,first(lower)quartile,median,third(upper)quartile and maximum score.)USD5,000USD-USD10,000USD15,000USD20,000USD25,000USD12,797USD9,130USD 3USD20,850USD4,688USD812Full-time employeeUnemployedSelf-employedPart-time employeeFull-time student1v%3%3U-64 years old1E-54 years old35-44 years old18-24 years old25-34 years old84D%Prefer not to sayFemaleMale58A%1%Technical education or vocational trainingPostgraduate degree(Masters or above(PhD)Undergraduatedegree(Bachelors)Secondary school or lowerDid not attendschool(1%)502 %7%4%3101520253035Percentage of respondentsNo;live with friends/familyNo;rent from a private landlordYes;own outrightYes;have a mortgageNo;live in public housingNo;but own a home that is not primary residenceOther21!533 NoneIndividual consumer and household access to digital finance243.1.2 Relationship with traditional financial servicesTraditional financial facilities useWhen considering the types of traditional finance facilities respondents had access to and were using,individual borrowers relied heavily on personal finance products from banks.The top three most used facilities were personal checking or savings accounts(72%),personal loans(58%)and personal credit cards(30%).A smaller proportion used business finance products,such as business checking or savings accounts(15%)or business loans(10%).For borrowers that used other types of financial products,10%used mortgages,bridge loans or another type of secured loan from a bank.Figure 3.5 Forms of traditional finance use:P2P/marketplace consumer lending(n.272)*Other financial products or instruments that may cater to both consumers and businessesBanking products useWhen analysing the frequency of banking products use,personal loans and transfers were the two products used most often.The former was used monthly by more than half the respondents,while the latter was used weekly by 39%of respondents.Personal credit cards were also used weekly by 20%of borrowers.Conversely,the three least used or unavailable banking products/services were mortgages,business credit cards and overdraft accounts.72X0%2%5%1%Personal checking or savings accountPersonal loanPersonal credit card(s)Business savings/checking accountBusiness loanBusiness credit card(s)Mortgage,bridge loan or another secured loan from a bankMortgage,bridge loan or another secured loan from a specialist providerOtherPercentage of respondents0Other financial productsBusiness financial productsPersonal financial products2030405060708010The ASEAN Access to Digital Finance Study25Figure 3.6 Frequency of banking products/services use:P2P/marketplace consumer lending(n.272)*N/A indicates not applicable or no relationship.Previous financing from other sourcesBefore turning to alternative financing platforms,borrowers first sought financing through other channels.The two most popular channels were family and friends(66%),and banks(63%).Of those borrowers who sought financing from family and friends,62%received an offer and 55cepted that offer.Among borrowers who sought funds from banks,63%received an offer and 57cepted that offer.The third most popular channel was microfinance institutions,with 44%of borrowers seeking funding from this source.Of those,more than two-thirds received an offer and one-half accepted it.It is important to note that the offer and acceptance rates for borrowers who approached informal finance providers were relatively higher than for those who sought funding from the top three most popular traditional finance channels,despite having fewer borrowers.Figure 3.7 Previous financing from other sources:P2P/marketplace consumer lending(n.272)1%3%7%9%9 9%9Q%3%3%3%6%2%4%6%3%4%7%4%6%(%6%4RTIE2 %MortgageBusiness credit cardOverdraft accountCheque paymentsPersonal loanPersonal credit cardTransfersWeeklyMonthlyQuarterlyAnnuallyNeverN/APercentage of respondents020304050607090801001066cD961bcfrfiUWVfTS0406080100120140160180200Family and friendsBankCredit cooperativeNumber of respondentsInstitution funding sought fromThose that received funding offerThose that accepted funding offerMicrofinance institutionInformal finance providerNon-bank finance institution25Individual consumer and household access to digital finance263.1.3 Borrowing experiencePrimary purpose of borrowingNearly half the respondents who used P2P/marketplace consumer lending platforms borrowed funds for daily expenses or to meet short-term needs(Figure 3.8).Far fewer consumers(8ch)borrowed funds for education,student loans,business expenses or major purchases(for example,a car or travel).In addition,some P2P borrowers used the funds to cover other debts,such as a personal overdraft(5%),to repay a debt(4%)or to consolidate existing debts(3%).Figure 3.8 Primary purpose of borrowing:P2P/marketplace consumer lending(n.272)Decision-making factors for borrowing from fintechThe main decision-making factors that led borrowers to use a P2P/marketplace lending platform were platform use and trust factors(Figure 3.9).More specifically,factors such as the speed of receiving the funds,transparency,better approval rates and customer service were considered very important by more than half the borrowers.In terms of external factors,advice from friends or family was ranked as very important by more than one-third of borrowers.Besides that,there were other important factors,such as less complex paperwork and the ease of getting the funds compared to traditional channels.Figure 3.9 Decision-making factors for borrowing from fintech:P2P/marketplace consumer lending(n.272)010203040502%1%3%4%5%5%7%8%8%8I%Pay or settle a tax liabilityOtherPersonal overdraft facilityBuy or improve land or property(non-business premises)Major unexpected expenseMajor purchase,excluding land or propertyBusiness expense or in lieu of a business loanEducation/student loan(including tuition fees)Day-to-day expensesPercentage of respondentsPay debt to person/organisation(non-financial institution)Consolidate/refinance existing debt/loan0203040506070908010010Advice from a financial advisorReferral from bank or other finance provider21!&8(4QQSUVWX5137(3)1&)3!)%6%7%4%8%5%6%7%4%3%3%1%2%2%2%2%2%2%9%8%7%8%4%4%3%1%3%3%2%4%News,media or social media coverageCovid-19 mobility restrictionsAdvice from friends or familyUnable to get funding elsewhereLow credit scoreBetter interest rate/cheaper costSpeed of receiving fundsEasier to get funding than through traditional channelsLess complex application process/less paperworkBetter customer serviceFlexible termsBetter approval ratesTransparencyExternal factorsFinancial factorsPlatform use/trust factorsVery importantImportantNeutralLess importantNot importantPercentage of respondents13The Global Covid-19 Fintech Market Impact and Industry Resilience StudyCase studyFintech platform:Wealthi TechfinIndividual consumer:Vichan Lertvichayakamol Country:ThailandBrief history of the individual consumerVichan Lertvichayakamol had been researching the topic of solar cell energy on the internet for a long time.He was prompted to do this after a few households on his road installed solar cells.Unfortunately,he found out that they are very expensive,and it would take him many years to get a return on his investment.Why this individual consumer decided to access credit through the fintech platformVichan came across Wealthi by accident and saw that it offered leasing terms for solar equipment at a fair price.According to the platforms terms,to get the 3-kW solar cell he wanted,which cost USD3,000,he would have to provide a 20%down payment of USD600.Because he could afford this payment plan,he contacted Wealthi.How the financing impacted the individual consumer Vichan learnt that Wealthi had more than 100 customers who,like him,did not want to wait for years to get a return on their investment.He chose Wealthi because the platform became involved in solar cells to help accelerate the green energy movement,which he is proud to be part of.Wealthi also connected him with an expert solar cell vendor who gave him a ten-year warranty,which was longer than the instalment period.Now,the money Vichan saves on his electricity bill offsets the monthly instalments he pays toward the cost of the solar cells.Vichan saves money and also contributes to the climate change movement.27Individual consumer and household access to digital finance28Ability to get funding from another source Even though being unable to get funding from other sources was a very important decision-making factor for many borrowers,when asked about their ability to get funding from another source,more than half(57%)believed they would have been able to borrow the same amount elsewhere.Thirty percent were not sure,and 7%reported they would not have been able to.Amount borrowedRespondents were asked how much they had borrowed in total in the last 12 months from their primary fintech platform/lender.After excluding outliers,consumers mainly borrowed small sums with a median of USD345 because they generally used the funds to meet short-term needs or cover day-to-day expenses.For most borrowers(up to 75%),the maximum amount borrowed was USD1,431(Figure 3.10).Overall,the mean amount borrowed was USD15,847.Figure 3.10 Amount borrowed:P2P/marketplace consumer lending(n.258)*Two outliers(with borrowed amounts over USD63 million)were excluded.(Zero/nil values were also excluded from calculations.)*Outliers(too far/extreme values)are not shown in this boxplot.In terms of the amounts borrowed against the gender and income level of respondents,overall,the average amount borrowed by female consumers was 1.5 times higher than that borrowed by male consumers,which was mainly due to the greater amounts borrowed by females with an annual income above USD50,001(Table 3.1).However,the overall median amount borrowed was similar:USD344 for females and USD396 for males.Notably,female borrowers with an income below USD1,000 borrowed,on average,nearly twice 5 CCAF(2022).Fintech regulation in Asia Pacific,Cambridge Centre for Alternative Finance at the University of Cambridge,Cambridge Judge Business School,Cambridge,p.33.Available at:https:/www.jbs.cam.ac.uk/wp-content/uploads/2022/03/2022-ccaf-fintech-regulation-in-apac.pdfas much as male borrowers within the same income range.Table 3.1 Amount borrowed by gender and annual income:P2P/marketplace consumer lendingGenderAnnual income range(USD)Amount borrowed(USD)MedianMeanFemaleBelow 1,000(n.25)2073941,0015,000(n.35)2764505,00110,000(n.25)2694,55810,00150,000(n.13)6306,362Above 50,001(n.7)145,011273,576Overall(n.105)34419,809MaleBelow 1,000(n.44)1092,0941,0015,000(n.25)3445925,00110,000(n.36)6152,23910,00150,000(n.23)2,07015,751Above 50,001(n.15)51,55592,515Overall(n.143)39613,167*The table excludes respondents that chose the gender options prefer not to say and other.(Zero/nil values were also excluded from calculations.)*n refers to the number of observations.Further,despite males with an annual income below USD1,000 borrowing a median amount of USD109,the average suggests that some borrowed an amount greater than their annual income.This study also found that 75%of these borrowers applied for additional financing over and above the amount they had borrowed through a fintech platform.The main source of this subsequent financing was fintech platforms(42%)(Figure 3.14).Some of those borrowers used multiple fintech platforms to meet their financing needs and used them several times.They were able to do this because most online fintech lending platforms only perform soft credit checks before lending.This repeated borrowing could be due to higher interest rates and shorter repayment periods.Eventually,this may lead to debt accumulating,which may then affect the borrowers financial health.To tackle this,regulators could limit the amounts borrowed through digital lending channels.Some regulators in ASEAN countries have already implemented mandates that restricts the total amount individuals can borrow through P2P platforms based on their annual income.For example,the Philippines limits consumers total borrowing to 5%of their annual income.5USD500USD-USD1,000USD2,800USD105USD7USD1,500USD2,000USD2,500USD3,000USD1,431USD345The ASEAN Access to Digital Finance Study29Interest rates6 Fitch Ratings,Inc.(2021).Indonesias Online Lending Clean-up Key to Bolstering Sector Credibility.Available at:https:/ 7 CCAF(2022).FinTech Regulation in Asia Pacific,Cambridge Centre for Alternative Finance at the University of Cambridge,Cambridge Judge Business School,Cambridge,p.33.Available at:https:/www.jbs.cam.ac.uk/wp-content/uploads/2022/03/2022-ccaf-fintech-regulation-in-apac.pdf 8 Reserve Bank of India(2021).Report of the Working Group on Digital Lending including Lending through Online Platforms and Mobile Apps.Available at:https:/rbidocs.rbi.org.in/rdocs/PublicationReport/Pdfs/DIGITALLENDINGF6A90CA76A9B4B3E84AA0EBD24B307F1.PDF9 Raj,P.S.(14/090/2021).Critical Need for Digital Financial Literacy,Fomca Org.Available at:https:/www.fomca.org.my/v1/index.php/fomca-di-pentas-media/fomca-di-pentas-media-2021-21/1460-critical-need-for-digital-financial-literacy 10 Bank of Thailand(2022).Repositioning Thailands Financial Sector for a Sustainable Digital Economy.Available at:https:/www.bot.or.th/landscape/files/consultation-paper-en.pdf Most individual respondents(80%)reported they were charged monthly interest rates on their most recent loans,followed by 17%who were charged weekly interest.For those who reported being charged monthly interest rates,the most common interest rates ranged from 02.49%,followed by 2.54.99%.For those being charged weekly interest rates,most respondents reported rates ranging from 02.49%(Table 3.2).It is important to note that various factors influence interest rates,such as the risk profile of customers,cost of funds,and purpose and terms of the loan.Table 3.2 Interest rate:P2P/marketplace consumer lending(n.272)Interest rate/payment frequency(%)Quarterly(%)(Proportion of respondents:3%)Monthly(%)(Proportion of respondents:80%)Weekly(%)(Proportion of respondents:17%)02.492942652.54.9929331859.99141131014.9914881519.9914220 46Some ASEAN countries reported illegal and unauthorised digital lenders engaging in predatory lending or collection practices and charging exorbitant interest rates.6 To overcome this issue,regulators in some ASEAN countries have imposed caps on the interest rate that P2P lenders can charge their borrowers.For example,Thailand caps the interest rate at 15%per year.7 Further,it is also important for regulators to create a whitelist of regulated digital lending fintechs operating in the country.8Digital financial literacy and consumer protectionDigital finance has huge potential in the ASEAN region,but awareness of digital finance solutions and digital financial literacy is key for growth in the region.However,because a large proportion of the population in countries such as Indonesia,Malaysia and the Philippines live in rural areas,access to and awareness of digital finance is still a challenge.Strengthening consumer protection to build trust in digital finance is critical for regulators.For instance,in Malaysia,consumers need to understand the role of the Ombudsman of Financial Services,Consumer Forum of the Malaysian Communications and Multimedia Commission(MCMC),Bank Negara Malaysia,Consumer Tribunal and the police in addressing complaints related to online fraud and financial issues.The Federation of Malaysian Consumers Associations(FOMCA)has called on policymakers to formulate and implement a national programme for digital financial literacy to empower all consumers so they can take full advantage of digital finance,understand the risks and take measures to mitigate these risks,and better understand their rights as consumers.9 Similarly,in Thailand,the Bank of Thailand(BOT),in their consultation paper on repositioning the financial sector,has emphasised the need for financial and digital literacy among households so access to financial services can be expanded without leading to financial vulnerability.10Individual consumer and household access to digital finance3030Frequency of borrowing from fintech platformsAccording to this study,more than 75%of borrowers had used a digital lending platform more than once.Of those,37%used the platform to borrow funds more than five times,16%twice and 13%three times.Additionally,when asked if they had borrowed from other fintech platforms,more than half(57%)reported they had.Figure 3.11 Frequency of borrowing from fintech platforms:P2P/marketplace consumer lending(n.272)Ease of using fintech platforms In terms of ease of using a fintech platform,most borrowers reported that it was very easy or easy to use across all activities.The top three activities borrowers reported as being very easy to use were registering on the platform,completing loan applications and getting the funds once approved.Figure 3.12 Ease of using fintech platforms:P2P/marketplace consumer lending(n.272)*N/A indicates not applicable or that the respondent did not wish to rate the activity.0205251030401535More than five times24%8%27%OnceTwiceThree timesFour timesFive timesPercentage of respondents1%13499AFH6478422 %4%7%3%2%3%3%1%4%2%1%4%1%1%1%1%Communicating with the platformMeeting interest paymentsVerifying personal informationGetting funds once approvedCompleting loan applicationRegistering on the platformVery easyEasyN/A2%Percentage of respondents0203040506070908010010Refinancing initial termsNeither easy nor difficultDifficultVery difficult2%1%2%The ASEAN Access to Digital Finance Study313.1.4 Outcome of financing and Covid-19 impactLoan repayment statusMost respondents(58%)reported they had never missed a loan repayment and that their payments were ongoing,and 26%had fully paid off the loan.A small proportion(1%)had defaulted on their loan,which is lower than the non-performing loan(NPL)average reported by the World Bank.11Figure 3.13 Loan repayment status:P2P/marketplace consumer lending(n.272)Subsequent/additional borrowing After borrowing funds through a fintech platform,75%of respondents reported applying for additional finance.The main source of this subsequent financing was fintech platforms(42%),which tallies with earlier findings that many consumers use different online platforms to meet their financial needs.This was followed by banks(31%),friends and family(28%),and microfinance institutions(17%).Of note,these were also the top funding sources from which borrowers had previously sought finance before approaching a fintech.Figure 3.14 Subsequent/additional borrowing source:P2P/marketplace consumer lending(n.272)11 World Bank Group(2022).Bank nonperforming loans to total gross loans(%).Available at:https:/data.worldbank.org/indicator/FB.AST.NPER.ZS?end=2021&start=2021&view=map&year=202058&%9%5%1%1%Never missed a payment;payments are ongoingNever missed a payment;loan has been paid offUnable to repay when payment was due,but full amount eventually repaid with some delayTemporarily missed a payment due to platform error,but now currentDefaulted on loanUnable to repay,but platform rolled over debt/offered new loan to pay off old one020501030604070421(%6%6%4%4%Fintech platform(n.113)Bank(n.84)Friends and/or family(n.77)Credit cooperative(n.16)Government/public funder(n.12)Percentage of respondentsMicrofinance institution(n.45)Non-bank financial institution(n.35)Payday lender(online or offline)(n.30)Informal finance provider(n.17)Additional finance required not received(n.11)020525103040153545Individual consumer and household access to digital finance32Banking relationship impactHaving access to digital fintech lending enables customers to build their credit history and access other types of financial products.Borrowers were asked whether their relationship with bank products and services had changed since receiving funds from alternative financing platforms.The results show that more than half had begun to use or had increased the frequency with which they used savings or checking accounts,indicating a more organised financial situation.This was followed by an increase in the use of personal loan contracts,overdraft accounts and personal credit cards.This emphasises the fact that fintech complements traditional banking systems,as they mainly serve the underbanked12 and enable further financial inclusion.Figure 3.15 Banking relationship impact:P2P/marketplace consumer lending(n.266)Covid-19 government financial assistance During the Covid-19 pandemic,governments in each country across the region provided various types of assistance in the form of programmes/packages.Most borrowers(74%)reported they did not receive any Covid-19 financial assistance from their government.For those who did,the main type of assistance received was an income transfer scheme(42%),followed by an income transfer scheme for low-income populations(19%)and vouchers(10%),as shown in Table 3.3.Table 3.3 Covid-19 government financial assistance:P2P/marketplace consumer lending(n.31)Scheme*Proportion(%)Income transfer scheme(cash assistance/transfer)42Income transfer scheme to low-income populations19Other(unemployment/healthcare/food assistance)19Vouchers10Tax relief/rebates7Wage subsidy3*The schemes were grouped according to the responses received.This is not an exclusive list,and the objective is not to list all the schemes provided by the respective governments to the respondents.There may be an overlap in the schemes listed.12 Cornelli,G.,Frost,J.,Gambacorta,L.,Rau,P.R.,Wardrop,R.and Ziegler,T.,2020.Fintech and big tech credit:a new database,BIS Working Papers,page 1425%8%6%9(#%7%9%8%3%3%3%4%3%5%3%51IEdb%Savings or checking accountPersonal loan contractsOverdraft account/facilityPersonal credit cardBusiness credit cardMortgagesBegan usingIncreased useAbout the sameDecreased useStopped usingN/APercentage of respondents303040506070908010010The ASEAN Access to Digital Finance Study33Covid-19 platform assistanceSimilarly,fintech platforms also offered several types of assistance to their customers during the Covid-19 pandemic.Half the P2P/marketplace consumer lending borrowers reported they did receive some type of Covid-19-related relief or assistance from their platforms.For those who did,the most common types were related to payments or financial support,such as fee waivers(19%)and eased payment plans(18%).This was followed by payment holidays and additional credit facilities,both at 15%.It should be noted that,in many cases,the governments themselves asked fintech platforms to reduce or eliminate fees and provide eased payment plans,and even channelled additional credit facilities through them.13Figure 3.16 Covid-19 platform assistance:P2P/marketplace consumer lending 13 Sugandi,E.A.,(2021).The COVID-19 Pandemic and Indonesias Fintech Markets.SSRN Electronic Journal.doi:10.2139/ssrn.3916514.14 Rahil Sheikh(2021).Buy now pay later:How does it work?online BBC News.Available at:https:/www.bbc.co.uk/news/explainers-59582188Increase in borrowing frequency due to Covid-19Over one-third of respondents(35%)indicated they had increased the frequency with which they borrowed funds due to Covid-19.The reasons for this increase in frequency were to compensate for financial difficulties due to lower or no income,or meet additional needs created by the pandemic,such as purchasing medicine,food and other basic household necessities.3.2 Buy now,pay laterApproximately 34%(138)of responses from individual consumers were related to the buy now,pay later(BNPL)model.BNPL is a form of short-term financing that offers convenience and easy access to credit for small-ticket purchases.It allows shoppers to spread the cost of purchases over a short period(typically a few weeks or months),by paying the amount back in instalments rather than in full at the time of making the purchase.14 However,the BNPL provider typically settles the bill outright with the merchant on the buyers behalf.BNPL providers sometimes charge interest,but mostly offer interest-free periods.If individuals pay off the balance before the repayment period ends,they avoid paying interest or other charges.50%5%No support received(n.137)Waived fees(n.53)Eased payment plans(n.50)Additional credit facility(not related to a government assistance scheme)(n.41)Payment holiday(n.40)Additional credit facility(related to a government assistance scheme)(n.32)Insurance or other coverage(n.28)Percentage of respondents0203040506010Non-financial add-on services or products(n.14)Individual consumer and household access to digital finance34BNPL regulatory developments in the ASEAN regionThere has been considerable growth in the BNPL model in Asia Pacific,particularly in Southeast Asia.This growth has largely been driven by the increased adoption of digital finance solutions for e-commerce purchases.15 With a rapid increase in the number of players offering BNPL services and expanding into other markets within the region,the BNPL sector is becoming highly competitive and fragmented.Other regional-specific factors have also driven this growth,such as the increase in digitalisation of businesses,growing internet penetration among consumers,16 digital technologies and readily available data,unbanked and underbanked populations,and credit opportunities.The BNPL model is mainly used by retail consumers who are young,new to credit and may have limited or no access to formal lines of credit.17 The facility offers convenience and easy access to credit(for smaller ticket purchases),and consumers creditworthiness is generally assessed through soft checks.However,this rapid increase in the use of BNPL services has raised some concerns,especially that they may lead the Gen Z population to overextend themselves by buying items they cannot afford,which may result in over-indebtedness.18 Currently,there are no specific regulations or policy guidelines regulating this space in the ASEAN region.However,regulators are carefully monitoring the sector and taking steps to implement necessary regulations.The Monetary Authority of Singapore(MAS),in their parliamentary replies dated 5 April 2022,19 noted that the current BNPL trends in Singapore do not pose significant risks regarding consumer indebtedness.However,a code of conduct is expected to be released in the second half of the year that seeks to mitigate the risk of consumer over-indebtedness and establish minimum standards to ensure consumer protection.The Singapore FinTech Association(SFA),under the guidance of MAS,has established a BNPL working group(BNPL WG),which is an industry-led initiative to develop a code of conduct or framework for the Singapore market in advance of formal regulation.20 The BNPL framework will outline behavioural guidelines and enforcement mechanisms for players offering BNPL solutions in the country.Similarly in Malaysia,the central bank(the Bank Negara Malaysia(BNM),is working with the Ministry of Finance(MoF)and Securities Commission Malaysia(SC)to regulate BNPL schemes by enacting the Consumer Credit Act(CCA)later this year.21 Further,BNM indicated it had worked with financial education networks to inform consumers about the risks of using BNPL schemes.With the BNPL market expanding to other countries in the ASEAN region,we can expect to see more regulations surrounding BNPL services in the future.15 Ritchie,M.and Nejal,J.(2022).Buy Now Pay Later:the Regulatory Landscape in the Asia Pacific Region.online Deloitte.Available at:https:/ Asian Development Bank(2020).Asia Small and Medium-Sized Enterprise Monitor 2020.Available at:https:/www.adb.org/sites/default/files/publication/646146/asia-sme-monitor-2020-volume-1.pdf17 Dhanorkar,S.(2021).5 things to know about buy now,pay later schemes,The Economic Times.Available at:https:/ Barclays(2022).Two in five Gen Z shoppers using unregulated BNPL feel overwhelmed by repayments.Available at:https:/home.barclays/news/press-releases/2022/03/two-in-five-gen-z-shoppers-using-unregulated-bnpl-feel-overwhel/19 Monetary Authority of Singapore(2022).Reply to Parliamentary Question on Buy Now Pay Later Schemes.Available at:https:/www.mas.gov.sg/news/parliamentary-replies/2022/reply-to-parliamentary-question-on-buy-now-pay-later20 Singapore Fintech Association(2022).BNPL industry group to develop BNPL Framework for Singapore market.Available at:https:/singaporefintech.org/bnpl-industry-group-annoucement/21 Ministry of Finance Malaysia(2022).Bank Negara teams up with MoF,SC to regulate BNPL schemes.Available at:https:/www.mof.gov.my/portal/en/news/press-citations/bank-negara-teams-up-with-mof-sc-to-regulate-bnpl-schemesThe ASEAN Access to Digital Finance Study353.2.1 Profile of respondentsDemographic of respondentsOver 80%of BNPL respondents were from the Philippines,Indonesia and Singapore,while a smaller proportion was from Thailand(11%)and Malaysia(8%).Figure 3.17 Country of residence:BNPL(n.138)22 Ayman Falak Medina(2021).Minimum Wages in ASEAN for 2021.Available at:https:/ users were young people,in full-time employment and had an undergraduate degree.Their annual income was also generally higher than the minimum wage of their respective countries.More than half(53%)of BNPL users were male and 45%were female.Notably,most(54%)respondents were in the 2534 age bracket,and 17%were aged between 18 and 24.This shows that the main users of BNPL facilities were Millennials and Gen Z.The third-largest group of respondents were between 35 and 44 years of age(18%).Most respondents were in full-time employment(78%),followed by those who were self-employed(10%).In terms of education level,all respondents had attended school.More than half had an undergraduate degree(64%),and the remaining proportion was evenly distributed between having a technical education or vocational training,being educated to secondary school level,and having a postgraduate degree or higher.Figure 3.18 Gender,age,employment status and highest education level:BNPL(n.138)Regarding users primary residence(Figure 3.19),nearly two-thirds did not own their residence,and either lived with family or friends,or rented from a private landlord.Fourteen percent owned the property in which they lived and 13%had a mortgage.Nearly half the respondents did not have any dependents,one-third had one or two,and 16%had three or more.The median income of BNPL users was USD5,072(Figure 3.20),which was much higher than the minimum wages of four of the countries studied(excluding Singapore).22 Up to 75%(third quartile)had an annual income of USD11,650.In terms of gender,the median income of female BNPL users was USD3,475 and for male users,it was USD7,441.The Philippines 37%Thailand11%MalaysiaSingaporeIndonesia8 $SE%2maleMalePrefer not to say4554 years old3544 years old1824 years old2534 years old65 years old or above1T%Self-employedFull-time employeeFull-time student1%RetiredPart-time student 1%Unemployed1%Part-time employee78%6%3%Secondary school or lowerTechnical education or vocational trainingPostgraduate degree(Masters or above(PhD)Undergraduatedegree(Bachelors)64%Individual consumer and household access to digital finance36Figure 3.19 Primary residence and number of dependents:BNPL(n.138)Figure 3.20 Annual income:BNPL(n.127)*Four outliers(with values over USD100,000)were excluded from the chart.(Zero/nil values were also excluded from calculations.)*Outliers(too far/extreme values)are not shown in this boxplot.*X represents the mean.3.2.2 Relationship with traditional financial servicesTraditional financial facilities useUnsurprisingly,the main traditional finance facility BNPL respondents used was personal financial products.Personal checking or savings accounts were the most popular(72%),followed by personal loans(44%)and personal credit cards(38%).Far fewer individuals used business financial products:6%had business savings or checking accounts,4%a business credit card and 3%a business loan.Another 9%of users had a secured loan from a bank.Figure 3.21 Forms of traditional finance use:BNPL(n.138)*Other financial products or instruments that may cater to both consumers and businesses20%8%8H33 None34 %8%6%51520253035Percentage of respondentsNo;live with friends/familyNo;rent from a private landlordYes;own outrightYes;have a mortgageNo;live in public housingNo;but own a home that is not primary residenceOther USD-USD5,000USD10,000USD15,000USD20,000USD 25,000USD5,072USD13,119USD22,323USD625USD40USD11,65072D8%6%4%3%9%4%2%Personal checking or savings accountPersonal loanPersonal credit cardBusiness savings/checking accountBusiness credit card(sBusiness loanMortgage,bridge loan or another secured loan from a bankMortgage,bridge loan or another secured loan from a specialist providerOtherPercentage of respondents0Other financial productsBusiness financial productsPersonal financial products203040506070801005The ASEAN Access to Digital Finance Study37Banking product use23 Credit Karma(2021).Buy now pay later surges throughout pandemic,consumers credit takes a hit.Available at:https:/ top three banking products/services most frequently used by BNPL customers were transfers,personal credit cards and personal loans(Figure 3.22).The top two banking products used weekly were transfers(43%)and personal credit cards(27%).A personal loan was the product most used every month(29%).Figure 3.22 Frequency of using banking products/services:BNPL(n.138)*N/A indicates not applicable or no relationship.3.2.3 Purchase experienceType of purchase using BNPL facilitiesThe main type of purchase BNPL users made was fashion items and apparel(39%).This was closely followed by home appliances,mobile phones,other electronics and daily spending,each with a proportion of around 30%.Much less significant were vehicle purchases or auto repair(3%)and luxury retail(2%).A similar study shows that the top three types of purchases made by consumers in the US using a BNPL facility were home and furniture goods,electronics(such as headphones and speakers),and apparel (such as clothing and shoes).23 1%1%1%1%1%1(%2%4%6%Transfers1%5%7%6%6%8) %3%4%6%2%4%4%36)40UGTI!%Business credit cardMortgageOverdraft accountCheque paymentsPersonal loanPersonal credit cardWeeklyMonthlyQuarterlyAnnuallyNeverN/APercentage of respondents0203040506070908010010Individual consumer and household access to digital finance38Figure 3.23 Type of purchase using BNPL facilities:BNPL(n.138)Means of accessing BNPL facilitiesWhen asked about how they accessed BNPL facilities,more than half of BNPL users reported first accessing a BNPL service through merchant websites as a checkout option,followed by one-third who used the BNPLs own websites or apps.The least popular way of accessing a BNPL facility was through offline/mall merchants(11%).Figure 3.24 Means of accessing BNPL facilities:BNPL(n.138)Provision of additional engagement options The survey asked users whether the BNPL platform had offered any additional engagement options,such as reward programmes,attractive marketing campaigns and offers,and newer features including credit lines(Table 3.4).Of those that responded,35%reported that the BNPL platform had,26%indicated that it had not,and the rest were not sure.For those who had been offered further enticements,33%received additional discounts and vouchers,and 12%received free shipping,followed by an increase in credit limits and point rewards,both at 9%.Table 3.4 Provision of additional engagement options:BNPL(n.33)Additional enticements*Proportion(%)Further discounts and vouchers33Free shipping12Higher credit limit9Reward points9Rebates60%interest3Cash loans3Endorsing a new shop or product3Cashbacks3Other19*The above-listed additional enticements were grouped according to the responses received.393322%9%9%7%6%3%2%2shion and apparelHome appliancesMobile phonesOther electronicsDaily spendingCosmetics and beautyFurnitureMedical/healthcareExercise/sports equipmentToys and entertainmentTravelVehicle purchase or auto repairLuxury retailOtherPercentage of respondents1015202530354045518%Through the merchant website as a checkout option Through the BNPL platforms website or app Through offline/mall merchant accepting BNPL05The ASEAN Access to Digital Finance Study39Being denied a purchase due to low income/credit score Users were asked if they had ever been denied a purchase due to their income or credit score,and 23%indicated that they had.The remaining three-quarters had never faced this challenge.Notably,35%of the users noted no credit check as a very important decision-making factor for using a BNPL facility (Figure 3.25).Decision-making factors for borrowing from a BNPL facilityOverall,convenience(which includes flexible terms,easy application and approval processes,and better customer service)was the main decision-making factor that led participants to use a BNPL facility.The key financial influencer for BNPL users was paying zero or low interest,followed by flexible instalment payments.The least important decision-making factors were external,such as advertisements or inducements,news,media or social media coverage,and advice from a financial adviser or friends and family.Figure 3.25 Decision-making factors for using BNPL facilities:BNPL(n.138)15 1688AIe5SSUWYb3330)01()0&0%!6A1($!$ )%8%5%5%6%4%7%5%4%3%2%4%1%4%1%3%4%9%7%9%9%4%6%4%4%1%3%3%2%1vertisement or inducement from an e-commerce platform or merchantNews,media or social media coverageAdvice from friends or familyOvercome not having a credit cardAvoid additional charges to an existing credit cardStretch budgetOvercome a low credit card limitAccess items before paying for them in fullFlexibility of instalment payments after purchaseZero or low interestNo credit checkSpeed of receiving purchaseFaster payment one touch optionsEasier to manage payment planEasier to understand statementBetter customer serviceEasy application and approval processFlexible terms1%1%1%1%1%1%1%1%Percentage of respondentsVery importantImportantNeutralLess importantNot important0203040506070908010010Advice from a financial advisorExternal factorsFinancialfactorsC onvenienceIndividual consumer and household access to digital finance40Case studyFintech platform:BillEase/First Digital Finance Corporation(FDFC)Individual consumer:Charles EugineCountry:The PhilippinesBrief history of the individual consumerCharles Eugine is a 25-year-old Filipino living in Bacoor,Cavite.He has a Bachelors degree in Aircraft Technology and now works as a tech specialist at Accenture Inc.Charles has accounts at three local banks and owns one credit card.Difficulties or obstacles the individual consumer faced in obtaining credit from other sources,such as banks and financial institutionsCharles has one credit card with an average credit limit.He only uses this credit card for instalment plans on big purchases,such as home appliances and gadgets.When he reached the maximum credit limit on his card,he asked the bank to increase the limit.However,the bank refused his request.Why this individual consumer decided to access credit through the fintech platformIn January 2022,Charles downloaded the BillEase app so he could use the Lazada and e-wallet top-up facilities.He uses his BillEase available credit when he needs extra funds for groceries and other goods.Because the platform charges 0%or very low interest,he can pay back the amount he borrows in less than twomonths.How the financing impacted the individual consumer Although Charles has a credit card,he cannot use it for months because he is still paying for the appliances he previously purchased on an instalment plan.Having a BillEase account means he can still make purchases,paying back the funds with easy and quick instalments,without having to apply for another credit card.The BillEase app helps him pay for emergencies with the option of reimbursing the funds later in the month when he receives his salary.He also likes that e-wallet top-ups are disbursed immediately because he mainly uses this facility for unforeseen day-to-day expenses.BillEase also has a lot of electronic merchants so he can easily buy new computer games simply by using his smartphone.He does not need to travel to Datablitzs physical store to make the purchase,potentially exposing himself to Covid-19.Paying for goods in instalments is easy and convenient for Charles,as all he needs to do is connect his Gcash account to the BillEase app to process the payments.40The ASEAN Access to Digital Finance Study41Purchases made through BNPL facilities and ability to get funding from another source More than half the participants indicated that the purchases they made using BNPL facilities were planned(Figure 3.26).Further,one-quarter reported the purchases were necessary,and 12mitted they were impulse buys.When asked whether they would have been able to make these purchases without using BNPL services,most respondents(59%)said they would have been able to,14%said they would not have been able to,and 22%were unsure.Figure 3.26 Purchases made through BNPL:BNPL(n.138)Average cost of BNPL purchases When excluding outliers,the median cost of BNPL purchases was USD162.For up to 75%of BNPL users,the maximum product cost was USD569.Due to some users purchasing more expensive products,the average product cost was USD1,314.Notably,the average cost of products purchased by females(USD331)through BNPL facilities was much lower than than that of their male counterparts(USD2,208).The median cost of products purchased by female users(USD120)was also much lower than that of male users(USD175).24 Monetary Authority of Singapore(2022).Reply to Parliamentary Question on Buy Now Pay Later Schemes.Available at:https:/www.mas.gov.sg/news/parliamentary-replies/2022/reply-to-parliamentary-question-on-buy-now-pay-laterFigure 3.27 Average cost of products:BNPL(n.134)*Two outliers(with product costs of USD670,000 and USD1.1 million)were excluded.(Zero/nil values were also excluded from calculations.)*Outliers(too far/extreme values)are not shown in this boxplot.*X represents the mean.In general,the median and average costs of products purchased by both male and female BNPL users were well within their estimated annual income(Table 3.5).Further,most users reported they had never missed an instalment payment and only 2%had defaulted on their loans(Figure 3.31).These findings suggest that the users were not overextending themselves by buying items they could not afford,which may lead to over-indebtedness.This is in line with the MASs statement that current BNPL trends in Singapore do not pose significant risks regarding consumer indebtedness.24 54%92030405060Pre-planned purchaseNecessary purchaseImpulse purchaseGiftPercentage of respondentsUSD200USD-USD400USD600USD800USD1,000USD1,200USD1,400USD1,314USD55USD1USD162USD1,260USD5690Individual consumer and household access to digital finance42As most BNPL respondents were young(Millennials and Gen Z)and new to credit,protecting the interests of consumers is even more important.Regulators need to provide clear guidelines(code of conduct)to lenders and ensure they carry out sufficient checks(as generally,most lenders carry out soft checks to assess consumers creditworthiness)to confirm that consumers can afford to take out such loans.Further,regulations could also focus on the product design and ensure sufficient information is provided at checkout points so users can make informed decisions.25Table 3.5 Cost of products by gender and annual income:BNPLGenderAnnual income range(USD)Cost of products(USD)MedianMeanFemaleBelow 1,000(n.18)2813761,0015,000(n.15)992325,00110,000(n.18)99348Above 10,000(n.7)350472Overall(n.58)120331MaleBelow 1,000(n.14)911481,0015,000(n.12)1372675,00110,000(n.9)535936Above 10,000(n.30)6604,645Overall(n.65)1752,208*The table excludes respondents that chose the gender options prefer not to say and other.(Zero/nil values were also excluded from calculations.)*n refers to the number of observations.Frequency of using BNPL facilitiesParticipants were asked how frequently they used BNPL facilities.Approximately 48%reported they used them once or more than once a month,which shows their satisfaction driven by ease and convenience with the process.In contrast,23%of customers used the facility once a year or less.Figure 3.28 Frequency of using BNPL facilities:BNPL(n.138)25 Poll,H.and Byrne,G.(2021).Buy Now.Pain Later?Available at:https:/www.citizensadvice.org.uk/Global/CitizensAdvice/Debt and Money Publications/BNPL report (FINAL).pdf20(#15202530Percentage of respondentsMore than once a monthOnce a monthOnce every six monthsOnce a year or lessOnce every three months05The ASEAN Access to Digital Finance Study43Preference for BNPL facilities over credit cardsFifty-one percent of respondents preferred using BNPL facilities to credit cards,29%preferred using credit cards,and 20%preferred using BNPL facilities sometimes.Of those who preferred using BNPL facilities to credit cards,over half cited ease and convenience as the reason,11%used them because they did not have a credit card,and around 9cause of the low fees and no interest.For those who sometimes preferred using BNPL facilities,being offered promotions was the main deciding factor for 22%and for 17%,it was because of their needs and budget.Also,4%of customers used BNPL facilities sometimes because they did not have a credit card.Figure 3.29 Preference for BNPL facilities over credit cards:BNPL(n.138)Ease of using BNPL facilitiesWhen asked about the ease or convenience of using a BNPL facility,more than half the respondents indicated it was very easy or easy to use across all factors.More specifically,nearly half the participants found it very easy to process their BNPL payments on the merchant or e-commerce website,which was followed by communicating with the platform(39%).Over one-third found verifying personal information,receiving the product or service purchased,and registering with the BNPL platform very easy.Figure 3.30 Ease of using BNPL facilities:BNPL(n.138)*N/A indicates not applicable or that the respondent did not wish to rate the activity.29 Q%NoSometimesYes23(3479F(6EA35%3%4%4%4%4%4%3%1%1%2%1%1%7%3%1%1%1%1%1%Selecting payment planRegistering with BNPL serviceReceiving product or service purchasedVerifying personal informationCommunicating with platformProcessing BNPL payment on merchant or e-commerce websiteVery easyEasyN/APercentage of respondents0203040506070908010010Refinancing initial termsNeither easy nor difficultDifficultVery difficult3%Individual consumer and household access to digital finance443.2.4 Outcome of financing and Covid-19 impactInstalment payment statusMost customers had never missed an instalment payment,and 36%had already paid off their loans (Figure 3.31).Some customers had problems repaying their loan or temporarily missed an instalment payment but did catch up.Only 2faulted on their loan,which was lower than the average bank NPLs for the relevant countries,as shown by the World Bank in 2020 and 2021.26 A similar study conducted in the US on BNPL users reported that more than one-third of users(34%),particularly Millennials and Gen Z,had missed at least one or more payments,27 which was considerably higher than the rate reported in this study.Figure 3.31 Instalment payment status:BNPL(n.135)Experience with items purchased using BNPL facilities Users reported mixed sentiments regarding their experience with the purchases they made through a BNPL service.Generally,respondents reported a positive experience when they were able to pay off their purchases faster than anticipated(44%)and when they found it easier to keep track of their online purchases(42%).In contrast,32%reported a negative experience because the item or service purchased was more expensive than anticipated,and 20cause of other reasons such as the unavailability of the products they wished to purchase.Banking relationship impact In general,those with access to banking products or services reported that their banking relationship had remained the same after using a BNPL facility.Only a small proportion of users reported starting to use savings or checking accounts(13%),followed by personal loan contracts(11%).Twenty percent of respondents reported using savings accounts more frequently and 13%used personal credit cards more often.26 World Bank Group(2022).Bank nonperforming loans to total gross loans(%).Available at:https:/data.worldbank.org/indicator/FB.AST.NPER.ZS 27 Credit Karma(2021).Buy now pay later surges throughout pandemic,consumers credit takes a hit.Available at:https:/ missed a payment;payments are ongoingNever missed a payment;loan has been paid offUnable to repay when payment was due,but full amount eventually repaid with some delayTemporarily missed a payment due to platform error,but now currentDefaulted on loanUnable to repay,but platform rolled over debt/offered new loan to pay off old onePercentage of respondents02015302540355045105The ASEAN Access to Digital Finance Study45Figure 3.32 Banking relationship impact:BNPL(n.135)Covid-19 impact on purchasing behaviour and frequency of using BNPL servicesCovid-19 affected the purchasing behaviour of more than half the respondents(53%),who reported spending more money overall on purchases since the pandemic.In addition,the results also indicated that 56%of respondents used BNPL facilities more often during Covid-19 and spent more money on purchases through BNPL.Covid-19 government financial assistance Most respondents(76%)did not receive any financial assistance from their government during the pandemic.For those who did,income transfer schemes to low-income populations were the most common.Covid-19 platform assistance Payment assistance facilities were the most common types of assistance that BNPL platforms offered their users.One-quarter were offered fee waivers,followed by eased payment plans and additional credit facilities.Notably,38%of respondents did not receive any support from their platform.Figure 3.33 Covid-19 platform assistance:BNPL 13%7%5%5 %8%4D%8%7%4%2%8%3%8%4AYBp%Savings or checking accountPersonal loan contractsOverdraft account/facilityPersonal credit cardBusiness credit cardPercentage of respondents0203040506070908010010Began usingIncreased useAbout the sameDecreased useStopped usingN/ANon-financial add-on services or products(n.4)020153025403510538%9%6%5%5%2%No support received(n.53)Waived fees(n.35)Eased payment plans(n.14)Additional credit facility(not related to government assistance scheme)(n.12)Payment holiday(n.8)Additional credit facility(related to government assistance scheme)(n.7)Insurance or other coverage(n.7)Percent
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麦肯锡：欧洲翻新浪潮-点燃建筑业的机遇（2023）（英文版）（11页）.pdf
Electric Power&Natural Gas PracticeRefurbishing Europe:Igniting opportunities in the built environmentThe built environment in Europe will need to transform to achieve the EUs goals for net-zero emissions.This is challenging but will unlock societal benefits and business opportunities.February 2023 Getty ImagesThis article is a collaborative effort by Rory Biskupski,Gustav Bolin,Tomas Nauclr,Erik Sjdin,Bram Smeets,and Paolo Spranzi,representing views from McKinseys Sustainability Practice.Europe is facing an unprecedented energy crisis.Even though many governments have introduced support mechanisms in recent months,the average European household is still facing energy costs that are almost two times higher than the previous yearand prices are expected to remain considerably elevated than in past years for the foreseeable future.At the same time,the EU has embarked on a large-scale transformation of its economies.Decarbonization targets and climate policies(like Fit for 55 and RePowerEU)require that emissions reduce quickly in a short time.Both European institutions and national governments have in past years rapidly introduced legislation that include hard commitments to the decarbonization targets and specific policies to deliver on them.If these efforts are successful,the EU economy will look substantially different by 2030 and will have gone through a radical transformation by 2050.The built environment is a critical puzzle piece for both decarbonization and the energy crisis.Responsible for 35 percent of energy-related emissions in the EU and 32 percent of natural gas consumption,the sector must transform to enable the regions decarbonization targets to be met.This transition is unlikely to be simple.There are significant hurdles to overcome in improving the building stock across the EU,including structural challenges(driven by a large,old,and poorly-insulated building stock),and others such as difficulties scaling capabilities to deliver on these targets and encouraging uptake by citizens.Yet even though the path to a low-carbon buildings sector in the EU is complex,its successful overhaul offers major opportunities for the continent that could reduce household energy costs,create jobs,and increase the resilience of the EU energy systems.Enhancing the energy efficiency of buildings,shifting to more efficient heating technologies,and increasing the amount of electricity produced through decentral and low-carbon means can,in aggregate,help to significantly reduce the net energy consumptionand thus the overall energy cost of buildings.McKinsey analysis shows that,by 2030,this could save up to 30 to 40 percent on a households energy costs(including monthly costs of power and gas and annualized infrastructure costs).Moreover,industries that are still in the process of scaling(like heat-pump production)could grow into global leaders,while existing,mature industries could be more readily available(such as solar PV production).McKinsey estimates show that over two million new jobs could be created through this effort.Though workers might be displaced as the reliance on fossil-based power diminishes,this presents a great opportunity to upskill and retrain experienced incumbents.This article focuses on the three initiatives that have the largest capacity to substantially improve energy efficiency of buildings in the EU:drastically enhancing the insulation of homes and commercial buildings;greatly ramping up electric heat-pump installation;and strongly scaling the roll-out of rooftop solar PV.We size the opportunities for the European market between now and 2030,offer a view on key prerequisites,and share a perspective on the implications these initiatives have for key stakeholders.The task at hand is immensethe proposed initiatives require a formidable turnaround of Europes built environment.Yet,if successful,the upside could be unprecedented.Old and under-insulatedThe building stock within the EU offers significant opportunities for change,but the transition is not without challenges.Structural challengesThe building stock is large,old,and under-insulatedwhich poses fundamental challenges for a rapid transition.First,the stock is large,with 222 million residential dwellings(apartments and houses)and 12 million commercial buildings as of 2018.A successful transition will require that 1“Household energy price index November 2022,”HEPI,2022.2“Greenhouse gas emissions from energy use in buildings in Europe,”European Environment Agency,2022;Global Energy Perspective,McKinsey,March 2022.3 Driven by increased energy efficiency,reduced reliance on natural gas,and lowering capital costs due to learning curve effects.4 Based on Bold Ambition pathway analysis.5“Europe energy information,”Enerdata database;“Building sector and energy demand in target countries,”Entranze database;EU Building Stock Observatory(BSO)database,European Commission;Odyssee database.2Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environmenthundreds of millions of owners across the EU market make sizeable investments in their properties.Second,this stock is disproportionately oldthe region has a low new-build rate(0.8 buildings are built annually for every 100 existing ones versus 1.1 on average for the OECD),with more than 50 percent of buildings over 40 years old.This means the overall building stock improvements cannot rely on replacing old buildings with more efficient new builds.Finally,building stock that is poorly insulated will need significant work to reach modern insulation baselines.Almost 53 percent of all European dwellings are rated as“low insulation”they have an average U-value(thermal transmittance)above 1.1W/m2K.These dwellings use a disproportionate amount of heating energy,at 62 percent of the energy in building stock(Exhibit 1).The outsized influence of poorly insulated dwelling and regional heating needs is made even more evident when looking at the country-level data:low-insulation dwellings in Germany and France account for 30 percent of heating energy needs across the EU,even though they make up 19 percent of the building stock(Exhibit 2).Uptake challengesThe rate of improvements of the building stock has been low historically.The European Commission estimates that about 12 percent of buildings undergo some level of energy-performance renovations every year,but this mostly concerns light insulations,which are the most affordable and have the shortest payback time(for example,simple draft proofing).Deep renovations are carried out in only 0.2 percent of dwellings a year(these are interventions that reduce energy consumption at least by 60 percent).This is also the case with heat-pump adoptionabout two-thirds of dwellings still use natural gas or other fossil-fuel-based heating systems.6“HM1.1 Housing stock and construction,”Housing Market database,OECD,2020;Enerdata database;“Building sector and energy demand in target countries,”Entranze database;EU BSO database,European Commission;Odyssee database.7 Entranze database;EU BSO database;Odyssee database.8 Comprehensive study of building energy renovation activities and the uptake of nearly zero-energy buildings in the EU,Directorate-General for Energy,European Commission,2019.9 Entranze database;Odyssee database;EU BSO database.Exhibit 1 The EU building stock is large,old,and under-insulated.Apartment119.89448081,643102.712.459.7(25%)57.8(25%)49.4(21%)36.3(15%)349(10%)536(16%)270(8%)557(16%)1,047(31%)505(15%)6.8(3%)4.8(2%)ApartmentHouseHouseCommercialCommercial53%of dwellings have low insulationLow insulation dwellings make up 62%ofenergy demandHigh insulation (average dwelling U-value 1.1W/mK)Breakdown of dwellings stock,Million(%of total)Breakdown of dwellings energy demand,TWh(%of total)The EU building stock is large,old,and under-insulated.McKinsey&Company3Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environmentThe slow uptake is not surprising when considering the costs and processes required to implement improvements.To start,upfront costs can be significant,with limited to no immediate financial benefits to households(for example,payback periods often exceed 15 yearseven higher for insulation work).In addition,the actual improvement processes can be disruptive(moving furniture in and out,fixing surfaces,or needing to temporarily evacuate homes)and can devalue properties(for example,through loss of floor space due to insulation improvements).Finally,building codes can add another layer of difficulty or complexity,further reducing uptake.Capacity challengesThe European ecosystem does not currently have the capacity to deliver the volume of installations required to meet the EUs decarbonization targets.It is missing capabilities and capacity across the supply chainfrom insufficient materials to enough manufacturing facilities and a large enough workforce with the necessary skills.The gap in capacity becomes evident when looking at current production and installation rates versus what is necessary to reach Fit for 55(FF55)and RePowerEU targets.All deployment rates will need to grow significantly,even when compared to record 2022 figures that were driven by the energy crisis.Annual deployment of rooftop solar will need to reach one-and-half times the recent 2022 record rate of 22 GW(versus the four-year average of 10 GW a year)to reach the EUs FF55 and RePowerEU targets.0Heat pump deployment will also need to keep growing at 12.5 percent a year through to 2030 to reach RePowerEUs target of 54 million heat pumps by 2030(versus only 15 million heat pumps currently installed at end of year in 2021,and an expected additional 2.5 million to be installed in 2022).The most difficult hurdle is likely to be insulation improvements,where the Buildings Performance Institute Europe(BPIE;a not-for-profit organization)estimates that deep renovations need to grow to Exhibit 2 Stock and heating energy is split by region and insulation level.High insulation (average dwelling U-value 1.1W/mK)GermanyGermanyFranceFranceItalyItalyIberiaIberiaBeneluxBeneluxNordicsNordicsSE EuropeSE EuropeOther CEOther CEPolandPolandCzech RepublicCzech RepublicIrelandIreland77449423371312542101614965599320.54633131112245,071838642463238318122226772443419237,67633,755 32,84414,92815,36219,72913,37015,2774,4821,907Source:“Europe energy information,”Enerdata database;“Building sector and energy demand in target countries,”Entranze database;EU Building Stock Observatory(BSO)database,European Commission;Odyssee databaseStock and heating energy is split by region and insulation level.McKinsey&CompanyBreakdown of dwellings stock,Thousand(%of total)Breakdown of dwellings energy demand,TWh(%of total)0 Global solar PV market outlook update:Q4 2021,Wood Mackenzie,December 9,2021;McKinsey analysis.RePowerEU targets 10 million new hydronic heat pumps to be installed by 2027,extrapolating that by 1)including air-to-air units,and 2)continuing growth to 2030;expected sales in the EU;EHPA heat pumps installed in Austria,Belgium,Czech Republic,Denmark,Estonia,Finland,France,Germany,Hungary,Ireland,Italy,Lithuania,Netherlands,Poland,Portugal,Slovakia,Spain,and Swedenincluding hydronic and air-to-air units.4Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environment3 percent of buildings per annum before 2030 for the building sector to contribute to the EUs FF55 target15 times the current average of 0.2 percent.While not impossible to overcome,each of these challenges makes the much-needed transition more difficult to accelerate and complete.Careful planning by stakeholders across the ecosystem could help ensure these barriers are broken down efficiently.Warming up to huge opportunitiesDespite these challenges,the EUs built environment needs to make a broad range of changes to meet decarbonization targets.The list of potential interventions includes installing rooftop solar,replacing gas boilers with heat pumps,improving insulation across the building stock,expanding the use of smart thermostats and Building Energy Management Systems(BEMS),deploying district heating solutions,and many more.For the purpose of our analysis,we focused on three leversheat-pump adoption,rooftop solar installations,and insulation improvements.We selected these levers as they represent some of the top abatement opportunities for the building sector and have sufficient scale to be ready for acceleration across the EU market.Since historical uptake for these three levers has varied,and a range of challenges can prove a bottleneck for acceleration,the actual rate of implementation across these three is still very uncertain,even though policy support is increasing.To deal with this,we developed three scenarios to illustrate the range of possibilities,depending on how effectively deployment can be accelerated across the EU:the Business as Usual(BAU)pathway,the Fit for 55(FF55)pathway,and the Bold Ambition(BA)pathway(Exhibit 3).Hlne Sibileau,“Deep renovation:Shifting from expectation to standard practice in EU policy,”BPIE,November 2021.For further information on heat pump and insulation abatement potential,see“Call for action:Seizing the decarbonization opportunity in construction,”McKinsey,July 14,2021.Exhibit 3 Three pathways illustrate the range of energy possibilities,depending on how effectively the EU can accelerate deployment.Total heat-pump installations for 20232030,millionsPathwayTotal rooftop solar installed for 20232030,GWTotal deep renovations uptakes for 20232030,millions1 Deep renovations continue at current pace(about 0.2 percent of dwellings per annum);heat-pump installations remain at 2022 levels(2.5 million heat pumps per annum);rooftop solar installations decline from 2022 spike to average 10 GW per-annum levels.2 Deep renovations accelerate to 3 percent of dwellings a year;heat-pump installations grow by about 12.5 percent a year,with annual installation rate reaching 6.5 million in 2030;rooftop solar installations increase from 24 GW per annum in 2023 to 36 GW per annum through 2030.3 Deep renovations accelerate to 1 percent of dwellings a year;heat-pump installations grow by 25 percent a year with annual installation rate reaching 15 million heat pumps per annum by 2030(twice the FF55 scenario);rooftop solar installations accelerate to 48 GW per annum through 2025 and 72 GW per annum through 2030(twice the FF55 scenario).efectively the EU can accelerate deployment.McKinsey&CompanyBusiness as Usual(BaU)Fit for 55(FF55)Bold Ambition(BA)20366388424244484155Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environment BAU pathway:Installations across three levers remain at current pace,as the rate of deployment across the EU market is unable to accelerate further due to an inability to scale supply chains or incentivize homeowners to invest in upgrades.FF55 pathway:The rate of deployment speeds up enough to meet the EUs FF55 and RePowerEU targets.BA pathway:More cost-effective and achievable levers are focused on.This translates to heat-pump installations growing at 25 percent per year(in comparison to 12.5 percent for FF55 pathway)and rooftop solar being deployed at twice the rate in the FF55 scenario.In addition,the more expensive,difficult-to-achieve deep insulation improvements are only ramped up to 1 percent of households a year in the EU(versus 3 percent in FF55 scenario).System-level outcomes by pathway offer a helpful indicator of where capital could be effectively targeted by decision makers.For example,the BA pathway could potentially offer higher energy savings and emissions reductions than the FF55 pathway at the same costdriven by increasing emphasis on rooftop solar and heat pumps(Exhibit 4).However,insulation improvements cannot be completely eschewed;they are critical not just for their own energy savings,but also to enable heat-pump installations and other energy efficiency measures like BEMS.Three major business opportunitiesAchieving the FF55 or BA pathways will require activity to be scaled up significantlyup to 103 million unique installations will be needed across the EU between 2023 to 2030.This growth could open up an exciting space with opportunities to create new industries and establish EU supply Exhibit 4 The three pathways could potentially lead to different energy-demandreduction,emissions reduction,and annual investment required by 2030.62301410625452393451759278345Avg annual investment requiredfrom 2023 to 2030,(bn)92020496432561523562111208Emissions reduction by 2030,(MtCO)81741102855851193001,0043202386001,158Energy saved/displaced by 2030,(TWh)RenovationsHeat pumpsRooftop PVTotalreduction,emissions reduction,and annual investment required by 2030.McKinsey&CompanyPathwayBusiness as Usual(BaU)Fit for 55(FF55)Bold Ambition(BA)Including heat pumps installed,deep renovations completed,and roofs installed with solar in the BA pathway.6Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environmentchains.Although the transition to meeting the EUs net-zero targets could lead to worker displacement,these changes could also allow for an opportunity to reskill and retrain incumbent workers,and create employment for thousands of people(Exhibit 5).Three business opportunities are available:component production and assembly,distribution and installation services,and financing and energy efficiency solution providers.Each opportunity can not only offer material value to those who enter,but they can also help accelerate the transition.Component production and assemblyThe adequate production and final assembly of components will be needed to meet the anticipated demand for solar panels and heat pumps in the EU.Here is the opportunity to create new,zero-carbon,EU-based businesses that can help secure supply chains and ensure transition happens swiftlywith an estimated 429,000 new jobs to be created.The challenge is how to maximize the chances of success,how these businesses can aim to be cost competitive,how to be able to compete globally,and how to find novel ways of encouraging consumers and other businesses to adopt their products.Solar presents an opportunity for the EU market to develop domestic production.Currently,the majority of solar panel components sold in the EU are sourced from China(98 percent of ingot,wafer,and cell components;83 percent of module component;and 50 percent of polysilicon),with inverters being fully produced within the EU.Today,some forecasts suggest that,by 2025,China will produce 95 percent of all polysilicon,ingot,and wafer globally.In the BA pathway.McKinsey analysis based on manufacturing capacity in 2021 in the EU;“EU market outlook for solar power 2021 to 2025,”SolarPower Europe,2021.Solar PV global supply chain,IEA,July 2022.Exhibit 5 Three business opportunities could create thousands of jobs by 2030.Existing workersNew workers10,000 FTENumbers for Bold Ambition pathway1 Additions beyond current 2022 workforce.2 Only assembly jobs were considered for heat pumps.Three business opportunities could create thousands of jobs by 2030.McKinsey&CompanyOpportunityComponentproduction&assemblyDistribution&installationservicesLeverHeat pumpsSolar PVHeat pumpsSolar PVInsulationservicesWorkers2030 total workersPotential 2030market size288k54bn225k49bn263k69bn358k87bn1,500k175bn7Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environmentFifty GW of new production capacity could be added to the EU market at an investment cost of 5 billion to 25 billion(equivalent to a maximum of 36 million panels per year)to meet the forecasted new demand for rooftop solar.However,an important consideration for this industry is whether it can be cost competitive with other global suppliers.McKinsey analysis suggests that EU solar manufacturing could be relatively cost competitive with global leaders(that is,within 0.3 per MWh levelized cost of energy LCOE of lowest produced costs)if certain conditions could be met:reaching economies of scalethat is,at least 5 to 7 GW per year of integrated sites solar-production capacityand ensuring wider ecosystem changes(for example,consistent access to low-cost green energy and improved productivity through automation of processes).Achieving this by 2030 could have further benefits in uptakethe cheaper solar is for households,the likelier the uptake.Heat pumps offer another opportunity to build manufacturing capacity(focused on heat pump assembly)in the EU market.Filling all demand across the region would mean assembling an average 7.9 million heat pumps(air and ground sourced)per year from 2023 through 2030,growing to 15 million heat pumps to be installed in 2030(with over 50 percent being hydronic heat pumps).0 This would require 132 new assembly factories,each producing 100,000 heat pumps annually.Looking further down the supply chain,dependency of external sources of components could be reduced by bringing component manufacturing in-house,representing an industry of 57 billion in revenue by 2030,given current heat pump component costs.As with solar,the industry could look to improve productivity and efficiency to drive down end costs to households.Beyond these manufacturing businesses,additional growth is likely required in insulation material manufacturing and faade manufacturing but have not been included in this analysis.Distribution and installation servicesDistribution and installation service capacity within the EU market is not yet sufficient to take advantage of the new business opportunities.There is a shortage of qualified personnel to install insulation,heat pumps,or solar panels at the forecasted pace,with 1.6 million new jobs needed.At-scale businesses for providing these services present a significant value-capture opportunity,with a total addressable market of more than 300 billion by 2030.The workforce delivering insulation improvements would need to be grown significantly in the EU7.3 million buildings a year will require moderate insulation improvements(for example,to their walls or roofs,or both)and 2.4 million buildings will need significant insulation work.This will mean more trained workers,when considering a team of three full-time workers needs four to six weeks to complete a deep renovation(windows,walls,roof,and basement)of a 100 m2 low-insulated home.A combination of new workers and productivity improvements is likely necessary to deliver on these targets,as seen in Exhibit 5.Many more heat-pump technicians would be required to install 63 million new heat pumps between now and 2030.As this is a more complex process,the 219,000 new technicians needed are likely to require training,which could cost on average 68 million in training fees per year(total training costs of up to 613 million through 2030).Finally,rooftop solar installations on up to 3.2 million buildings a year will require the onboarding of around 280,000 workers(based on the existing workforce of 76,000 workers).Investments refer to an integrated factory from ingot and wafer to solar module;BA pathway;McKinsey analysis.“Building a competitive solar-PV supply chain in Europe,”McKinsey,December 13,2022.0 BA pathway;McKinsey analysis.BA pathway;expert input;McKinsey analysis.The workforce that would be required for component manufacturing has not been modeled or included in job figures;assuming heat-pump components are sold for around 3,000 for all components together(excluding assembly);BA pathway.BA pathway;McKinsey analysis.BA pathway;McKinsey analysis based on BSO,Odyssee,and Entranze databases.Comprehensive study of building energy renovation activities and the uptake of nearly zero-energy buildings in the EU,2019;McKinsey analysis.BA pathway;McKinsey analysis.BA pathway;McKinsey analysis.Numbers readjusted to represent rooftop solar sector;EU solar jobs report 2022:Addressing the solar skills challenge,SolarPower Europe,2022;BA pathway.8Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environmentFinancing and energy efficiency solution providersThe voluntary buy-in of end usersboth consumers and businessespresents a potential hurdle to each lever.New advisory and financing services could be a key unlock to hasten the adoption of these levers and to create new value for the businesses offering these services.Green financing presents an opportunity.Retail banks and other lenders could capture new value pools,while supporting the transition of the built environment.This could be done through mortgages,special loans,or even leasing and subscription models(for example,a bank and solar-panel installer could partner to offer installation plus use of the panels at a set monthly subscription rate).Banks can leverage their existing appswith high-customer engagement of several times a week or moreto effectively interface with customers.This would allow banks to support their large customer bases.McKinsey analysis suggests the green financing market could be over 300 billion a year in 2030.In addition to financing,companies have an opportunity to offer further value-add services to help customers plan the most efficient ways to deploy these technologies in their homes.Additional services could educate consumers on the benefits of taking action,as well as support the uptake of green financing products.Typically,these companies will have a combination of engineering and thermodynamic capabilities to help consumers calculate the most energy-efficient solutions to adopt,as well as financial expertise.Significant societal benefitsAccelerating this transition can offer significant benefits beyond new businesses and jobs.A critical benefit could be reduced household energy costsanalysis suggests each lever,on its own,could reduce a households energy cost by up to 30 to 40 percent.Attractiveness of each investment(as measured by the payback period)is likely to increase as EU industries scale and reduce production and installation costs.Heat pump payback periods could decrease from 12 to 17 years in 2022 to nine to ten in 2030,with solar decreasing from eight to 12 years in 2022 to five to nine in 2030(Exhibit 6).0 These payback periods(and therefore household energy costs)could lower further due to decreasing electricity costs as the power system decarbonizes and decentralizes(reducing costs at peak times).The transition may also confer broader societal advantagesincreased energy autonomy,for one,due to lower energy consumption(in particular,natural gas from the switch to heat pumps and improved insulation)and a higher share of renewable solar PV in the energy mix.McKinsey analysis suggests that the Bold Ambition pathway could reduce overall energy demand from households by up to 24 percent.This could in turn reduce local pollution due to the increase in net-zero electrification and the reduction of fossil-fuel use for home heating.Finally,McKinsey analysis suggests that deploying these levers could decrease an individual household emissions by up to 75 percent.Five key catalysts for kick-starting changeShifting Europes built environment to a greener future could be started with the help of five key drivers.Upskilling the workforceThe EUs energy transition is likely to create job displacements for workers in fossil-based industriesa difficult and destabilizing prospect for all workers impacted.EU member states could help support retraining and upskilling these workers to help them retain jobs or gain new ones.This could be a real win-win situation,as displaced workers could bring their valuable experience to a new industry and,in return,find secure,high-quality jobs that help accelerate the green energy transition.We estimate that 2 million new workers will likely Including monthly costs of power and gas and annualized infrastructure costs;exact range depends on energy prices and extent of infrastructure costs reduction;Entranze database;EU BSO database Odyssee database;McKinsey analysis.0 Exact figures will depend on energy prices and extent of cost reductions.Versus 2022 overall household energy demand(across heating and other uses).9Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environmentbe required to overcome the shortfall in skilled workers and fill the gaps across supply chains.McKinsey preliminary analysis suggests that new businesses training people(including those with little prior solar experience),and implementing efficient ways of working(for example,centralizing common functions and capability building for frontline managers)could increase productivity by 40 to 50 percent.Additional opportunities for efficiency exist if businesses could create multi-skill crews to complete all or most of the elements of an energy upgrade(for example,have crews that could fill the role of electrician,plumber,HVAC technician,carpenter,and insulation installer).This could increase the speed of deployment and reduce delays due to difficulties coordinating tradespeople.Setting appropriate incentive mechanismsEU member states could look at how to construct new incentive mechanisms to help support the scaling up of critical supply chains and help technologies reach a low enough cost to be competitive and appeal to consumers and businesses.Examples of potential financial support seen in other regions include direct subsidies,reduced rates on loans,and tax incentives.In addition,the decision makers may wish to consider how to set carbon emissions tariffs on components and include non-price criteria in public procurement tendersfor example,environmental,social,and governance(ESG).Attracting financing and private capitalNew financing mechanisms,such as green financing and increased activity from private capital could help to encourage customers to invest in energy-saving opportunities and to finance the growth needed to deliver these changesa critical way to support the investment required between now and 2030 to deliver on the FF55 or the BA pathway.Exhibit 6 Payback periods for heat pump and rooftop solar could decrease up to 40percent as productivity improvements reduce investment required.High commodity price scenarioHigh gas/average power price scenarioLow commodity price scenarioTCO of home with gas boiler(for specifc scenario)Heat pumpsMetric20222030Rooftop solar20222030Payback period,yearsTotal annualizedcost of ownership,15.112.517.110.39.010.68.29.212.65.45.88.73,8803,6402,9402,3503,1703,3623,4743,4282,6462,3513,1323,161Illustrative using German single family home as example 1 Based on:(1)Forecasted capex of rooftop solar and heat pumps based on 2022 fgures and assumed learning rates through to 2030;(2)Energy needs for standard-and medium-insulation household in Germany;(3)Three diferent price scenarios:high-commodity price scenario where gas markets remain tight and power prices remain relatively coupled to gas prices(leading to prices staying higher than historical averages);high gas/average power price scenario where gas markets remain tight and power prices remain somewhat coupled to gas(leading to gas prices higher than historical averages and power prices dropping to historical averages);and a low-commodity price scenario where gas demand reduces and renewables push allows power to decouple from gas prices(leading to gas prices returning to historical averages and power prices reaching new historical lows).percent as productivity improvements reduce investment required.McKinsey&Company BA pathway.“Building a competitive solar-PV supply chain in Europe,”December 13,2022.10Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environmentRetail banks and other financing providers could develop novel offerings to support homeowners seeking to invest in refurbishing their homes.For example,in the United Kingdom(UK),Lloyds Banking Group and Octopus Energy have announced a partnership to provide energy-efficiency home improvements to Lloyds customers.The first scheme will help UK households switch to air-source heat pumps at a reduced cost via a 1,000 cashback to customers who use mortgage borrowing to fund the switch.The retail bank will then provide borrowers with a referral link to arrange installation with Octopus Energy.On top of rolling out new financing packages,banks could pair loans with energy-efficiency advisory systems to give customers extra support.At the same time,private capital could coordinate and educate itself to be able to efficiently support and finance new businesses built in this transition.Investing in grid infrastructurePreparing the energy grid for big shifts in power demand will ensure these levers can be deployed effectively and homeowners will be able to fully capture the benefits of these installations(for example,being able to maximize power sold back to the grid with new rooftop solar connections).Transmission and distribution(T&D)infrastructure will likely need significant investment from operators to manage increases in power demand and structural changes in the grid(for instance,the connection of solar installations and increased household electricity demand driven by heat-pump adoption),with the average annual investment across the EU estimated to increase by 50 to 70 percent from about 32 billion on average over the past five years.Creating net-zero and circular supply chainsCareful planning can help minimize the potential environmental and carbon costs of capturing these opportunities.The acceleration of manufacturing capacity could materially increase emissions and negate the gains made from the decarbonization of the building sector.In addition,gas boilers and other house materials removed during renovation processes will need to be recycled and disposed of appropriately to maximize the circularity of the process.To manage these potential issues,the entire ecosystem could coordinate to optimize use of disposed materials and track the carbon impact of newly produced materials.A critical area is insulation materials,which can have high production emissionsthe insulation manufacturing industry could look to scale up net-zero production processes to avoid this issue.The challenges may appear immense for the built environment as the EU transitions to net zero and combats the energy crisis.However,by deploying these three principal levers and five key catalysts,the critical energy transition could be secured and the worst impacts of the energy crisis mitigated.Igniting these business opportunities within the built environment could enable the EU to build world-leading industries in critical supply chains globally.“Lloyds Banking Group and Octopus Energy agree partnership to make Britains homes greener for less,”Lloyds Banking Group,November 9,2022.“Connecting the dots:Distribution grid investment to power the energy transition,”Eurelectric,2022;Global transmission report,Global Transmission,2022;RIIO-ET1 annual report 202021,Ofgem,September 28,2022.Copyright 2023 McKinsey&Company.All rights reserved.Rory Biskupski is a consultant in McKinseys London office;Gustav Bolin is an associate partner in the Stockholm office,where Tomas Nauclr is a senior partner,and Erik Sjdin is a partner;Bram Smeets is a partner in the Amsterdam office;and Paolo Spranzi is an associate partner in the Milan office.The authors wish to thank Santiago Arango,Rosie Liffey,Giulia Reggiani,and Cindy Ruiter for their contributions to this article.11Refurbishing Europe:Igniting opportunities in the built environmentopportunities in the built environment
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The Rise of the Semantic LayerBy Brian PrascakWh i t e pap e rDefining the Modern Data Landscape-The Need for Speed,Scale and Cost EffectivenessBrian Prascak is an expert in the area of data,insights and analytics,with extensive experience helping companies realize the benefits of using AI/ML and BI across a wide variety of industries and functions in the US and globally.Brian is currently Co-founder and Chief Insights Officer at Naratav,Inc.Before starting Naratav,Brian was Director,Advanced Analytics,Platforms and Data Services at Wawa.Brian has worked with many global organizations,including previously at IBM,Diageo,Mastercard,JPMorgan and AC Nielsen.1PurposeDefining the Modern Data Landscape-CatalystsThe purpose of this white paper is to introduce the modern data landscape,including providing perspective on the data and analytics industry-where weve been,where we are now,and where we are heading,linking the catalysts for improvement to the capabilities being sought,the vendors providing them and the investments that are being made.The emphasis will be to define the modern data landscape,frame its purpose and direction,with a focus on the fundamental need for actionable,impactful insights and analytics that are delivered with speed,scale and cost effectiveness.The rise of the semantic layer will be featured,including new research that affirms the value of using a semantic layer to deliver increased speed,scale and success for AI and BI.Its hard to believe that just 15 years ago,big data and cloud technology emerged with the introduction of Hadoop and cloud vendor offerings.Over the past 5 years,most enterprises have moved to the cloud,motivated by the dual need for digital transformation of their business,coupled with embracing cloud-based data platforms and tools to realize the benefits of advanced insights and analytics.Most companies have now implemented migration to the cloud,with most if not all their data available in a cloud-based data lake.Also,given the ever-increasing number of success stories across a wide variety of industries,companies have bought-in to using data and analytics to significantly improve business performance,with many implementing an initial set of use cases and making plans for continued expansion.The resulting investment in big data technology reveals the scope of this transformation:according to research firm International Data Corporation(IDC),worldwide spending on big data and business analytics(BDA)solutions in 2021 was forecast to reach$215.7 billion,an increase of 10.1%over 2020-with IDC forecasting that BDA spending will gain strength over the next five years as the global economy recovers from the COVID-19 pandemic.The compound annual growth rate(CAGR)for global BDA spending over the 2021-2025 forecast period will be 12.8%,much larger than most every category of IT spend.Per IDC,total BDA spend is expected to be split evenly between services and software solutions.2Lets start with aligning on the key drivers of value when it comes to implementing data and analytics capabilities and selecting vendors.Fundamentally,the market has moved from an emphasis on basic infrastructure and tools,primarily the book-ends of the modern data stack,representing cloud data lake providers such as AWS,Google and IBM,to basic data wrangling and BI tool providers like Alteryx,PowerBI,Excel,Tableau and Microstrategy and open source resources such as Python and R to additional emphasis on capabilities and vendors that deliver the following?Actionable Insights-Fundamentally,data is a means to an end-and that end is an insight that leads to a better answer.And that answer must be actionable in order to deliver impact.Data is nothing if it is not actionable and impactful,so companies are seeking to make their data more actionable,and the way to do that is by addressing the four(4)As of Actionable Insights-Availability,Accuracy,Actionability and Automation.?Scale-Now that most companies have all of their data in one place,they are seeking to scale the number of data sources,users and use cases they can support.Scale is the most critical challenge that companies face today,and the reward should certainly be worth the effort-as a recent McKinsey study Tipping the Scales in AI indicates,companies that scale insights and analytics achieve on average more than 8%points higher EBIT(3.4x improvement)than companies who have not achieved scale.The Need for Speed,Scale and Cost EffectivenessThe Core Four As of Data AcceleratedAvailableAccurateActionableAutomatedData are easy to locate and accessData are accurate and completeAccelerated Provide Semantic Layer,Self Service,Governance,COEsData address key questions/needsData processes are automated3?Speed-Speed and Scale are really two sides of the same success coin:scale means nothing without speed,but speed means nothing without scale.The most important characteristic of actionable insights is that they are relevant-and relevant means timely.All too often,companies take way too long to make desired data sources available,and even longer to make that data actionable for AI and BI.Why?The process for turning data into actionable insights-what we call the“Last Mile”-can take as many as seven steps(accessing,profiling,preparing,integrating,analyzing,synthesizing,presenting)-often these steps are done manually with multiple resources requiring multiple handoffs and reviews with frequent refinement loops-most companies say that it takes an average of 4 months or more to launch a new data source.Recent research reveals that using a semantic layer can reduce this time by 1/4th to just 4 weeks or less.Achieving Scale with Data and Analytics-Core ElementsAchieving Speed-to-Insights with Data and Analytics-Core ElementsData SourcesRapid AccessUsesRapid PreparationUsersRapid RefinementConsistencyPublishing/SharingExpand number of integrated data sources available for analysis Enable rapid,governed access to analysis-ready dataExpand number of use cases that can be addressed:AI and BIProvide self-service data preparation and modeling toolsData Governance-Data Access,Pipelines,Master Data,Data Products,Metrics/FeaturesCapabilities-Data Strategy,Capability Roadmap,Tools,Skills,Literacy,DeliveryExpand the number of insights creators and consumers,including self-service usersUse semantic layer and feature stores for consistency and reuseImplement semantic layer,data catalogs and feature stores for reusabilityUse Semantic Layer to automate data product publishing4Before we dig into the modern data landscape,lets also review the major areas that are being transformed to deliver actionable insights for AI and BI with the necessary speed,scale and cost effectiveness.These address the people and process aspects.Fundamentally,we see the following capabilities being implemented by companies that are successfully implementing data and analytics at scale.Now that we have defined what we want to achieve and what we want to transform,lets define the modern data landscape,including key vendors.We will also take a look at the areas that are rapidly emerging,including those most suited to support achieving increased speed,scale and cost savings for AI and BI.Modern Data Landscape-Capability AreasThe modern data landscape consists of seven(7)major capability areas,representing fifteen(15)individual capability components.Lets briefly review each of the capability areas:Achieving Success-Transformational CapabilitiesDefining the Modern Data LandscapeData and Analytics Transformational CapabilitiesData LiteracyData as ProductData DemocratizationDecision IntelligenceUnderstanding how to improve using data and analyticsManaging data as a product across the enterpriseTechnology-Data Lakes,Virtualization,Semantic Layer,Catalogs,Feature/Metric StoreDecentralizing insights and analytics with central supportUnderstanding how decisions can be improved and scaledRaw Data-Raw data represent sources and storage of raw data sources.There are two major categories of raw data?Data Lakes managed by cloud provider?SaaS applications where data is managed by the vendor for clients,who can access via web protocols,including APIs.1.5Data Preparation,Integration,Workflow(DPIW)-The DPIW capability area enables data to be extracted and prepared:cleaned/transformed and made available as a ready-to-use set of data.There are two major categories of DPIW?Data Transformation and Preparation Tools-These are tools to profile the data,assess it,cleanse it and do basic transformations to it to make it ready for analysis,including as a single data source or integrated with other data prepared data sources.Often,these tools create data pipelines and automate the process of data preparation?Customer Data Platforms/Event Tracking-With the increased maturity and confluence of ecomm and digital marketing,companies now must use a plethora of data sources and vendors to manage customer data across a myriad of channels.As a result,Customer Data Platforms,which offer purpose-built capabilities to manage customer identification,hygiene as well as rapid access and integration of data between multiple marketing data vendors and channels have increased exponentially in popularity.According to IDC,the worldwide customer data platform software market will grow at 19.5GR from$1.3 billion in 2020 to$3.2 billion in 2025.Data API -The Data API Layer is rapidly emerging as another accelerator for companies to more rapidly access data from source systems,including data warehouses in the cloud and process it at the source(rather than move it).There are three(3)major categories of Data API vendors?Cloud Data Warehouse-A cloud data warehouse is a database stored as a managed service in a public cloud and optimized for scalable BI and analytics.Cloud data warehouses typically offer three major services:secure access,compute or query processing and storage?Data Lake Engines-A data lake engine is an open source software solution or cloud service that provides critical capabilities for a wide range of data sources for analytical workloads through a unified set of APIs and data model.Data lake engines address key needs in terms of simplifying access,accelerating analytical processing,securing and masking data,curating datasets,and providing a unified catalog of data across all sources.Data lake engines simplify these challenges by allowing companies to leave data where it is already managed,and to provide fast access for data consumers,regardless of the tool they use?SaaS APIs-These providers offer rapid,software-as-a-service(SaaS)data integration service for companies to extract,load and transform(ELT)data from different sources into data warehouses.Often these providers create a standardized data model and framework to move data from standardized sources,including other SaaS-based data providers/sources.2.3.6 6Logical Data Models -This capability is critical to ensuring that data is consistently available to the consumption layer for AI and BI applications.With the number of applications consuming data,it is critical to ensure that the data is consistently defined,modeled,aggregated and optimized for presentation and rapid query response.There are three(3)major categories of Logical Data Model providers?Semantic Layer-The Semantic Layer improves the time to insights for AI and BI by simplifying,automating,standardizing,and optimizing how data products are created,consumed,and queried for AI and BI.Semantic Layer leaders like AtScale offer a comprehensive set of capability components,including Consumption Integration,Semantic Modeling,Data Preparation Virtualization,Multi-Dimensional Calculation Engine,Performance Optimization,Analytics Governance and Data Integration?Metric/Feature Stores-Another fast-growing area within the data landscape is the use of metric and feature stores.Metric stores are typically used to support business intelligence whereas feature stores support data science uses.Both metric stores and feature stores address common needs and provide common benefits-namely to support the consistent definition of metrics and features,and provide a single,centralized source for consistent reuse across the enterprise.?Data Virtualization-Data virtualization provides a logical data layer that presents,and enables integration of data that may be siloed across the disparate systems,manages the unified data for centralized security and governance,and delivers it to business users without having to physically move the data.Data Virtualization is often used in conjunction with a semantic layer,where the data virtualization speeds access to the data whereas the semantic layer speeds the ability to access the data consistently(and refine it)through multiple AI and BI consumption tools without creating multiple versions for each tool?Data Governance-Data governance(DG)is the process of managing the availability,usability,integrity and security of the data in enterprise systems,based on internal data standards and policies that also control data usage.As the number of data sources,users,uses and consumption tools increase for both the data,but also the data products(refined data sets created by the semantic layer models and metric/feature stores),data governance becomes increasingly important.Please note that companies like AtScale provider governance capabilities built into the semantic layer to govern data as a product.4.7Data Consumption -This capability is critical to ensuring that data is structured and presented effectively for business intelligence as well as analytics.There are two major categories of data consumption vendors?BI Tools-Business intelligence(BI)tools are types of application software that collect and process large amounts of data from internal and external systems,including books,journals,documents,health records,images,files,email,video,and other business sources.BI tools provide a way of amassing data to find information primarily through queries.These tools also help prepare data for analysis so that you can create reports,dashboards,and data visualizations.The results give both employees and managers the power to accelerate and improve decision making,increase operational efficiency,pinpoint new revenue potentials,identify market trends,report genuine KPIs,and identify new business opportunities?AI/ML Tools-These are tools designed to speed up the process of creating AI/ML models.Often they offer workflow automation,data preparation,access to models/algorithms and support training and operationalization.Data Catalogs -A data catalog is an organized inventory of data assets available for access within the enterprise.Data Catalog uses metadata to help organizations manage access to their data,including collecting,organizing,accessing,and enriching metadata to support data discovery and governance.Data Observability-Emerging as a newer area within the modern data landscape,Data Observability refers to an organizations ability to fully understand the health and reliability of the data in their system.Traditionally,data teams have relied on data testing alone to ensure that pipelines are resilient.However,as companies ingest ever-increasing volumes of data and the data pipelines become more complex,testing during deployment is no longer sufficient.Continuous monitoring of data to determine if changes are taking place is critical to ensuring tracking of data quality,lineage,consistency,usage,governance,and refinements across the entire ecosystem-all part of what is now being called“data operations”-ensuring that all data sourced,created,transformed,synthesized,summarized and consumed used to support multiple applications are consistently defined and delivered as needed.5.6.7.8Modern Data Landscape-Capability Areas and VendorsModern Data Landscape-Fast Growing AreasAs the modern data landscape continues to evolve,focusing on delivering actionable insights and analytics via improved speed,scale and cost savings,we see the following areas accelerating growth in investment,customers and market coverage:Semantic Layer-Although AtScale was the first to introduce a standalone Semantic Layer Platform that maintains a semantic model independent of any BI platform or data store more than 10 years ago,client interest and investment have accelerated in the past 3 years as companies have migrated to the modern data platforms,and have realized the importance of achieving speed,scale and cost savings at the actionable insights level.As more companies move more of their data to the modern data platforms,the importance of the semantic layer becomes even more important-recent research by Ventana Research reveals organizations that have successfully implemented a semantic model are more than twice as likely to report satisfaction with analytics(77%)compared with a 33%overall satisfaction rate.9Metric/Feature Stores-Supporting the accelerating interest using a Semantic Layer for AI and BI,enterprises are also embracing the complimentary capability of using centralized metric and feature stores to ensure consistent definition of metrics and features,and provide a single,centralized source for consistent reuse across the enterprise.Companies embracing the use of the Semantic Layer typically also embrace the use of metric and feature stores to ensure that both existing and new datasets/data products are consistently defined and productively shared.Data Governance,Data Catalogs and Data Observability-As companies embrace the use of cloud-based data platforms,and as data sources and applications that consume data expand,companies are embracing the use of the Semantic Layer and Metric/Feature Stores supported by the increased emphasis on Data Governance to manage data privacy,access and usage,Data Catalogs to support data discovery and data observability to monitor data moving through the entire data ecosystem.AI/ML Tools-As companies increase their embrace of AI/ML,they are also looking to improve the productivity of their data science teams,including analysts using AI/ML automation tools.As more companies do more with AI/ML,interest in tools to increase productivity through workflow and automation,including self-service increases,as does improvements in their capabilities to support self-service for both data scientists and analysts.Customer Data Platforms(CDP)-As mentioned earlier,investment in CDPs is growing exponentially due to the combination of cookies going away(companies having to manage customer data more directly with explicit permissions),digital transformation and use of analytics to improve customer engagement and deliver more personalized recommendations.Data API Layer-All of the capabilities within the Data API layer are growing rapidly as companies seek faster ways to access,integrate and compute data from multiple sources within the cloud,including many new data sources from existing sources(not analyzed before)and new sources(new vendors).Semantic Layer RisingAs mentioned,over the past year there has been a tremendous resurgence in the Semantic Layer anong large enterprises.This traces to their recent experience migrating to modern data platforms and now experiencing the need to improve speed,scale and cost savings for AI and BI-being able to generate actionable insight from newly available data sources for many new users and use cases.The good news is that recent research affirms the value of using a semantic layer.10The research points to companies realizing the promise of successful,impactful data and analytics programs using a semantic layer-and in stark contrast to those that dont use a semantic layer.According to recent research from Ventana Research,based on 300 respondents:Organizations that have successfully implemented a semantic model/layer?Are significantly more satisfied with analytics(77%compared with 33%overall?Have more of the workforce engaged in analytics(43%compared with 23%have more than one-half the workforce using analytics?Find analytics capabilities completely adequate(62%vs.33%overall?Say data governance capabilities are completely adequate(51%vs.25%overall?Are more comfortable with self-service:(54%very comfortable vs.14%overall)Value of semantic modelsSatisfaction with AnalyticsMajority of Workforce using AnalyticsReporting Completely AdequateData Governance Completely AdequateComfortable with Self-Service14%3#3TQbCw%Implemented Semantic ModelAll Participants11Further recent research from DBP Institute,over 100 respondents cited the following benefits using a semantic layer:Companies using a Semantic Layer cite a 4.2x improvement(i.e.,a magnitude of 4.2 times improvement over the base level of performance from not using a semantic layer)in performance with less than half the effort required(e.g.savings in both number of resources,hours,project time/duration,and overall cost).This is a significant order-of-magnitude improvement in performance as well as a reduction in effort and cost.It means that a typical project taking 4 months to complete could be done in just 4 weeks using a Semantic Layer!Performance improvement was significant and consistent across every measure?4.4x improvement in Time-to-Insights(e.g.,insights and analytics development?4.4x improvement in number of self-service users,data sources,metrics consistenc?4.2x improvement in Cloud Analytics performanc?3.7x improvement in cost savingsAtScale provides a Semantic Layer,which sits between the Data Source Layer and the Insights Consumption Layer(e.g.,AI,BI and Applications).The Semantic Layer converts data into actionable insights via Automation(self-service data access,preparation,modeling,and publishing),Alignment(centralized data product management and governance with a single,consistent metric store)and Acceleration(cloud analytics optimization-BI query speed optimization,multidimensional OLAP in the cloud,AI-based data connectors,and automated PDM tuning).This supports insights and analytics creators,enablers and consumers without requiring data movement,coding,or waiting.AtScale Semantic Layer:Enabling Actionable Insights for Everyone12AtScale Semantic Layer Enabling Actionable Insights for EveryoneAutomationAlignmentAdvancementSelf-service data access,preparation,modeling,publishing for AI&BIProviding Automation Alignment Advancement With No Data Movement,No Coding and No WaitingCentralized Data Product Management with Single Enterprise Metric Store10X Increase in Query Performance,Automated Tuning,Cloud OLAPBrian Prascak is an expert in the area of data,insights and analytics,with extensive experience helping companies realize the benefits of using AI/ML and BI across a wide variety of industries and functions in the US and globally.Brian is currently Co-founder and Chief Insights Officer at Naratav,Inc.Before starting Naratav,Brian was Director,Advanced Analytics,Platforms and Data Services at Wawa.Brian has worked with many global organizations,including previously at IBM,Diageo,Mastercard,JPMorgan and AC Nielsen.
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Insight Platforms：AI研究与分析洞察平台指南（英文版）（65页）.pdf
The Guide to Arti?cialIntelligence forResearch&AnalyticsMike StevensThe Insight Platforms Guide to AI for Market Research&AnalyticsTable Of ContentsAbout this ebook3About Insight Platforms4About the Author5Part 1:What is Arti?cial Intelligence Anyway?Part 1:What is Arti?cial Intelligence Anyway?6 6Lighting the Way7A(Very)Brief History of AI10Machine Learning11Natural Language Processing13Computer Vision14EmotionAI14Cheat Sheet15Part 2:23 Practical Uses for AI in Research&AnalyticsPart 2:23 Practical Uses for AI in Research&Analytics16161.Converting Speech to Text172.Automatic Translation203.Analysing Text214.Social Media Listening245.Analysing Customer Experience Feedback266.Emotion Analytics287.Conversational Feedback(Chatbots)298.Big Qual339.Natural Language Analytics3410.Automatic Content Generation3611.Recognising Content in Images and Video3812.Recognising Faces411Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics13.Virtual/Mixed/Augmented Reality4214.Analysing Vocal Tone4315.Analysing Eye Movement and Facial Expressions4416.Biometric Feedback4617.Data Visualisation4818.Price Optimisation4919.Attribution Analytics5020.Customer Journey Analytics5121.Segmentation5222.Personalisation5423.Enhanced Prediction54Part 3:A Research&Analytics Blueprint for AI SuccessPart 3:A Research&Analytics Blueprint for AI Success55551.Improve your Business-as-Usual572.Build New Client-Agency Models593.Embrace Embedded Insights604.Always be Learning625.Do What AI Cant63Final Thought642Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsAbout this ebookThis guide aims to demystify AI,show how it is used today,and suggest tangible steps forinsight teams to make the most of it.It is broad,and not particularly deep.It focuses on practical applications,not theory.Part 1Part 1 is a blu?ers guide to some basics of AI.Remember when you were in your teens,and people started talking about new music youhadnt heard?You didnt feel right until you had listened to the track everyone was talkingabout.Reading this section will be like listening to that track:youre not going to be an instantsuperfan,but youll be able to hold your own next time it comes up in conversation.Part 2Part 2 is the longest section.It covers 23 di?erent applications of AI in research&analytics.These are all things that arehappening today,some of which you will be familiar with.This section also includesexamples of technology platforms and links for you to?nd out more.Part 3Part 3 is a short roadmap for maximising the AI opportunity.If you work in research&analytics for a brand or an agency this section has 5 actionitems to help you prepare for the changes AI will bring.3Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsAbout Insight PlatformsInsight Platforms is a learning resource for buyers in product research,consumer insight,social intelligence,customer experience and digital analytics roles.It is the only site dedicated to software and data solutions for research,with comprehensivedirectory and expert content help users learn about and choose the right platforms.In the Platforms Directory,users can search or browse to?nd software providers,datasources and managed services.They are able to?nd and compare more than 700 suppliersin 30 categories,from A/B testing to Visual Analytics.The Blog includes how-to guides,independent reviews and strategy articles written byagency,consultancy and enterprise experts.The Resources section includes exclusive content and learning materials for registered users:e-books,mini-courses and webinars.4Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsAbout the AuthorMike Stevens is a leading advisor,writer and speaker on theintersection of technology and research.He has over 20 years international experience with research,software and consulting?rms including Vision Critical,wherehe led the EMEA region,and Kantar,where he managedregional business units and global accounts.His consultancy?rm,What Next Strategy&Planning,providesinsight expertise,transformation help and training tocorporate insight teams,agencies and software companies.He is also the Founder and Editor .You can contact him by email,follow him on Twitter or connect with him on LinkedIn.5Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsPart 1:Part 1:What is Arti?cialIntelligence Anyway?6Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsLighting the WayIn the last 24 hours,how many times have you bene?ted from arti?cial light?How many lightswitches have you?icked?How much have you achieved that wouldnt have been possible without those glowing?laments,tubes and LEDs?No idea?Me neither.Its not something you think about very often.Arti?cial light is just there.Its part of the fabric of our existence.Its so embedded in our livesthat it has become invisible.Were only truly aware of it when its absent:a bulb blows,the power goes down or were inthe countryside at midnight.But it wasnt always like this.Abundant,cheap arti?cial light is a comparatively recent phenomenon,and its economicimpacts rarely get much attention.If you lived in mediaeval England,seeing after dark was the preserve of the extremelywealthy.One million lumen-hours of candlelight-thats roughly a year of lighting a singleroom for a few hours each day-would have cost nearly 40,000(USD$50,000)in todaysmoney:Source:Seven Centuries of Energy Services:The Price and Use of Light in the United Kingdom(1300-2000),Fouquet&Pearson,Jan 20067Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsAs candle-making became more e?cient,this dropped to 15,000 by around 1450-where itstayed for the next 350 years.And then came the 19th century:gas lighting was introduced in the early 1800s and electriclighting came in after 1870.The unit cost of arti?cial light plummeted,and adoption grewexponentially.By the dawn of the 20th century,the light bulb was in factories and homesthroughout the country.Today,a million lumen-hours of a typical 10W LED bulb will cost between 1 and 2 inEngland.So what does all this have to do with arti?cial intelligence,market research and analytics?Stay with me.Look again at the chart above.Around 1800,there is a critical in?ection point-after which,there is exponential growth inthe use of arti?cial light.Being able to lengthen the day triggered massive economic,technological and socialinnovation.Factories could run for longer and be more productive.Workers could educatethemselves by reading after their shifts.8Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsToday,we are at a similar in?ection point in the application of AI to consumer insight,userresearch and customer experience management.Over the next few years,the adoption of arti?cial intelligence will drive massive growth involumes of feedback,research and analytics:Today,we are at the point where the lines cross.This is researchs light bulb moment.AI will transform the research&analytics ecosystem by:embedding researchembedding research capabilities in software tools throughout organisations helping non-specialistshelping non-specialists interpret feedback to make better,user-centric decisions turbocharging researchersturbocharging researchers by giving them more data,enabling smarter analysis andspeeding up work creating new rolescreating new roles in research,technology and customer strategy fundamentally changingfundamentally changing what we think of as research.Its an exciting time to be part of this industry.9Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsA(Very)Brief History of AIArti?cial Intelligence generates hype and fear in equal measure.Were either heading for atechno-utopian future or one in which humanity is enslaved by Skynet.More prosaically,many researchers fear their own redundancy within the next decade.But what is it,really?AI has actually been around since the late 1950s.GOFAI(Good Old Fashioned AI,or SymbolicAI)comprised a series of pre-programmed production rules(if-then-else statements)thatled to some useful real world applications.Many Expert Systems use this form of rules-based AI for medical diagnoses or controllingmanufacturing processes.But these narrow AI tools require exhaustive programming and are not really intelligent:they just apply a set of rules much faster than a human can.Then-starting in the mid-eighties-computers were designed that could adapt their own if-then logic based on inputs and feedback.They were able to learn.These machine learning approaches underpin a lot of todays AI software.Since the early 2000s-thanks to massive growth in computing power and volumes of data-AI has evolved to bring us deep learning:new forms of advanced machine learning that usearti?cial neural networks to more closely model how human brains learn.The evolution of Arti?cial Intelligence10Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsMachine LearningThis is about as technical as this guide will get.Dont be put o?.So what is machine learning?Its when an algorithm takes input data,?nds patterns,learns from them and then appliesthat learning to make a decision.Simple.Most machine learning is used for classi?cation,regression or clustering,and there are fourmain categories of algorithm:Supervised Learning Unsupervised Learning Semi-supervised Learning Reinforcement LearningStill here?Good.Lets look at some examples.Supervised LearningSupervised Learning is the process of feeding large volumes of training data to a softwareprogram so that it can run its own classi?cation or regression models more accurately.Imagine you want to train a computer to recognise a tumour from a brain scan.You mightgive it some basic rules,show it thousands of existing scans and give it feedback each time itcorrectly or incorrectly?ags an image as cancerous.This would be a classi?cation-based machine learning model.Or imagine you want to predict the change in value of a given stock market equity.You wouldfeed the model lots of historical information about the companys own performance,datafrom competitors,consumer con?dence,external factors such as the weather.and train itto predict the historical value.Once it is su?ciently accurate at predicting the past,you might be con?dent enough in itspredictions about the future.This would be a regression-based supervised learning model.If you hear people talking about Nearest Neighbour,Naive Bayes,Decision Trees,LinearRegression or Support Vector Machines(SVM)they are probably referring to supervisedmachine learning.11Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsUnsupervised Learning Unsupervised Learning is where there is no human guiding the computer.The algorithm?nds patterns in data by itself.There is no outcome variable on which to try to modelrelationships.Common uses including detecting unseen patterns in data,summarize dataand describing it.Imagine taking customer-level data from CRM records(spend levels,contact centreenquiries,products purchased,locations,demographics),pouring it into the computer andgetting output that shows groups of customers with a high propensity to buy certain producttypes.That would be a clustering-based unsupervised learning model;segmentation and basketanalysis are common marketing applications for this.K-means and hierarchical clustering are common algorithms.Semi-Supervised Learning Semi-Supervised Learning is a combination of the previous two approaches.Sometimes itcan be costly to have a human label data and supervise the machine;semi-supervisedapproaches help to limit that cost.Reinforcement Learning Reinforcement Learning is a way of training algorithms to respond to their environmentusing a system of rewards and punishment.These are set in advance,and there is no humaninvolvement in the learning process.Driverless cars and some marketing optimisation toolsuse this approach.And thats most of the complicated stu?out of the way.12Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsNatural Language ProcessingNatural Language Processing NLP-powers hundreds of apps and services we now take forgranted:speech recognition,machine translation,search engine crawling and indexing,those did you mean suggestions for mis-typed Google entries.It connects linguistics with the di?erent strands of AI so that computers can do useful thingswith language:analyse it in spoken or written forms,respond to queries from users and evengenerate output in coherent sentences.Natural Language ProcessingThe branch of NLP known as Natural Language Understanding powers software for analysingthe content and meaning of text data by picking out keywords,identifying entities(such asbrand names)and interpreting sentiment.But language is tricky stu?.Were rarely conscious of it,but it contains lots of sub-systemswith their own internal structures and rules:phonology(sound patterns)morphology(symbols,characters,words)syntax(structural features like nouns,verbs,sentences,grammar)semantics(the meaning conveyed).For computers,blocks of language-in books,conversations,social posts,search queries orfeedback surveys-are designated as unstructured data until they can be converted intostructured data that they can do something with.Deconstructing and reconstructing language using learnable rules(for phonology,morphology,syntax and semantics)is the heart of Natural Language Understanding.13Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsComputer VisionTeaching computers to see is critical for the development of robotics,autonomous vehiclesand dozens of other applications.But its hard:seeing,interpreting and responding to visual stimulus takes up more of thehuman brain than any other distinct process.Think about all the steps involved when someone throws a ball towards you:the image of the ball hits your retina,which sends the signal to your brain your visual cortex analyses the image and compares it to everything else it alreadyknows then it classi?es the image as a ball and tells your hand to catch it.In fractions of a second.Recreating these processes is a very tricky programming task.Certain shapes and colours inimages can still bamboozle AI.One normally reliable algorithm stubbornly classi?es anabstract swirl pattern as a toaster.Another can easily recognise birds and bicycles;but a birdriding a bicycle is problematic.Despite these quirks,accuracy levels in computer vision are improving rapidly-thanks toexponential growth in training data.For Google,that comes from all those public images harvested for Image Search and thebillions of photos backed up to the cloud in the Google Photos app.For research,these improvements open up lots of possibilities.EmotionAIEmotionAI is a catch-all label,but its being widely adopted.It covers the user of machine anddeep learning techniques to classify users emotional states and identify their non-rationalresponses.Most models use NLP and Computer Vision techniques,with models grounded inneuroscience or clinical psychology.14Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsCheat SheetGOFAI/Narrow AIRules-based software programmes to classify or predict something.Used in expertsystems such as medical diagnostic support tools.MachinelearningFeeding an algorithm lots of input data(training)until it produces the right outputdata.SupervisedlearningA human checks the output data,gives feedback to the computer and if necessaryre?nes the model to improve its accuracy.UnsupervisedlearningLetting the computer?nd its own patterns in the data.Deep learningA sub-set of machine learning,with more complex network algorithms that try tomimic the human brain.AGI(Arti?cialGeneralIntelligence)Computers with broad human-like intelligence that can think and reason like us.NLPComputers interpreting language.ComputerVisionComputers interpreting images.The SingularityThe point at which AGI is achieved:machines surpass human-level intelligence,teachthemselves to be ever smarter and either make the world wonderful or turn us all intopaperclips.By 2045,apparently-according to Ray Kurzweil.15Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsPart 2:Part 2:23 Practical Uses forAI in Research&Analytics16Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics1.Converting Speech to TextAKA automatic transcriptionIn May 2017,Googles voice recognition algorithm hit 95curacy-roughly on a par withhumans.Who knew that we mis-hear roughly 1 in every 20 words?But voice technology is still in its infancy:Amazon Alexa,Google Home and Apple Siri are alljust getting started.Today,there are several useful applications in research&analytics for automatictranscription:documenting user interviews or group discussions transcribing customer service or helpdesk calls for CX analytics making large volumes of video content searchable.Tools such as Trint,Otter and Zpoken Transcribe are easy-to-use commercial platforms fortranscription.Just upload your audio?les and o?you go.Pay by the minute,or subscribemonthly if you have enough volume.Trint:an example of SaaS Transcription platform17Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsMany of these user-friendly transcription platforms actually rely on AI tools from the bigcloud providers-Google Cloud,Microsoft Azure and Amazon Web Services.They all have AIsolutions that developers can tap into.Their speech-to-text algorithms are trained on thehuge volumes of data processed by their voice assistants(Google Home,Cortana and Alexa).Any developer can access these tools via API.(API-for those too embarrassed to ask-Application Programming Interface.These are toolsthat allow di?erent pieces of software to work together and exchange data.They arefundamental building blocks of the internet and the way that all software connects today.)Google Cloud Speech-to-Text service:an example of a machine learning APIBy the way,if the thought of developers and APIs sounds a bit too technical,its worthpersevering:the cost di?erence between the APIs and the polished commercial products canbe signi?cant.As of January 2019,60 minutes of audio transcribed costs around$15 with Trint or$1.44using with the Google API.If you have more than an occasional need,its worth it.18Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsThe video management and analytics platforms(Voxpopme,Living Lens,Big Sofa,Plotto)alsoget a mention here.These tools include options for auto-transcription of video content-inup to 74 languages in the case of Living Lens.Living Lens:an example video management platform with automated transcription19Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics2.Automatic TranslationNow that you have perfectly transcribed content in 74 languages,how do you make sense ofit?Unless youre an extreme sort of polyglot,youll need some help to translate those interviewtranscripts,open-end survey responses and comments from review sites.Here again,the big cloud players have good options.Google Translate used to be hilarious:it was fun to convert a simple sentence into Chinese,then turn the translation back into English as something utterly mangled.But that happens less and less these days,and it stems from 2 key factors that drive all AIadvances:huge amounts of data,the rocket fuel of AI:with nearly half a billion daily users,GoogleTranslate has gathered masses of feedback for its learning model smarter algorithms:in late 2016,the Google Neural Machine Translation systemlaunched,and the quality of output improved measurably for all languages.Were not laughing any more.Google has lots of data and smart AI engineers,but its not your only choice.Microsoft Azureand AWS o?er translation APIs,but there are also specialist translation platforms providedby Smartling,DeepL and others.Smartling:an example automatic translation platform20Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics3.Analysing TextNatural Language Understanding-text analytics-is fundamentally changing how researchgets done:Surveys get shorter:if we can analyse open-end response better,why force people toanswer an exhaustive set of pointless rating scales?Let them say what matters to them,in their own words,in much less time.Data sources expand:researchers used to be con?ned to asking questions;now we canlisten meaningfully to what they say in social media,online reviews and call centres.Qual gets bigger:this sounds oxymoronic,but text analytics means we can now manageand interpret online discussions between hundreds of participants rather than just ahandful.Boiling it down to basics,text analytics software includes two core features for researchpurposes:keyword or entity extraction sentiment analysis.Keyword(or topic)extractionKeyword(or topic)extraction is relatively straightforward:even basic software can pick outitems from a body of text and track changes in volume over time.Entity extractionEntity extraction(AKA Named-Entity Recognition)is a little more complex.This classi?esnamed entities into pre-de?ned categories such as the names of persons,companies,placesetc.This is particularly important if,say,you want to analyse reviews to understand howpeople talk about yours or your competitors products.There are existing models for entity extraction(eg classifying automotive brands andmodels);but if you work in a niche category you will need to train a custom model to getsensible results.Sentiment analysisSentiment analysis tries to work out opinions expressed in text,with output expressed interms of polarity(whether the opinion is positive or negative).There are dozens of tools for general purpose text analytics,and you can?nd a long list ofsolutions in the Insight Platforms directory including Lexalytics,Odin Text,Decooda andothers.21Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsGenerally,there are three ways you can use these tools:through a web interface with an Excel plug-in via API.Gavagai Explorer is one tool that works through a web interfaceweb interface.You can upload CSV?les oftext or link directly to a SurveyMonkey project.Gavagai Explorer:an example of web interface for text analyticsMeaningCloud has features for sentiment analysis,topic extraction and text classi?cation,and can be used in any of the three ways outlined above.22Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsMeaningCloud:an example of an Excel plugin with text analytics featuresFinally,a large number of API solutionsAPI solutions can plumb text analytics directly into otherwork?ows.MonkeyLearn is a solution accessed mainly through dedicated APIs and Zapier.It includesstandard models for sentiment,emotion and product classi?cation,as well as a full range ofcustom models.MonkeyLearn:an example of API-based text analytics23Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics4.Social Media ListeningSpoiler alert:this application and the two that follow(CX analytics,emotion analytics)arevariants of text analytics.But they are large and speci?c enough to be called out separately.Social listening is the process of analysing content in social platforms to understand topics,identify keywords,track mentions and measure sentiment.Data can be scraped(ie extracted from online sources)for one-o?projects using tools likeDexi or the skills of a programmer;or most listening platforms have continuous feeds of datafrom a range of di?erent sources.Those sources are no longer purely social.Data can come from review sites like TrustPilot,e-commerce,news,blogs,forums,YouTube comments and Reddit-as well as Twitter,Facebook and Tumblr:List of data sources available in the Pulsar platform24Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsOnce the data is in the listening tool,it can be processed using the same NLP techniquesused in text analytics to.identify trends in a category measure brand mentions understand sentiment about speci?c topics or brands.Many listening tools are also tightly integrated with content publishing tools,and this isimportant to highlight:AI is helping to embed research and analytics functions insidemarketing platforms.Social management tools like Sprinklr,for example,are as much insight-and-action tools formarketers as they are analysis tools for researchers.The Insight Platforms directory contains more than 50 social listening tools includingCrimson Hexagon/Brandwatch,Social Bakers,Meltwater and Pulsar.Pulsar:an example social listening platform25Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics5.Analysing Customer Experience FeedbackCX analytics uses NLP techniques to understand Voice-of-Customer feedback for optimisingthe customer experience.Feedback sources were once purely survey-based,but can now include comments posted insocial media,forums and blogs;support tickets and transcripts of conversations withcustomer service teams;as well as more structured input from ratings&reviews,feedbackforms and the good old CSAT or NPS survey.The data has three main components1.A rating or score2.Explanatory comments3.Contextual data about the customer and their purchase/behaviour/support request.Most CX analytics tools now have ready-built models for text classi?cation and sentimentanalysis in big categories(eg air travel,hotels,restaurants).But in most cases,these modelswill need to be adapted to the nuances of sub-categories or geographies;and for nichemarkets,custom models will need to be built from scratch.There are two broad types of CX analytics tools for processing VoC content:Integrated collection and analytics platforms like Qualtrics,Medallia,Clarabridge,InMoment and MaritzCX.Standalone analytics platforms like Chattermill,Thematic,Wonder?ow,ipiphany andSentisum.This second group of tools dont have built-in survey capabilities;instead,they integrate datafrom di?erent sources;analyse and combine it;and visualise it in dashboards for analysisand action planning.26Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsChattermill uses NLP to analyse customer feedback from surveys,CRM systems,supportplatforms and product reviews.Themes and sentiment are visualised in dashboard reports.Chattermill:an example of a CX Analytics platform27Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics6.Emotion AnalyticsNLP models have been developed that focus speci?cally on decoding the emotional contentof language.Adoreboards Emotics platform,for example,analyses expressions of emotionto understand customer experiences.HearbteatAItakes text input from any source-survey open-ends,qual transcripts,customerfeedback,product reviews-and classi?es it using universal emotion categories(10 primaryand up to 100 secondary emotions).Heartbeat AI:an example of an Emotion Analytics platform28Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics7.Conversational Feedback(Chatbots)Beyond understanding,NLP has several other branches.Conversational interfaces andNatural Language Generation are two such areas that are beginning to have a major impacton the way that research data is collected,queried and reported.ChatbotsChatbots are being adopted as web interfaces for sales,customer service and technicalsupport.They o?er cost savings and-in some cases-better speed and performance thanhumans can provide.That might seem surprising:some chatbots today are frankly terrible and deliver a shockingcustomer experience.But-like Googles translation algorithms-they are improving fast and will continue to do so:the more questions they are asked,the more data they have to train and re?ne their model,the more functional they become.One of the main chatbot uses in research is gathering feedback data.In this,they o?erseveral bene?ts over traditional online survey methods:chatbots can be embedded in other applications(sales,service etc)so the feedbackprocess is more connected to the actual user/customer experience the same interface can capture both structured(quant)and unstructured(qualitative)responses,with the potential for a more natural?ow of questions and answers as well as websites,Facebook Messenger,Kik and other chat apps can host researchchatbots,making it easier to reach certain audiences-younger consumers who dontuse email or respond to pop-up website surveys AI can reply intelligently and encourage deeper,more considered open-endedresponses from participantsIf you want to build a chatbot for research or CX feedback,you have two options:1.Adapt or build your own chatbot2.Use a dedicated chatbot for research or CX.If you want to create your own chatbot,solutions aimed at sales and service use cases(egfrom Drift,LivePerson and Hubspot)can be adapted to run simple surveys.29Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsCustom bot-builder platforms such as Botsify(for website and Facebook Messenger bots),Collect.chat(for websites)or Chatfuel(for Messenger)can also be used to build moreresearch or CX feedback bots from scratch.These tools are designed for marketers,not developers-and do not require codingknowledge to get started.Collect.chat:an example chatbot builder platformIf adapting an existing tool doesnt work,there are now several dedicated chatbot platformsfor research and CX.30Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsSurveySparrow has a wide range of question types,survey templates and question logic withoptions to embed chatbots on websites or in other software like Slack,Intercom andMailchimp.SurveySparrow:an example chatbot research platformRival Technologies enables chatbot surveys to run in a web browser or be embedded inmessaging apps,and can be used to create both long and short term mobile-?rstcommunities.Rival:an example chatbot research platform31Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsWizu focuses on customer experience feedback,with templates for NPS,CES and CSATsurveys and integrations with CRM platforms.Wizu:an example chatbot research platformUltimately,these text-based chatbots are part of a broader evolution of intelligent assistants.Over time,they will be enabled through voice services such as Alexa,Google Home andCortana.Rival Technologies and Rant&Rave,a Voice-of-Customer platform,have both experimentedwith building Amazon Alexa skills for conversational surveys.32Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics8.Big QualNLP tools allow us to manage,analyse and respond to large volumes of unstructured textdata.These techniques can be used to manage online discussions with large groups ofparticipants.Compared to a human moderator,Big Qual tools are much faster at summarising contentand extracting keywords.The Groupsolver and Quester platforms support semi-structured discussions with largegroups of consumers for brainstorming,concept development and idea screening.Remeshuses a range of AI techniques to gather feedback from up to 1000 participants overa sixty-minute session.Responses are analysed on-the-?y,clusters of similar opinions arevisualised,and moderators can then focus on the most relevant topics or promising ideasand probe deeper in real-time.Remesh:an example big qual platform33Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics9.Natural Language AnalyticsJust as chatbot interfaces are changing how data is collected,so they are starting to evolvehow we conduct analysis.Microsoft Power BI is a business intelligence platform for visualising data in dashboards andreports.Its Q&A feature allows users to question their data using natural language;suggested visualisations are then displayed in response.It even runs in the smartphone app:Microsoft PowerBI:an example analytics and visualisation platform with natural language query interfaceGoogle Analytics and other digital analytics platforms also have similar features.These virtual assistant capabilities are becoming more widespread in research and analyticsplatforms.Lymbyc,Course 5 Discovery,NAVIK ResearchAI and Market Logic Software have aconversational query feature to help make their knowledge management platforms moreeasily searchable.These tools combine disparate sources of insight-presentations or reports,surveys,transcripts,audience or shopper panel data,social content-with a natural language searchinterface.34Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsBloom?res knowledge management platform also incorporates natural language querycapabilities in its Scarlet AI engine.In addition,it uses a variation of Googles PageRank algorithm to?nd content based on bothcontext and authority relative to other data;uses autocomplete suggestions to help guideusers;and recommends other content related to the users search query.Bloom?re,an example knowledge management platform with natural language analytics35Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics10.Automatic Content GenerationNatural Language Generation is the process by which software uses input data to create acoherent narrative.NLG models have been used to write product descriptions on websites,poems and even scripts for Hollywood movies.The Associated Press used to employ writers to summarise the quarterly?nancial reports ofpublic companies.Today,NLG software creates those stories automatically,populatingtemplates using the underlying data.The results are indistinguishable from those created byjournalists.Research agencies employ sta?to synthesise data from standardised projects(like ad tests)or continuous trackers.They then spend time writing commentary for reports andpresentations.Much of this work can now be automated using the same tools adopted bythe Associated Press.Narrative Science and Wordsmith by Automated Insights are software tools that generatenarratives from data.They integrate with analytics and business intelligence tools likeMicrosoft Power BI,Tableau and Qlik to write headlines,summaries or full stories.Zappi,the research automation platform,uses NLG to write commentary on its productdevelopment and communication testing tools.Zappi:an example of Natural Language Generation for research reporting;eagle-eyed readers will alsospot the automatic Google translation feature.36Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsNatural Language Generation features are also being applied in qualitative research.2020 Researchs Qualboard 4.0 platform now includes a Smart Reply feature for qualitativemoderation,trained on a million moderator-respondent interactions collected over 10 years.Like messaging apps,it interprets the content of a post and suggests follow-ups and probesto save the moderator time when replying.2020 Qualboard 4.0,an example online qualitative research platform with text analytics and NLG features37Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics11.Recognising Content in Images and VideoFinding and identifying objects in images has several uses in research.Images posted to social media can be decoded to understand how often and in what contextindividual brands are used.Picasso Labs can identify objects in images from any public source to understand howconsumers and in?uencers post about brands,categories or topics.Picasso Labs:an example of computer vision applied to social media researchSome social listeningsocial listening platforms such as Pulsar and Crimson Hexagon have also added thiscapability.38Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsOur own photos can reveal a lot about our lives,behaviours and values.Pixoneye is a recentstartup whose opt-in smartphone app can analyse the content of a users photo library toadd richer pro?ling to segments.Pixoneye:an example visual analytics platformShopper diariesShopper diaries have been transformed in recent years through the use of smartphoneapps.These tools can recognise photos of packaging and classify the product or brand;andlong-term shopper panels such as Infoscout use visual analytics to decode the content ofscanned purchase receipts:Infoscout Omnipanel:an example shopper panel using computer vision for receipt scanning39Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsAnd computer vision is transforming category managementcategory management.Trax Retail uses millions ofimages of POS and shelf displays from?xed in-store cameras and a crowdsourced panel ofsmartphone users.The AI recognises which products are being replenished,and combinesthis with Nielsen shopper panel data to build a fuller picture of category performance.Trax Retail:an example of computer vision applied in-store for category managementThe same technology that recognises objects in static images can be applied to video.Fixedcamera and smartphone auto-ethnography projects can generate enormous quantities ofvideo:computer vision AI helps to focus and speed up researchers analysis work.Living Lens,the video management and analytics platform,uses object recognition softwareto identify and classify items within videos;researchers can then search for speci?c objectsto?nd the clips in which they appear.Living Lens:an example of computer vision applied to video analytics40Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics12.Recognising FacesResearch applications for facial recognition are emerging slowly,as there are serious privacyand compliance issues-especially under GDPR in Europe and similar regimes indevelopment.Some current applications include:using AI to identify shoppers age and gender from in-store cameras and combiningthat data with people-counting software(Ipsos Retail Performance)identifying repeat respondents in qualitative research to minimize fraud(Ipsos India).41Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics13.Virtual/Mixed/Augmented RealityResearch has used digital simulations of products,?xtures and even whole stores for sometime.Advances in VR headset design have brought more immersive software like InContextSolutions for mixed reality simulations.Augmented Reality technology has massive potential for researchers as it o?ers the scope toask speci?c questions in context at the point of experience/purchase.Gorilla in the Room is an early innovator in this space,and a specialist provider ofAugmented and Virtual Reality research tools.Its software can be trained to recognise speci?c products,brands or ads using a smartphonecamera.For consumer panels or diary studies,these real world triggers can launch a digitalsurvey to capture feedback in situ.Gorilla in the Room:an example of an augmented reality research platform42Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics14.Analysing Vocal ToneRecordings of conversations sales discussions,customer support calls or even researchinterviews can be analysed using AI to identify emotions from both intonation andbreathing patterns.Beyond Verbal analyses this data for emotional valence,arousal and temper.inVibecombinesacoustic analytics(classifying valence and arousal in a speakers tone ofvoice)withlanguage analytics(using NLP to decode the sentiment of transcribedconversations).inVibe:an example of vocal tone analytics43Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics15.Analysing Eye Movement and FacialExpressionsEye trackingEye trackingwith glasses(such as Tobii)has long been used by retailers and brands for POSplanning,and more recently for UX design and testing media with hi-res under-screencameras such as Gazepoint.Online eye tracking solutions using webcams include Sticky,Eyes Decide,Emotion ResearchLab,Crowd EmotionandA?ect Lab.Facial codingFacial codingcaptures a viewers face as they watch an ad,a trailer or even longer-formvideo.Changes in micro-expressions are mapped using machine learning models to classifythese expressions into one of a handful of core emotions(anger,disgust,fear,happiness,sadness,surprise or some variant of these).The outputs are usually a series of trace lines that show peaks or troughs of emotionsmapped against time-stamps in the video:Realeyes:an example facial coding platform44Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsEmotion Research Lab,Realeyes,A?ectLaband A?ectivaall have facial coding solutions thatcan run over the internet using webcams.Advances in AI have helped to link eye tracking results and facial expression analysis withother data sources to build composite models of emotional engagement.Crowd Emotion links eyes,face and reaction times(via implicit response tests)to build acombined model of media engagement for advertisers and video content creators.CoolTool combines eye tracking,facial coding and click tracking behaviour to build acomposite picture of mobile user experience.Its UX Reality tool can be used to testsmartphone apps or mobile web experiences.45Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics16.Biometric FeedbackDevices cans be used to measure pulse rate,brain activity or electrodermal activity to buildmodels of emotional states.Where these methods used to be the preserve of wealthymarketing teams or university departments,they are now much more accessible.EEG(electroencephalogram)measures of brain activity typically capture cognitive state(asleep drowsy low engagement high engagement)and workload(boredom optimal information overload).Emotiv provides both EEG headsets and software for analysingresults:Emotiv:an example biometric hardware and software platformGSR(Galvanic Skin Response)measures changes in sweat gland activity that are telltale signsof emotional arousal.Sensors like Shimmer can detect this,and software such as iMotionscan integrate biometric feeds from a range of di?erent sources.46Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsMindproberhas taken this online with its panel of biometric sensor-equipped respondentsand self-service tools for project management and analysis.It can be used for testing ads,video or even live broadcasts.Mindprober:an example of an online biometric research platformThe way we touch our smartphone screens can also be modelled to infer our emotionalstate:are we stabbing the screen aggressively or stroking it a?ectionately?Emawww and Chromo both have solutions that do this and can be embedded intosmartphone apps to provide developers with additional user feedback on their products.47Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics17.Data VisualisationData visualisation doesnt rely on AI;but the opposite is increasingly true:AI needs creativevisuals for telling complex stories to simple humans.Many platforms now display data in ways that clearly guide the researcher-or other non-specialist user-to the most relevant?ndings.This visualisation from the Qualtrics platform,for example,tells the user whats happening with an automated summary(Check-in iscorrelated with NPS)and reinforces the message with visual chart components:Qualtrics:an example of guided visualisationAI techniques will increasingly be used to?nd the insights;visualisations will be more andmore necessary to translate those insights for busy researchers and analysts.48Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics18.Price OptimisationMany markets operate dynamic pricing models:they vary pricing according to a buyerssegment,their purchase history,the time of day,the scarcity of inventory or dozens ofother variables.In one famous case,travel company Orbitz showed how Mac users were willing to pay a$20-$30 premium over PC users.And weve all felt the pinch when Ubers dynamic pricing kicks in late on a Saturday night.Arti?cial Intelligence can take hundreds or thousands of variables to model the optimal pro?tor revenue maximising price point.For example,Perfect Price uses supervised machine learning and reinforcement learning togenerate prices on-the-?y for categories such as air travel,hotels and car rental.Perfect Price:an example dynamic price optimisation platform49Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics19.Attribution Analytics“Halfthe money Ispendonadvertisingiswasted;the trouble is I dontknowwhichhalf.”John Wanamakers quote is more famous than the man himself,and until recently wasaccepted as a Marketing Fact of Life.But AI hopes to change all that.It can process thousands of variables and millions of data points;use machine learning andregression to understand the impact on customer behaviour;and create models to explainthe relative contribution of di?erent touchpoints,experiences and campaigns.Many AI tools even take this learning and apply it by adjusting online campaigns in real time.Albert.ai carries out attribution analytics autonomously and automatically tweaks targeting,media buying and digital execution on-the-?y across email,mobile,social,search and display.Albert.ai:an example of AI-based attribution analytics50Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics20.Customer Journey AnalyticsCustomer journey mapping is a well-established approach for visualising the end-to-endcustomer experience.Customer journey analytics takes this a step further by?lling the map with data.Everycustomer interaction-across channels and over time from millions of touchpoints andevents gets modelled into journeys to help understand,analyse and shape the customerexperience.The aim is to give marketers and CX managers a way to prioritize the right touchpoints andexperiences that will grow revenue or reduce churn.Pointillist is one such journey analytics platform.It uses machine learning and predictiveanalytics to test hypotheses and model future behaviour.Pointillist:an example customer journey analytics platform51Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics21.SegmentationUnsupervised machine learning models can identify clusters of users in large data sets:e-commerce transactions,CRM records,location,subscription or survey data.These models do not need to be built around a priori hypotheses;they can be used toanalyse records of user behaviour,spending,preference,demographics or anything else and?nd the commonalities that occur naturally.When combined with good domain knowledge,the resulting segmentations can show upnew opportunities for communications and customer management,The A?nio platform uses machine learning to build custom audience segments bycombining and analysing?rst and third-party data.A?nio:an example segmentation analytics platform52Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsFrontier7 is a primary research management and analytics platform that uses unsupervisedmachine learning for automatic customer segmentations.Frontier7:an example segmentation analytics platform53Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics22.PersonalisationAI-based personalisation is a key tool for social,ecommerce and media platforms.Complex models drive Amazons product recommendations,Facebooks people you mayknow suggestions and even the targeted movie posters displayed to users on the Net?ixhome screen.Natural Language Generation is used to create tailored content for email communicationsand programmatic ad campaigns.Platforms such as Pure Clarity help marketers to deliver these experiences;they also providea rich source of insight and analytics for researchers and data professionals.23.Enhanced PredictionThis last category really is a cop-out.You can make a case for saying that ALL arti?cial intelligence is about prediction,and thereare far too many applications and examples to do justice to here.This is just a small selection:Research agency Strategir has built a proprietary AI solution that can transform 200survey respondents into a virtual shopper panel of 2 million consumers-to supportmuch more granular and accurate modelling of purchase behaviour.A full case studybased on Strategirs model is available here.Retail sales data,social buzz and other indicators are combined into predictive modelsby tools such as Trendskout and Trendscope from Black Swan Data.The most visually engaging elements of a web page,campaign or POS display can bemodelled using AI without the need to conduct fresh A/B tests or primary research;tools such as Eyequant and Dragon?yAI provide this A?ectlabs platform has millions of data points from historic facial coding,eye trackingand brainwave mapping research projects.This data is powering a machine learningmodel that will be able to predict emotional engagement with new content withoutneeding fresh respondents.54Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsPart 3:Part 3:A Research&Analytics Blueprintfor AI Success55Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsSo what do you do about AI now?This?nal section maps out 5 strategies for insight teams and agencies to maximise the AIopportunity.These new technologies will eliminate some old roles and create some new ones;they willmove certain types of work into clients and out of agencies;and they will bring newopportunities and challenges on both sides of the fence.Navigating the world of AI wont be straightforward;but there are clear steps you can take toincrease the chances of success.56Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics1.Improve your Business-as-UsualAI for research is evolution as well as revolution.In the short term,one of AIs biggest impacts will be to improve current ways of working.There is much that is being disrupted in research;equally,there is much that will continueand evolve gradually.In-depth interviews,online surveys,access panels,reports and presentations:these will allcontinue,and in most cases continue to grow.AI tools will enhance these methods byreducing timescales,improving data quality and cutting overheads.Some simple examples include:Transcribing and translating interviews:Transcribing and translating interviews:despite the scale of online research,a lot still takesplace face to face(social,qualitative,usability,in-home,B2B).Text-to-speech applications willhelp transcribe discussions on the?y or very quickly afterwards.This will reduce the costs and timescales of human transcription;make the content ofinterviews searchable and databasable;and allow text analytics to?nd and quantify themes,supporting the work of the core researcher.Reducing fraud on survey panels:Reducing fraud on survey panels:panel fraud is a major challenge for online surveys(botfarms,individuals with multiple accounts,dishonest respondents etc).AI tools can helpmitigate these risks and improve data quality.Panel technology?rms P2SampleP2Sample and VIGAVIGA have built machine learning models to recognisefraudulent behaviour.The algorithms use a combination of historic survey responses,digitalbehaviour data and known indicators of historic fraud to improve quality.Improving predictive models:Improving predictive models:using surveys to forecast the uptake of new products orservices has long been a staple of consumer market research.Combining these techniqueswith AI models can improve their predictive power,as Strategir has demonstrated.57Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsPractical StepsPractical Steps1.Identify the lowest hanging fruitIdentify the lowest hanging fruit.Go through the 23 applications above and give eachone a score out of 5 on 2 measures for your team or business scale of impact andease of implementation.Multiply the scores together(max 25)to give you a prioritisedranking of opportunities.Start on those with the highest score.2.Set your goals.Set your goals.You have 3 dimensions to play with cost,return and timescale.Thecost side of the equation needs to include the time you invest(dedicate at least 20%ofan FTE to manage this process),the tangible software costs and the learning costsattached to rollout.The return should be both the dollar amount saved and a proxy forthe value generated(stakeholder impact,new business won etc).And you need to setmilestones for achievements at 3,6 and 12 months.3.Hold the beauty parades.Hold the beauty parades.Chances are,youre already besieged with tech vendors tryingto pitch you.So make the most of it:invite the AI solution providers in,share your usecases,get them to prove their value.This is the fun part,and you will learn a lot.Enjoyit.58Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics2.Build New Client-Agency Models Agency engagement and remuneration models are broken.Nobodys happy:clients feelunder-served and agencies dont make enough money.And it looks set to get worse in the age of AI as client teams bring more activity in-house andagencies struggle to?ll their revenue gap.But it doesnt have to be this way.The best agencies will play essential roles even as AImatures:they bring external perspective,deep domain expertise and burst capacity essential bene?ts for client teams.Modern ways to procure and manage agency expertise include true retainers to lock inrelevant expertise,customer success(technology support)models for in-house platformsand researcher marketplaces for occasional expertise or extra bodies on short-term projects.Practical StepsPractical Steps1.Client teams:get creative with your strategic agenciesClient teams:get creative with your strategic agencies.There are three of you in thisrelationship now-you,the agency,and your AI platforms.You need to bring those keypartners properly inside the tent to co-create new work?ows and commercial models.You need to be transparent about budget;they need to be transparent about how theymake/lose money;and you need to build joint approaches to working with shared AIplatforms.2.Agencies:focus your value proposition.Agencies:focus your value proposition.You need to deliver what AI cant(yet):contextual insight,engaging narrative,deep expertise.Ten years ago,there was plentyof money to be made collecting survey or focus group data and writing basicPowerPoint reports.Those days are over.3.Both:make longer term plans.Both:make longer term plans.That sounds tricky when everyone parrots truisms aboutthe extreme pace of change.But strategic client-agency relationships need on-going 24-36 month horizons.Without that,there is not enough joint con?dence to make theinvestments that are needed.59Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics3.Embrace Embedded InsightsMore days that are over:those when every research project was run through an insight teamor outsourced to an agency.Software has put research tools directly in stakeholder hands,and AI will massivelyaccelerate that trend.Every department is expected to be user-centric/consumer-driven/customer-?rst.What does this mean in practice?It means that they get their own speci?c insights about those customers engage with users directly rather than through a research team build that customer feedback directly into their own work?ows.AI will put more insight tools in the hands of non-specialists everywhere.They wont need tobe experts in research and analytics:the software will bring it to them.This embedded insight model means that far more research will be done outside researchteams than within them.Here are some examples where embedded insight is happening today.Customer Experience teamsCustomer Experience teams:many CX teams now manage their own Voice-of-Customerprogrammes without ever engaging their research colleagues.Enterprise platforms like Medallia,Qualtrics and InMoment gather customer feedback atevery touchpoint and include AI features for segmenting customer groups,sentimentanalysis and alerts.Startups and digital businesses can use tools like Wootric,AskNicely and Retently to capturemetrics like NPS and carry out text analytics of verbatim feedback.Product Management teams:Product Management teams:digital product teams need a constant stream of feedbackabout users:how many,how often,where they click,their journey?ows,whether theyconvert.Users on-site or in-app behaviour is captured through tools like Heap and Google Analytics;increasingly,this what data is being augmented with why data in the form of user feedbackin platforms like Apptentive,Usabilla and Mopinion.60Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsIntegrated platforms like Hotjar include surveys,forms and user recruitmenttools as well asin-page analytics,heatmap generation and sessioncams.AI is used to combine data sets,model preferences and trigger targeted requests for feedback based on behaviour.UX Design teams:UX Design teams:designers can now go straight from prototype draft to user feedback in afew clicks.In a moderated online test,the designer can see both video of the participant and theirdevices screen.Recordings can be transcribed and analysed using both NLP and computervision.Adobe XD is design software that integrates with UserTesting;and prototyping platformMarvelintegrates directly with Lookback.Practical StepsPractical Steps1.Get over it.Get over it.The?rst step is acceptance.Insight teams and agencies need to stop gettingannoyed when stakeholders do their own research.Stop disparaging it as quick anddirty or insinuating that its not proper because they didnt involve you.2.Support and enable.Support and enable.You have the expertise in research design and analysis so shareit.Be advisory rather than executional.Hold best practice workshops,write trainingguides and try to in?uence the choice of tools.61Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics4.Always be LearningIf youre reading this far,Im probably preaching to the choir.AI represents a step change in the tools and data sources available to researchers.It poses amajor learning challenge for an industry that under-invests in training&development.One recent report by Ray Poynter of NewMR suggests that 1 in 4 researchers get no trainingin any given year;and that only 1 in 5 get more than 2 days a year.This is woefully insu?cient if researchers want to thrive in the age of AI.Practical StepsPractical Steps1.Dedicate time to learning.Dedicate time to learning.For you personally and for your teams.Best practiceguidelines vary,but plan for a minimum of 2 hours per week.2.Re-think how you do it.Re-think how you do it.Too much training is triple-F:face-to-face,full days and quicklyforgotten.Micro-learning like Googles Whisper Courses can be far more e?ective.Online platforms like Udemy have hundreds of self-paced courses to help with AI-related topics for researchers including machine learning,data science and conversionoptimisation.62Insight PlatformsThe Insight Platforms Guide to AI for Market Research&Analytics5.Do What AI CantComputers cant do empathy and they struggle with context.For all AIs achievements,applications remain narrow models are good at one speci?c thing and useless at everythingelse.AI will increase the volumes of data available to everyone working with insight and analytics;it will also drive a parallel increase in the need for real human insight and relatablestorytelling.The data will help to measure,diagnose and plan at speed and scale;creative insights andmoments of understanding will come from individual,qualitative connections.Specialists with research skills in these areas will be in high demand.For example:Digital products rely on streams of performance data,but qualitative user interviews,observations and feedback are at the heart of the design process.Understanding people andtranslating those insights for engineers is a critical skill for user experience researchersuser experience researchers.Context is everything.Platform analytics can generate thousands of rows of data for a singlecustomer using a single app.But it cant see what else is going on in the users life or how itmight impact their behaviour.EthnographersEthnographers are experts at making these connections.Managers need to mingle with the people who pay their mortgages to avoid the idea ofcustomer becoming an abstract notion or a series of data points in a dashboard.QualitativeQualitativeresearchersresearchers will be needed to facilitate customer closeness sessions to connect executiveswith the humans they sell to.Practical StepsPractical Steps1.Get out from behind the desk.Get out from behind the desk.AI will put more and more data on your screen but itrisks separating researchers and analysts even more from the people they hope tounderstand.Spend time with users,watch them,listen to them.2.Use anecdote and illustration as much as dataUse anecdote and illustration as much as data.Insight leaders drive change bycombining evidence and metaphor;let the AI deliver your evidence,but make usecreative metaphor to land your story.63Insight PlatformsThe Insight Platforms Guide to AI for Market Research&AnalyticsFinal ThoughtWhen looking at any new and potentially disruptive technology,its always worthkeepingAmaras lawin mind:We tend to overestimate the e?ect of a technology in the short run and underestimate thee?ect in the long run.AI will change research&analytics dramatically even if you havent felt its e?ects so far.Embrace it and evolve;try not to fear it.If you found this e-book useful,make sure you If you found this e-book useful,make sure you register for a FREE Insight Platformsaccountregister for a FREE Insight Platformsaccountand and stay in the loop.stay in the loop.And if you want to discuss anything in this ebook or need help?guring out AI,send me anemail or message me on LinkedIn.64Insight Platforms
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AMWO：2023年网上消费者研究报告（英文版）（75页）.pdf
Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta OnlineEl panorama del canal digital en Mxico2023Fecha de publicacin:Febrero 2023Versin PblicaEstudio de Venta Online 2023|El panorama del canal digital en MxicoSomosla organizacinde ecommercems grandeen Mxico. de 565empresas afiliadas,de todos los giros y tamaos.Una comunidad de expertos en eCommercePrincipales categoras representadas:Ropa y Calzado,Muebles y Hogar,Electronicos,Viajes,Multicategoria,Alimentosy Bebidas,Deportes,B2B,Servicios financieros,Belleza,Automotriz,Farmacia,Mascotas,Entretenimiento,Infantil,Lujo,TelefonaPrincipales soluciones representadas:Agenciasy tecnologas de Marketing,Soluciones de omnicanalidad,Medios de pagos,Logistica,Consultoria de ecommerce,Soluciones antifraudesy ciberseguridad,Marketplaces,Abogados Contact centers,HostingEstudio de Venta Online 2023|El panorama del canal digital en MxicoCon costoEstudiosEstudios de industriaOferta de estudios AMVOEstudios de mercado para todas las empresasEl objetivo de los estudios para la industria es evangelizar y mostrar un contexto general del eCommerce en Mxico y el shopper digital.EPIndicadores generalesVersin completaAplica nicamente para empresas de campaas masivasGratuitoPAAMVOAMVO AnalyticsAnalyticsEstudios bajo solicitudEl objetivo de los estudios para el negocio es profundizar en interrogantes que van ms all del alcance de los estudios de industria y responder objetivos de negocio especficos.AHExtraccin de datos desde estudios para la industria comparando segmentos variables y tendenciasProfundizacin de subcategoras y versiones pagadas a empresas no afiliadasAtiende objetivos especficos de negocio y es realizado a la medida del clienteSDEstudio de Venta Online 2023|El panorama del canal digital en MxicoAMVO EstudiosPAEPSAHDwww.amvo.org.mx/publicaciones/TemticasTipo de ReportesVersin PblicaVersin AfiliadosVersinEmpresaParticipanteDeskResearch*EstudiosSindicadosAd hoc*Estudios sobre el Consumidor Online-Estudio Venta Online-Estudios por Categora(Moda,Electrnicos,Alimentos y Bebidas,Muebles,entre otros)-Reporte de TemporalidadesN/AEntendiendo al consumidor digital vs campaas masivasPor grupos de anlisis(edad,tipo de usuario,etc.)Nuevas tendencias del consumidorMarketplaces&MarcasDeep dive categorasShopper journeyrboles de decisinSegmentaciones de compradoresAnlisis de trfico,etc.Estudios sobre Campaas Masivas-Reporte de expectativas de compra de campaa-Reporte de Resultados de campaa*Empresas participantes en Medicin de ventasPor grupos de anlisis(edad,tipo de usuario,etc.)HOT SALEEl Buen FinDeep dive del desempeo de la marca durante la campaaEstudios sobre Comercios&Marcas-Estudios sobre PyMEs-Estudios sobre Comercios y Marcas que venden en lnea-Estudios sobre KPIs(Logstica,Medios de Pago&Fraudes)*Empresas participantes en Medicin de ventasN/AN/AN/AGratuitoCon CostoEstudio de Venta Online 2023|El panorama del canal digital en MxicoExperiencia del consumidor onlineSalud de marca en digitalAnlisis de Trfico onlineComportamiento de la categora en el canal onlineDeteccin de Wants&Needs digitalesMomento 1.Entendimiento DigitalMomento 2.Desempeo Operativo Anlisis de puntos de dolorAnlisis de performanceAnlisis de flujos de navegacin y conversinAnlisis de estrategias de preciosAnlisis de competenciaAnlisis de UserExperienceMomento 3.Decisiones estratgicasValor de mercadoMadurez OmnicanalConsultora especializadaBenchmarksInternacionalesBuscas informacin especfica o algn estudio a la medida?Para cotizaciones,escrbenos:estudiosamvo.org.mxEstudio de Venta Online 2022Estudio de Venta Online 2022Estudio de Venta Online 2023Quieres profundizar en algn tipo de comprador del estudio?A travs de Desk Research de AMVO Analytics puedes tener cortes de informacin dependiendo del segmento de tu negocio.Mdulos desde$40,000 MXN IVAD DProfundizacin por Categoras*Segmentos demogrficos*Trfico en sitios web por categoras*El nivel de lectura depender del nmero de casos existentes del grupo solicitado*Mdulo trfico desde$60,000 MXN IVAMs informacin:estudiosamvo.org.mxEl panorama del canal digital en MxicoEl estudio tiene 4 mdulos,los cuales puedes adquirir de forma individual,segn tus estrategias:En 2023,AMVO Analytics genera informacin complementaria al Estudio de Venta Online 2023,a travs de sus Estudios Sindicados.Estos ayudarn a fortalecer las estrategias digitales de este ao,en temticas muy relevantes para ustedes,ya que estn generando tendencia en el ambiente digital.Sindicado Nuevas tendencias del shopper digitalS SEl papel que juega el social commerce en el momento de compraRelevancia de las nuevas plataformas de comercio conversacionalen las compras Retos que tienen las empresas para pagos digitalesEl eCommerce y la responsabilidad social 1234Cada uno de ellos responde interrogantes especficas asociadas a cada uno de los temas y cuenta con una inversin individual de$195,000 IVA.Nuevas tendencias del shopper digitalMs informacin:estudiosamvo.org.mxms informacin:educacinamvo.org.mxOferta EducativaDiplomado Ejecutivo en E CommerceProgramasa la medidaProgramas EspecializadosEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoLa versin extendida de este estudio es un beneficio exclusivo de los Afiliados a la Asociacin Mexicana de Venta Online.Si deseas tener acceso a esta informacin,afliate con nosotros.https:/www.amvo.org.mx/afiliate/https:/www.amvo.org.mx/afiliate/Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstructura del reporteValor de MercadoRetail eCommerceMedicin comportamental de sitios y apps de comercio electrnico*Experiencia de compra 360Indicadores comportamentales de sitios web y apps*Da clic en la seccin de tu inters1234*Versin exclusiva para AfiliadosEstudio de Venta Online 2023|El panorama del canal digital en MxicoValorde mercado-Metodologa-Valor de mercado retail eCommerce-Evolucin del volumen de compradores digitales en MxicoExperienciade compra-Perfil demogrfico del comprador digital 2022-Fuentes ms influyentes para realizar compras en lnea-Frecuencia de la omnicanalidad-Razones de compra en lnea-Notoriedad espontnea de tiendas y/o marcas-Funnel de compra-Notoriedad espontnea de Instituciones financieras-Mtodos de pago-Frecuencia de compra de productos y servicios-Compra en el ltimo ao de productos y servicios-Perfil demogrfico por frecuencia de compra de productos y servicios(Intensivo,Frecuente y Ocasional)-Incidencia de compra de categoras de productos y servicios-Canal de compra de productos y servicios-Frecuencia de compra por categora para productos y servicios(Intensivo,Frecuente y Ocasional)-Interaccin con el canal digital(Primera vez o Recurrente)-Mtodo de pago ms utilizado al comprar productos y servicios en lnea-Percepcin de seguridad de las compras en lnea por categora deproductos y servicios-Mtodo de entrega de productos-Tiempos de entrega por categora de productos-Gasto promedio por entrega de productos-Pain points en el proceso de entrega-Devoluciones-Comprador Cross Border(categoras y drivers de compra)-Nivel de satisfaccin en las compras online-Intencin de compra en los prximos 12 meses-Incentivos para comprar ms en los prximos 12 meses-La omnicanalidad como generador de valor-Engagement de las compras en lnea-Aspectos ms importantes y razones de abandono de una pgina decompra en lnea-Intencin de compra en campaas masivas-Monitoreo online de precios-Modelos de compra en lnea-Fraudes electrnicos-Comprador offline(Barreras,percepcin de seguridad,motivadores paracomprar en lnea y categoras de inters)Indicadores/Medicincomportamentalde sitiosweb y apps-Perfil demogrfico de las visitas en eCommerce(total y por subcaegora)-Variaciones porcentuales y tendencia en visitas(desktop&mobile)-Alcance de las principales tiendas/marketplaces-Variacin de las visitas por subcategora-Alcance y tasa de conversin por subcategora-Variaciones de las rdenes de compra de sitios en lnea-Share de trfico y tendencia mensual-Principales KPIs de navegacin(pginas promedio por sesin,Tiempo denavegacin promedio,Tasa de Rebote y Pginas consumidas/vistas)-Descargas y usuarios activos de apps(shopping y viajes)ContenidoEstudio de Venta Online 2023|El panorama del canal digital en Mxico1.Valorde mercadoDurante 2022,el valor de mercado de eCommerce Retail alcanz los$528.1mil millones de pesos,experimentando un crecimiento del 23%,donde losjugadores pure players(con presencia 100%en lnea)crecieron 24%y losjugadores brick&clicks(con presencia fsica y digital)crecieron 22%.Debido aesto,la contribucin del eCommerce Retail vs las Ventas totales al menudeocierra en 13.4%.En contexto internacional,Mxico contina posicionndose dentro de lospases con mayor tasa de crecimiento durante 2022,debido a un decrementoen crecimiento en el mercado europeo y una desaceleracin en otrasregiones.Este ao,ms de 63 millones de personas adquirieron algnproducto o servicio por Internet,duplicando su volumen en 5 aos.2.Experienciade compraEl perfil demogrfico se mantuvo estable en 2022,ganando terreno en edadesde 18 a 24 aos,as como NSE altos.Por otro lado,se ha demostrado elimpacto de las iniciativas que han tenido distintas empresas por la inclusinfinanciera,esto al tener cada vez ms fuerte a un segmento no bancarizadodentro de un perfil digital.Este ao las variables comportamentales que seincluyeronnoshablandeciertoselementosquenoconocamosanteriormente:El comprador digital,en trminos generales,es un usuario quetiene el servicio en casa y,en promedio,se conecta en 2 lugares distintospara realizar sus actividades,en donde el Entretenimiento es la principalactividad que realizan en lnea.En cuestiones descriptivas de familia,son 4miembros en el hogar y en donde la mayora tiene mascotas en casa.Yfinalmente,el estilo de vida se inclina hacia el deporte,en donde la mayora lohace de manera regular.De esta manera,las fuentes de informacin digitaleses que se han vuelto muy relevantes para la decisin de compra.Los buscadores y sitios multi-categora se mantienen como las principalesfuentes de consulta,mientras que las Redes sociales ganaron mayorrelevancia vs 2021,destacando entre Mujeres,de 18 a 24 aos y de nivelessocioeconmicos altos.Sin embargo,el rol de la tienda fsica para tener unacercamiento con el producto contina siendo esencial en su toma dedecisin,ya sea que compre o no de manera online,ya que el compradorprefiere tocar y sentir el producto antes de comprarlo.Los drivers de compra online se mantienen muy similares en comparacincon el ao anterior.Sin embargo,poder conocer las reseas de otroscompradores,as como la diversidad de opciones de pago genera mayorinters en la compra online.Por otro lado,es necesario reconocer el gran trabajo que han hecho lasmarcas para posicionarse en la mente del shopper.En 2022,el compradordigital recuerda mucho ms a las marcas de manera general,Los PurePlayers encabezan su posicionamiento en la mente del comprador,mientrasque hay una gran diversidad de tiendas Brick&Click que tambin recuerdandemaneraespontnea,principalmenteAutoservicios,Tiendasdepartamentales y Clubes de precio.Los Pure Players,que adems de estar en el Top of Mind del comprador digital,tambin son los que generaron mayor conversin de compra en el ltimoao.Mientras que los sitios de Travel son percibidos como opciones decompra ms ocasional con la tasa de conversin ms baja.En cuanto al tema de Instituciones financieras,si bien las estas tienen unmayor posicionamiento en la mente delos compradores,las Fintechcontinan ganando terreno y mostrando en algunos casos tener mayorfortaleza que algunos bancos como opcin para comprar por internetResumen EjecutivoEstudio de Venta Online 2023|El panorama del canal digital en MxicoResumen EjecutivoLos mtodos de pago ms utilizados en 2022 para comprar en lneacontinansiendolasTarjetasdeDbitoyCrdito.Mientrasquelastransferencias o depsitos bancarios presentan tambin alta incidencia deuso exclusivamente en el canal online,aunque cuando se trata de cada unade las categoras de productos y servicios,las preferencias por el mtodo depago cambian ligeramente respecto a la compra que se realiza.Ahora bien,cuando hablamos del tipo de compras que realizaron losinternautas,podemos decir que la gran mayora adquiri algn producto oservicio de manera online:9 de cada 10 internautas digitales adquirieronalgn producto,principalmente de las categoras de Comida a domicilio,Moda,as como Belleza y Cuidado personal.Aunque otras categoras,comoAlimentos en la despensa,Artculos para el hogar y Farmacia muestran unaoportunidad de crecimiento dentro del canal digital al tener una altaincidencia de compra total impulsada principalmente por el canal fsico.Hayciertos contrastes en los perfiles de frecuencia de compra,en donde loscompradores intensivos destacan principalmente mujeres,de 25 a 44 aos,de niveles socioeconmicos altos,adems de tener ingresos mensualespromedio 1.5x por arriba de un comprador ocasional.El comportamiento de compra de servicios es similar:8 de cada 10internautas adquirieron algn servicio de manera online.Aqu resalta elincremento de intensidad de uso,en donde la frecuencia semanal fueimpulsada entre este tipo de compradores.Entre los principales serviciosadquiridos en 2022 destacan los Servicios Bancarios,Servicios de suscripciny el Pago de Servicios.Aunque hay oportunidad para el sector de la Saluddentro de la oferta digital.En cunto a los mtodos de pago utilizados en la industria de Servicios,latarjeta de dbito pierde relevancia en distintas categoras,ya que se utilizaprincipalmente para realizar Pagos de servicios,transferencias,etc.Mientrasque la tarjeta de crdito es ms utilizada para Viajes,Transporte y Hospedaje.Por otro lado,las compras internacionales continan ganando terreno:8 decada 10 Compradoresdigitales realizaron compras en sitios Cross Borderdurante 2022.Las principales drivers de compra se enfocan en la importacinde productos,precio y mayor variedad de productos.Adicionalmente,identificamos las oportunidades para comercio electrnico,en donde el comprador digital actual tiene una fuerte intencin por seguircomprando productos en lnea en los prximos 12 meses,destaca el interspor categoras de Artculos y Alimentos en la despensa.En este mismosentido,las pginas web juegan un rol clave para la decisin de compra,entre los aspectos ms importantes con los que se deben contar son:Ladescripcin,reseasyfotografasdelosproductossonelementosfundamentales para los compradores,principalmente aquellos adultos 45 .Mientrasqueaspectosrelacionadosconlaaparienciayvisualizacin/simulacindelproductoendistintosespacios(realidadaumentada)se vuelve relevante para los jvenes de 18 a 24 aos.Otra de las oportunidades para el comercio electrnico en este ao son losmodelos de compra relacionados con la cuestin ambiental,ya que hay altointers en ellos,pero poca interaccin.Finalmente,las principales barreras de compra se centran en la desconfianzapara dar datos bancarios en Internet y tambin en la preferencia por laexperiencia dentro del punto fsico para ver y tocar los productos antes decomprarlos.Sin embargo,las categoras de mayor inters para aquellos quean no compran en el canal digital se enfoca en servicios:Pagos,Viajes yHospedaje.Mientras que los productos con mayor intencin de compra secentran en Moda,Electrnicos y Electrodomsticos.Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Valor del mercadoEsta seccin fue analizada por:Da clic aqu para ir al inicioEstudio de Venta Online 2023|El panorama del canal digital en MxicoParticipa en la medicin de valor de mercado eCommerce Retail Mxico!Reporta tus ventas online y recibe peridicamente indicadores clave de eCommerce RetailVentas onlineTicket promedio onlineCrecimiento onlineVolumen de compradores onlineVolumen de unidades online vendidasInscripcin gratuitahttps/l.nniq.co/NIQ-Ebit-MXNielsenIQ EbitSer una tienda online(con conversin en sitio web)Ofrecer dos o ms formas de pagoAceptar al menos una empresa de tarjeta de crditoTener en el sitio web el protocolo de seguridad SSLGarantizar la confidencialidad de los datos de los clientesNo ser un sitio de subastas ni de anunciosPaso 1:InscripcingratuitaPaso 2:Firma de convenio con NielsenPaso 3:Entrega de la informacin de muestraPaso 4:Programacin de TAG y bannerPaso 5:Recepcin peridica de informacin de eCommerceEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2022MetodologaLa Estimacin de valor de mercado 2022 contempl:Reportes consolidados de empresas participantes a travs de Reportes directos y pblicos sobre facturacin de ventas durante 2022 Entrevistas a profundidad con directivos de empresas y proveedores del ecosistema Estimaciones internacionales sobre el valor de ecommerceretail Estimaciones sobre transacciones de comercio electrnico a travs de datos abiertos de Banxico/CONDUSEF Estimaciones nacionales sobre el valor de ventas al menudeo a travs de reportes generados por ANTADConsideraciones:Las cifras representan al universo ecommerce retail B2C de 2022 No incluye D2C,segunda mano,B2B,Servicios Online ni Travel Slo se muestran datos agregados,an no se genera detalle de ventas por categoras.Cifras 2019,2020 y 2021 fueron actualizadas con nueva metodologa para ser comparables.Ventas al menudeo considera tiendas de autoservicio,departamentales,tiendas de abarrotes,etc.No considera comercio informal.PEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoEn 2022,el valor de mercado de eCommerce Retailen Mxico alcanz los$528 mil millones de pesos con un crecimiento del 23%Estudio de Venta Online 2023|El panorama del canal digital en MxicoEvolucin del valor de mercado del eCommerce Retail en MxicoDurante 2022,el sector de eCommerce Retailen Mxico gener ms de$528.1 millones de pesos en ventas a travs del canal digital,con una tasa anual de crecimiento del 23%vs 2021.Este ao,la contribucin de eCommerce Retail al total de Ventas al Menudeo asciende a 13.4%.$184$333$429$528 35.0.0.0#.0%0 0%$0$100$200$300$400$500$6002019202020212022Ventas TotaleseCommerce Retail(Mil Millones MXN)Ventas Totales eCommerce RetailCrecimiento eCommerce Retail13.4%Share eCommerce Retail vs Ventas Totales Menudeo en 2022*2.9xel valor de eCommerce Retailen 4 aos.Fuente Ventas al menudeo=Estimacin AMVO a travs de cifras de Ventas a Menudeo.INDICANTAD.Diciembre 2022Pure PlayersBrick&ClickCrecimiento promedio24%VS 12.1%en 2021Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en Mxico7 de cada 10 ventas online generadas por el canal minorista proviene de empresas Afiliadas AMVOEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en Mxico-7.50%-6.80%-2%2.20%3.30%6%6.90%7.40%9 #%&4%AlemaniaReino UnidoFranciaEspaaItaliaChinaCorea del SurMundialJapnUSABrasilMalasiaMxico*IndiaFilipinasIndonesiaCrecimiento eCommerce Retail 2022 a nivel mundialEl mercado mundial de eCommerce Retail ha estado creciendo lentamente,afectado por el mercado europeo,el cual ha experimentado impactos negativos durante 2022.Sin embargo,Mxico destaca por seguir posicionndose dentro del Top 5 pases con mayor tasa de crecimiento.Promedio mundial 7.4%Fuente:eMarketer.Crecimiento eCommerce Retail 2022 a nivel mundial.Febrero 2023.Cifra Mxico segn Estimacin AMVO.El eCommerce Retail en Mxico creci 23%durante 2022,continuando como uno de los pases con mayor tasa de crecimiento.Estudio de Venta Online 2023|El panorama del canal digital en MxicoContexto internacional sobre eCommerce Retail 2022ChinaFilipinasUSAReino UnidoFuente cifras internacionales segn eMarketer.Penetracin Internet vs Total Poblacin.Penetracin eCommerce del total Ventas Retail.Crecimiento eCommerce Retail 2022.Febrero 2023.Mxico se encuentra como uno de los pases con mayor tasa de crecimiento,sin embargo an tiene camino por recorrer en la representacin de eCommerce Retail vs las Ventas Totales,donde alcanza el 13.4%,igualndose con mercados como USA o Japn,pero an lejos de mercados asiticos lderes como China o Corea del Sur.-10%-5%0%5 %05%0.00.00 .000.00.00P.00.00%Tasa de crecimiento eCommerce RetailShare de eCommerce Retail vs Ventas TotalesPanorama mundial de eCommerce RetailIndonesiaItaliaAlemaniaEspaaCorea del SurMundialMalasiaJapnMxicoBrasilIndiaFranciaEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Experiencia Experiencia de comprade compraEsta seccin fue realizada en colaboracin con:Da clic aqu para ir al inicioEstudio de Venta Online 2023|El panorama del canal digital en MxicoAcerca deEn Netquest trabajamos con personas que representan a lasociedad global.Consumidores que estn dispuestos acompartir con nosotros sus opiniones y comportamientosms genuinos simplemente porque confan en nosotros.El panel de Netquest y su capacidad de recolectar datoshan sido diseados para reafirmarnos como socios deconfianza de organismos y empresas de investigacin,paraque puedan realizar sus anlisis,obtener los mejores insightsposibles y entender realmente a sus consumidores.PEstudio de Venta Online 2023|El panorama del canal digital en MxicoMetodologaEl levantamiento de informacin es realizado a travs del panelonlineNetquest,elcualconsisteenunacomunidaddeconsumidores online que comparteninformacina travs deencuestas y otras tcnicas de recoleccin de datos a cambio deincentivos.Base Total:1,031 encuestas completasLevantamiento:Enero 2023Perfil:Internautas mexicanos 18 aos en adelante,que hayancomprado algn producto o servicio durante el ltimo ao.Los datos reflejan el comportamiento del consumidor durante 2022.Lascomparacionesrealizadasreflejanelcomportamientodelconsumidor 2021.Representatividad:Nacional.reas NielsenIntervalo de confianza:95%Margen de error: /-3.04%POrquestamos combinaciones de datos para darte una visin del consumidor a 360-Perfilado:Quin es?-Opinin:Por qu?-Audio-Matching:Qu est escuchando?-Geolocalizacin:Dnde est?Datos de navegacinInformacin detallada sobre los dominios y las URL que se visitan,uso de aplicaciones y palabras clave de bsqueda.1.Clickstream/URL:Informacin relativa a los sitios web visitados2.Trminos de bsqueda:Informacin relativa a las palabras clave que se buscan online3.Uso de aplicacionesLos datos de comportamiento contienen informacin personalmente identificable(nombres,direcciones,cdigos postales,correos electrnicos,etc.).Por este motivo,Netquest ha desarrollado un algoritmo que permite trabajar,tanto a nosotros como a nuestros clientes,con datos sin riesgo de transferir informacin personalmente identificable.Metodologa encuesta declaradaMetodologa panel comportamentalEstudio de Venta Online 2023|El panorama del canal digital en MxicoGlosario de categoras:ProductosArtculos de Oficina(Ej.Papelera,escritorios,sillas,etc.)Alimentos en la despensa*(Ej.lcteos,pastas,enlatados,carnes,pescado,etc.)Artculos de despensa para el hogar*(Ej.lcteos,pastas,enlatados,carnes,pescado,etc.)Bebidas alcohlicas*Bebidas no alcohlicas*Belleza y cuidado personal(Ej.cosmticos,perfumes,cremas,etc.)Celulares*Comida a domicilio(pedido por app,pedido directo a restaurante)Consolas y videojuegos(Ej.Consolas,videojuegos,controles,etc.)Cultura(Ej.Libros,discos,revistas,obras de arte,etc.)Deportes(Ej.ropa deportiva,equipo especial,etc.)Electrodomsticos(Ej.refrigeradores,lavadores,hornos,licuadoras,etc.)Electrnicos*(Ej.Pantallas de TV,cmaras,equipos de cmputo,bocinas,sistemas de audio,etc.)Farmacia(Ej.Medicamentos de uso libre,multivitamnicos,pruebas de sangre,etc.)Herramientas(Ej.equipo especial,accesorios)Infantil(Ej.Artculos para beb o nios(as),ropa,etc.)Instrumentos musicales(Ej.Teclados,guitarras acsticas o elctricas,etc.)Juguetes(Ej.juegos de mesa,bicicletas,figuras de accin,muecas,etc.)Mascotas(Ej.Alimento para mascota,productos de aseo,accesorios,etc.)Mejoras para el hogar*(Ej.Pisos,cortineros,etc)Moda(Ej.ropa,calzado,accesorios,lentes,sombreros,artculos de lujo,etc.)Muebles y Decoracin del hogar(Ej.decoracin,muebles,colchones,jardinera,etc.)Refacciones y autopartes*Vehculos*(Ej.autos,camionetas,motos,etc)Ajustes en las siguientes categoras:1.Automotriz se dividi en Refacciones y autopartes y Vehculos.2.Bebidas se dividi en Bebidas alcohlicas y no alcohlicas3.Despensa se dividi en Alimentos en la despensa y Artculos de despensa para el hogar*Nueva categoraPEstudio de Venta Online 2023|El panorama del canal digital en MxicoGlosario de categoras:ServiciosContenido Cultural(Ej.descarga de msica,libros digitales,NFTs,etc.)Cursos educativos(Ej.Colegiaturas,cursos,diplomados,talleres,etc.)Espectculos y Eventos(Ej.boletos de cine,conciertos,etc.)Hospedaje(Ej.hoteles,hostales,hospedaje alternativo,etc.)Movilidad urbana(Ej.taxi por aplicacin,taxi de sitio,Bicicleta,Scooter,etc.)Pago de servicios(Ej.pago de agua,luz,predial,tenencia,telfono fijo)Servicios bancarios(Ej.pagos,transferencias,retiro de efectivo,consulta de saldos)Servicios de bienestar personal*(Ej.terapias,gimnasio,SPA,etc.)Servicios de mensajera(Ej.envo de flores,documentos,paquetes,etc.)Servicios de suscripcin(Ej.series,pelculas,documentales,televisin de paga,msica,etc.)Servicios Especializados*(Ej.Freelancers,Software,etc.)Servicios Financieros(Ej.contratacin de seguros para autos/vida,fondos de inversin,tarjetas de crdito o dbito,etc.)Servicios Mdicos*(Ej.pago de estudios,consultas,etc.)Telecomunicaciones(Ej.plan de renta mvil,recargas,internet extra,servicio de roaming,etc.)Viajes y transporte(Ej.boletos avin,boletos autobs forneo,paquetes tursticos,etc.)Regiones medidas*Nueva categoraPEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Caractersticas del comprador digitalEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoEn 2022,ms de 63 millones de personas en Mxico ya adquieren productos y servicios a travs de InternetEstudio de Venta Online 2023|El panorama del canal digital en MxicoEvolucin de la adopcin del comercio electrnico en MxicoEn 2022,ms de 63 millones de personas en Mxico ya adquieren productos y servicios a travs de Internet,indicando que la tendencia de adopcin constante ao con ao ha generado la inclusin de nuevos compradores y demostrado el esfuerzo de la industria por generar una experiencia satisfactoria al elegir el canal digital.37.051.355.657.863.366prvwPp0020304050607020182019202020212022*MillonesMillones de compradores Digitales en Mxico mayores a 18 aos*Compradores DigitalesPenetracin InternetFuente Compradores digitales a travs de Estimacin AMVO basado en internautas mexicanos mayores a 18 aos segn reporte ENDUTIH(INEGI 2021).Fuente Penetracin a Internet mayores a 6 aos segn reportes anuales ENDUTIH(INEGI)excepto 2022,se realiz Estimacin AMVO.1.7xel volumen de compradores que hace 5 aos.PEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoEl comprador digital gan terreno en edades de 18 a 24 aos y NSE altos.Adems,el impacto de la inclusin financiera para el segmento No bancarizado fue visible en 2022.Estudio de Venta Online 2023|El panorama del canal digital en MxicoPerfil demogrfico comprador digital mexicano en 202273%R1 PacficoR2 NorteR3 Oeste-CentroR4 CentroR5 CDMXR6 SuresteRegiones(reas Nielsen)92%Productos bancarizadosBancarizadoNo Bancarizado160%8 a 24aos25 a 34aos35 a 44aos45 a 64aos65 Edad30(#%9%7%2C CC-D DENSEGnero49QQ%Uso de dispositivos79%Laptop58sktop47%Tablet98%Smartphone 5pp-5ppEl comprador digital 2022 mostr un equilibrio en cuanto a gnero,pero ganando terreno en edades entre 18 y 24 aos y de niveles socioeconmicos altos.Por otro lado,hay un fuerte impulso por el uso de mtodos no bancarizados,atrayendo inicialmente a segmentos jvenes.En trminos comportamentales,son usuarios recurrentes de internet,sobre todo para actividades de entretenimiento.Perfilamiento del comprador digital mexicano3.6 Miembros promedio en el hogar61%Tiene hijos que viven con ellos59%Practican deporte70%Practican deporte de forma regular98%Tiene Internet en casa1.9 Lugares promedio para conectarse a Internet91%Entretenimiento como principal actividad en Internet durante los ltimos 12 meses73%Tiene mascotas en casa54%Viajaron a destinos nacionales durante los ltimos 12 meses73%Planearon su viaje de manera onlineMetodologa:Comunidad de consumidores que comparten informacin a travs de encuestas online y otras tcnicas de recoleccin de datos a cambio de incentivos.Base Comprador Digital=966. 5pp-5pp 9pp 21pp 12ppDiferencia significativa al 95%vs Comprador Digital 2021P 5ppEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoLa experiencia que ofrece el canal fsico para tener un acercamiento con el producto,contina siendo esencial en su toma de decisin ya sea que compre o no de manera online.Estudio de Venta Online 2023|El panorama del canal digital en MxicoFrecuencia de la omnicanalidad155645CI65ADB30)%!%Nunca Rara vezAlgunas vecesSiempre La mayora de las vecesPrefiero tocar y sentir el artculo antes de comprarloWebroomingPrefiero investigar por Internet acerca del producto,pero prefiero comprar el artculo en la Tienda FsicaBoomeroomingPrefiero investigar por Internet acerca del producto,despus revisar sus caractersticas en una tienda fsica para finalmente comprarlo por InternetComparo precios en Internet estando en la Tienda FsicaBusco precios en Internet y compro por Internet nicamenteShowroomingPrefiero visitar la tienda fsica para conocer el producto,pero despus comprarlo en InternetS lo hace%T2BComprador Offline97W5#%3%9%Los compradores digitales combinan de manera importante sus interacciones en los canales fsico y digital,habiendo unainclinacin ms fuerte entre los internautas de niveles socioeconmicos altos al uso de internet,ya sea para comparar precioso realizar sus compras.La experiencia que ofrece el canal fsico para tener un acercamiento con el producto,contina siendoesencial en su toma de decisin ya sea que compre o no de manera online.P.Qu tan frecuentemente realizas las siguientes acciones?Base Comprador Digital=966/Base Comprador Offline=65.Destaca ABC Destaca ABC Destaca ABC 25 a 35 aosDestaca ABC 8pp 4pp 5ppDiferencia significativa al 95%vs Comprador Digital 2021-6ppPEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoSe mantienen los principales drivers para comprar en lnea;sin embargo,las reseas de otros compradores,as como la diversidad de opciones de pago generaron mayor inters para realizar compras online.Estudio de Venta Online 2023|El panorama del canal digital en MxicoTop 5 razones de compra en lneaP.Cules son las razones por las que compras producto y/o servicios por Internet?Base Comprador Digital=966.*No comparable por aumento de variables.Recibo mis compras a domicilio.58%Ahorro tiempo y traslado a las Tiendas Fsicas.49%Encuentroproductos que no estn disponibles en una Tienda Fsica.42%Puedo realizar mis compras desde donde me encuentre.41%En Internet encuentro ms promociones y descuentos que en Tienda Fsica.36%Los compradores digitales continan encontrando en el canal online la comodidad para adquirir sus productos y recibirlos en su domicilio.Adicionalmente,la exclusividad de opciones a travs de este formato,as como diferentes promociones y descuentos incentivan la compra,destacando entre los niveles socioeconmicos altos.Tendencia vs Comprador Digital 2021PDestaca ABC Destaca ABC Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoEl uso de Tarjetas de Dbito y Crdito para comprar en lnea se mantiene en 2022,mientras que las Compras a plazos sin tarjeta ganaron relevancia entre los compradores.Estudio de Venta Online 2023|El panorama del canal digital en MxicoMtodos de pagoP.En qu tipo de compras sueles utilizar estos mtodos de pago?Base Comprador Digital=966*No comparable con el ao anterior por ajustes en mtodos de pago.Incidencia de uso online=Lo utiliza en tiendas fsicas y tiendas online lo utiliza en tienda online51C $%90%5%54%9#!%4%446BBIPRaci%Lo utiliza en tiendas fsicas y tiendas onlineLo utiliza en tienda onlineLo utiliza en tiendas fsicasNo lo utilizaTarjeta de dbito(Ej.BBVA,Santander,Ual,Albo,Mercado Pago,etc.)Tarjeta de crdito(Ej.BBVA,American Express,Rappi Card,Nu,etc.)Pago en efectivo contra entregaPago en efectivo en cadenas comerciales(Ej.Paynet,OxxoPay,7Pay,etc.)Depsito/Pago por transferencia en bancosTarjeta/monedero de regalo(Ej.Monedero Liverpool)Tarjeta departamental(Ej.Liverpool,Palacio de Hierro,etc.)Pago con puntos de recompensas/bonificaciones/cashbacksPago con tarjeta contra entregaTarjetas de vales(Ej.Si Vale,Efectivale,Carnet,Edenred,etc.)Saldo en cuenta en una eWallet(Ej.Mercado Pago,Albo,Cuenca)Compra a plazo sin tarjeta(Ej.Kueski Pay,Atrato,Aplzame,Mercado Crdito,etc.)El uso de Tarjetas de Dbito y Crdito para comprar en lnea se mantiene en 2022,como los principales mtodos de compra en el canal digital.Sin embargo,haycrecimiento para otros mtodos no bancarizados,como las Compras a plazos sin tarjeta que ganaron relevancia entre los compradores.Incidencia de uso totalIncidencia de uso online85ifWd0X3XPQ)P)H1(9731%PTendencia vs Comprador Digital 2021Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoLos internautas adquirieron casi en su totalidad algn producto o servicio a travs de internet durante 2022.Estudio de Venta Online 2023|El panorama del canal digital en MxicoFrecuencia de compra por InternetP.Hace cunto tiempo compraste algn producto o servicio por Internet?Base Total=1,036/Base Comprador Digital=966/Base Comprador Digital Productos=936/Base Comprador Digital Servicios=839.424%4%6S&%4%4%SemanalMensualCada 2 a 5 mesesCada 6 mesesUna vez al aoProductosServicios9 de cada 10 internautas Adquirieron productos en los ltimos 12 meses.8 de cada 10 internautas Adquirieron servicios en los ltimos 12 meses91%ProductosServicios 7ppDestaca Niveles altosCompra online en los ltimos 12 mesesTiempo de adopcin de compra onlinePDiferencia significativa al 95%vs Comprador Digital 2021Se observa intensificacin de compra de servicios de manera semanal en el canal digital en 2022.Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Compra en el ltimo ao:ProductosEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoLas categoras con una alta incidencia de compra total,como Alimentos en la despensa,Artculos para el hogar y Farmacia muestran una oportunidad de crecimiento dentro del canal digital.Estudio de Venta Online 2023|El panorama del canal digital en MxicoIncidencia de compraPor categoras de Productos92pecXWTTTQQHEA714b0h#F!(493&4) !&(%7%Incidencia de compra totalIncidencia de compra online*Alimentos en la despensa*Artculos de despensa para el hogarModaFarmaciaComida a domicilio*Bebidas no alcohlicas*Belleza y Cuidado personal*Bebidas alcohlicasMascotas*CelularesJuguetes*ElectrnicosArtculos de oficinaCulturaElectrodomsticosHerramientasDeportesMuebles y decoracin del hogar*Mejora del hogar*Refacciones y autopartesInfantilConsolas y Videojuegos*VehculosInstrumentos musicalesLos compradores digitales se centran en la compra de Comida a domicilio y productos de las categoras de Moda,Belleza y Cuidado personal.Sin embargo,otras categoras con una alta incidencia de compra total,como Alimentos en la despensa,Artculos para el hogar y Farmacia muestran una oportunidad de crecimiento dentro del canal digital.Base Comprador Total=1,031 Base Comprador Digital=966*No comparable vs ao anterior por ajustes en categoras y diseo de preguntaAjustes en las siguientes categoras:1.Automotriz se dividi en Refacciones y autopartes y Vehculos.2.Bebidas se dividi en Bebidas alcohlicas y no alcohlicas3.Despensa se dividi en Alimentos en la despensa y Artculos de despensa para el hogar4.En Electrnicos se separ Celulares y ahora ambas categoras se miden independientesPEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoComida a domicilio y Moda tienen la mayor recompra dentro del canal digital,adems llegaron nuevos compradores de las categoras de Refacciones y Autopartes en 2022.Estudio de Venta Online 2023|El panorama del canal digital en MxicoInteraccin con el canal digitalP.Cules de ellos te animaste a comprarlos por primera vez por Internet en los ltimos 12 meses?Base por categora.*Nueva categora.Base por categora.*No comparable vs ao anterior por ajustes en diseo de pregunta2103E1(C%2D)7D40981QqgUirWuhVqcVfpabiI%RecurrentePrimera vezComida a domicilioModaBelleza y cuidado personalElectrnicosJuguetesCultura*Celulares*Artculos de despensa para el hogarDeportesElectrodomsticos*Alimentos en la despensaFarmaciaMuebles y Decoracin del hogarMascotasConsolas y videojuegosArtculos de OficinaInfantilHerramientas*Bebidas no alcohlicas*Refacciones y autopartes658600448389386378331331330314301291279273272260250248226205BaseComida a domicilio y Moda se mantienen como las categoras con mayor recurrencia de compra en el canal digital.Por otro lado,destaca el incremento de compradores de primera vez de Electrnicos,as como compradores recurrentes de Juguetes.Tambin destaca la compra por primera vez de categoras de Tecnologa y Electrodomsticos por el gnero femenino.Por categoras de ProductosTendencia vs Comprador Digital 2021Destaca MujeresDestaca MujeresDestaca MujeresPEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoEnvo a domicilio y la recoleccin en tienda ganaronrelevancia como mtodos de entrega durante 2022,teniendo como rango de espera de 2 a 5 das y en su mayora con envos gratis.Estudio de Venta Online 2023|El panorama del canal digital en MxicoMtodo de entrega de productosP.A dnde enviaron los productos que compraste por Internet?Base Comprador Digital=966.90%9%8%2%A mi domicilio.A mi oficina/trabajoA casa de un amigo/familiarLos recog directamente en la tienda(Ej.Sucursal,restaurante,etc.).Los recog en punto de retiro/oficinas de mensajera(Ej.Oxxo,Estafeta,DHL,Redpack,etc.).Us casilleros inteligentes(Ej.Amazon Hub lockers,etc.).El envo a domicilio contina siendo el mtodo de entrega preferido por los Compradores digitales,e incluso mostr crecimiento vs 2021.De la misma manera,hubo una mayor preferencia por recoger sus productos directamente en la tienda fsica,mientras que pierde relevancia la entrega en casa de amigos yfamiliares.-5pp 3ppDestaca Hombres45 a 64 aosNorestePDiferencia significativa al 95%vs Comprador Digital 2021 3ppDestaca 35 a 44 aosDestaca ABC Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoEn 2022 se mantuvo el nivel de devoluciones.3 de cada 10 Compradores digitales realizaron alguna devolucin en 2022,las principales categoras con esta incidencia son:Moda y Deportes.Estudio de Venta Online 2023|El panorama del canal digital en MxicoModaDeportesElectrnicos35voluciones durante los ltimos 12 mesesP.Pensando en los productos que compraste por Internet en los ltimos 12 meses,Has realizado alguna devolucin?Base Comprador Digital=966/En qu categoras has hecho devoluciones en los ltimos 12 meses?/Cules fueron las razones por las que realizaste la devolucin?/Qu tan difcil consideras que fue el proceso de devolucin de los artculos que adquiriste por Internet?Base Comprador Digital con devolucin=258.27%Hanrealizadoalgunadevolucin de compra porInternet,2 de cada 10 loconsidera un proceso difcil.35%La talla o las dimensiones no me quedaron/no me funcionaron33%El producto vena con dao/con una descompostura22%El producto no era de la calidad que esperaba19%El producto no era lo que orden16%No me gust el producto(tena otra percepcin)12%El producto real no se pareca al anunciado6%Me arrepent de comprarlo5%Ya no necesitaba el producto3%La fecha de entrega final no se acomodaba a mis necesidades3%El producto que compr vena usadoRazones de devoluciones21b%0 0%Percepcin de dificultad en el procesoMuy difcil Algo difcilNeutralMuy fcil Algo fcilLa incidencia de devolucin mantiene un nivel similar al de 2021.La percepcin para 6 de cada 10 de los compradores digitales que realizaron una devolucin coment que el proceso fue sencillo.Sin embargo,an existe una proporcin de Compradores que se refiere a las devoluciones online como complicadas.Entre las principales razones destacan temas de dimensiones,as como daos en los productos.Destaca vs el ao anterior una mejor percepcin del envo correcto de productos.Destaca HombresNSE ABC -6ppTop 3 categoras con mayor incidencia de devolucinPDiferencia significativa al 95%vs Comprador Digital 2021Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Compra en el ltimo ao:ServiciosEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoLas empresas de servicios han hecho un gran trabajo al desarrollar la oferta digital y al shopper dentro de esta industria.Estudio de Venta Online 2023|El panorama del canal digital en MxicoIncidencia de compra Por categoras de Servicios87ytgVUUQPF972!ixtYXEH 7CB() %Incidencia de compra totalIncidencia de compra onlinePago de serviciosServicios bancariosServicios de suscripcinTelecomunicacionesMovilidad urbanaEspectculos y eventosViajes y Transporte*Servicios mdicosServicios financierosHospedajeContenido culturalServicios de mensajeraCursos Educativos*Servicios de bienestar personal*Servicios especializadosLas empresas de servicios han sabido cmo desarrollar al comprador de manera digital:la incidencia de compra de Servicios tiene un gap mnimo entre la compra total y la preferencia de compra online.Sin embargo,an hay oportunidad de crecimiento en el canal online principalmente para la categora de Servicios de salud.*Nueva categoraPBase Comprador Total=1,031 Base Comprador Digital=966*No comparable vs ao anterior por ajustes en categoras y diseo de preguntaEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoLas categoras derivadas de movilidad han retomado su papel dentro de las compras online de manera recurrente.Mientras que las categoras que resaltan por haber sido adquiridas por primera vez en 2022 son aquellas relacionadas con la Educacin,Servicios de salud y Bienestar.Estudio de Venta Online 2023|El panorama del canal digital en MxicoInteraccin con el canal digitalP.Cules de ellos te animaste a adquirir por primera vez por Internet en los ltimos 12 meses?Base por categora.*Nueva categora12!%!)&A4A7AyuyqtYfYcY%RecurrentePrimera vezPor categoras de ServiciosTendencia vs Comprador Digital 2021Servicios bancariosServicios de suscripcinPago de serviciosTelecomunicacionesMovilidad urbanaViajes y transporteEspectculos y eventosHospedajeContenido culturalServicios financierosCursos educativosServicios de mensajera*Servicios mdicos*Servicios especializados*Servicios de bienestar personal657625579498486401378364355307244239165164134BaseServicios es una industria que ha construido una fuerte relacin con el canal digital.Las categoras derivadas de movilidad(Espectculos y Eventos,as como Hospedaje)han retomado su papel dentro de las compras online.Mientras que las categoras que resaltan por haber sido adquiridas por primera vez en 2022 son aquellas relacionadas con la educacin y servicios de salud y bienestar.PEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoDe la mano con el buen desarrollo de la oferta digital de servicios,los compradores de la industria han mejorado su percepcin de seguridad.Estudio de Venta Online 2023|El panorama del canal digital en MxicoServicios bancariosServicios de suscripcinPago de serviciosTelecomunicacionesMovilidad urbanaViajes y transporteEspectculos y eventosHospedajeContenido culturalServicios financierosCursos educativosServicios de mensajera*Servicios mdicos*Servicios especializados*Servicios de bienestar personalPercepcin de seguridad de las compras en lneaTendencia vs Comprador Digital 2021Por categoras de ServiciosLa gran mayora de los servicios adquiridos a travs de Internet experimentan un alza de percepcin de seguridad,en donde se sienten muy seguros al comprar de manera online,principalmente Servicios de Suscripcin,Telecomunicaciones y Servicios bancarios.2%1%3%2%3%2%5%5%5%2%4%6%2%6%4%$(% %3%&(&$ ebdPVEPQUBFHBD%Nada seguro(a)Poco seguro(a)NeutralAlgo seguro(a)Muy seguro(a)Base:657625579498486401378364355307244239165164134T2B84xxwvittgd%P.Qu tan seguro te sentiste adquiriendo los siguientes servicios por Internet durante los ltimos 12 meses?Base por categora.%T2B=%Muy seguro Algo seguro.*Nueva categoraPEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Comprador Cross BorderEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en Mxico8 de cada 10 Compradores digitales realizaron compras en sitios Cross Borderdurante 2022.Las principales drivers de compra son:Importacin de productos,Precio y mayor variedad de productos.Estudio de Venta Online 2023|El panorama del canal digital en MxicoCompra en lnea en sitios internacionalesP.()Cules son las categoras que has comprado en este tipo de sitios en los ltimos 12 meses?/En cul de los siguientes sitios internacionales que realizan envos a Mxico con mercanca de otros pases compraste en los ltimos 12 meses?Nueva pregunta/Por qu compras productos en tiendas/sitios internacionales que realizan envos a Mxico?Nueva pregunta/Base Comprador Digital=942./Base Comprador Cross Border=716.*Nueva categora76staca:Comprador intensivo,25-34 aos,NSE ABC Casi 8 de cada 10 Compradores digitales han realizado compras en sitios internacionales con envos a MxicoTraen productos que no venden en Mxico51%Es ms barato45%Existe ms variedad/opciones40%Hay mayores descuentos/cupones de descuentos28%Los productos son ms novedosos24%Hay artculos de moda/en tendencia18%Por las reseas de otros usuarios17%Me dan productos exclusivos12%Razones de compraPDiferencia significativa al 95%vs Comprador Digital 20213 de cada 10 compradores que adquirieron productos en sitios internacionales,debido a que ofrecen productos que no encuentran disponibles en Mxico,encuentran precios ms bajos y les ofrece una variedad de productos.Destaca su compra en artculos de Moda principalmente,seguido de Belleza y Cuidado personal,as como Juguetes.35%ModaBelleza y Cuidado personalJuguetesTop 3 categoras compradas en sitios internacionalesEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Oportunidades para el comercio electrnicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoPercepcin de seguridad al comprar por Internet11%57%P%Comprador OfflineComprador digitalMuy seguroAlgo seguroNeutralPoco seguroNada seguro%T2B=31B=33%T2B=75B=6%Diferencia significativa al 95%vs Comprador Digital 2021 28ppContina creciendo la percepcin de seguridad en Internet,donde 7 de cada 10 compradores mexicanos perciben que es comprar productos y servicios en lnea es seguro.Tambin la percepcin de seguridad es mayor para aquellos compradores que no compran en lnea,aunque para algunos an se mantiene la desconfianza,ya que 31%se sienten inseguros para animarse a comprar en el canal digital. 15ppP.Qu tan seguro te sentiste comprando por Internet durante los ltimos 12 meses?Base Comprador Digital=966/Aunque no hayas comprado por ese canal,qu tan seguro crees que sea comprar productos y/o servicios por Internet durante los ltimos 12 meses?Base Comprador Offline=65PEstudio de Venta Online 2023|El panorama del canal digital en MxicoNivel de satisfaccin en las compras online%T2B=88%1%1%1%2%2%4%6%&gaS%Comprador DigitalIntensivoComprador DigitalRecurrenteComprador DigitalOcasionalNada satisfechoPoco satisfechoNeutralAlgo satisfechoMuy satisfechoDestaca el segmento Comprador Ocasional por mostrar los niveles de satisfaccin ms bajos de los 3 perfiles analizados.Este ao ha incrementado el nivel de satisfaccin de los compradores digitales,principalmente en aquellos con una alta frecuencia de compra en el canal digital.Se requiere desarrollar mejores experiencias para los compradores ocasionales.Nivel de satisfaccin por tipo de comprador digital2&b%Muy satisfechoAlgo satisfechoNeutralPoco satisfechoNada satisfechoComprador DigitalP.En general,qu tan satisfecho te encuentras con las compras que realizaste a travs de internet en los ltimos 12 meses?Base Comprador Digital=966/Base Comprador Digital Intensivo=835/Base Comprador Digital Frecuente=785/Base Comprador Digital Ocasional=155Nivel de satisfaccin del comprador digital9 de cada 10 compradores mexicanos se encuentran satisfechos durante las compras que realizaron en el canal digital.Diferencia significativa al 95%vs Comprador Digital 2021 21pp 23pp 17pp 15ppPEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoEl shopper digital es cada vez ms exigente.En 2022 crecieron los incentivos para motivar al comprador durante los prximos 12 meses.Estudio de Venta Online 2023|El panorama del canal digital en MxicoIncentivos que motivaran a comprar ms en los prximos 12 meses70aRD987(%Entregas gratis sin importar el monto de mi compraArtculos con descuento sobre el precio original(5%,20%,40 descuento etc.)Meses sin interesesDescuentos para prximas comprasBonificaciones(cashback,monto mnimo de compra,reintegro a monedero,etc.)Generacin de puntos en programas de lealtad(puntos dobles,puntos premia)Productos gratis complementarios(Ej.en la compra de una playera,te llevas un regalo)Descuentos adicionales del bancoPagar de contado para recibir mayor descuento en mi compraDurante 2022,el comprador digital desea una mayor cantidad de incentivos para comprar ms en lnea,en donde 7 de cada 10 declaran que las entregas gratis son el principal motivador para realizar ms compras en el canal digital.Aunque Artculos con descuento sobre el precio original y MSI tambin general inters para la mayora de los compradores actuales.P.Cules son los incentivos que ms te invitan a comprar por Internet en los prximos 12 meses?Base Comprador Digital=966.Tendencia vs Comprador Digital 2021Multiplicidad 2021:2.8Multiplicidad 2022:3.9PEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023|El panorama del canal digital en MxicoHay un gran inters por modelos de compra ligados a la cuestin ambiental;sin embargo,la mayora de los interesados an no ha utilizado el modelo.Estudio de Venta Online 2023|El panorama del canal digital en MxicoInters en nuevas tendencias en la compra en lneaP.Selecciona la opcin que mejor refleje tu opinin sobre los diferentes modelos/opciones de compra online de productos.Base Comprador Digital=966.Le interesa y ya lo utiliza Le interesa pero an no lo utiliza.*Nueva preguntaCompra en lnea con envos que ofrecen empaques ecolgicos/reutilizablesModelo de compra online de productos de segunda mano(compra y/o venta)Compra en lnea a travs de plataformas de mensajera instantnea(WhatsApp,Messenger,SMS,etc.)Modelo de suscripcin online para recibir productos peridicamente(semanal,mensual,etc.)Visualizacin/simulacin de productos en distintos espacios(realidad aumentada)Modelo de compra en lnea de Cooperativas(agricultores,indgenas,etc.)Compra en lnea a travs de transmisiones en vivo por medio de redes socialesHay un gran inters por modelos de compra ligados a la cuestin ambiental.Por un lado,6 de cada 10 estn interesados en comprar en lnea con envos que ofrezcan empaques ecolgicos y por otro lado,la mayora est interesada en modelos de compra/venta en lnea de productos de segunda mano.Sin embargo,la mayora de los interesados an no ha utilizado el modelo.P58TC8C5)%Estudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023Comprador offlineEstudio de Venta Online 2023|El panorama del canal digital en MxicoMotivadores para comprar en lneaP.Qu tendra que suceder para que te animes a comprar productos y/o servicios por Internet en los prximos 12 meses?Base Comprador Offline=65.22%&1145CQ%Que est protegido en caso de un fraude electrnicoQue mi compra tenga garanta en caso de dao o defectoQue incrementen los niveles de seguridad para autentificar mi compraTiempos de entrega ms cortosQue ofrezcan ms formas de pago adems de la tarjeta de dbito o crditoQue tenga ms informacin tanto del producto como del vendedorQue el producto tenga mayor detalle en las fotografas y especificacionesQue el proceso de devolucin sea ms rpido y sencilloFormas de pago ms seguras(solicitud de pin,autenticaciones,biomtricos,etc.)Los atributos que ms preocupan a los internautas que an no compran por Internet se mantienen en comparacin con el ao anterior,lo que indica que hay trabajo por hacer por parte de las empresas y proveedores.Los principales motivadores que impulsaran a las compras en lnea se centran en confianza y seguridad ante fraudes,as como la garanta de recibir sus productos en ptimas condiciones.PEstudio de Venta Online 2023|El panorama del canal digital en MxicoEstudio de Venta Online 2023IndicadoresIndicadorescomportamentales de comportamentales de sitios web y apps sitios web y apps Esta seccin fue realizada en colaboracin con:Da clic aqu para ir al inicioEstudio de Venta Online 2023|El panorama del canal digital en MxicoAcerca deConectamos los datos con la ciencia.Las soluciones deanalticas innovadoras proveen respuesta a cuestionesempresariales clave relacionadas a los consumidores,mercados,marcas y medios de comunicacin,tanto ahoracomo en el futuro.Como socios de anlisis,prometemos a nuestros clientesentodoelmundounGrowthfromKnowledge(crecimiento a partir del conocimiento).PEstudio de Venta Online 2023|El panorama del canal digital en MxicoMetodologaPanelPanelPanel Panel BehavioralBehavioralTodos los niveles socioeconmicos.Participantes a partir de 15 aos de edad.Perfilamiento con 1,000 variables. 140,000 140,000Panelistas Panelistas activosactivos 11,000 11,000Tracking 24/7 de su comportamiento en lnea.Identificacin de los demogrficos bsicos y perfilamiento.Single Source:Un solo panelista,diferentes fuentes de informacin para un anlisis 360.Productos Productos consideradosconsideradosProductos en el Productos en el carritocarritoProductos Productos compradoscompradosPenetracin de Penetracin de visita y compravisita y compraGfK Behavioral eCommerce es una solucin que nos permite analizar datos de eCommerce desde la perspectiva del consumidor/comprador provenientes de Netrica by Netquest.Periodo de medicinEnero a Diciembre 2022.Nota:el reporte incluye datos de 2021PEstudio de Venta Online 2023|El panorama del canal digital en MxicoGlosarioAdultosProductos erticos.SubastasSubastas online.Accesorios y autopartesProductos para autos,motos y camiones.Nios y bebsProductos para nios y bebs.Belleza y cosmticosProductos de belleza.ColeccionablesProductos coleccionables como tarjetas o antigedades de arte.ArtesanasMateriales de papelera y manualidades.CulturaLibros,DVDs,CDs,blue-ray,etc.ModaBoutiques dedicadas a la venta de ropa y calzado.Home&DecorProductos para el mejoramiento del hogar,ferretera,bricolaje y materiales de construccin.Equipos(multicategora)Productos de tecnologa como Cyberpuerta.MulticategoraTiendas online que tienen variedad de categoras como Mercado Libre y Amazon.Suministros de oficinaSuplementos para oficinas.MascotasAlimentos y artculos para mascotasFarmaciaMedicamentos,cuidados de la salud,cuidado personal,etc.DeportesArtculos deportivos como ropa,calzado y accesorios.SupermercadosProductos de despensa y consumo diario.JuguetesJuguetes,disfraces,accesorios,etc.VideojuegosVideojuegos,consolas y accesorios.SHOPPINGCuponesCupones de ofertas en productos,servicios,o viajes como Grupon o Peixe.Entrega de comidaEntrega de comida a domicilio como UberEats.Servicios de paquetera y mensajeraEntrega y contratacin de mensajera.Servicios de fotografa lbumes digitales,revelado online,etc.BoletosBoletos de cine o eventos de entretenimiento.Bienestar y bellezaReservas en centros de belleza y bienestar.Recarga telefnicaRecargas de saldo en celulares.Servicios de movilidadServicio de transporte tipo Uber,Cabify,etc.PAGOS DE SERVICIOS ONLINE(OPS)Hoteles y alojamientoReservas de alojamiento en hoteles,casas y habitaciones.AerolneasContratacin de aerolneas.Agencias de viaje onlineOfertas de viajes,paquetes,etc.TransporteContratacin de transporte terrestre.TRAVELPEstudio de Venta Online 2023|El panorama del canal digital en MxicoTendencia de visitas 3-2 24 3 19-5 15Variacin porcentual vs periodo anterior-4 10 9 29201920202021Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Penetracin internet ENDUTIH70.1r.0u.6 22 13-18 4 9En Mxico continan incrementando el nmero de visitas a los diferentes marketplaces,aunque no con la misma aceleracin que observamos durante 2021.El ltimo trimestre del aos an sigue siendo el periodo con mayor actividad,en el cual se concentran varias campaas de descuentos.Variacin porcentual visitas(desktop&mobile)Fuente:Behavioral eCommerce(Enero a Diciembre 2022 Acumulado)Nota:la metodologa cuenta con ajustes anuales,por lo cual los datos pueden variar vs el reporte de 2021Datos app sitio webPEstudio de Venta Online 2023|El panorama del canal digital en MxicoTotal201920202021Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q42022MobileDeskstopEl uso de los dispositivos mviles es fundamental para el ecosistema digital,ya que sin importar si estamos confinados en casa o hayamos vuelto a nuestras actividades sociales las visitas por este medio siguen creciendo.Tendencia de visitasFuente:Behavioral eCommerce(Enero a Diciembre 2022 Acumulado)Nota:la metodologa cuenta con ajustes anuales,por lo cual los datos pueden variar vs el reporte de 2021Datos app sitio webPEstudio de Venta Online 2023|El panorama del canal digital en Mxico381432551230-33-2302019 vs 20202020 vs 20212021 vs 20222019 vs 20202020 vs 20212021 vs 20222019 vs 20202020 vs 20212021 vs 2022-33144TOTALSHOPPINGOPSTRAVEL2019 vs 20202020 vs 20212021 vs 20222022 es un ao donde empezamos a ver un incremento mucho ms uniforme en las diferentes categoras.Variaciones de las VISITAS promedios2019 a 2022Fuente:Behavioral eCommerce(Enero a Diciembre 2022 Acumulado)Nota:la metodologa cuenta con ajustes anuales,por lo cual los datos pueden variar vs el reporte de 2021Datos app sitio webPEstudio de Venta Online 2023|El panorama del canal digital en Mxico/amvomexamvomexicoamvomexico/company/amvo/AMVO_orgmxMs informacin:estudiosamvo.org.mx
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Attest：自助服务研究洞察平台指南（英文版）（32页）.pdf
The Guide to Self-Service ResearchAn insight leaders handbook2The Guide to Self-Service ResearchIntroductionTechnology is a double-edged swordTodays insight leaders have to deal with challenges that were unimaginable just a few years ago.Obviously,technology is one of the biggest culprits.On the one hand,it has helped trigger huge innovation in market research and insight.Consumers are permanently connected.They can give feedback about any experience in-the moment.Data about them is getting richer all the time.New software lets us analyse pictures,video,unstructured text,millions of social posts or billions of points of location,e-commerce or consumption data.Its amazing.The Head of the Unilever Global CMI team recently divulged how over five years-they evaluated more than 5,000 startups and ran trials with nearly 800.We really are seeing a Cambrian Explosion of insight technology.But on the other hand,this can leave you with quite a headache.The insight team at Nestl,for example,uses more than 100 different data sources and tools,and this is the new normal for large organisations.But more data doesnt always mean more clarity:it can increase the risk of getting conflicting answers to the same question.Or even tempt people to cherry-pick the answer that best confirms their hypothesis.Technology brings other challenges.Where do you find the time to learn how to use all these tools?Do you expect everyone in the team to get up to speed or do you hire technical specialists?And what happens when other departments want their own data sources and research tools?Do you engage?Or leave them to their own devices?Its hard to get the balance right between technology-as-opportunity and technology-as-risk.More data doesnt always mean more clarity:it can increase the risk of getting conflicting answers to the same question.3The Guide to Self-Service Research1234567IntroductionAbout this guide:What do we mean by self-service insights?Start with users.Any change needs to balance the three sides of the golden triangle:people,process,technology.Tempting as it may be to start with the tech,it is absolutely vital to start with users;ensure your plans fit with their process;and only then move on to the technology.Create the pitch.Whether its aimed at your own team or another department,youll need to sell your vision to bring people along with it.Ground it in business strategy and appeal to the heart as well as the head.Write the rules.Bad research can damage the customer experience and influence bad decisions.Put in place clear guardrails and frameworks to mitigate the risk.An example framework is provided that you can adapt for your own needs.Develop the skills.Whether its your own team or other departments,building the right research skills is critical.Implement knowledge management.When multiple teams can run their own research,theres a risk of duplicating similar projects.This is not only a waste of resources,but can lead to conflicting consumer truths in different parts of the organisation.Even a simple approach to using a common tools and templates can help avoid this.Refresh external partnerships.Self-service doesnt mean entirely self-reliant.External help will still be needed,but it wont be on the same basis as traditional agency relationships.Plan for a mix of help from technology providers and freelancers as well as agencies and be creative with your commercial relationships.Source the right technology.The final section provides a framework and a checklist for assessing software providers.No platform will do everything you want perfectly;but if you use the checklist consistently you should end up with the most suitable partner.Organisations need to understand consumers.They need to do it regularly,at speed and without spending a fortune.Hence the explosion in agile research solutions;the reduced use of agencies for certain types of work;and the growth of software tools that allow teams to do their own insight work in-house.These tools might be for communities,social listening,analytics,data visualisation,knowledge management or even online qualitative research.To keep things focused,this guide will talk mainly about survey-based platforms,as they involve some of the biggest workflow changes for insight teams and their agencies.But keep in mind that most principles can also be applied to other types of self-service tool.4The Guide to Self-Service ResearchAbout the authorMike Stevens is a leading advisor,writer and speaker on the intersection of technology and research.He has over 20 years international experience with research,software and consulting firms including Vision Critical,where he led the EMEA region,and Kantar,where he managed regional business units and global accounts.His consultancy firm,What Next Strategy&Planning,provides insight expertise,transformation help and training to corporate insight teams,agencies and software companies.He is also the Founder and Editor of .You can contact him by email,follow him on Twitter or connect with him on LinkedIn.About AttestWe believe great companies put consumers and data at the heart of every decision.They create better,more useful products and services,which leads to happier consumers and ever-greater success.Thats why Attest is on a mission to bring every business closer to consumers and empower them with the insights that drive predictable and repeatable growth.How?We call it a Consumer Growth Platform,where everyone can get answers to their burning questions from audiences of 100 million consumers across 80 markets.Our clients use Attest to learn more about their target consumers,enter new markets,build new categories,validate decisions,develop better products and services,measure their brand,track competition,all in with the goal of building new,predictable,and repeatable growth.Clients include Heineken,Walgreens Boots,Samsung,Fever-Tree,Discovery,Transferwise and Nutmeg,among many others.Introduction5The Guide to Self-Service ResearchThe Seven Steps1.Start with users6The Guide to Self-Service Research1.Start with usersIts a truism.But if you aspire to follow lean,agile or design thinking principles,you need to ground all your planning for self-service insights in the user.Users might be experienced insight team members.Or they might be total research novices in other departments.They might be very eager to use a self-service platform.Or they might hate the idea.Whatever your starting point you may be leading this or reacting to it make sure you engage and understand the user context early on.Carry out interviews and observations to understand current workflows.Ask open questions to get to the unstated needs.Try to cover as many different types of user as possible:experienced managers,new joiners,team leaders.And try to do as much of this yourself as possible.Bring in external help to work alongside you if needed;but dont outsource or delegate everything.Its critical that you understand users first hand.Once you have completed your interviews,the next step is to map your different user groups in some way.One way to do this these are not the only dimensions-is with a combination of competence and attitude.Heres an example:Your job,as an insight leader,is very different in each of the four segments.LOWHIGHOTHER TEAMSINSIGHT TEAM“Were going to do our own research.Weve bought the software.How hard can it be?”“Now we can do everything ourselves.We can stopsaying no to people.”“I know you want us to do it ourselves,but youre the experts.Cant you do it for us?”“This is not my job.I came here to manage strategic insight,not programme surveys.”1.2.3.4.HIGH7The Guide to Self-Service ResearchSegment 11.Start with usersThe enthusiastic marketing/product/sales team who can now send surveys to consumers directly.In theory,you want this scenario.It should relieve your own team of low level,simple projects.But you rightly worry that your colleagues enthusiasm will exceed their talent.That they might design terrible research.Or send awful surveys to consumers.Or misinterpret results.And it will come back to bite you.The insight leaders role:supportive enabler,occasional police officer.Segment 3Stakeholder teams who think youre trying to outsource your work to them.In this scenario,you want to enable better consumer understanding in other teams.You want to equip non researchers with enough capability to do their own straightforward research.And you want to free up your own team to add more strategic value.The insight leaders role:salesperson,teacher and customer enthusiast.Segment 2The insight team that wants to be more agile and stop wasting budget on low value agency work.This is also a great starting point.But its not just a question of buying software and magically freeing up capacity.Skills development,stakeholder communications,workflow planning,resource management these all need reinventing for a self-service insight team.The insight leaders role:process innovator.Segment 4Insight teams who are resistant to self-service research.Those with the most knowledge can sometimes be the most resistant,and they may have well-reasoned arguments against the plan.Your vision for self-service insight could be most strongly challenged here,and there will be hard trade-offs to make.Some current team members may not be a great fit with the future vision.The insight leaders role:benevolent dictator.8The Guide to Self-Service ResearchThe Seven Steps2.Create the pitch9The Guide to Self-Service ResearchOnce you have your user insights,you can build on them to create a clear vision for your self-service ambitions.And then you need to sell it.There are five core elements in your pitch.Own itEven if you are being reactive because other teams have started to do their own research,you should still establish the insight team as the driver of change,the champion of quality standards and a helpful resource for non-experts.You might fear the chaos of other departments doing their own thing;but you can assert leadership without being a naysayer or imposing a police state.The simple fact of documenting a strategy and creating policies will confer on you the de facto ownership of self-service research.Ground it in business strategyYour self-service plan should ladder up to something bigger.It should be positioned as an enabler of the organisations mission-or at least help drive one or more pillars of the strategy.If youre a large consumer goods manufacturer with sustainability and wellbeing at the heart of your growth plans,self-service insights might help you get closer to rapidly changing consumer trends and competitor activity.If youre a commercial media brand transitioning from print to multi-platform content distribution,self-service insight tools might help commercial teams use more audience insights to support sales pitches.2.Create the pitch10The Guide to Self-Service ResearchGround it in the insight strategy2.Create the pitchMost insight teams share some common aspirations:to have greater strategic impact;to drive growth opportunities;to have more budget ownership;to be less of a service bureau;to spend less time on tactical issues.How does the self-service plan help deliver these goals?Will it democratise access to insight and liberate team members?Does it position the insight team as more agile enablers of decision making?Does it reduce the admin and costs of working with agencies?Make it motivatingThe best insight leaders are strong salespeople.They know how to craft a message,how to land it and how to persuade others to take action.Pitching your self-service strategy will draw on all these skills.It will also need a clear messaging hierarchy with the right mix of functional and emotional benefits.Emphasize how using self-service insight platforms can make people the hero,get their job done quicker and help them go home on time;as well as delivering pragmatic benefits like saving budget,allowing iterative development and have more accessible consumer data.Identify measurable benefitsIt will be important to track progress against your headline objectives to demonstrate the success of your plan.Ensure you have enough baseline data to compare against before you roll out the self-service toolbox.Budget and process metrics will be needed help discussions with the CFO:cost per project,time to insight and overall agency spend,for example.But qualitative metrics may be even more useful in assessing value-such as feedback from insight team members and users in stakeholder departments.Measures might relate to the perceived impact of consumer insights;the volume of decisions made with consumer evidence;or even job satisfaction within the insight team.11The Guide to Self-Service ResearchThe Seven Steps3.Write the rules12The Guide to Self-Service Research3.Write the rulesNot what you want to hear.Definitely not from your CMO or CEO.If your own team is leading self-service research projects,you can put in place the right checks and reviews to ensure quality.But what about when non-experts design and run their own research projects?How do you get other teams to avoid bad research?As the insight leader,youll still be somehow accountable for it-even if youre not directly responsible.This is the crux of the self-service paradigm:help other teams do the high volume,low risk projects by themselves;ensure your team keeps hold of high complexity work.Youll need to put guardrails in place to keep everyone from falling into trouble.The best way to do this is to develop a framework jointly with your users to help govern the process.This research is garbage.Who approved it?The framework should be hierarchical,to reflect the risk levels associated with different types of project.Use a traffic light system.A grading scheme.A matrix.It doesnt really matter what sort of your framework you have;you just need one that will work for your organisation.Heres an example:the project pyramid.Even if youre only enabling self-service within the insight team,its still useful to put some structure like this in place.54321HIGHLOWLOWHIGHSophisticated projects with external agenciesDesign and analysis requires experienceSimple but non standard surveys Simple feedback and testingFully templated inputs&outputs13The Guide to Self-Service Research3.Write the rulesThe project hierarchyProjects at the bottom of the pyramid are high volume,low risk;those at the top are the opposite.Defining what falls into each category will be specific to your organisation,but could be along these lines(starting from the bottom):14The Guide to Self-Service ResearchLevel 1 projects Clearly templated surveys with minimal-to-zero scope for customisation.These could be standardised claims tests,package tests,ad tests or concept tests.Maybe users can configure some elements of the sample and the odd extra question;but theres no scope to break anything important.Insight team involvement in projects:none.Level 2 projectsSimple feedback surveys that can be customised.These might be NPS surveys embedded on websites or in apps;user experience surveys with a handful of closed and open questions;or template surveys with more configuration options.These can go wrong.Insight team involvement in projects:light touch quick review of content.Level 3 projectsAd hoc surveys that need writing from scratch.These might not be complex per se but will benefit from a competent researchers eye for confusing language,leading questions or designs that wont meet the objectives.Insight team involvement in projects:thorough review of objectives and survey design.Level 4 projects Ad hoc surveys that are more complex-for example to explore usage and behaviours or to understand perceptions of competitors.These need an experienced insight professional to take the lead.Insight team involvement in projects:clarify objectives,design the survey,work with stakeholders to analyse results.3.Write the rulesLevel 5 projectsThese are complex beasts and need outside experts.They might be in-depth U&A studies,segmentations,or behavioural projects that need a mixed-methods approach.Insight team role:lead the project,manage agencies and stakeholders,review and guide all inputs and outputs.15The Guide to Self-Service Research3.Write the rulesThe project hierarchy framework needs to be planned jointly with each of the other teams.Its essential that you get their engagement in new ways-of-working from the start,as well as in building additional skills(see below).And it must avoid feeling imposed otherwise they will nod politely and go rogue anyway.Engineering buy-in will need a mix of emotional and practical approaches,for example:show the risks of bad survey design to the customer experience(you can find some examples here):nobody wants to send something ugly or incomprehensible to consumers;demonstrate the consequences of ambiguous question wording or poor analysis by showing how wrong decisions can be made based on bad data;sign something on paper:get each department head to put pen to a statement of joint behaviours or red lines there is something powerful in physically signing a commitment.Beyond the project hierarchy,youll need to put in place a range of other guardrails to ensure quality of research and minimise risk.Some of these include:User permissions:choose software that allows you to create different levels of access for different user groups.This will help to keep everyone on the same core platform but give protection for studies with higher levels of sensitivity.Use templates:for repeat projects,or those when you plan to generate benchmarks,the use of template studies is essential.You dont want to waste time re-doing the same work,and you dont want minor variations creeping in with manual updates.Some solutions are only template-based(see above),but this may not give the flexibility you or the other teams need.Make sure your selection criteria include the option to save survey designs you create,or to replicate past studies easily(see below under Choose the Right Technology).Insight clinics:in addition to collaborating on specific projects,the insight team should also be available at set times to help other teams with ad hoc questions.These are often invaluable sessions that help to catch problems early,shape thinking and spread research expertise.16The Guide to Self-Service ResearchThe Seven Steps4.Develop the skillsTASKSKILLS AND ATTRIBUTES NEEDEDDesign surveysQuestionnaire writing;clear communications;attention to detailCreate consumer-facing communications(survey invitations)Copy-writing skills;aptitude for marketing;creativity17The Guide to Self-Service ResearchYou cant make everyone an overnight expert.But neither do you need to spend 10,000 hours learning the skills to design,run and analyse surveys.Software is making it easier for non-experts do their own research,and templates limit the need to design from scratch.However,it is still important to have a hiring and development plan that meets the needs of self-service research.Within insight teamsEstablished insight teams will probably need to re-tool for self-service insights.In a model where agencies take on most of this work,insight managers focus on supporting stakeholders;adding domain expertise to agency research;and providing strategic advice to decision-makers.Youll still need all that;but youll also need a whole lot more.Design the people modelThe first step is to map out all the tasks for the future insight team.Dont think about individuals focus on the value delivery and the workflow.Break it out into micro-steps,and ladder back up.Then map the tasks to the skills and attributes that each will need.For example:4.Develop the skills18The Guide to Self-Service ResearchOnce you have this framework,youll have found the gaps.But before you can hire or train to fill them,you need to define the roles you want.Ask yourself if you need to define new,specialist roles,for example:Insight planners,who use a range of data sources to advise stakeholders Researchers,who design and analyse Project managers,who take care of logistics and data management Now you have the role definitions,decide whether you need to hire externally or can develop the existing team.4.Develop the skillsTraining&developmentTraining for research and insight professionals is not as accessible as it deserves to be.Large agencies usually run in-house programmes.But where does that leave the rest of us?Here are some learning options for insight professionals:The UK Market Research Society offers mostly face-to-face research training,but does have some online courses for questionnaire design and analysis.Research Rockstar provides tutor-led online research classes in North American timezones.The University of Georgia offers an online course in the Principles of Market Research.There are also online courses available through Coursera for questionnaire design and market research generally;and through Udemy.19The Guide to Self-Service ResearchSupporting other teamsOf course,if you are supporting or pushing self-service research to stakeholder teams,the task is very different.The courses listed are unlikely to be suitable.But in the absence of accessible micro-learning,you may need to create or have someone create-your own training courses.This will probably be 80%standard content/20%tailored to your organisation.Key elements to include will be:Survey design basics:when to use different question types;how to use language clearly;how to avoid leading the witness etc Analysis basics:fundamentals of data,comparative/sub-group analysis,significant differences,use of benchmarks,indices etc Privacy and PII:key principles when handling customer information;GDPR compliance where applicable.Attests Complete Guide to Survey Creation is aimed at non-expert researchers in marketing and innovation teams,and could be a useful resource for your own training content.You should be able to cover this in short face-to-face sessions if thats feasible;but much better to put this knowledge into an e-learning platform with short tests and some sort of accreditation.That way youll know who has done the training and who hasnt.And owning all this in insight team will reinforce your expertise;and lay down your authority for whatever project framework you introduce(see above,under Write the Rules).4.Develop the skills20The Guide to Self-Service ResearchThe Seven Steps5.Implement knowledge management21The Guide to Self-Service Research5.Implement knowledge managementWhen people have the option to run their own research,project volumes usually go up.Projects are easier to launch,quicker to run and the incremental cost is relatively small.Managers ask more questions,test more ideas and use more consumer evidence for decision-making.And thats all great.But it can also make it easier to run duplicate or near-duplicate projects.And that gets messy.You can get very different answers to what looks like a similar question.Alternative truths take root in different parts of the organisation.And its a waste of time and budget if youre paying for your respondents.So how do you avoid that?Make it easy for people to see what has already been asked,and to find the answers to those questions.But its about more than just avoiding the bad stuff.The positive opportunity here is to build long term knowledge capital:an insight investment that delivers returns beyond its initial use.Key criteria when framing the knowledge management challenge:Start simple and build discipline more important than a fancy platform Make it easy-ensure each platform has searchable/reusable templates and access to data quick ability to replicate past projects Ensure user management and permissions22The Guide to Self-Service Research5.Implement knowledge managementTypes of knowledge management systemsSharePoint and file storage systemsThis is your basic starting point and may be the default recommendation from IT teams.It really is basic.So if you have to go down this route,plan to evolve from it quickly if possible.Survey benchmarksWhen you run the same survey type repeatedly,you want to capture the key data points as norms or benchmarks.Over time,as you add more data,youll get a better sense of what good looks like.Some software platforms have this capability built in;for most,you will need to maintain a separate database with key meta-data(demographics,segments,categories etc)alongside the metrics.Study template librariesSelf-service research platforms usually have the capability to save templates;or,at the very least,to replicate prior studies.This can help ensure that best practices or standard approaches are used consistently.Search-based research analyticsSome tools,such as KnowledgeHound,allow you to store all your respondent-level data from survey projects in one place.Users can then search for answers to specific questions and visualise or cross-tabulate the data on-the-fly.Data lakes with BI toolsThese are expensive and probably beyond the scope of an insight teams budget.But you may be able to piggy-back on a corporate initiative.Your organisation may have a digital transformation programme that includes a hefty dose of marketing or analytics data integration.Where data sources such as web analytics,audience panels,e-commerce,social data etc-are combined into a lake,it may be possible to hook up your self-service research platform by API.Full Suite PlatformsThese are insight knowledge platforms for all types of content:syndicated data,published reports,qualitative debriefs,project summaries etc.Providers such as Market Logic Software,Bloomfire and Stravito supply these.They will not ingest respondent-level data for deep analysis or benchmarking,but will keep project documents and outputs.23The Guide to Self-Service ResearchThe Seven Steps6.Refresh external partnerships24The Guide to Self-Service Research6.Refresh external partnershipsAs self-service platforms become more established,the legacy models for agency/client relationships need to change.In theory,there is less work for agencies to do;in practice,its a little more complex.Stakeholder and insight teams can take time to adapt,for reasons outlined earlier:Skills need to be developed Resourcing and planning practices need to change Culture may need to adaptExternal help will always be needed for certain types of project:consultants with specialist expertise,agencies with global reach and so on.Its also important to plan for help with self-service insight tools as well.It sounds like an oxymoron.But think about it:people get busy on other projects,go sick or leave the organisation before replacements can be found.You will need burst capacity for these situations.From time to time,youll need help from someone who has more experience.Or youll want a second opinion.Or you need specialist help with tricky or complex analysis.These assisted self-service models can take many forms.The old agency project model(issue a brief,wait for a proposal,haggle over price etc)isnt one of them.So here are some ways to get this three-way relationship working better.25The Guide to Self-Service ResearchCustomer Excellence&Customer Success teams 6.Refresh external partnershipsSome insight software companies have extended support teams that include onboarders,analysts,project managers,helpdesk staff and even experienced researchers.These teams can provide on-call support for capacity or expertise crunches either as part of a subscription or on a project basis.Make sure your expectations are clear:you wont get the same levels of seniority or niche expertise that you will find in an agency.But you should get pragmatic help from people who know the platform well.Of course,not all software companies offer this.Some operate a very lean model without any of these awkward,costly human roles.Thats why its critical that you define your support needs clearly when selecting a self-service platform provider(see below).Proper agency retainersAgencies actually have many of the skills needed,and their staff are used to running projects with software tools.There just needs to be a different contracting and operating model that works for all parties.Endless proposal-writing and pitching serves no-one.The research paradigm is shifting from projects to programmatic:always-on data sources,regularly updated models and integrated insights.And at the moment,there are two main models for continuous agency relationships:Tracking or panel studies,whose costs are high enough to hide all the hidden extras Regular enough ad hoc projects,so its worth the agencys while doing out-of-scope work Neither of these models are transparent or sustainable.Creative,media and digital accounts run on multi-year retainer deals;they have embedded account teams and feel almost part of the clients business.So why not research agencies?26The Guide to Self-Service ResearchSenior part-timers6.Refresh external partnershipsMore and more experienced researchers are going independent.Plenty of good talent wants to work flexibly.In the UK,the Independent Consultants Group of freelance research experts has doubled its membership over the last few years.Having the right profile freelancer on a flexible retainer can be very effective:they can talk sensibly to stakeholders,dont need hand-holding and wont be distracted by office politics.You will probably get more from a senior freelancer working a few days each month than you would from a full-time entry-level hire.And as research technology platforms grow,they are also building their own training and certification programmes;this will help you identify freelancers who can hit the ground running with the software you use.MarketplacesA handful of expert researcher marketplaces have emerged over the last few years.With the rise of gig working in the sector,we can expect to see more solutions like this.Think Upwork,Fiverr or F with skilled,vetted researchers.Post a project,get some bids,choose one,get the work done,pay the fee.Collaborata,Savio and Corus have all launched marketplace platforms for research recently.27The Guide to Self-Service ResearchThe Seven Steps7.Source the right technology28The Guide to Self-Service Research7.Source the right technologyThere are lots of flavours of survey-based research platforms.Some are template-driven,others are flexible.Some are integrated with panels or other audience sources;others are standalone software tools.Heres one way of classifying self-service survey platforms:SURVEY PLATFORMSFLEXIBLEINTEGRATEDSTANDALONETEMPLATEDMULTI-PRODUCTSINGLE SOLUTION29The Guide to Self-Service ResearchFlexible,integrated solutions allow you to design your own survey.They are connected to a sample source(access panels,a proprietary community or another database).Once youve designed your study,you select the target audience parameters and launch the survey.Flexible,standalone tools give you the same option to create surveys from scratch but youll need to find the respondents yourself:email survey invitations to your own consumers,post links in online channels or work with a third-party panel provider if you want a representative sample.Templated,multi-product solutions apply pre-set frameworks to different types of project.There may be templates for ad tests,concept tests,pack tests or other types of research.Each survey design is locked to some extent,but users can normally turn optional questions on or off and configure elements such as brand/competitor lists.Templated,single-product solutions for individual use cases such as NPS surveys.If youre not used to buying software,its a very different process to buying data or services from an agency.Youll deal with professional sales people.Youll have to loop in legal,IT and compliance colleagues.You might need to overcome technical and policy hurdles.It can take much longer than you expect.And no software platform does everything you want it to do.Repeat that last part as a mantra:there will always be a trade-off.Try to run pilot projects with your shortlisted solutions so you get an unvarnished view.The first step is to define your requirements as clearly as possible.Then build out your assessment criteria.Try to grade as many answers as possible,rather than imposing binary pass/fail measures.Use 1 to 5 scales or traffic lights.7.Source the right technology30The Guide to Self-Service ResearchExample checklist for assessing software platformsFeaturesCompliance infrastructure Performance&StabilitySecurity&Permissions Get a head start on this stuff for your info security/compliance team things can get really badly held up here,so ask these questions as early as possible with your chosen vendor.7.Source the right technologyWhat specific functionality does the platform include?Does it do X/Y/Z?Which features are core/premium?What integrations are supported?What languages are supported?How is PII handled?Is the solution fully GDPR compliant?What data portability options are in place?What are the SLAs and minimum uptime guarantees?How quickly is downtime usually resolved?Is there a recent penetration test report?Are there external audit reports on security infrastructure and protocols?Does the solution offer SSO(single sign-on)or 2FA(Two-factor Authentication)?Is there data encryption at rest?Can access be managed and restricted for teams or individuals?What user roles and permission levels are there?Is any data exchanged with other cloud services?Which ones?31The Guide to Self-Service ResearchExample checklist for assessing software platformsContract processAs with security,legal questions can often slow the process down.Branding&DesignPricingData ownership/portabilitySupport7.Source the right technologyIs there a MSA(Master Services Agreement)?Are there individual SOWs(Statements of Work)for extra projects or bolt-on modules?Whats the process for custom work or ad hoc professional services?Can the look and feel of all consumer-facing elements be customised(emails,surveys,URLs etc)?How does pricing work(credits,subscription,per seat,per team,per complete,per project etc)?What extras are chargeable?Does the platform supplier conduct analysis or modelling with the data collected?What guarantees are provided re anonymity of data used in this way?Can all your data be deleted from the system?Can all data be exported from the system?In what formats?What support is in place(on-boarding,training,tech support,customer success,research experts)?What are the support hours and typical turnaround times for tickets?Is training provided?How?Are users certified based on their level of proficiency with the platform? 2019 Attest Technologies Ltd.
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Youscan：2022年可视化分析用例报告（英文版）（30页）.pdf
Visual analytics use cases to borrow in 20225 reasons why image recognition should be a key part of your social media analytics strategyyouscan.ioIn this eBook,learn how image recognition for online content helps you to:Visual content is more prevalent on social media than ever before.02youscan.io Discover real-life use cases and find inspiration Discover what surrounds your brand Get a realistic picture of your brands online reach Find and refine your buyer persona Beat the competition and expand into newcommunitiesfor marketing campaignsin user-generated content(Visual)content is kingThanks to smartphones and social media,every activity,whether indoor or outdoor,personal or public,can be broadcast instantly to millions of other internet users.And a large portion of this content is now visual,consisting of photos and videos.03youscan.ioEnter Visual Insights:YouScans proprietary image recognition software that leverages machine-learning algorithms to gather valuable information from visual content.Visual Insights analyze images and identifies customer personas,activities and objects demonstrated in photos,as well as scenes-settings of the photos.Individual brand logos can also be recognized by Visual Insights.Visual Insights:your image analysis solution 04youscan.ioA significant amount of visual content is left unexplored by businesses willing to leverage social media to know their customers better.Primarily,visual online platforms such as YouTube and Instagram are the only ones experiencing significant growth in active users in the past two years,according to a Pew Internet study.Visual content is also highly engaging-another study suggests that Facebook posts with images received 2.3 times more engagement on average than posts without images.With so many people preferring to share their photos and videos without any accompanying text,the task of audience research with text-only recognition tools becomes increasingly challenging.(Visual)content is king2 years05youscan.ioIn the following pages,we will demonstrate how Visual Insights can uncover important information about online audiences,inform marketing strategies and reveal collaboration opportunities.Information revealedby Visual Insights can help businesses:Discover real-life use casesof their products or servicesFind and address common pain points that are not explicitly reported by their customersFind inspiration for new product improvements,and much more06youscan.ioThese characteristics can help marketers form customer personas,or stand-ins for common traits shared by large portions of their clientele.Find and refineyour buyer persona Whether you run a small local business or work for a major consumer brand,marketers are always on the lookout for new ways to nurture their current customer base and expand it to new audiences.The first challenge is to learn more about the brands target audience and their habits.Many social media monitoring tools adjust their features specifically to meet this need.Visual Insights is helpful here,too.Age group Gender Occupation Activity YouScans Visual Insights feature can help brandslearn a lot about people who appear in photos alongside their products or logos,such as their:07youscan.ioVisual Insights image recognition can comein handy here,too:you can analyze imagesin your brands topic stream for any new elementsby applying different filters(such as what objects appear on the photo,what activity peopleare engaged in,etc.)or by analyzing your Visual Insights bubbles to see if any new elements appear.This is an example of what a Visual Insights bubble chart looks like for a PepsiCo.Its important to make sure that your buyer personas stay up to date,and that you have the ability to regularly refine them and add new personas as you expand into new markets.08youscan.iocan be useful when it comes to planning future marketing campaigns,points-of-sale and sponsorship opportunities.You can zoom in on a specific demographic to find out more about those consumers.Audience insightsFor example,if you are looking for a back-to-school campaign aimed at kids,you can see what kind of UGC featuring children already exists.09youscan.ioBy getting creative with your filters in YouScan,you can reveal UGC suitable for a certain demographic.For example,if Pepsi brand managers were to look for ways to appeal to children and parents,VI reveals some user posts that demonstrate unique ways to use Pepsi bottles:Creatively cateringto a specific demographicOr find examples of Pepsi cans used in impressivemodelling projects:10youscan.ioVisual Insights allow you to see when a competitor or another major brand appears in photos with your brand.You can use this knowledge to learn the common points of comparison by your audience,and find out the ways you can convert a critic into a fan.Beat the competition and expand into new communities You can also monitor competitors alongside your brand to understand why their customers prefer their product or service over yours,and decide whether or not you can use this knowledge to improve your business.You can use YouScan to find ambassadors of the competing brand,maybe even before they officially partner with the brand-and see if you can offer them collaboration opportunities instead.11youscan.ioVisual Insights have the ability to identify logos and other branded assets.As long as the algorithm has been trained-received enough visual content with different variations of your logo to get to know its elements-it can later identify branded assets on other images.You can use logo detection to monitor your brand as well as the appearance of your competitor brands in your photos.In YouScans gallery,the necessary logo is highlighted with an orange rectangle:12youscan.ioTap into niche communities Major consumer brands can win over new customers by tapping into niche communities.Soft drink companies already have a broad appeal to the gaming community,but creating micro-marketing campaigns to communities focused on one specific game can build that customer loyalty-especially if theres already an appetite for your products,as evidenced by this PUBG meme.Notice that Pepsi is nowhere in the caption or the hashtag,so the post would have been impossible to find without Visual Insights unique features.Take this Instagram post featuring Pepsi from a popular meme account for an online battle royale game,PlayerUnknowns Battlegrounds,known more commonly as PUBG:13youscan.ioTake this Instagram memethat has received over 13,000 likes:Let your customers inspireyour next marketing campaignSuch user-generated content implies that a caffeinated soft beverage like Pepsi can often fuel late-night bouts of creativity.Why not use it for the next marketing campaign?The best part is that you already know that such a message resonates with thousands of people.14youscan.ioUser-generated content can serve as inspiration for future ad campaigns.For example,somethingthat stood out to us while examining user imagesof Pepsi is that,thanks to the brands rich history,there are a lot of old photos with the logo,shared around Mothers Day.These images present brands with a great opportunity to leverage their rich history and long-standing connection with consumers in ad campaigns,similar to what Google did in this years Superbowl ad.Find visual user-generated content for futuremarketing campaigns15youscan.ioVisual Insights can uncover real-life use cases for your product and various opportunities for marketing campaigns these kinds of use cases can create.Lets look at Ruffles chips.Any chips or crisps brand relies on seasonal campaigns as well as tentpole events such as the Super Bowl or various celebrations to generate sales(think Independence Day barbecue or your local homecoming games!).After taking a quick look at Ruffles gallery in YouScan,we found a lot of recipes that use these chips in a creative way:Discover real-life use cases and find inspiration in user-generated content with image recognition 16youscan.ioVisual Insights can reveal influencers in fields thatyou havent considered yet.For food and beverage brands,its not a surprising choice to reach out to lifestyle bloggers and cooking influencers for partnership.But taking a look at the Ruffles gallery reveals another potential collaboration-with beauty bloggers!Finding new influencer collaboration opportunitiesIn the gallery,this image stands out from the rest.Thanks to Visual Insights,your brand doesnt haveto miss such unique opportunities to collaborate!Other beauty gurus are inspired by Pepsis branding.17youscan.ioPop soda brands may not come to mind when you think about interior design inspiration,but this stereotype will quickly shatter after applying several appropriate image filters in YouScan:Think outside the box 18youscan.ioAnd lets not forget cute animal bloggers:Not just*human*influencers!Pet influencers have a huge reach on social media,so this is an opportunity not to be missed.19youscan.ioLet your customersinspire the look of your next product or marketing campaignUser-generated content can also inspire new looks for advertising campaigns.Visual Insights can identify logos on images,even if theyre illustrations or drawings.20youscan.ioUnless your business involves a strong service element that engages your customers after the purchase,you know little of what happens to your product beyondthe point-of-sale.Visual Insights allow you to see what objects and settings surround your brand in your customers lives on top of what you read in reviews or public social media posts.This information can be useful in a number of ways:for example,seeing what other brands appear alongside yours can help create future collaborations,from shared distributors to make it easy for your customers to access both products at once,to collaborative promotional campaigns that benefit both brands.Discover what surrounds your brand in the wildin user images21youscan.ioBy seeing what other common objects appear alongside your product,you can discover some common use cases or activities where your product comes in handy.For example,lets say you want to find out whether Apple or PC users are more likely to use a Nintendo Switch.With Visual Insights,you can use certain filters such as tech or computer to draw up a gallery of gear in the Switch topic.Reveal common use casesNintendoNintendomonitorlaptopsmartphonelaptop22youscan.ioAppleDellAnother advantage of seeing your brand in the wild is the ability to identify trending topics on social media in a timely way,and steer the conversation in a direction that is beneficial to your brand image.Visual Insights present you with the most common objects that surround your brand in the form of a bubble chart.Bubble sizes correspond to the frequency with which objects or people appear in your monitoring topic-the bigger the bubble,the more common the object.If you notice that an object or a trait,that you dont want to be associated with your brand,appears in one of the bigger bubbles,it might signal the need for a deeper dive.By clicking on the bubble,you can sort all of the images collected by YouScan.Get ahead of the curveon trending topics23youscan.ioVisual Insights also provide the abilityto recognize text in images,which is helpfulwith the increasing amount of cross-platform meme accounts that post screenshots of textas images on Instagram,like these:Never miss a meme!Its useful to keep track of memes to manage brand reputation,in case the humour in them might be considered harmful or unflattering.It can also give your brand an opportunity to feature some lighter user-generated content.24youscan.ioVisual Insights logo recognition can help you spot when your brands logo or other branded assets are being misused or used in posts that can pose a risk to your brand reputation,as well as posts that contain information that can be harmful to your brand image.Misuse of branded assetsor spread of misinformationcoca-cola25youscan.ioVisual Insights can help mine visual user-generated content for honest feedback about a recent marketing campaignor a product launch,and get a more realistic measure of a sponsorship event.Instead of relying on attendance or viewership numbers(for a broadcast event),you can review public user images from the event to determine how prominently your brand was displayed.Visual Insights can analyze public user posts from a specific event and identify how many of them contain your branded assets.To showcase this,lets take a look at some photos from the most recent Super Bowl,one of the biggest entertainment and sporting events in the world.Brands invest a lot to be seen by its audience of millions.Get a realistic picture of your brands reachwith image recognition26youscan.ionikeVerizon logo is seenon the screen in this user photo from the Super Bowl LIVBridgestone logo canbe seen on the stadium displayThe Hard Rock logo canbe seen clearly in this photo.Hard Rock Inc.is the owner of the naming rights for the home stadium of the Miami Dolphins.By analyzing photos from an event,like the Super Bowl,you can seewhich brands were featuredprominently and got their moneysworth for sponsorship.27youscan.ioOf course,the event you sponsor doesnt have to be onthe scale of the Super Bowl,for you to see the benefits of image recognition.Wherever you choose to advertise-your local convenience store,music festival or public transit stations-Visual Insights can help you see whatyour audience sees.All you need to do is set up the right keywords and begin monitoring!Note:YouScan can set up custom logo recognition for your brand.Just reach out to us to find out how this can be done.28youscan.ioIts important for brands to keep track of visual content on social media and analyze it to:In summaryIdentify and refine customer personas with users photos Discover real-life use cases for the brands productsGet accurate data about a marketing campaign reachFind and adjust the most optimal brand positioning29youscan.ioWould you like to give it a try?Sign up for a free demo today!YOUSCANCANHELP!An image recognition tool suchas YouScans Visual Insights can help collect and analyze public user-generated visual content from social media.Visual Insights algorithms can identify objects,people,activities and scenes in images shared by users.Utilizing an image recognition tool in addition to your social media monitoring software for text mentions allows you to take advantage of important information that images and videos contain.FREE DEMO
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Influencer Marketing Hub：2023年影响者营销现状报告（英文版）（59页）.pdf
The State of Influencer Marketing2 0 2 31IndexNotable HighlightsSurvey MethodologyInfluencer Marketing Expected to Grow to be Worth$21.1 Billion in 2023Sizeable Increase in Content in Recent Years,But Rate SlowingAn Increasing Majority Have a Standalone Budget for Content Marketing63%of Respondents Feeling the Impact Of 2023s Macroeconomic WoesThe Vast Majority of Respondents Still Believe Influencer Marketing to be Effective,Though There is More Negative Thinking Than PreviouslyMore Than 80%of Our Respondents Intend to Dedicate a Budget to Influencer Marketing in 202367%of Respondents Intend to Increase Their Influencer Marketing Spend in 202323%of Respondents Intend to Spend More Than 40%of Their Marketing Budget on Influencer MarketingAlthough Most Brands Spend Less Than$50K on Influencer Marketing,More Than 11%Spend Over$500K.Firms Value Working with Influencers They Know6891010111112131415162More Than 60%Plan to Use AI or ML in Their Influencer CampaignsThe Main Purpose of AI/ML Will be for Influencer IdentificationTikTok Still Expected to Deliver the Best ROI for Short-Form VideoStrong Preference for Smaller InfluencersMore Brands Now Pay Influencers Than Give Them Free Product SamplesMajor Change in Payment System This Year:More Than Half of Payments to Influencers are Made as a Percentage of SalePayPal is Marginally the Most Popular Way to Pay influencers,However,Other Methods Are Almost as CommonNearly 75%of Brands Track Sales from Influencer CampaignsEmail Addresses and Referral Links are the Most Popular Ways to Attract Sales80% Recognize the High Quality of Customers from Influencer Marketing Campaigns60%of Respondents Have Used Virtual Influencers71% Measure the ROI on Their Influencer MarketingThe Most Common Measure of Influencer Marketing Success is Views/Reach/Impressions181920202223252626272829303Most Consider Earned Media Value a Good Measure of ROI83%of Firms Take Their Influencer Marketing Spending from Their Marketing Budget72%of Influencer Marketing Campaigns are Run In-House71%of Respondents Use Tools Developed In-House to Execute Influencer Marketing Campaigns60%of All Respondents Use 3rd-Party PlatformsThe Most Popular Use of Influencer Platforms is for Influencer Discovery and CommunicationTikTok is Now the Most Common Channel Used by Most Brands Engaging in Influencer MarketingUser Generated Content(UGC)is Now the Main Objective for Running an Influencer CampaignInfluencer Fraud is Still of(Some)Concern to RespondentsContinued Fall in Respondents Who Have Experienced Influencer FraudBrands are Finding it Relatively Easy to Find Appropriate InfluencersThe Majority of Firms Have Little Concerns About Brand Safety in Influencer Campaigns3132323333343638383939404More Than 75lieve Influencer Marketing Can be AutomatedContent Production is Now Considered Most Valuable When Partnering with Influencers,But Audience Relationship is Still Valued60%of Respondents Prefer Their Influencer Marketing to be Campaign-BasedThe Vast Majority Consider Influencer Marketing to be a Scalable Tactic in their Marketing EcosystemViews/Reach/Impressions Are Now the Most Important Criteria When Evaluating Influencers60% of Brands Work with More Than 10 InfluencersMonthly Campaigns Are Now the Most Used,With the Use of Quarterly Campaigns Falling DramaticallyFinding Influencers to Participate is Again the Greatest Challenge for Those Who Run Campaigns In-houseSocial Media User Demographics StatisticsThe Majority of Instagram Users Are Aged 25-34TikTok is the Favorite of 1324-Year-Olds.57%of YouTube Viewers Are Male,But Females Dominate the Younger Age Groups4141424343454646474748495Influencer EngagementInstagram Influencer Fraud Has Continued to Decline Since 2019The Most-Mentioned Brands on Social Media in 2022Target Was the Most Mentioned Brand on TikTok in 2022Diversity,Equity,and Inclusion(DEI)in Influencer Marketing:Nearly 60%of Influencers Felt They Faced DiscriminationAlmost 50%of Influencers Face Discrimination Based on Their GenderTikTok Provided the Worst Discrimination Faced by InfluencersMacro-and Mega-Influencers Suffer Most from Discrimination5050545657575858586Notable Highlights?Influencer Marketing Industry is set to grow to approximately$21.1 Billion in 202?63%plan to use AI in executing their influencer campaigns,2/3rd of these brands will use AI for influencer identificatio?Nearly 60%of influencers felt they faced discrimination in 202?Over 83%of our survey respondents still believe influencer marketing to be an effective form of marketin?71mit to having increased the amount of content they produce and shar?67%of those respondents who budget for influencer marketing intend to increase their influencer marketing budget over 202?23%of respondents intend to spend more than 40%of their entire marketing budget on influencer campaign?There is a strong preference for working with small(nano-39%and micro-30%)influencers ahead of expensive macro-influencers(19%)and celebrities(12%?It is now the norm to pay influencers(42%),rather than just give them a free product(30%)?TikTok(utilized by 56%of brands using influencer marketing)is now the most popular influencer marketing channel,jumping ahead of Instagram(51%)for the first time,and well ahead of Facebook(42%)and YouTube(38%)?The Influencer Marketing Benchmark Report 2023 is our latest overview of the influencer marketing industry.It summarizes the thoughts of more than 3500 marketing agencies,brands,and other relevant professionals regarding the current state of influencer marketing,along with some predictions of how people expect it to move over the next year and into the future.The world around us has changed considerably over the last few years.The arrival of Covid in 2020 turned much of the world on its head,with enforced lockdowns and scenes reminiscent of a Hollywood disaster movie.By 2022,however,much of the world was learning to live with Covid,clamoring for something resembling their old lives.Unfortunately,they were also learning to live with the economic consequences of Covid,with supply chain disruptions,a chronic shortage of key workers,and creeping inflation threatening to unsettle the global economy.Unsurprisingly,many businesses have struggled to survive in the new environment.And those that have made it this far are needing to find new ways to market,so they stand out in the minds of consumers.Creator and influencer marketing appear to be more important than ever for connecting brands with their target customers.As well as our annual survey collating data related to the influencer marketing industry,the Influencer Marketing Benchmark Report 2023 also collects data from our partner,HypeAuditor,and our Diversity,Equity&Inclusion(DEI)in Influencer Marketing:Racial and Gender Inequalities Report 2022.7Survey Methodology8We surveyed approximately 3500 people from a range of backgrounds.38%of our respondents worked at marketing agencies(including those specializing in influencer marketing),and 22.5%considered themselves brands(or brand representatives).4%are PR agencies.We merged the remaining 35%as Other,representing a wide range of occupations and sectors.Last year,we saw a relative increase in B2B businesses over B2C firms compared to 2021.However,very little has changed this year,with the comparative percentages remaining almost identical.62%of those surveyed identify as part of the B2C sector,with the remaining 38%running B2B campaigns.The most popular vertical represented remains Fashion&Beauty(25%of respondents),although this is up considerably from last years 15%).Gaming became the second-most popular sector(12.9%),followed by Travel&Lifestyle(12.5%).At 12%,Sports were three times as popular this year than last.Family,Parenting&Home(10.7%)also have increased representation in 2023.The big drop,however,was in Health and Fitness(6.8%).The remaining 19%,grouped as Other(and half the equivalent 2022 percentage),covers every other vertical imaginable.We have noticed a more global response to this years survey.31%of our respondents come from Africa(5%in 2022),16me from the USA(57%in 2022),14%from Asia(APAC)(13 22),8%from Europe(11 22),4%South America(2 22),and 28scribe their location as Other(11 22).It is highly likely that many respondents who selected Other in 2022,have been more precise in 2023s survey.9The bulk of our respondents came from relatively small organizations,with 38%representing companies with fewer than ten employees.21%had 10-50 employees,12P-100,120-1,000,and 16me from large enterprises with more than 1,000 employees.Overall,however,there are twice as many respondents from larger organizations than last year,which might have a small impact on the comparative results.Slightly more of our respondents operate eCommerce stores than those who dont.For example,51%of the respondents run eCommerce stores versus 49%not doing so.This represents a small but noticeable decrease in the percentage of influencer-contracting brands operating eCommerce stores.Last year,almost 54%of such brands ran eCommerce stores.This is surprisingly high.Remember that our survey respondents come from various backgrounds brands,marketing agencies,PR agencies,and Other.Clearly,eCommerce is increasing in popularity for all types of businesses.However,one thing to be aware of is that the Influencer Marketing Hub now caters to all types of eCommerce.A more significant portion of the site is now devoted to articles about eCommerce than in previous years.As a result,we may have a higher percentage of eCommerce marketers(compared to influencer marketers)visiting the site and answering our survey than previously.Influencer Marketing Expected to Grow to be Worth$21.1 Billion in 2023Despite concerns that influencer marketing(indeed,all marketing)might decrease due to Covid19,it didnt,and has continued to increase in popularity since 2020.Initially,some industries,such as tourism and airlines,had to retrench dramatically and cut back their operations and marketing,but many others adjusted their models to survive in the Covid and post-Covid world.Now there is even renewed life in those more Covid-affected industries.Results From Our SurveySizeable Increase in Content in Recent Years,But Rate SlowingAn Increasing Majority Have a Standalone Budget for Content Marketing10We asked our respondents whether they had increased content output over the last two years.A sizable 71%of them admitted to having upped the amount of content they produced.This is,however,noticeably down on last years 84%.Despite the comparative fall in increased content,many firms still realize the insatiable demand for online content.The majority of marketers have still increased their content marketing,year after year.Much of this increase in content must be created and delivered by influencers on behalf of brands.Clearly,new content is continually being developed and shared over newer social networks like TikTok.Nearly 2/3(63%)admit to having a standalone budget for content marketing.This figure creeps up each year and is up from 61%last year,59%in 2021,and 55%in our 2020 survey.Yet,although these figures are over 50%,they are surprisingly low.For example,reports that 82%of their respondents used content marketing in 2021,up from 70%in 2020.also found that almost half(49%)of marketing teams allocate between 30%and 50%of their budget to content.Perhaps the discrepancy simply reflects that some firms operate a single marketing budget rather than separating it into the different types of marketing they use.HubSpot HubSpot63%of Respondents Feeling the Impact Of 2023s Macroeconomic WoesThe Vast Majority of Respondents Still Believe Influencer Marketing to be Effective,Though There is More Negative Thinking Than Previously11The world economy is currently in its most challenging situation since the arrival of influencer marketing.So,it was interesting to see whether the Marketing Departments at our respondent businesses are feeling the pinch.Indeed,63.2%of our respondent businesses are feeling the impact of 2023s macroeconomic circumstances.Unsurprisingly,considering the overall positive sentiment expressed about influencer marketing,just over 83%of our survey respondents believe influencer marketing is an effective form of marketing.This statistic has exceeded 80%in each of our surveys since 2017,however,it is noticeably lower than last years 90%support.It is still clear,however,that most firms that try influencer marketing are happy with the results and are willing to continue with the practice.You may read the odd horror story in the media,but that is the exception to the rule.Perhaps the reason for this years more pessimistic perspective is the economic downturn most of the world is currently enduring.Most influencer marketing partnerships work however and are a win-win situation for all parties.More Than 80%of Our Respondents Intend to Dedicate a Budget to Influencer Marketing in 202312The general satisfaction felt by firms that have engaged in influencer marketing seems to flow through to their future planning.For example,82%of our respondents indicated that they would be dedicating a budget to influencer marketing in 2023.This is a noticeable increase from last years 77%result and considerably up from the 37%who claimed they would dedicate a budget in our first survey in 2017.This increase could result from firms increasing marketing to combat the effects of the current global financial crisis.1367%of Respondents Intend to Increase Their Influencer Marketing Spend in 202367%of those respondents who budget for influencer marketing intend to increase their influencer marketing budget over the next 12 months.An additional 15%indicate that they expect to keep their budgets the same as in 2023.A further 11%stated that they were unsure how their influencer marketing budgets would change.This leaves just 7%intending to decrease their influencer marketing budgets.These results suggest significantly increased spending on influencer marketing in 2023,following on from similar-sized boosts in 2022.The 7%planning to decrease their influencer marketing budget is double 2022s 3%figure,however,but is comparable to 2021s results.Marketing Budget Allocation in 2023plan on increase the budgetare keeping budgets the sameunsure how the budgets would changeplan on decreasing the budget67%7Overall,this is further proof that influencer marketing continues to be successful and is now sufficiently mainstream that it cant be considered just a fad.Brands and marketers still recognize the effectiveness of influencer marketing and are not searching for something new.23%of Respondents Intend to Spend More Than 40%of Their Marketing Budget on Influencer MarketingInfluencer marketing is,of course,merely one part of the marketing mix.Most businesses balance their marketing budget across a wide range of media to reach the greatest possible relevant audience.However,as we saw above,82%of our respondents firms intend to include some influencer marketing in their mix.This year,we saw a noticeable trend in firms devoting a sizable percentage of their marketing budget to influencer marketing.Clearly,quite a few brands have found success with their influencer marketing and decided to return for more.23%of respondents are dedicated fans of influencer marketing,intending to spend more than 40%of their marketing budget on influencer campaigns.This is a decided increase on 2022s 5%,2021s 11%,and 2020s 9%.13%of respondents(up from 9%in 2022)intend to devote 30-40%of their marketing budget to influencer marketing.An additional 18%plan to allocate 20-30%of their total marketing spending to influencer marketing.This is down on last years 28%and 2021s 19%assigning this level of marketing budget.The most common percentage of marketing devoted to influencer marketing again comes in the 10-20%range,with 25%of respondents intending to spend in this range,but this is down significantly on 2022s 39%.20%expect to spend less than 10%,similar to last years result.15Although Most Brands Spend Less Than$50K on Influencer Marketing,More Than 11%Spend Over$500K.Brands of all sizes participate in influencer marketing.Therefore,it should be no surprise to see quite some variation in what firms spend on the activity.43%of the brands surveyed said they spend less than$10K annually on influencer marketing(higher than last years 37%-these are probably newcomers dabbling with influencer marketing).22%spend between$10K and$50K(down from last years 30%).A further 14%spent$50K to$100K(higher than in 2022),10%$100K to$500K(unchanged),with a noticeable 11%spending more than$500K(nearly 3x more than last year).How Much Do Brands Spend on Influencer Marketing43%spend less than$10Kspend between$10K and$50Kspend$50K to$100Kspend more than$500K16Clearly,the amount that a firm spends depends on its total marketing budget affects the proportion it chooses to devote to influencer marketing.Those brands that opt to work with mega-influencers and celebrities spend more than brands that work alongside micro-or nano-influencers.Last year we saw a leveling out of influencer marketing spending,with most brands spending a middling proportion of their marketing budget on influencer marketing.This year,however,brands have moved to the extremes.Brands with happy influencer marketing experiences have increased the percentage of their marketing budget they spend on the activity.However,brands that have experienced less happy outcomes have decreased or eliminated spending on the activity,turning their attention to other forms of marketing.Firms Value Working with Influencers They KnowWe asked our respondents whether they had worked with the same influencers across different campaigns.The majority,61%(57%in 2021)said they had,versus 39%(43%in 2021)who claimed to use other influencers for their campaigns(or perhaps had only had one campaign so far).These figures are little changed from those reported in 2021.619%same influencerother influencersOne-Off vs Repetitive Influencer Partnerships17Clearly,brands prefer to build relationships with existing influencers rather than go through the entire influencer selection process every time they run a campaign.Of course,some firms will have a range of influencers they call upon depending on the nature of a particular campaign,the products they are trying to promote,and the target market.The 4%increase in firms working with existing influencers probably indicates the natural increase in influencer-business relationships over time.The more successful an influencer campaign is,the greater the likelihood that the parties will want to work together on other campaigns.18More Than 60%Plan to Use AI or ML in Their Influencer CampaignsTechnology is coming to influencer marketing.We asked a new question for 2023s Benchmark Report about whether the respondents planned to utilize artificial intelligence(AI)or machine learning(ML)in 2023 to identify influencers or create effective campaigns.A very sizable 62.9%said they would,alongside 25.4%who thought they may.Only 11.7%gave an unequivocal no to this question.Clearly,AI and ML are now hitting the mainstream.AI/ML Usage in Influencer CampaignsAre you planning to utilize artificial intelligence(AI)or machine learning(ML)in 2023 to identify influencers or create effective campaigns?YES62.9%NO11.7%MAYBE25.4The Main Purpose of AI/ML Will be for Influencer IdentificationWe asked those who said they would(or might)use AI/ML in their influencer marketing how they intended to use it.The most popular suggestion(64%)was using social media analytics to identify the most effective influencers for a particular brand or campaign.Although the respondents didnt clarify this,they presumably intend to work with one of the influencer platforms offering influencer identification technology.Although somewhat less common,the second most popular intended use of AI in influencer marketing is locating and distributing relevant content(13.3%).Interestingly,5.6%of the respondents intend to use AI to identify bogus influencers and engagements.It will be interesting to see if this figure rises over time,as more people discover what AI can achieve.The Main Purpose of AI/ML13.3%influencer identificationlocating and distributing relevant contentuse AI to identify bogus influencers and engagements5.6d TikTok Still Expected to Deliver the Best ROI for Short-Form VideoStrong Preference for Smaller InfluencersUntil recently,the name TikTok was synonymous with short-term video,although ardent Snapchat fans may dispute this assessment.However,existing social media companies,YouTube and Meta(Facebook/Instagram)have been hit by the popularity of comparative newcomer,TikTok.Just as Instagram introduced Stories to try and neuter Snapchat,these older social channels have now introduced TikTok-killer features.You will undoubtedly notice YouTube Shorts,Instagram Reels,and now Facebook Reels in your feeds.We asked our respondents about which they believed would deliver the best ROI in 2023(we didnt include Facebook Reels in our survey options),and discovered a relatively close battle for the top position between TikTok(42%)and Instagram Reels(34%).19lieved YouTube Shorts would deliver the best ROI,alongside a few SnapChat disciples,with 6%opting for SnapChat Spotlights.We asked those of our respondents intending to work with influencers this year the size of influencer(in terms of followers)they were most likely to utilize.If they used more than one type,they had to pick their most preferred option.39%of brands chose nano-influencers(1K-10K followers)as their most likely partners,followed by 30%opting for micro-influencers(10K-100K).21Far fewer brands chose to place their focus on larger influencers,with 19%opting for macro-influencers(100K-1M)and 12%mega/celebrity influencers.This possibly reflects the reality of a small to medium-sized business.You simply cant afford the fees charged by macro and mega-influencers.In addition,there are far fewer of these more popular influencers,limiting the number of brands they can work with.However,it may also reflect that nano and micro-influencers have far higher engagement rates than their more famous counterparts,and may be better value for money for brands wanting to reach a specific dedicated audience.Influencer PreferencesWhat types of influencers will your brand mostly utilise in 2023?nano-influencersmicro-influencersMacro-influencersmega/celebrity influencers390More Brands Now Pay Influencers Than Give Them Free Product SamplesThere has been a notable change in the answers to this question over the last few years.Previously,those giving free samples outnumbered those paying cash to influencers.Last year,numbers were approximately equal.However,this year,noticeably more respondents(41.6%)stated that they pay money to influencers,compared to 29.5%who give them free products.In addition,17.7%gave their influencers a discount on their product or services(presumably more expensive items),and a smaller 11.2%entered their influencers in a giveaway.41.6).5.7.2%monetary compensationdiscount on their productfree productsgiveawayWays To Pay Influencers23While more brands are willing to pay influencers for their marketing services,41.6%is still a relatively low percentage,much less than half.It is probably a sign of just how many firms work with micro and nano-influencers.These relative newcomers are happy to receive payment in kind rather than cash.Presumably,it is mainly larger firms with more sizable marketing budgets that pay influencers with money.However,this is gradually changing as even nano and micro-influencers begin to have an understanding of their worth as advocates for a brand.Major Change in Payment System This Year:More Than Half of Payments to Influencers are Made as a Percentage of SaleAs we prepare the State of Influencer Marketing Benchmark Report annually,we dont generally tend to see major changes in survey results each year.In most cases,movement is evolutionary rather than revolutionary.However,this question evoked significantly different answers compared to a year ago.For the first time last year,we asked those respondents who paid their influencers a new question about how they structured their monetary rewards.The most common method(49%)was paying at a flat rate.However,a sizable percentage of other brands(42%)structured their influencer marketing payments more like affiliate marketing payments by paying a percentage of any sales made as a result of the influencer marketing.Payments based on product level(4%)and tiered incentives(4%)were less common.24Influencer Payment Systemflat rate49 2242%4%4.6 2353!%6.9%percentage of salesPayments based on product levetiered incentivesThis year,however,things changed considerably.The most common method(53%)now is paying as a percentage of sales value.Payments based on product level(21%)are five times as popular as a year ago.Respondents favoring flat rates have more than halved to 19.6%,and those paying by tiered incentives remain low at 6.9%.Its hard to understand the reason for such a significant change.Perhaps in these tough economic times brands are requiring a higher level of evidence for the effectiveness of their influencer marketing spending.Possibly more brands engaging in influencer marketing have made increased sales the goal of their campaign,and fewer targeting brand awareness.It will be most interesting to see how this metric trends next year.25PayPal is Marginally the Most Popular Way to Pay influencers,However,Other Methods Are Almost as CommonIsolating those respondents who pay money to influencers,we asked them their preferred payment method.29%chose PayPal(down from 34%last year),28%paid by wire transfer(18%last year),25%said they paid manually(24%last year),and 17%a third-party payment service,e.g.,Wise(24%last year).Manual payments include payments made by cash on delivery(COD),money orders,bank transfers,and even email money transfers in some locations like Canada.Most Popular Way to Pay influencersPayPalWire TransferManually3rd-Party payment service34) 22202328$%&Payment methods depend very much on the location of the influencers.If they are based in a different country from where you operate,PayPal or something like Wise is much easier than a wire transfer or a manual transaction.Nearly 75%of Brands Track Sales from Influencer CampaignsEmail Addresses and Referral Links are the Most Popular Ways to Attract SalesAlthough there are many potential goals for an influencer marketing campaign,it is clear that the majority of firms now undertake influencer marketing to drive sales.Indeed 74%of our survey respondents stated that they track sales from their influencer campaigns.This is up slightly from last years 70%and ties in with the previous statistic indicating that the most popular basis for influencer payment is now tied to the increased sales an influencers activity generates.As influencer marketing has evolved new ways to measure success have developed,with specialist platforms assisting brands alongside a recent streamlining of Google Analytics.However,as we see in the next statistic,there is also now more tracking of email addresses than previously.Those who tracked sales from their influencer campaigns were asked about their methods of determining these influencer-generated sales.People could select multiple options if they used more than one.27The most common method was to use email addresses(31%),closely followed by referral links(30%).Other methods used included coupon codes(12%),product SKUs(5%),and“other”(21%).This movement towards tracking by email addresses is significant,as only 16%of brands did so last year.310!%5%Most Popular Ways to Attract Salesemail addressesreferral linksothercoupon codesproduct SKUs80% Recognize the High Quality of Customers from Influencer Marketing CampaignsBrands carry out influencer marketing for a range of purposes.Some campaigns are designed to increase brand awareness rather than encourage sales.This is because some customers are more lucrative for a business than others they buy high-margin products and add-ons.In some cases,influencer marketing may bring new customers to the brand,but the additional spending may be less than the cost of running the campaign.28Our survey respondents are highly optimistic about the value of influencer marketing overall.Most agree that influencer marketing attracts high-quality customers,with 82lieving that the quality of customers from influencer marketing campaigns is better than other marketing types.60%of Respondents Have Used Virtual InfluencersThis was a new question in 2023,and the results are somewhat surprising.When asked about whether they had ever used virtual influencers,60.4mitted to having done so.A is a digital character created using computer graphics software.The character is given a personality and acts on social media platforms as if he/she is an influencer.A study in the US found that 58 percent of respondents followed a virtual influencer.In 2022,Lu do Magalu was the most followed virtual influencer,with more than 14.6 million followers on Facebook,6 million followers on Instagram,more than 2.6 million YouTube subscribers,and over 1.3 million followers on both Twitter and TikTok.Therefore,it should come as no surprise that brands are taking notice of this and wanting to make financial arrangements with(the representatives of)these virtual influencers.virtual influencer2971% Measure the ROI on Their Influencer MarketingWe saw above that 75%of our survey respondents stated that they track sales from their influencer campaigns.Therefore,it should be no surprise that a similar number(71%)also measures the ROI from their influencer campaigns.This slightly improves on 2022s 70%,2021s 67%,and 2020s 65%results.Indeed,this years 71%is the highest rate we have seen since the inception of this survey,with the results since 2017 all falling in the range of 65-71%.It is somewhat surprising that just under 30%of firms dont measure their ROI.You would think that every firm would want to know how effective their marketing spending is.At least there is a gradual improvement in this metric,and hopefully,this trend will continue,if not accelerate.71pge%Percentage of Brands Measuring the ROI on Influencer Campaigns202320222021202030The Most Common Measure of Influencer Marketing Success is Views/Reach/ImpressionsThis result shows a marked change from previous years,yet it seems inconsistent with increases in firms tracking sales and paying influencers based on the sales they generate.In 2019 and preceding years,influencer marketing measurements focus was relatively evenly balanced between differing campaign goals,but Conversion/Sales was the least-supported reason.However,in 2020 things changed,with Conversions/Sales taking a clear,undisputed lead,which continued in 2021 and 2022.However,this year,49.6%of our respondents stated that they measure the success of an influencer marketing campaign by views/reach/impressions,25.5%by engagement or clicks,and just 24.9%by conversions/sales.Most Common Measure of Influencer Marketing SuccessBy views/reach/impressions49.6%By engagement25.5%By conversions/sales24.91This differs markedly from last year when 42.3lieved that you should gauge a campaign by the conversions/sales that result,33.5%were most interested in engagement or clicks generated due to a campaign),and 24.2%were interested in views/reach/impression.Most Consider Earned Media Value a Good Measure of ROIEarned Media Value has become more recognized in recent years as a good measure of influencer campaigns ROI.We asked our respondents whether they considered it a fair representation.This year,83vor the measure against 20%who dont.This result is up slightly from last year.Earned Media Value provides a proxy for the returns on the posts that an influencer has historically given the firms they have worked with.It indicates what an equivalent advertising campaign would cost for the same effect.EMV calculates the worth you receive from content shared by an influencer.The only negative of using this measure is that the calculation of EMV can be complicated.As such,it can sometimes be difficult for marketers to explain the concepts to their managers.Another name used for earned media value when related to influencer marketing is influencer media value(IMV),which we have written about in.Presumably,most of the 17%against using the statistic either dont understand it or struggle to communicate its worth to their management team.What Exactly is an Influencers Media Value3283%of Firms Take Their Influencer Marketing Spending from Their Marketing Budget72%of Influencer Marketing Campaigns are Run In-HouseThis is another statistic that has shown little change over the period we have undertaken this survey(since 2017).83%of the respondents in our survey take their influencer marketing spending from their Marketing Departments budget.The remaining 17%take their influencer marketing spending from their PR Departments funds.Presumably,the firms in the minority group use influencer marketing predominantly for awareness purposes rather than as a direct means to sell their products or services.There has been little change in this statistic this year.A marginally higher 72%of our survey respondents claimed that they ran their influencer campaigns in-house,with the remaining 28%opting to use agencies or managed services for their influencer marketing.In the past,firms found influencer marketing challenging because they lacked the tools to facilitate the process organic influencer marketing can be very hit-and-miss,making it frustrating for brands trying to meet their goals.However,many firms now use tools(whether in-house or from third parties)to facilitate the process.For example,they use platforms like HypeAuditor to discover suitable influencers.Some brands prefer to use agencies when partnering with micro and nano-influencers because the agencies are more experienced at working with influencers at scale.Also,many larger firms use agencies for all their marketing,including influencer marketing.3371%of Respondents Use Tools Developed In-House to Execute Influencer Marketing Campaigns60%of All Respondents Use 3rd-Party PlatformsLast year,we introduced a new question asking our respondents whether they used any tools developed in-house to execute their influencer marketing campaigns.The result was that half admitted to using their own tools.This year,however,we noticed a significant change.71%of our respondents now use in-house tools for their influencer marketing campaigns.As influencer marketing becomes more mainstream,more businesses have developer talent in-house who have the time and capabilities to develop suitable in-house tools.Just as more firms use in-house tools for influencer marketing compared to a year ago,noticeably more also use third-party platforms.When asked whether they use third-party platforms to assist them with their influencer marketing,60.3%said they did(44.6%in 2022).34The Most Popular Use of Influencer Platforms is for Influencer Discovery and CommunicationA clear majority of firms now recognize the advantages of using technology to assist them with their influencer marketing.We must also remember that these figures exclude brands that opt to use someone elses technology(an agency)to carry out much of their influencer marketing for them).The figures in this section show a percentage of those who answered that they use a third-party platform,not the percentage of all survey respondents as a whole.Influencer platforms initially focused on offering tools to help with influencer discovery.Therefore,it should be no surprise that that is still the most popular use of influencer platforms at 55%(although down slightly from last years 58%).3rd-Party Platform Usage in Influencer MarketingDo you use any 3rd-party influencer marketing platforms?2022202360.3D.6%YESYES35Other popular uses of the influencer platforms include influencer payments(30%),campaign automation and reporting(30%),fraud and fake follower analysis(26%),conversion attribution(23%),and paid amplification(21%).An additional 26%of respondents use the platforms for some other type of service.300!#&%Influencer paymentsCampaign automation and reportingFraud and fake follower analysisConversion attributionPaid amplificationInfluencer discoveryI use my influencer marketing platform for:36Interestingly many of these percentages are lower than in 2022,but the 26%selecting Other is significantly higher.Clearly,the range of services offered by the platforms has expanded,and many forms now use their newer features.TikTok is Now the Most Common Channel Used by Most Brands Engaging in Influencer MarketingIt was in 2021 that TikTok made its first appearance in our charts,rising from merely being lumped in Other in 2020 to 45%usage in 2021.It kept its popularity in 2022,increasing slightly to 46%,but dropping a position to third.In 2023,however,TikTok has come into its own,taking over first place,used by 55.5%of brands tapping into it for influencer marketing campaigns.The Most Common Channel Used by Influencer Marketing Brands55.5%TikTokInstagramFacebookYouTube42.1P.88.37From the inception of the IMH Benchmark Report in 2017 until last year Instagram was the network of choice for influencer marketing campaigns.In 2022 it was used by 79%of our respondents for influencer marketing.It is still highly popular,but this year“only”50.8%of brands go to Instagram when they decide to participate in influencer marketing,dropping it down to second place.It wasnt all that long ago that Instagram was synonymous with influencer marketing.Is it losing its luster?Time will tell.Surprisingly,Facebook jumped in popularity as an influencer marketing channel last year,with 50%of brands working with Facebook influencers,although this fell back to 42.1%this year.Facebook doesnt have as many high-profile influencers as its more visual counterparts,but it is still relevant,particularly with older audiences.Perhaps brands have been targeting older Millennials,Generation X,and Baby Boomers with their influencer marketing than previously.Many of the other social channels have seen reduced usage for influencer marketing compared to last year.For example,38.3%of the respondents tapped into YouTube for their campaigns(44%last year),14.4%Twitter(23%last year),10.1%LinkedIn-presumably those involved with B2B companies(considerably down from 20%last year),6.3%Twitch(11%last year)and a further 12.8%spread across the less popular or more specialist social networks(up from 7%last year).Twitters drop in importance for influencer marketing is notable.Has Elon Musks Twitter purchase killed confidence in the platform,or is he a white knight rescuing an already-fading platform?38User Generated Content(UGC)is Now the Main Objective for Running an Influencer CampaignInfluencer Fraud is Still of(Some)Concern to RespondentsThe answers to this question this year are markedly different from those in 2022.At that stage 36.7%of our respondents claimed their influencer campaign aimed to increase sales,35.7%focused on awareness,and 32.8clared they engage in influencer marketing to build up a library of user-generated content.This year,however,the wish for generating UGC jumped ahead as the main reason for influencer marketing campaigns(45%),with Sales(29%)and Awareness(26%)both noticeably reduced in importance.Perhaps this is a sign of the increased importance of TikTok to influencer marketing TikTok is now the natural home of UGC,with many brands engaging influencers to set up dance challenges and the like on their behalf.Every so often,mainstream media highlights influencer fraud.Luckily there are now many tools to help detect fraudsters,reducing the effects of influencer fraud.Hopefully,it will soon merely be a chapter in the industrys history.However,influencer fraud has not been wholly vanquished from brands and marketers minds yet.There has been less publicity about influencer fraud in this Covid era than previously;however,64%of firms still have worries about the practice.Several influencer platforms have recognized this area of concern over the last few years and implemented tools to discover and deter influencer fraud.This may be one of the reasons that this statistic has gradually fallen over each of the last few years.39Continued Fall in Respondents Who Have Experienced Influencer FraudBrands are Finding it Relatively Easy to Find Appropriate InfluencersDespite concerns about influencer fraud falling,the number of firms that say they have experienced it rose dramatically from 31%in 2022 to 55%this year.The wording of this question looks at any influencer fraud over time,not just in the past year,but nonetheless,there appears to have been a noticeable increase,despite all the tools now available.Is this a sign of increased influencer marketing fraud levels,or is it an indication that businesses are now better at spotting fake“influencers”with whom they have engaged?Last year we commented on seemingly inconsistent results to this question.This year,however,things are looking more clear-cut although those who consider finding appropriate influencers to be of“medium”difficulty are still the largest category(45%down from 63%in 2022),with 37claring finding influencers to be easy,that just leaves 18%who considered finding appropriate influencers to be very difficult.How Easy it is for Brands to Find Appropriate Influencers187E%MediumEasyDifficult40Perhaps the best way to look at this statistic is that 82%dont consider it very difficult to find appropriate influencers.This suggests that brands benefit from having more platforms and other influencer discovery tools available than ever(as well as influencer agencies for those wishing to outsource the entire process).Firms frequently reuse influencers with whom they have worked in the past.Some brands still struggle to find suitable influencers,however,perhaps because they are unwilling to pay for the relevant tools or platforms.This statistic suggests that influencer platforms and agencies can still do a better job at marketing their services of discovering and reaching out to potential influencers.The Majority of Firms Have Little Concerns About Brand Safety in Influencer CampaignsA headline-making issue in past years was influencers acting in a way deemed inappropriate by the brands they represent.For example,Logan Paul once faced criticism over a tasteless video he shared,and brands wondered whether they should continue their connection with him.YouTube has also implemented stricter rules for channels targeting children after concerns about the suitability of some content.The key to successful influencer marketing is matching your brand with influencers whose fans are similar to your preferred customers and whose values match your own.A slightly increased 36%of our respondents believe that brand safety is always a concern,although a much reduced 33knowledge that brand safety could occasionally be a concern when running an influencer marketing campaign.The remaining 31%(significantly increased)believe it is not really a concern.Presumably,this last group has mastered the art of finding appropriate influencers for their brands,and they have little concern about incongruent values.41More Than 75lieve Influencer Marketing Can be AutomatedContent Production is Now Considered Most Valuable When Partnering with Influencers,But Audience Relationship is Still ValuedA contentious issue in influencer marketing in the past was the amount of automation you can successfully use.Some people believe you can automate virtually everything from influencer selection to influencer payment.Others value the personal touch and think influencer marketing is a hands-on process.This year there has been a significant increase in the respondents believing that automation plays a vital role in influencer marketing(77%,up from 56%last year).This ties in with other results that indicate that most businesses using influencer marketing are happy to use tools and platforms(or work with agencies that do so)nowadays.Initial suspicions about AI and automation have dramatically lessened over the last few years.The most important factor when partnering with influencers for survey respondents is content production at 36%(noticeably up from last years 24%).This ties in with the view that user-generated content is the primary objective when running an influencer campaign.29%of the survey respondents believed audience relationship to be the most valuable factor when considering collaborating with a particular influencer.This is noticeably down on last years 51%and indicates a return to views expressed in 2021.These respondents see little value in working with somebody who doesnt really influence their audience or perhaps has an excellent relationship but has the wrong audience for that brand.42The third popular reason favored by 17%of our respondents(up from 14%)found for working with influencers is distribution.Although this is lower than the other options,it connects with audience relationships influencers use their audience to distribute content relating to a brand.7.5%of our respondents opted for attribution and tracking(6%in 2022).This ties in with those who worked with influencers to generate sales for their partner businesses.60%of Respondents Prefer Their Influencer Marketing to be Campaign-BasedWe have seen more brands cultivating long-term relationships with influencers in recent times.Yet,most brands still think in terms of influencer marketing campaigns.Once they complete one campaign,they plan,organize,and schedule another one.Brands find that influencers they have worked for on previous campaigns are more genuine.Despite this,a significant 60%of influencer marketing relationships are campaign-based(albeit down from 72%in 2022),with only 40%always on(28%last year).While numbers have shifted towards long-term relationships this year,the overall pattern is still clearly campaign based.This could represent more brands entering the industry,dipping their toes in the water before making long-term commitments to influencers.Alternatively,they may run multiple campaigns,selecting a preferred selection of influencers for each campaign,depending on the target market.Time will tell whether the nature of brand-influencer relationships changes in any significant way.43The Vast Majority Consider Influencer Marketing to be a Scalable Tactic in their Marketing EcosystemViews/Reach/Impressions Are Now the Most Important Criteria When Evaluating InfluencersOne of the most significant advantages of influencer marketing over social activity using official company accounts is the ease of scaling the activity.If you want to create a more extensive campaign,all you need to do is work with more influencers,particularly those with larger followings as long as they remain relevant to your niche.While organic influencer marketing may be challenging to scale because of the time needed for influencer identification and wooing,there are now approximately 18,900 Influencer Marketing related services/companies worldwide that businesses can use to help scale their efforts.Many of these operate globally and accept clients from anywhere in the world.57%of our respondents believe that influencer marketing is definitely a scalable tactic in their marketing ecosystem,and a further 26%think it is somewhat of a scalable tactic.Only 14%disagree totally with the sentiment,although that is noticeably higher than last years 9%.The vast majority recognize that influencer marketing is,to some extent,a scalable tactic in their marketing ecosystem,but it would be interesting to know what has caused more to disagree with the sentiment this year than last.We have regularly seen that businesses have a variety of objectives when they create influencer marketing campaigns.While the criteria by which our survey respondents evaluate influencers do not precisely match their differing goals,there is some clear correlation.We have noticed elsewhere that brands have changed their most common reasons for working with influencers.This has also flowed through to how they evaluate the success of influencers at meeting goals.44This year 35%of our respondents consider views/reach/impressions to be the most important criterion(21%last year),while 19%opted for content type/category(compared to 23%last year).At 18%,Sales has noticeably more appeal than last year(11%)after being mixed in with Other in earlier benchmark reports.17%of our respondents rated engagement or clicks as their most important criterion.This is a major decrease from 2022,where 39%opted for this category,ahead of everything else.The remaining 10%of the respondents have different ideas on this topic,opting for Other as the most important criterion when evaluating influencers.4560% of Brands Work with More Than 10 InfluencersWe asked those respondents engaged in influencer marketing how many influencers they had worked with over the last year.This year we noticed a movement towards working with greater influencer numbers.39%of our respondents stated that they had worked with 0-10 influencers(54%last year).A further 21%had worked with 10-50 influencers(24%)and 16%had worked with 50-100 influencers(14%).Some brands prefer to engage in influencer marketing on an even larger scale,with 11%of those surveyed collaborating with 100-1000 influencers(5%).A significant change was the 12%who worked with more than 1,000 influencers,compared to just 3%last year.39%0-10 influencers10-50 influencers50-100 influencers100-1000 influencers1,000 influencers21%How Many Influencers do Brands Work With46These figures probably indicate just how many brands now collaborate with multiple nano-and micro-influencers,rather than just a few macro-influencers and celebrities.Monthly Campaigns Are Now the Most Used,With the Use of Quarterly Campaigns Falling DramaticallyFinding Influencers to Participate is Again the Greatest Challenge for Those Who Run Campaigns In-houseWe saw a gradual movement in favor of quarterly campaigns over the last few years,to the point where it was the most popular campaign type in 2022,but this year the longer campaign period fell dramatically out of fashion.Of those who operate discrete influencer campaigns,48%(up from 34%)now prefer to run them monthly.A further 18%(down from 35%)run quarterly campaigns.Just 15%(up fractionally from 14%)prefer to organize campaigns annually.These later companies are probably brands that like the always-on approach to influencer marketing.The remaining 19%(up from 18%)take a different approach and only run campaigns whenever they launch a new product.We asked those survey respondents who ran campaigns in-house what they saw as the greatest challenges they faced.Traditionally,the most significant challenge was finding influencers to participate in their campaigns,but last year it dropped into second place.In 2023,it returns to the top as the biggest challenge for influencer marketers.Despite the increase in usage of both internally developed and external tools to ease the discovery process,36.3%of respondents ranked this as their top concern(27.4%last year).Another category to jump up the rankings to 15.3%was processing payments to influencers(from 8.3%).Our partner,provides much of the data for the next section,and it covers up until late 2022.HypeAuditorSocial Media User Demographics StatisticsThe Majority of Instagram Users Are Aged 25-3447This section highlights statistics that emphasize the types of people most likely to use social media.When you are searching for influencers to promote your brands,you will want to focus on those influencers who are followed by the type of people most likely to be interested in your products or services.The social media network where each influencer has gained the most fame impacts this clearly,you want to work with popular people on the same social networks where your potential customers spend their time.Remember,just because you spend time on a particular social network doesnt mean that your customers do too,particularly if they are of a different demographic than yourself.As with last year,the majority of Instagram users are people aged 25-34(46.81%),followed by 1824-year-olds(33.17%).In both cases,more females than males use Instagram,although the difference is less for 2534-year-olds:18-24 yr-olds(56male:44%male),25-34 yr-olds(52male:48%male).For the second year,however,we notice that there are more male Instagram users than females in(almost)all older age groups.For example,the ratio of Instagram users aged 45-54 is 32male:68%male,although this is based on low overall numbers.Does this indicate that older males are more likely to have an interest in graphics,design,and photography than their female counterparts?We saw elsewhere in this report that Instagram has lost its spot as the“Top Dog”influencer marketing platform to TikTok.This is possibly a reflection of a lack of interest from Generation Alpha and a reduction in Generation Z only 4.27%of 1317-year-old females and 3.11%of 1317-year-old males now use Instagram.This must have Meta wondering.48TikTok is the Favorite of 1324-Year-Olds.Anyone who thought TikTok was just a flash in the pan,ready to fade away as the next trend arrived,doesnt understand the power of TikTok to hook its audience.If you want to reach 13-24-year-old females it is where you should focus your marketing.24.27%of TikToks audience are 1824-year-old females and 17.04%are 1317-year-old females.Surprisingly,males take to TikTok later,with more 2534-year-olds liking it(15.74%compared to 11.77%for females of that age),as they do with Instagram.Also,like Instagram,there are more older TikTok male users(albeit still a very small percentage overall)than female users.TikTok Users-Demographics24.2724-year-old females1317-year-old females2534-year-old males2534-year-old females17.04.74.77I57%of YouTube Viewers Are Male,But Females Dominate the Younger Age GroupsLifestyle and Music Top Instagram Influencer NichesAs with Instagram and TikTok,more young females watch YouTube videos than males:Females 13-24(26%)vs Males 13-24(22%).However,in all other age groups,males are more likely to view YouTube videos.Maybe this is because of the inherently passive nature of YouTube compared to TikTok you can easily view YouTube videos like a traditional television but you almost feel compelled to engage when watching TikTok videos.We commented last year,how almost 1 in 5 YouTube views came from male Millennials(2534-year-olds).This year,that group loves YouTube even more,and now watches 22.2%of all YouTube views.The most common niche in which Instagram influencers posted in 2020,2021,and 2022 was Lifestyle.This is no great surprise when you consider which influencers are the best known to most people.In addition,lifestyle is an easy niche to share captivating,vivid images.However,we have seen an interesting change in second place.The inherently non-visual category of Music now takes second place,with Beauty dropping to third.Is this a sign of Instagrams male users having an impact?Third-placed Beauty is highly visual,however,making it an ideal subject for posting on Instagram.Also,when you consider Instagrams core audience is still 25-34 females,it is hardly surprising that beauty influencers would remain relatively popular on the platform.50Influencer EngagementInstagram Influencer Engagement Fell to Lowest Level in Five YearsTikTok Engagement is Considerably Higher Compared to Other Social Networks,Even for Large InfluencersIn all the time we have reported on influencer marketing,we have observed a general pattern of Instagram accounts with large numbers of followers having a lower engagement rate than accounts with fewer followers.This is logical it is much harder for popular influencers to reply to every comment and engage as closely with each follower as smaller Instagrammers.This is because people only have limited time to engage.Also,many people deliberately choose to follow popular influencers passively,happily lurking,and viewing shared images without active participation.We have seen a general reduction in engagement over the last few years,however,particularly for large accounts.Indeed,engagement for accounts with over a million followers(0.95%)is now less than half what it was in 2018(1.97%).Average engagement overall now stands at 2.05%,down from 2.18%in 2021.However,it is close to 2019s pre-Covid rate of 2.08%.We have observed elsewhere in this Benchmark Report how TikTok has now become the platform of choice for influencer marketing.Not bad for a social channel that we lumped under“Other”until a couple of years ago.One reason for this is undoubtedly the platforms phenomenally high comparative engagement rates.51Weve just written about how Instagrams engagement rates range from 0.95%for accounts with over 100K followers to 4.21%for accounts with fewer than 5K followers.In comparison,TikToks largest accounts with over 1M followers average 10.53%engagement,and small accounts with 1K-5K followers have an incredible 15.04%engagement.No wonder more brands are wanting involvement there.In one way,however,TikTok has become more“normal”.Last year,we reported the oddity that large TikTok accounts had better engagement than smaller accounts.This year,as we showed above,engagement levels picked up for the smaller accounts,meaning that TikTok now exhibits the normal distribution pattern again.52Larger YouTube Channels Have Better Engagement Than Smaller ChannelsWhile TikTok may have returned to its usual engagement distribution pattern,YouTube hasnt(quite)yet.Larger YouTube channels have higher engagement rates than smaller channels.Technically,channels with 100K-1M followers have the highest engagement rate(3.47%),but huge YouTube influencers(1M followers)arent far behind(3.40%).In comparison,small YouTube channels with just 1K-5K followers only manage an engagement of 1.90%.YouTube Channels-Engagement Rates3.47%3.40%1.900K-1M followers1M followers1K-5K followers53Instagram Influencer Fraud Has Continued to Decline Since 2019In those heady pre-Covid days,influencer fraud became a significant discussion point.Indeed,there was a danger that influencer fraud could stop the still-nascent industry in its tracks.Since then,there have been many tools and platforms developed that brands can use to detect influencer fraud.As a result,the percentage of influencer accounts impacted by fraud fell across the board.By 2021 it was just less than 50%.Rates fell further in 2022,reaching 36.68%on average.Unsurprisingly influencer fraud has had a much greater impact on larger Instagram accounts than on small ones,where fraudsters have less to gain.As the data indicates,it is still a problem for some influencers,however.Also,as we saw in our Benchmark survey,more brands are now admitting to having been affected by fraud than ever before.It is advisable,therefore,that all brands use the available tools to ensure influencer authenticity when searching for suitable influencers.Despite us lumping everything together as influencer fraud,in some cases,the influencers are the victims,not the perpetrators.For this report,we consider influencers impacted by fraud to be Instagram accounts with over 1000 followers with growth anomalies or inauthentic engagement(comments and likes from bots,giveaway comments,comments from Pods,etc.)Not all influencers impacted by fraud do so on purpose.On average,36.8%of influencers globally are affected by fraud.This is down somewhat from last years 49.23%.54The Most-Mentioned Brands on Social Media in 2022Most Mentioned Brands for 202214,72011,520327K182KZara Was the Most Mentioned Brand on Instagram in 2022 Apart from Instagram ItselfAlthough Zaras Instagram numbers were smaller than last year,they will be loving the 182K Instagram mentions they received in 2022.Of course,it helped that it had nearly 66K influencers posting and sharing about their products,with a combined reach of more than 1.2 billion people.55However,after a quiet 2021,Instagram once again took the engagement lead on its platform in 2022,with 327K mentions,86K influencers,and an estimated reach of 1.8 billion.The Most Mentioned Brands On Instagram in 2022MentionsInfluencersEstimatedReach327K327K182K86K1.8 B182K66K1.2 BBrandWe commented last year on how pleased YouTube must be to have the tenth most mentions on social rival Instagram.Well,this year YouTube improve on this,coming in eighth place.56In 2021,TikTok saw an interesting cross-brand trend,with the streamer,Netflix,being the most mentioned brand on the platform.When people werent watching videos on Netflix,they were talking and making videos about what theyd streamed on TikTok.Alas,Netflix couldnt quite repeat the feat in 2022,however,although they almost did,being the second-most mentioned brand.Top place in 2022 went to retail goliath,Target,which received 14,720 mentions compared to Netflixs 11,520.Notably,however,Netflixs 31M followers swamped Targets 2.1 million.Target Was the Most Mentioned Brand on TikTok in 2022The Most Mentioned Brands On TikTok in 2022TikTokMentionsTotal Mentions2.1M14,72011,52014,72031M11,520Brand060008000900010K12K14K16KHighlights from our.Diversity,Equity&Inclusion(DEI)in Influencer Marketing:Racial and Gender Inequalities ReportDiversity,Equity,and Inclusion(DEI)in Influencer Marketing:57Nearly 60%of Influencers Felt They Faced DiscriminationWe asked our influencers whether they feel they have ever been discriminated against(as an influencer)on any social platform.58.3%stated they had,leaving 41.7%who hadnt.Influencer Discrimination58.3A.7%YESNO58Almost 50%of Influencers Face Discrimination Based on Their GenderTikTok Provided the Worst Discrimination Faced by InfluencersMacro-and Mega-Influencers Suffer Most from DiscriminationWhen asked to highlight an area of discrimination the respondents felt they had faced,47.73lieved they had suffered from gender discrimination.Physical feature discrimination(21.75%)followed this,then racial discrimination(13.29%),political discrimination(9.06%),and sexual discrimination(8.16%).We asked influencers to name a channel where they encountered discrimination.Significantly more than half of those respondents who had faced discrimination received it on TikTok(58.42%),compared to YouTube(13.62%),Instagram(12.9%),and Facebook(10.04%).We have seen elsewhere in this report that TikTok has been increasingly important for brands wishing to engage in influencer marketing.Yet is it not always an easy platform to establish yourself as an influencer,particularly if you are outside the“norm”.Macro-influencers(81.25%)and Mega-Influencers(69.7%)are most likely to report facing discrimination than smaller,less popular influencers.This is possibly a reflection of their fame they are more visible than most,making them greater targets for“haters.”
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26G REQUIREMENTS AND DESIGN CONSIDERATIONSby NGMN Alliance e.V.Version:1.0Date:14.02.2023Document Type:Final Deliverable(for approval)Confidentiality Class:P-PublicProject:6G Requirements and Design ConsiderationsLeadership:Quan Zhao(China Mobile)David Lister(Vodafone)Narothum Saxena(UScellular)Javan Erfanian(Bell Canada)Editor/Submitter:Javan Erfanian(Bell Canada)Jean Schwoerer(Orange)Contributors:1&1,Anritsu,Apple,Bell Canada,BT,China Mobile,Chunghwa Telecom,Cisco,Datang Telecom Group,Deloitte,Deutsche Telekom,Ericsson,Fraunhofer,Fu-jitsu,Google,Huawei,HUBER SUHNER,IBM,III,Intel,InterDigital,ITRI,Keysight,Kings College London,Lenovo,LGE,Maxar,Meta,National Taiwan University,National Chung Hsing University,Nokia,NTT DoCoMo,Orange,Peking University,PLDT Smart,Qualcomm,Rohde&Schwarz,RWTH Aachen,SK Telecom,SUTD,T-Mobile US,TIM,Telia,TELUS,TNO,Turkcell,TU Dresden,Umlaut,University of Duisburg-Essen,University of Toronto,UScellular,Vodafone,ZTEProgramme Office:Reg Cox(NGMN)Approved by/Date:10.02.2023The information contained in this document represents the current view held by NGMN Alliance e.V.on the issues discussed as of the date of publication.This document is provided“as is”with no warranties whatsoever including any warranty of merchantability,non-infringement,or fitness for any particular purpose.All liability(including liability for infringement of any property rights)relating to the use of information in this document is disclaimed.No license,express or implied,to any intellectual property rights are granted herein.This document is distri-buted for informational purposes only and is subject to change without notice.Readers should not design products based on this document.For all Confidential documents(CN,CL,CR):This document contains information that is confidential and proprietary to NGMN Alliance e.V.The information may not be used,disclosed or reproduced without the prior written authorisation of NGMN Alliance e.V.and those so authorised may only use this information for the purpose consistent with the authorisation.For Public documents(P):2023 Next Generation Mobile Networks Alliance e.V.All rights reserved.No part of this document may be 3EXECUTIVE SUMMARYIn this publication,the NGMN Alliance builds on its earlier work and sets out important aspects for network evolution,considering the opportunities,challenges and design objectives that are intended to guide the broader industry towards delivering services valued by end users.The objectives of this work have been to explore design requirements and provide timely guidance to the industry,to play a key role in avoiding fragmentation of 6G standards and ecosystem to achieve affordable deployments,and to engage with different stakeholders,monitor external 6G activities and facilitate timely exchange with external organisations.This contribution serves to offer guidance towards the realisation of the vision of com-munication systems for 2030 and beyond,currently being developed by ITU-R.As the community builds consensus around potential trends,use cases and associated capa-bilities,it becomes imperative to prioritise design considerations in all aspects,from research and innovations to implementation,deployment,and operational models.In general,the foundation from which this contribution has been developed is on the understanding that there will be a graceful evolution towards 6G,and at this stage we do not rule out the possibility that 6G is an evolution of 5G,either for the core network,the RAN,or both.The requirements include a set of essential needs related to network evolution,such as digital inclusion,energy efficiency towards containment of the overall network energy consumption,and environmental sustainability,as well as the capabilities associated with the prospective generic use cases defined in earlier NGMN publications 1,2 and highlighted in Section 3.In addition,the overall conditions related to the introduction of new service creation must be considered.We recommend that research,and the development of future ecosystems,should prio-ritise the key challenges to address societal and environmental needs,including well-being,prosperity,sustainability,security,resilience and inclusion.In addition,further enablement of digital transformation and automated industries is expected to advance,to address future market needs,with expanded and differentiated opportunities,ope-rational efficiency,and economic sustainability.A number of design attributes and requirements are to be addressed.The outcome sought is obviously one in which end user benefits are identified at a cost which is acceptable.The challenge to reduce cost per bit will however remain.New approaches are needed in addition to continued efforts on simplification,energy efficiency and automation.End to end intelligent system automation,visibility/traceability,and efficient management are needed targeting sustainable and flexible deployment and simplified operation.New paradigms are needed to address traffic growth,extreme requirements(such as immersive,critical,massive,native),capacity needs,minimisation of added complexity,and the alternatives to densification,considering the practical limits of wide-area mobile systems.Service versatility must be provided where and when applicable and relevant;all capabilities may not be concurrent or provided simultaneously.In addition,the use cases with extreme requirements are expected to be enabled where and when needed by the befitting solution and access mechanism.There must be flexibility to make tra-de-offs for deployment.In co-existence and potential concurrence of services such as 4those related to communication,computing,sensing and AI,there is a need to consider efficient optimisation of resources and interactions,in addition to privacy,data protection,data ownership and sensitivity,local-offload trade-offs,power constraints and energy efficiency.Moreover,6G should be designed with novel services and devices,which can validate and accelerate the necessity of future mobile networks for the end users.Finally,6G should also be engineered to help operators meet the net-zero objectives that many of them have committed to,among other environmental sustainability targets.The 6G system is expected to be built upon the features and capabilities introduced with 5G,alongside new capabilities,to deliver new services and value.The essential needs are particularly directed towards building networks that deliver digital inclusion,that are environmentally and economically sustainable,that reduce complexity,address traffic growth,and enable new services through additional features that are complementary to mobile networks.The views of the NGMN indicate that for a fundamental change to take place there must be significant benefits that justify the cost and complexity in technology migration.In any migration to 6G the transition should be carefully considered to ensure that 5G networks are not compromised,and that the features provided by 6G provide end-user value through the addition of new features or the ability to reduce operational cost and subsequently affordability.A healthy global ecosystem,including interdisciplinary research and innovations,and global standardisation,will be essential to address the drivers of 6G,along with design requirements on a graceful path.5CONTENTS0106020307040805INTRODUCTION.6-7CONCLUSIONS AND FUTURE WORK.24MOTIVATION AND SCENE SETTING.8POTENTIAL USE CASES.9ABBREVIATIONS.25REQUIREMENTS AND VALUE INDICATORS.10-17REFERENCES.26DESIGN CONSIDERATIONS AND TRADEOFFS.18-235.1 Introduction.18-195.2 System architecture considerations.195.3 Area capacity.19-205.4 Peak and user experienced data rates.20-215.5 Reliability and latency .21-225.6 Coverage.225.7 Metrics for New Capabilities.225.8 Summary of design considerations.22-231.1 Context.61.2 Document structure.74.1 Essential needs for network evolution.104.1.1 Digital inclusion.104.1.2 Energy efficiency .104.1.3 Environmental impact .10-114.1.4 Native trustworthiness .114.1.5 Support for regulated and public safety services .11-124.1.6 Automation of end to end service delivery .124.1.7 Automated network programmability .124.1.8 Artificial intelligence and compute related capabilities .12-134.2 Potential new capabilities related to usage scenarios .134.2.1 General analysis .13-144.2.2 Enhanced human communications.144.2.3 Enhanced machine communications .154.2.4 Enabling services .15-164.3 Service creation and delivery .16-17601 INTRODUCTIONThe Next Generation Mobile Networks(NGMN)Alliances goal is to provide impactful guidance to achieve innovative and affordable mobile telecommunication services for the end user.Founded by mobile network operators and with global membership,it operates an open forum to discuss and provide direction on next generation network infras-tructure.A particular focus for NGMNs members and partners is the transition towards 6G and associated with this topic NGMN has previously published the following:6G Drivers and Vision 1 and a 6G Use Cases and Analysis 2.In this publication,the NGMN Alliance builds on its ear-lier work and sets out important aspects for network evolution,considering the opportunities,challenges and design objectives that are intended to guide the broader industry towards delivering services valued by end users.It is intended that this publication offers guidance towards the realisation of the vision of communication systems for 2030 and beyond,currently being developed by ITU-R.As the community builds consensus around potential trends,use cases and associated capabilities,it becomes imperative to prioritise design considerations in all aspects e.g.research,technology innovations,implementation,deployment,and operational models to support these use cases and associated capabilities.1.1 CONTEXTThe 5G networks,designed to meet the demands set by IMT-2020,are gaining broad adoption world-wide.A combination of an advanced wireless system built upon the 5G-NR interface,new network capabilities associated with the 5G core,and a new architecture using cloud-na-tive approaches are enabling high-performance networks to be dynamically deployed,with distributed intelligence to the edge,and end to end automated orchestration to address specific user needs.Several features and capa-bilities of 5G and its evolution are intended to make 5G networks future-proof,as the industry advances in its journey forward and studies on future 6G systems are being developed worldwide.Given 5G is at an early stage in its life cycle and new business models of 5G are yet to be fully commercia-lised,and uptake in various segments,such as private and industrial applications is still to grow to a significant scale,the approach towards setting requirements for 6G remains somewhat fluid.It is not yet clear what would be required of an entirely new 6G technology or how it can advance societal and user needs above and beyond 5G and its evolution,so it is worth noting that the motivations,potential use cases and their implications on potential requirements for mobile systems in the 2030s outlined in this document are to be considered without distinction between whether those apply to any new 6G technology,an evolution of 5G/5G Advanced or a combination thereof.This publication has been developed on the understanding that there will be a graceful evolution towards 6G,and at this stage we do not rule out the possibility that 6G is an evolution of 5G/5G Advanced,either for the core network,the RAN,or both.71.2 DOCUMENT STRUCTUREAs outlined above,the NGMN Alliance has previously published reports related to 6G Vision and Use Cases.These activities were conducted in parallel with recognised ongoing techno-logy innovations,building blocks,and developments related to spectrum and regulation.This publication is closely aligned to requirements,however the NGMN recognised that it is premature to define quantitative measures that define 6G whilst service characteristics and service demands remain unclear.Therefore,this publication focusses on qualitative indicators and high-level design considerations.Figure 1:Positioning of this publication in the broader NGMN 6G Programme and sections covered within this publication The structure of this document reflects the highlighted(dark red boxes)in Figure 1.Section 2 defines the motivations for this work;Section 3 reviews the use cases and the capabilities sought;Section 4 introduces general requirements associated with the usage;Section 5 introduces design considerations including recognised challenges and trade-offs.Finally,Section 6 offers the conclusions and proposed way forward.802 MOTIVATION AND SCENE SETTING The motivation for this study and the corresponding de-scription for 6G design requirements follows a long-standing trend in the industry to review mobile network capabilities on a regular basis,and where appropriate,to set target outcomes that meet new and emerging societal and user needs.Previous generations have been introduced on a decade-long cycle,and with the last significant generation change being introduced to meet the demands for IMT-2020 it is time to consider the needs and requirements for connectivity and communication for IMT system for 2030 and beyond.The NGMN Alliance commenced their 6G Project by setting out an outline vision which was then followed by an ex-tensive review of potential use cases proposed by many partners from industry and research communities.In this new work,NGMN were invited to contribute network design requirements,along with key capabilities,new or expanded,that would need to be available to enable prospective use cases.Whilst conducting this work,there was an emerging view amongst the NGMN that 6G is used to define a system solution that supports a broad range of use cases and use cases.As a result,6G is best described as a non-unique system that builds upon the global harmonised standards for mobile networks and may include complementary components and differing implementations,selected to deliver capabilities that meet operational needs depending on specific deployments.Regardless of the complementary components that are less well defined,the importance of global standards is recognised as being of continued critical importance to achieve global economies of scale.The standard develop-ment organisations(SDOs)will therefore play a central role in ensuring the delivery of uniform products into the market that are based on common specifications.It is an-ticipated that the 3rd Generation Partnership Programme(3GPP)will continue to specify the mobile radio,service,and system aspects that are adopted by SDOs.The complementary components and different deployments reflect the use of specifications from other organisations when appropriate(e.g.IETF and O-RAN),and that 3GPP specifications support diverse implementation(e.g.vir-tualised vs.non-virtualised),and different deployment approaches(including non-terrestrial deployment in the 6G era).Similarly,requirements are not only directly driven by the user.Network operator and service provider demands to improve network and service performance as well as increased efficiencies in value creation and delivery must also be considered.Therefore heterogeneity of potential uses and deployment environments necessitates service and solution versatility to maximise flexibility and enable design trade-offs.In summary,the objectives of this publication have been,To explore design requirements,highlight network operators perspective and provide timely guidance to the industry.Play a key role in avoiding fragmentation of 6G stan-dards and ecosystem to achieve affordable deploy-ments.Develop requirements by taking a user centric view.Engage with different stakeholders,monitor external 6G activities and facilitate timely exchange with exter-nal organisations.In the following section a recap of the Use cases as iden-tified by NGMN members and partners is introduced.903 POTENTIAL USE CASES E EN NH HA AN NC CE ED D H HU UMMA AN NC CO OMMMMU UN NI IC CA AT TI IO ON NXR immersive holographictelepresence communicationE EN NH HA AN NC CE ED D MMA AC CH HI IN NE EC CO OMMMMU UN NI IC CA AT TI IO ON NE EN NA AB BL LI IN NG G S SE ER RV VI IC CE ES SN NE ET TWWO OR RK K E EV VO OL LU UT TI IO ON NTrusted Native AI AIaaSMulti-modal communication forTeleoperationIntelligent interaction:sharing of sensation,skills&thoughtsRobot Network FabricInteracting Cobots3D hyper-accurate positioninglocalization,and trackingInteractive mapping,digital twins&virtual worldsAutomatic detection protection&inspectionDigital healthcareSmart IndustryTrusted composition of servicesCoverage expansionEnergy EfficiencyFigure 2:Use Case Classes and Potential Generic Use CasesAs outlined in NGMN 6G Use Cases and Analysis 2,use cases have been grouped into four classes of Generic Use Cases based on their key common characteristics as illustrated in Figure 2,it should be noted that any use cases could appear in multiple classes.The NGMN Alliance recognises the ongoing development of the IMT Vision for 2030 and beyond and has actively contributed input including use cases to ITU-R during this process.The expected scenarios for 6G are represented by NGMN from a variety of perspectives,though with fundamental similarities.These representations highlight in different ways or combinations,the key communication aspects of classes of generic use cases,such as immersive.They also include use cases expected to empower communication,such as integrated intelligence or sensing,and the end to end targets such as sustainability and inclusion.It is acknowledged by the NGMN that identification of future 6G services is still at an early stage and the proposals are speculative.It is understood that the 6G services proposed will need to be analysed in terms of their alignment with market demands and relevance before engaging into spe-cifying the associated formal requirements in standards.In the following section,a qualitative review of the requi-rements is introduced for these services without drawing conclusion on how these are most economically delivered.Enhanced Human Communication including use cases that have the potential to enrich human communications,such as immersive experience,telepresence&multi-modal interaction.Enhanced Machine Communication including use cases reflecting the growth in collaborative robotics,and autonomous machines,the requirement for sensing the surrounding environment and the need for robots to communicate among themselves and with humans.Enabling Services to support new use cases through additional features such as high accuracy location,mapping,energy efficiency or body sensing data.Network Evolution describing aspects related to the evolution of overarching technologies including AI as a service,energy efficiency,and delivering ubiquitous coverage.1004 REQUIREMENTS AND REQUIREMENTS AND VALUE INDICATORSVALUE INDICATORSThere are fundamental properties of mobile networks which are deployed to deliver wide area mobile services to meet objectives on key criteria such as coverage,speed,latency and area capacity.These performance criteria will be expected to improve with 6G to address new uses cases and use cases,with the corresponding design implications introduced in Section 5.The requirements are introduced in this section in three parts:the first part introduces a set of essential needs related to network evolution;the second introduces the capabilities associated with the proposed use cases defined in Section 3,and the third describes overall conditions related to the introduction of new service creation.4.1 ESSENTIAL NEEDS FOR NETWORK EVOLUTIONWhen considering the communication system needs in 2030 and beyond the NGMN identified a set of 6G features that are essential.These features are not necessarily dri-ven by new or speculative use cases but reflect essential needs when operating public networks.4.1.1 DIGITAL INCLUSIONEveryone should be able to access digital services with a good level of service quality and in an economically accessible way.This leads to the following guidance:6G Design should be designed to enable coverage of sparsely populated areas in an economically viable way.User interfaces to 6G should be simple and support intuitive interactions.Digital inequity of 6G services should be avoided.4.1.2 ENERGY EFFICIENCYEnergy efficiency,when measured by energy consumed per transmitted volume,has improved by several orders of magnitude since the introduction of mobile networks.However,the volume of data transported has increased at a greater rate which means that the total energy con-sumed has increased over time.This negatively impacts the environmental sustainability of networks,adds cost to operations,and threatens the ability for networks to continue to scale to meet future capacity demand.In ad-dition,many operators have made strong commitments1 regarding reaching carbon neutrality and net-zero carbon emission,during the 6G-era.This leads to the following guidance:Improvements in energy efficiency must continue to be sought for 6G,and the improvements delivered should exceed the forecast growth in traffic volume to reduce overall energy consumption.To support this,energy consumption figures need to be comparable and interoperable between equipment suppliers and must be made available at all levels of the system to enable 6G system wide monitoring and optimisation.Network features should be supported for low energy consumption of end user devices,and energy scaven-ging for IoT devices.4.1.3 ENVIRONMENTAL IMPACT Service providers are increasingly being measured on their Environmental,Sustainability,and Governance(ESG)performance.Metrics associated with environmental reporting are classified in four themes:climate change,natural resources,pollution and waste,and environ-mental opportunities.Service providers are expected to report not just on their own impact but those of their 1 GSMA Report“Mobile Net Zero State of the Industry on Climate Action 2022”https:/ chain reflecting the products that are purchased and consumed.Therefore,beyond the energy efficiency guidance provided in the previous section the overall environmental impact of 6G should be minimised.This leads to the following guidance:A base station that includes 6G should be able to record and,if needed,adapt its RF emission levels,including number of beams,beam occupancy and radiated pow-er,to enable it to follow any given RF profile,e.g.,to demonstrate compliance relative to national guidelines for EMF or for spectrum licensing compliance.Resources consumed during the manufacturing of net-work equipment and terminals should be monitored and reported as required.Greenhouse gas emitted over the complete life cycle e.g.,manufacture,operation to end of life of network equipment and terminals should be able to be monitored.The impact of real-estate assets e.g.,antenna structures,equipment cabinets,data centers,and their resource consumption should be able to be monitored.Common indicators should be sought in 6G design to allow comparison and to ease the elaboration of the environmental impact of 6G-based services.4.1.4 NATIVE TRUSTWORTHINESSPublic telecommunication networks are part of critical national infrastructure and the services they deliver are increasingly critical for many daily activities.This is driving a sharper focus on native trustworthiness.An often used definition of trustworthiness is from the National Institute of Standards and Technology(NIST),which includes the following five aspects:security(including confidentiality,integrity,availability),privacy,reliability,resilience,and safety2.Native trustworthiness should be specified to ensure that the system is protected from unintended and un-authorised access,that personal data and sensitive net-work data is protected,the system delivers stable and predictable performance in expected conditions,the system gracefully returns to predictable performance in the event of unexpected conditions,and that the system operates safely with respect to life,health,property,or data of telecommunication system stakeholders and the physical environment.6G needs to support trustable networking environments even in untrusted multi-party ecosystems.This means 6G must support guaranteed service and data availability,security,and privacy across multi-party infrastructures,including the establishment of trusted exchanges across untrusted environments.Guidance related to native trustworthiness include the following but not limited to:The 6G design should provide means to ensure high levels of resilience,security,safety,reliability,and privacy.The 6G system should be quantum robust in face of the introduction of quantum computing.Digital identities should be protected and securely stored to prevent from unauthorised access.Privacy sensitive data should be protected not only in terms of confidentiality,integrity and availability but also anonymity as well as according to the minimality principle3.The 6G system should include security assurance sche-mes for the whole lifecycle from the products design to network deployment and operation.3 The minimality principle means that sensitive data should be disclosed to a mi-nimum possible extent for a minimum period of time only to entities authorized by the user and to be used only for purposes explicitly authorized by the user.2 NIST Framework for Cyber-Physical Systems;Volume 1,Overview124.1.5 SUPPORT FOR REGULATED AND PUBLIC SAFETY SERVICESConsistent with and implicit in usage scenarios,native voice services must be available at the launch of 6G net-work equipment and user terminals.Voice communication conveys emotions and personality,enriching the actual content of the data and information.Mobile voice services are real-time critical services,so the slightest delay or interruption are noticeable to the user.Enabling seamless and high-quality voice calls across multiple generations of radio access requires intricate network design and must be part of 6G fundamental requirements.6G networks will co-exist with 5G networks for a long time,so inter-working and hand-off with 5G voice services must be supported to provide continuity and a smooth transition to 6G.Messaging services have become integral to everyday life,from social interactions to business applications.While the technical implementation of messaging service(s)is transparent to the consumer,support for interoperable message services is needed.It is imperative that national and regional regulatory requirements be supported at the launch of the next generation of mobile networks.Emergency services still require support for voice communications.4.1.6 AUTOMATION OF END TO END SERVICE DELIVERY Network operators will have to offer a larger and more complex portfolio of services to provide their customers the best fitted services for their needs at the time they need it.An ability to dynamically provide and dynamically adapt services tailored to the exact needs of customers is required to manage the tradeoff between added value for customers and cost.But managing the associated rising complexity is a challenge by itself.In this context,auto-mation of service delivery is critical for network operators to enable them to efficiently manage large portfolios of services and will allow them to:Optimise the time required to deliver a custom service.Reduce the risk of erroneous configuration instruction and associated side effects.Manage dynamically adaptive networks,for example to adapt to changing customer demand or evolution of network topology.Such ability to automate service delivery implies that 6G Networks are capable of:Full-system standardised monitoring to enable the collec-tion of the required data to feed automation algorithms.Support different configurable trade-offs between several possible optimisation objectives(e.g.,energy consumption,capacity,resilience)and be able to switch between them depending on the context.Support a standardised or at least uniform service description framework.Provide flexible and configurable network functions at the access and core layers.134.1.7 AUTOMATED NETWORK PROGRAMMABILITY The programmability of concatenated resource segments is foundational for a system-wide automation of end to end network slicing,with dynamic adaptability to system conditions,service assurance and life-cycle management,without human intervention.An automation of end to end network slicing is essential for the realisation of new capabilities and services being envisioned for 6G.In this context,resource allocation for a given end to end network slice spans the different segments of core,edge,transport,with heterogeneous coverage footprints,which reflect various deployment scenarios.With the continuing emergence of innovative services,and flexible deployment scenarios,architectural shifts are pivotal for an effective management of the IP bearer network and resource allocation across the different seg-ments of an end to end system.A concatenated routing of resources,across the different segments of an end to end system,for a given end to end network slice,augments the granularity of the programmability of the bearer network.The primary benefits that accrue from a self-organising automation of a concatenation of resource segments,in-clude compatibility with existing networks,heterogeneous cloud networks,agility of service provisioning,ubiquitous connectivity,deterministic quality,and an improved gra-nularity of resource allocation,through service awareness.These attributes are aligned with optimised performance,extensibility,and scalability for enabling evolutionary business and deployment models,over flexible modalities of end to end network slicing.4.1.8 ARTIFICIAL INTELLIGENCE AND COMPUTE RELATED CAPABI-LITIES The ability to provide AI as a service(AIaaS)is seen as a new enabler for the 6G system.In this perspective,AI-ba-sed applications could be hosted and taken care of by the 6G system,which will provide:Communication services between intelligent agents well suited for AI requirements.Computing power to efficiently host AI-based applications.A 6G system should benefit AI applications thanks to its ability to support large AI models,to ease training with its data sharing capabilities and to support large scale distributed learning.As a consequence,a 6G system should speed up delivery of reliable and accurate inferen-ce results while protecting data privacy and sovereignty.In addition,a 6G system is expected to provide superior energy efficiency compared to classical implementations.This perspective will require specific capabilities to be supported by 6G systems:The volume of training/updating data to exchange between intelligent agents could be massive,especially for large scale distributed learning deployment.Con-sequently,AIaaS requires high uplink traffic capacity.Collected and storage training data can be sensitive and need to be processed with privacy and transparent handling.For AI applications with stringent end to end laten-cy requirements,end to end latency includes both communication and inference computing time.Such applications need highly efficient and reliable results in terms of inference capability of AI and its delivery.A 6G system should support the ability to manage mo-del training/updating,model deployment,and model storage,and to facilitate model download.A 6G system should support the ability to manage and coordinate AI capable computing resources.Careful design is necessary to ensure that the increase in volume of data does not lead to unbounded energy increase that conflicts with the objective of reducing energy consumption.144.2 POTENTIAL NEW CAPABILI-TIES RELATED TO USAGE SCENA-RIOSIn this section the design considerations related to the three proposed usage scenarios,enhanced human com-munications,enhanced machine communications,and enabling services,introduced in Section 3,are discussed.Figure 3:Different levels of value Indicators4.2.1 GENERAL ANALYSIS The capabilities to enable potential 6G use cases are expected to include both expanded ones,such as those for throughput and latency,and new ones,such as value indicators related to sensing and imaging or AI inference.The identification of meaningful capabilities for 6G has generally taken a user or application-level perspective,with considerations for the end to end system-level per-formance.In this context,sub-network considerations,particularly for radio/access are highlighted as appro-priate.Figure 3 shows a perspective on different levels of value indicators.At this stage,the capabilities are discussed qualitatively,and those which may be positioned as quantitative are limited to identification of indicators,possibly along with representation units.As outlined in NGMNs 6G Use Cases and Analysis publi-cation 2 use cases have been grouped into four classes of generic use cases based on their key common charac-teristics,though the use cases may not necessarily be restricted to one class.Each class is further discussed below,in terms of potential requirements and challenges.4.2.2 ENHANCED HUMAN COM-MUNICATIONSThis grouping represents applications that have the poten-tial to enrich human communications,such as immersive experience,telepresence,and multi-modal interaction.Within this group there is a range of proposed applicati-ons.Some complement the existing real-world experience(extended or augmented reality)for applications such as remote health,teaching,or tourism.Others are more immersive(virtual reality)which may support applications related to gaming,training in complex environments,or fully hosted communications in a virtual world.Whether the applications are augmented reality,or fully immersive virtual reality,it is likely that the system supports multi-modal/sensorial communication with multiple in-puts and multiple outputs that are further enhanced with ambient sensor data.Such applications typically require high user experienced throughout,human-acceptable 15latency,and synchronicity between devices.In most cases it is expected that the system includes wearable devices which may,in themselves,have limited communication capabilities.The dependency on private data implies that appropriate authentication mechanisms are supported with credentials securely stored and protected.The characteristics demanded for a specific application will differ depending on the level of immersiveness that is anticipated.For example,an augmented reality service based on textual and symbolic information may have relatively modest data throughput and latency demands,whilst a fully immersive experience based on high-resolution 3D projection may require very low-latency communications to a local edge compute platform that performs image rendering.The design requirements of a system are therefore specific for the intended application.The design should consider:Mobility requirements:How is the application intended to be used is mobility necessary(or possible),or is the application going to be used within a controlled,localised,area?Connectivity Requirements:Will the application require wearable devices and if so,will these communicate through a gateway(such as a smart-phone or a local wireless hub)or will they require connectivity directly to a public mobile network?Compute Requirements:Will an edge compute platform be close to the usage of the application(e.g.a high-end graphical processing unit)to support dedicated image processing and reduce latency?Trustworthiness Requirements:What level of trustwort-hiness is desired is reliability,security,and resilience an important factor for the specific application?What are the cost implications,the overall value and end-user propensity to pay for a service over a public mobile network relative to a service provided over alter-native(combination of)technologies?Environmental Interaction Requirements:How much and what level of interaction with the real world is desired for the specific use case e.g.immersive experience,telepresence or multi-modal interaction?Some applications of immersive communication are susceptible to be largely adopted and widely used among 6G subscribers.What capacity is required from the 6G system to support the envisioned(potentially large)numbers of simultaneous users of an immersive application?Depending on the application,the throughput demanded to the end device(smart-glasses or immersive headsets)could be anywhere from a several Mbps to Gbps and different applications will also have its own sensitivity to latency and jitter.It therefore appears that a single quan-titative approach is inadequate to cover this set of use cases as solutions will be designed for a given purpose.With this understanding,it is more appropriate to consider 6G as a set of capabilities which reflect the combination of complementary technologies and connectivity options that are necessary to support such applications.4.2.3 ENHANCED MACHINE COM-MUNICATIONSThe flexible deployment options and high level of security and performance have established 5G as a solution for a variety of connectivity solutions within an industrial setting.This developing eco-system builds upon the economies of scale that are driven by consumer mobile broadband enabling a supply of network equipment and end user devices that are cost optimised.It is anticipated that as this eco-system develops further in the period to 6G there will be a set of new demands associated with enhanced machine communication.This set of use cases reflects the growth in collaborative robotics,autonomous machines,the requirement for sensing the surrounding environment and the need for robots to communicate among themselves and with humans.It can be foreseen that the system solution for such a use case is complex.A connected robot or machine will use sensors associated with its specific function,the processing of information may be conducted locally on the machine to support near real-time reaction,or a subset of data(or possibly all data)collected may be transferred to an edge compute node for more complex processing.The machine or robot may be in a fixed location,or in some cases it may follow a self-determined route in a factory environment.16Further,delivery robots that operate beyond an enclosed industrial environment can also be anticipated.In such cases,robots will require to sense the local environment,have good location and positional awareness,and have computational support either locally or at the edge of a mobile network to make decisions on route management and obstacle avoidance reflecting the safety of humans in the surrounding environment.The 6G solution must therefore be able to adapt to the different use cases and environments in which the specific machine communication application is intended and to coexist with already existing 5G industrial deployment.The design should consider:Mobility requirements:How is the application intended to be used is mobility necessary(or possible),or is the robot going to be used within a controlled,localised,area?If the robot or machine operate at a fixed,or ne-ar-fixed location,complementary solutions to a public mobile network may be appropriate.Compute Requirements:Is the processing of data per-formed locally on the machine to support real-time reaction,or at an edge compute platform?Trustworthiness Requirements:What level of trustwort-hiness is desired?Are reliability,security,and resilience an important factor for the specific application?Environmental Interaction Requirements:How much and what level of interaction with the real world is desired for sensing the surrounding environment?Similar to the observations on enhanced human com-munications,it can be anticipated that the demands on a machine or robot application can vary enormously.At one extreme the data payloads and requirements on throughput and latency may be relatively modest.At the other extreme,a highly automated industrial process may require communication links that support Gbps rates,very low latency,and high resilience.Such process could also require the support of many simultaneously connected machines.However,it is essential to understand how the most extreme demands are best served with a 6G system when considered holistically to avoid specifying characteristics that may compromise other aspects.This is discussed further in Section 5 where trade-offs in system design are considered.4.2.4 ENABLING SERVICESIn previous work on determining 6G use cases,NGMN and external stakeholders identified a category representing services that require additional features to communica-tion networks,such as high accuracy location,mapping,environmental or body sensing data.Such features were previously outside the normal scope of defining commu-nication networks.The following summarises the main groupings and associated design considerations.Accurate 3D positioning,interactive mapping,object sensing and digital twinsIn developing use cases,several were observed to have dependencies on accurate positioning.This includes a variety of devices,indoor and outdoor,covering low-cost objects such as autonomous tags to collaborative robots(cobots).The emergence of digital twins that replicate aspects of the real-world,such as smart-cities,also have a need to collect a variety of 3D positioning data repre-senting map location and height.One proposal to complement conventional positioning solutions is to use combined sensing and communications technologies.In this approach,a modified radio protocol is proposed that uses reflections from objects to support sensing of the local environment.Such a capability may have applications where vehicles,machines,or cobots are required to both detect and communicate with each other and relative position is important.The collection,transfer,and management of positio-ning,mapping sensing and imaging data introduces new requirements beyond those of 4G and 5G positioning.Solutions must be available that enable the capture of 3D positioning(indoor and outdoor),mapping sensing or imaging data;there must be sufficient capacity,throughput,and adequate latency in the communication network to support many location or position updates;the system must respect the principles of trustworthiness such that security mechanisms build end to end trusted exchanges of data and be compliant to local regulatory requirements.Digital HealthcareThe healthcare sector is projected to have,in the future,new demands on technology and communication systems.This will include requirements that ensure that a hospital or health-care location has full connectivity across all buil-ding assets,ensuring that people and objects can all be connected over a robust trustworthy framework.Health monitoring and medical research will include in-body 17devices that communicate with on-body devices outside,which in turn can transport the data to the internet where a digital body double is analysed.Such a6G telemedical paradigm will be enabled by body sensing and analytics in conjunction with wide area connectivity.The com-plexities of health-care management will be simplified using intelligent sensors,asset tracking,and workflow processes.In the broader sense,6G system capabilities that host advanced computing platforms at the network edge may also be used to support image processing for diagnostic purposes and data management using AIaaS optimised for health sector needs.The essential requirements of a 6G system include the ability to support sub-networks of body networks,and the need for privacy preserving technologies.Smart IndustryThe increasing automation of industry and manufacturing supported by digital technologies(often associated with industry 4.0)addresses not only direct production but also the whole business process.Within the production cycle there may be multiple processes that 6G systems can support with digital twinning enabling diagnostics,monitoring,and process optimisation.The 6G system requirements will include the ability to collect data with high reliability,to integrate sub-networks and sensors,and to be able to process data on-site in a trustworthy framework.Where there is on-site enterprise compute infrastructure the 6G system capabilities may be hosted locally and interwork with a 6G system supporting wide-area coverage and mobility.Trusted composition of servicesIt is anticipated that enhanced human and machine com-munication will increasingly require converged networks which will allow for a trusted composition of services to support the various,increasingly dynamic and complex use cases of the future.This is expected to set requirements for the 6G system that provide a framework for a simplified and trusted composition of services by establishing a federated con-trol-plane between different networks(mobile and fixed access,Bluetooth,Wi-Fi,).The control plane manages the needed service endpoints for service registration,discovery and pairing of user-plane functions.4.3 SERVICE CREATION AND DE-LIVERYAs indicated,the trends point to a few classes of potential use cases and new enabling paradigms.The capabilities related to these enablers will likely develop and mature at different rates,therefore specific use cases may need a phased evolution.The new forward-looking capabilities introduced as part of 5G Advanced are expected to evolve towards 6G ex-tending the value associated with investments in 5G.In addition to feasibility and sustainability of service ena-blement and operation,a graceful evolution path creates stability in market.On the other hand,new features of 5G Advanced show that not all new use cases and services will be addressed at start of a new system.This must be considered in the development of 6G,while avoiding a short-term focused architecture to have the flexibility to introduce new features and use cases not imagined earlier in the development phase.Service versatility must be provided where and when applicable and relevant;all capabilities may not be con-current or provided simultaneously.In addition,the use cases with extreme requirements are expected to be enabled where and when needed by the befitting solu-tion and access mechanism.There must be flexibility to make trade-offs for deployment.The reality is that a 6G network will not meet all performance goals and metrics for every subscriber at every location.In co-existence and potential concurrence of services such as those related to communication,computing,sensing and AI,there is a need to consider efficient optimisation of resources and interactions,in addition to privacy,data protection,data ownership and sensitivity,local-offload trade-offs,power constraints and energy efficiency.1805 DESIGN CONSIDERATIONS DESIGN CONSIDERATIONS AND TRADEOFFSAND TRADEOFFSWith the general requirements related to network evo-lution and new capabilities introduced previously,this section identifies the significant design considerations to meet those requirements.General considerations are introduced,followed by more detailed guidance related to individual network and service aspects.5.1 INTRODUCTIONWithin the mobile radio network domain,the 5G Stand Alone(5G SA)is at an early stage of deployment with 31 network operators having launched 5G SA as of Q3 2022 3.It is anticipated that this will increase significantly in the following years as 123 network operators in 55 countries have demonstrated an intent to launch 5G SA 3.This tran-sition is motivated by several factors:improved spectrum efficiency and more effective usage of new spectrum bands,improved energy efficiency and improved capabilities related to end user performance such as throughput and latency.To support this,administrations in many regions identified and released allocations of new IMT spectrum.The design for 6G may include the specification of a new Radio Access Technology(6G-RAT)but this is not yet assured and 6G becoming an evolution of 5G-NR cannot be discounted.Regardless,co-existence with 5G-NR will need to be supported.For a new 6G-RAT to displace 5G it must demonstrate very significant benefits over and above an evolved 5G-NR in the most significant metrics such as spectral and/or energy efficiency.The potential for a 6G-RAT should also be approached with a view on whether new IMT spectrum is identified,in what band,and what quantum of resource as this will determine whether an economic solution is appropriate for wide-area mobility.If a 6G-RAT is deployed in a new IMT band,then it should complement existing 5G deployments and avoid any spectrum efficiency reduction of 5G.For a 6G-RAT to di-splace incumbent 5G technologies in existing spectrum bands the threshold for relative improvement over 5G-NR should be greater to overcome the additional cost and complexity associated with technology migration.During such a migration the 6G service should have access to 5G spectrum to ensure it offers competitive data rates to 5G,either using a dual connectivity architecture or,using dynamic spectrum sharing between 5G and 6G-RAT with a cost-effective shared baseband implementation.It should also be noted that as service providers continue to seek improvements in operational and energy efficiency,there is a desire for networks to become simpler to operate and maintain,therefore 6G should not add complexity,while design paradigms should prioritise and ensure graceful introduction and easy operation.This means that the migration to 6G should avoid disrupting existing users and be software driven,taking advantage of concepts like virtualisation.The 5G Core(5GC)that underpins 5G Stand Alone(5G SA)networks is at a similar stage of maturity and deployment to 5G SA.This is cloud-native with an open,modular structure,coupled with the 5G Service Based Architec-ture(5G SBA)making it practical to introduce and scale network functions as required.The 5GC SA functions can be moved to the edge of the network,satisfying the low latency demands of critical communication to fulfil the needs of new services and applications.For 6G,it is anticipated that the system architecture will inherit the same design principles ensuring a smooth evolution for new communication services.Significantly,the emergence of disaggregated RAN princi-ples on the access network is also leading to flexibility and new options in deployment through the disaggregation of network elements such as centralised and distributed units(CU and DU).In some cases core network functions,oriented to the needs of edge applications are deploying to more edge locations and the access and core networks are gradually appearing to overlap in physical locations.6G should consider the convergence and reconfiguration of logical functions to deliver more efficient and lower cost deployments.In parallel to the deployment of 5G networks there is a trend in many geographic regions towards separation of network assets by service providers,leading to tower assets being managed by providers that then offer who-lesale access using either active or passive sharing.Other developments include the emergence of neutral hosts 19that install shared infrastructure to host multiple service providers.These commercial frameworks must be fully supported by 6G systems.With this context and based on the requirements and new capabilities introduced previously,the following expands on the high-level system design considerations.Section 5.2 describes system architecture considerations and sections 5.3 to 5.6 discuss design considerations that relate to radio network design.5.2 SYSTEM ARCHITECTURE CON-SIDERATIONSMulti access convergenceThe essential,and new requirements will require a 6G system to support access to communication systems that extend beyond conventional cellular based infrastructure.In one extreme,6G should be able to support very wide area and ubiquitous coverage,and at the other it should be able to support fully immersive communications in localised areas.Building upon the inherited cloud and service-based ar-chitecture approach,it is anticipated that the evolved 6G architecture will introduce new network functions that extend core capabilities such as mobility management,routing,security,policy control,charging and subscriber data management to support seamless multi-access across disparate networks.Cross-domain and cross-layer scheduling and ma-nagementFor a 6G system to support end to end deterministic services for industrial applications the numbering system used must be able to interoperate with the identification system of the industrial internet.This demands an architecture in which the management boundary can extend to include cross-domain and cross-layer communication systems.Communication,sensing and computing as a conver-ged networkConvergence of this set of capabilities will be necessary to make good use of these new capabilities,requiring a deeper integration at the architecture level including the operational management of systems to avoid adding significant complexity.Security system based on zero trustThe transition in the telecoms industry towards security models based on zero trust architecture is a step change from existing approaches based on perimeter security.In a zero-trust architecture,no assumptions are made on trustworthiness,and secure network access is limited to users(and devices)that are authorised and approved.As cloud infrastructure is increasingly used to host enterprise infrastructure and core network features the concept of zero trust must be extended to include aspects such as the execution environment and device hardware in cloud environments.The concepts underpinning zero trust will be a key consideration in the 6G system architecture.Simplicity and solving legacy problemsReducing network complexity,including phasing out of legacy technologies such as 2G and 3G,provides an opportunity for future simplicity of communication net-works.New features,and network functions,should adopt self-contained modules that are managed through self-or-ganising mechanisms to significantly reduce complexity.Disaggregation and Softwarization Disaggregation and Softwarization(decoupling of HW and SW)of Core and RAN are either already implemented or targeted in the near future with considerable introduction efforts ongoing,for 4G and 5G.They bring flexibility for multi-vendor deployment,and flexible functional placement across the network as described in the proceeding section.6G should be designed in a way that maintains and extends adoption of these concepts without the system integra-tion challenges of excessive functional decomposition.To create flexibility for multi-vendor implementation,it will be important to develop the important interface specifi-cations in relevant standardisation bodies in a timely way.5.3 AREA CAPACITYA significant challenge for MNOs is to economically meet the growing demand for mobile services.Projections by some regulators 4 indicate at least a x20 fold increase in traffic growth in the period to 2035(relative to a 2021 reference),but this could be as high as x100 or x500 de-pending on assumptions.Further significant growth can be anticipated from 2035 if new performance-demanding services become commonly used on a wide area basis.A proportion of this traffic growth may be accommodated through deployment of larger and more advanced antenna 20schemes supporting multi-layer multi-user MIMO.Howe-ver,5G is already utilising Massive MIMO antenna with a high bandwidth in 3.5 GHz spectrum,and in many lower bands,4 or 8-layer MIMO is deployed.Antenna size and weight will constrain the extent of more advanced anten-na schemes that can be supported on tower structures.Beyond the approach of more advanced MIMO and respecting the constraint for locations that can support macro sites in urban locations,two further approaches can be considered to support mobile capacity growth:new allocations of high-power,exclusive use,IMT spectrum or small cell network densification.Densification using small-cell networks has been explored for many years and there are different potential options including outdoor or indoor small cells,relays,repeaters,and most recently,reflective intelligent surfaces(RIS).There are technical challenges with each:spectrum may require to be dedicated which reduces the capacity of a macro-cell layer,the size and weight of equipment may be too big or heavy for installation on street assets,availability of fibre for front-haul and back-haul may constrain where sites can be located,and in-building coverage may not be achievable.Small cell networks lead to more equipment,transport,and site acquisition/rental resulting in higher capital and operational costs relative to macro cell net-works delivering the same area capacity.In addition de-ployment of any additional hardware need to be carefully considered,as each new piece of deployed hardware may expand the CO2 footprint of the network,increasing the challenge to meeting the net-zero objectives.The allocation of new IMT spectrum has been a more cost-effective means of extending capacity and would also be preferred from a sustainability perspective as studies 5 have highlighted that lower site densities reduce overall power consumption.This spectrum needs to be in appropriate low or mid band to provide useful coverage and capacity on a macro cell grid,although it is recognised that such resource is limited.The 6G system design must be approached with these challenges in mind.Network Operators would need reliable sources of extra revenue coming from new services to fund the densification needed to maintain large increases in area capacity in the 6G era.Such densification therefore cannot be taken for granted today.A supply of new licenced IMT spectrum should help reduce levels of densification to make increasing area capacity more affordable,but the amounts of such spectrum in suitable bands is anticipated to be limited.Solutions that reduce the technical challenges and associated financial and energy cost of densification seem necessary to maintain area capacity growth in the long term.In parallel,alternative approaches that offload mobile data may be necessary such as self-provisioned Wi-Fi networks,dedicated private networks or hybrid private/public networks using shared access spectrum.All the above will require to be supported by 6G systems.5.4 PEAK AND USER EXPERIEN-CED DATA RATES The minimum technical performance requirement for IMT-2020 included peak rates of 20Gbps on the downlink and 10Gbps on the uplink,with target user experienced data rates of 100Mbps on the downlink and 50Mbps on the uplink.The 3GPP submission 6 to ITU fulfils the IMT-2020 requirements,however there are practical considerations which might limit the ability to reach each of these targets.In developing a 6G system,consideration must be made of practical limits.The assumptions for IMT-2020 underpinning peak data rates assume the highest spectral efficiency on the radio link.On the downlink it is assumed that the radio link supports 8-layer transmission,and on the uplink 4-layer transmission without transmit power limit.The evaluation for peak rate is then made on the assumption that appro-ximately 550MHz of TDD spectrum bandwidth is available.The highest spectral efficiency using modulation format 256QAM with multi-layer transmission is only possible in specific radio conditions.The radio channel must support a very high signal to noise ratio(SNR)and the right multipath conditions for multi-layer transmission.In practice,these conditions are achieved in the absence of interference and over short radio links.This isnt a very common situation in wide area networks;therefore,the peak performance is not a meaningful metric for such deployment of 6G systems.The targets on user experienced data rates for IMT-2020 were 100Mbps in downlink and 50Mbps in uplink.It was evaluated by multiplying an amount of spectrum with the 5th percentile user spectral efficiency,therefore considering that experienced data rate scale linearly with bandwidth.This remains true only as long as the received power remains unchanged despite the wider bandwidth,which would require either a higher transmit power or a lower path loss.Both of those options are limited by 21practical considerations,for example,uplink transmit power limitation or feasibility concerns of densification.Consequences of seeking higher data rates for 6GThe achievable capacity of a radio link is given by the product of the bandwidth and the logarithm of one plus the signal to noise ratio.In practice this means that to achieve higher throughput either the bandwidth,the signal to noise ratio or the number of spatial layers must be increased.The number of spatial layers supported is limited by the number of transmit and receive antennas and characteristics of the radio channel.The logarithmic nature of Shannons equation means that the level of densification needed quickly becomes unmanageable at high SNR.For instance,to double the data rate starting from an SNR of 10 dB,one needs to increase the SNR to 20 dB,i.e.,10 dB path loss reduction with approximately half the cell range and four times as many sites.Scaling the available spectrum bandwidth with the data rate can avoid the logarithmic dependence on SNR.However,for a fixed radiated power,a 3 dB path loss reduction is nonetheless required leading to around 50%more sites.Consequently,for the uplink 5th percentile,even if more spectrum is made available,densification is needed to significantly increase data rates.But densification might lead to high cost,higher overall network energy consumption and increased environmental impact.Therefore,network densification for wide area coverage will need to carefully include economical and sustainability criteria into its design to avoid an increased overall network energy consumption and environmental impact,which will happen if such a deployment is made without sufficient consideration.For the uplink and downlink peak rates and for the downlink 5th percentile,new spectrum would help reduce levels of densification,however,it can be observed that for IMT-2020 a bandwidth of 550MHz is already necessary to achieve a peak data rate of 20Gbps.Therefore,if a scaling of x10 or x100 is sought then the bandwidths required would be in the order of 5GHz to 50GHz.Further consideration is needed to allocate these bandwidths in frequency ranges that have reasonable propagation characteristics for wide area communications and to alleviate concern on such scaling of data rates potentially becoming economically and environmentally,including in terms of energy con-sumption,unsustainable For now,the following is considered.Subject to regional and national situation,if spectrum that allows a wide bandwidth allocation and has reasonable propagation characteristics is found,that spectrum would help opera-tors to economically improve performance of wide area broadband communications.In addition,as explained in the previous section,the 6G system design should seek solutions that reduce the technical challenges and asso-ciated financial and energy cost of densification.Environ-mental aspects,such as energy consumption 7,must be considered at the initial release of 6G building upon the enhancements identified by 3GPP for 5G.In this way 6G systems need to face practical limits such as fixed radiated power and avoiding run-away energy consumption and it is reminded that one of the essen-tial objectives of network evolution is to improve energy efficiency and reduce absolute consumption.To conclude,UL and DL data rate performance improve-ments should be sought for 6G as far as they are possible considering sustainability and economic constraints.5.5 RELIABILITY AND LATENCYThe reliability requirement for IMT-20204 are stated as:The minimum requirement for the reliability is 1-10-5 suc-cess probability of transmitting a layer 2 PDU(protocol data unit)of 32 bytes within 1ms in channel quality of coverage edge for the Urban Macro-URLLC test environment,assu-ming small application data(e.g.,20 bytes application data protocol overhead).The reliability and delay are sufficient for XR and the requirement is measured at the cell-edge in a wide area network.However,an additional requirement when it comes to support immersive communication is high data rates.The IMT-2020 requirement corresponds to a data rate of 32B/1ms=256kbps whilst an immersive service requires tens of Mbps.Further,the requirement does not include any constraint on spectral efficiency.With 5G NR it can be supported without retransmissions and using a strong code rate.To improve efficiency,e.g.,to support more simultaneous users,being able to retransmit within the delay budget would be beneficial.This requires faster response times and shorter transmit cycles.4 Minimum requirements related to(itu.int)22For the reliability and latency to be more relevant for immersive communications,the 6G system requirements should be complemented with a requirement on relevant data rates and efficiency.5.6 COVERAGEAs noted in the section on“Digital inclusion”,it is desira-ble that 6G systems deliver new services available to all.For mobile services,this implies that coverage should be sought for all areas,including rural or mountainous areas,where it can be difficult to deliver economic service with existing infrastructure solutions.The 6G system in its design should consider how economic solutions can be developed for hard-to-reach rural areas,and this may include non-conventional solutions such as non-terrestrial high-altitude-platforms or satellite-based services to deliver mobile services.For fully immersive communication services the 6G system should also be available in the areas in which those services are needed using the appropriate access mechanism(s).5.7 METRICS FOR NEW CAPABILI-TIESThe interaction between the requirements for new ca-pabilities such as sensing,imaging and AI/compute with communications with each other will need to be discussed qualitatively and quantitatively with,for example whether introduction of the new capabilities will require additional trade-offs to be made on the traditional communications metrics discussed in the earlier sections.The applicability of existing metrics like the coverage to the new capabili-ties and the new metrices that may need to be defined.New capabilities will also need to be evaluated for their energy efficiency,which might need the definition of new metrics,their impact on overall energy consumption as well as their global environmental impact(including greenhouse gas emission,needs for new hardware and associated resources consumption).5.8 SUMMARY OF DESIGN CONSI-DERATIONSWe recommend that research,and the development of future ecosystems,should prioritise the key challenges to address societal and environmental needs,including well-being,prosperity,sustainability,security,resilience and inclusion.In addition,further enablement of digital transformation and automated industries is expected to advance,to address future market needs,with expanded and differentiated opportunities,operational efficiency,and economic sustainability.A number of design attributes and requirements are further highlighted below:For most technology outcomes sought there is often a trade-off between the benefits it brings versus the costs in other aspects such as spectrum resource,spectral and energy efficiency,or environmental consequences related to the usage of finite resources.6G systems are likely to be deployed in a period in which resource usage is under greater scrutiny when compared to previous generational changes.The outcome sought is obviously one in which end user benefits are identified at a cost which is acceptable.The challenge to reduce cost per bit however will remain.New approaches are needed in addition to continued efforts on simplification,energy efficiency,automation,disaggregation and softwarization.These should ena-ble the introduction of new technology plug-ins where possible and feasible and should provide flexibility and scalability.To achieve sustainable,flexible deployments with sim-plified operations,end to end intelligent system auto-mation,visibility/traceability,and efficient management are needed.This includes solutions to optimise network management(including the use of AI),seamless and efficient exposure of APIs,and capabilities supporting simplification,flexibility,and deployment options.New paradigms are needed to address traffic growth,extreme requirements(such as immersive,critical,massive,native),capacity needs,minimisation of added complexity,and the alternatives to densification(such as multi-access and offload,novel complementary solu-tions,dedicated private/public networks,data relevance and efficiency,new spectrum,and shared networks),given the practical limits of wide-area mobile systems and the critical goal of reducing overall network energy consumption.23 As previously indicated,the trends point to a few classes of potential use cases and new enabling paradigms.The capabilities related to these enablers will likely develop and mature at different rates,therefore specific use cases may need a phased evolution.Service versatility must be provided where and when applicable and relevant as all capabilities may not be concurrent or provided simultaneously.There will be flexibility to make trade-offs for deployment so that use cases with extreme requirements are enabled where and when needed.Some services may experience co-existence or potential concurrence for resources(munication,computing,sensing and AI).This should be enabled by efficient optimisation of resources and interactions,in addition to privacy,data protection,local-offload trade-offs,power constraints and energy efficiency.Design considerations and imperatives ensure the goals and motivations of 6G are met with societal,environ-mental,and economic sustainability,enabling superior user experience,performance,and capabilities,advan-cing digital transformation with new and differentiated services,and opening new market opportunities.2406 CONCLUSIONS AND FUTURE WORKThe 6G system is expected to be built upon the features and capabilities introduced with 5G,alongside new capabilities,to deliver new services and value.Any new technology should enable superior functionalities and capabilities,supporting new and differentia-ted services,advancing digital transformation and opening new market opportunities,considering efficiency and affordability.Sustainability that includes energy efficiency and adoption of green technologies and green energy,towards carbon neutrality,is a key focus of NGMN,for this decade and beyond and should be a fundamental design consideration for 6G.This 6G publication is intended to provide guidance on the identified trends related to use cases,as well as highlighting essential needs in network evolution.The essential needs are particularly directed towards building networks that deliver digital inclusion,that are environmentally and economically sustainable,that reduce complexity,address traffic growth and enable new services through additional features that are complementary to existing mobile networks.At this stage,there is no decision on whether a new radio access technology or core network is required for mobile services.However,the views of NGMN indicate that for a fundamental change to take place there must be significant benefits in essential metrics such as spectrum and energy efficiency that justify the cost and complexity in techno-logy migration.In any migration to 6G the transition should be carefully considered to ensure that 5G networks are not compromised with regards to spectral efficiency,and that the features provided by 6G provide end-user value through the addition of new features or the ability to reduce operational cost and subsequently improve affordability.As 6G research continues through international collaboration,the understanding of potential improvements in spectrum and energy efficiency will become clearer.In par-allel,5G deployment using 5G SA,product evolution and optimisation,distributed cloud and intelligence,and new capabilities such as edge computing and dynamic service provision,will become more established and set for where market demand exists for new services.This combination of 5G forward-looking features and market demand and the capabilities identified from 6G research are then expected to converge with clear outcomes and recommendations for future network deployment.A healthy global ecosystem,including interdisciplinary research and innovations,and global standardisation,will be essential to a successful introduction addressing the dri-vers of 6G and the design requirements providing a graceful path.2507 ABBREVIATIONS3GPP3rd Generation Partnership Project5GThe fifth generation of mobile system standard5G-NR5G New Radio5G SA5G Stand Alone5GC5G Core network5G SBA5G Service Based Architecture6GThe sixth generation of mobile system standard 6G-RAT6G Radio Access TechnologyAIArtificial IntelligenceAIaaSArtificial Intelligence as a ServiceCUCentralised UnitsDUDistributed UnitsESGEnvironmental,Sustainability and Governance performanceIETFInternet Engineering Task ForceIMTInternational Mobile TelecommunicationsIMT-2020Requirements issued by the ITU-R for 5G networksIMT-2030Requirements issued by the ITU-R for 6G networksIMT-RIMT Radiocommunications SectorITUInternational Telecommunication UnionITU-RITU Radiocommunications SectorMIMOMultiple-Input Multiple-OutputNISTNational Institute of Standards and TechnologyNGMNNext Generation Mobile Network AllianceNWNetworkO_RANOpen Radio Access NetworkPDUProtocol Data UnitPLMNPublic Land Mobile NetworkQAMQuadrature Amplitude ModulationRANRadio Access NetworkRISReconfigurable Intelligent SurfacesSDOStandard Development OrganisationSNRSignal to Noise RatioTDDTime-Division DuplexingXReXtended Reality2608 REFERENCES1 https:/www.ngmn.org/wp-content/uploads/NGMN-6G-Drivers-and-Vision-V1.0_final_New.pdf 2 https:/www.ngmn.org/wp-content/uploads/220222-NGMN-6G-Use-Cases-and-Analysis-1.pdf3 https:/ Conclusions paper:Ofcoms future approach to mobile markets and spectrum5 Estimating-Mid-Band-Spectrum-Needs.pdf()6 Specification#37.910(3gpp.org)7 https:/www.ngmn.org/wp-content/uploads/211009-GFN-Network-Energy-Efficiency-1.0.pdfVISIONThe vision of the NGMN Alliance is to provide impactful guidance to achieve innovative and affordable mobile tele-communication services for the end user with a particular focus on supporting 5Gs full implementation,Mastering the Route to Disaggregation,Sustainability and Green Networks,as well as 6G.MISSIONThe mission of the NGMN Alliance is To evaluate and drive technology evolution towards 5Gs full implementation and the three major priori-ties for 2021 and beyond:Route to Disaggregation:Leading in the develop-ment of open,disaggregated,virtualised and cloud na-tive solutions with a focus on the end to end operating model.Green Future Networks:Building sustainable and environmentally conscious solutions.6G:Emergence of 6G highlighting key trends across technology and societal requirements plus use cases to address.to establish clear functional and non-functional requi-rements for mobile networks of the next generation.to provide guidance to equipment developers,stan-dardisation bodies and cooperation partners,leading to the implementation of a cost-effective network evolution to provide an information exchange forum for the industry on critical and immediate concerns and to share experiences and lessons learnt for addressing technology challenges to identify and remove barriers for enabling success-ful implementations of attractive mobile servicesNEXT GENERATION MOBILE NETWORKS ALLIANCE e.VNGMN,established in 2006,is a global,operator-led alliance of over 80 companies and orga-nisation spanning operators,manufacturers,consultancies and academia.2023 Next Generation Mobile Networks e.V.All rights reserved.No part of this document may be reproduced or transmitted in any form or by any means without prior written permission from NGMN Alliance e.V.
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Agile Research Guide:How Consumer Product Teams Can Innovate Faster|1|Agile Research Guide:How Consumer Product Teams Can Innovate FasterAgile Research Guide:How Consumer Product Teams Can Innovate Faster|2|Table of ContentsExecutive Summary.3What is Agile Research?.5How Agile Research Accelerates Innovation.10How to Get Started with Agile Research.12Inspiring Agile Research Stories&Their Heroes.1810 Secrets to Success With Agile.20Endnotes.22About Digsite.23Agile Research Guide:How Consumer Product Teams Can Innovate Faster|3|Executive SummaryAgile market research approaches are transforming the way todays leading consumer product teams innovate.At its core,agile approaches enable companies to build better products,experiences and brand communication in a quick and affordable way.Todays leading research solutions use online technology,automation and text analytics to deliver major advantages over traditional marketing research approaches.Agile solutions1.Provide access to pre-profiled consumers that enable organizations to quickly connect with the precise people they need.Research that used to take weeks to complete can now be recruited in as little as one day.2.Enable the capture of in-context behavior,with the potential for multiple touch points with consumers to ask follow-up questions or iterate on ideas as they learn.3.Deliver automated reporting dashboards and analysis tools that make it faster to share learning with the team,with representative quotes and video clips that help bring the findings to life.Add it up,and this new approach to development enables consumer product companies to make rapid decisions and ultimately bring better products to market faster.Agile Research Guide:How Consumer Product Teams Can Innovate Faster|4|What does this look like in real life?Here is a brief example:A national insurance company was implementing a new loyalty program and wanted to see how customers perceived it.By switching to agile,they were able to get 10 x the research with the same budget.The company was also able to wrap up each research sprint in three-to-six daysinstead of the three-to-six weeks it would usually take.Better research,more of it,for less money and in less time.Whats not to like?By now,you might be thinking that this all sounds great.But youre also probably wondering how,specifically,organizations are actually using agile research to get their business to the next level.Weve got you covered.In this guide,you will learn:What agile research is How agile research accelerates innovation How companies like yours can get started with agile research 10 secrets to success with agile Inspiring agile research stories and their heroesExecutive SummaryAgile Research Guide:How Consumer Product Teams Can Innovate Faster|5|What is Agile Research?Agile research is a modern approach to research that enables organizations to learn more about their customers in less time and for less money.The term“agile”traces its roots to a software development manifesto that was published in 2001.2 At the time,the manifesto challenged what the writers agreed to be an outdated approach to software development.Instead of working on enormous software solutions and releasing them periodically,the agile approach promised more frequent updates informed by customer feedback and,as a result,more powerful,user-friendly software.Agile was developed to solve so-called“wick-ed problems”that are common among inno-vation teams.Wicked problems are multidi-mensional,often involving new or different consumer behaviors.Rather than getting to a solution through analysis,these types of problems often require building early con-cepts or prototypes to identify unforeseen issues and fully flesh out consumer needs.Todays top-performing companies are con-nected to the agile manifesto one way or another.If youve ever wondered why your favorite platforms or websites are constantly changing or why Apple pushes iPhone up-dates out at regular intervals,you can thank the agile approach to development.Agile,however,is no longer confined to the software world.For example,a utility company re-cently wanted to improve the bill-paying experience.3 Nobody necessarily likes paying bills,but the company wanted to do whatever it could to make the process more enjoyable.Using agile research,they created an activity where customers selected emojis that indicated how they felt when they were paying their bills.The company then asked its customer why they chose certain emojis.This helped the utility company see things from their customers perspective.With that data,they were able to update the bill-paying experience to make it less abrasive.https:/francislynch.me/gets-solve-wicked-problem-podcastAgile Research Guide:How Consumer Product Teams Can Innovate Faster|6|What is Agile Research?Agile Expands Across the EnterpriseWhile agile started in software development,the concept has since spread to many other areas of the enterpriseincluding HR,marketing and R&D.Today,leading consumer products,insur-ance and financial services companies,durables manufacturers and more are using agile methods to develop innovative new products,experiences and marketing campaigns.Organic Valley,for example,was looking to refine the packaging design for one of their breakfast drinks.4 The internal team had an idea of designs their target audience might like best,but they wanted to know for sure.They decided to conduct a one-day sprint that included two different touch-points with consumers.This rapid fire iteration uncovered the insights they needed to finalize a packaging design concept that deeply resonated with their customers.To do this,the team selected roughly 25 participants from across the country that fit their target demographic and usage profile.Each of them was asked to mark up four different designs,de-scribing what they liked and disliked.To Organic Valleys surprise,participants seemed to prefer the existing packaging over the new designs.The company used that information to adjust the questions in the next activity.As a result of this iterative approach,they were able to quickly zero in on a packaging concept they were confident consumers would love.Agile Methods Are Spreading Across OrganizationsAgile Research Guide:How Consumer Product Teams Can Innovate Faster|7|What is Agile Research?Why are so many companies embracing agile?Research suggests that agile provides a ton of benefits to organizations,including increased pro-ductivity,happier employees,reduced expenses,higher-quality products,faster time-to-market and,overall,more business value.This is due to the fact that agile methods focus on empowering small teams,breaking complex problems into smaller“sprints”,accelerating the prototyping and development process,using tight feedback loops to inform future iterations,and integrating all of these parts into a larger coherent whole.As Jeff Bezos famously remarked,if you cant feed everyone in a meeting with two pizzas,your meeting is too big and therefore wont be produc-tive.5Agile teams start out with a rough idea.While it might it seem like a fantastic one to start,the team understands that the original idea will almost never be the final outcome.Instead,teams build some-thing that is simple but complete enough that the consumer can visualize the entire experience with that solution.Customers then share their experiences and react to the new idea in the context of their current behavior.Their feedback is then used to iterate.The process is repeated until the company ends up with a product that is truly one-of-a-kind and better than anything else out thereone that solves customers problems in a unique manner.see page 20 for the full list Agile Research Guide:How Consumer Product Teams Can Innovate Faster|8|What is Agile Research?The graphic above should give you an idea as to how a product designed with agile research might evolve over time until its ultimately released.The skateboard is the metaphor for the most simple,basic solution you could deliver to meet consumer needs.Solve the biggest challenges first,then continue to build and refine until you solve all of the issues required for the final solution.Why Agile Insights Are EffectiveSoftware developers already have an agile manifesto.At Digsite,weve put together our own take on the principles we believe consumer-driven innovation teams need to have in order to do their best work:1.2.3.4.5.see page 20 for the full list Quality of engagement over quantity of responsesExperiments and experiences over asking about attitudes and beliefsFocusing on the whys instead of measuring the whatLearning and iterating over static testingFlexible collaboration over go/no-go decisionsAgile Research Guide:How Consumer Product Teams Can Innovate Faster|9|When researchers are guided by these principles,their organizations benefit from:A deeper understanding of what customers think.You cant do calculus if you dont know addition and subtraction.Similarly,you cant design and build the best products if you guessing about what your customers wantand why.Agile lets you learn directly from your customers,iterate,and then learn upon what youve already learned.Reduced research expenses.Thanks to the online nature of agile research,companies can test a lot more concepts for a lot less money.One Digsite customer,Pella Windows and Doors,previously spent$51,000 testing 13 concepts the old-fashioned way.They switched to agile and were able to test 64 concepts for$60,000a reduction of almost 85%.Better insights in less time.Typically,Pella could test 10 concepts in just over four weeks.Thanks to Digsite,they can test at least 10 concepts in two weeksa 50%reduction in time.What is Agile Research?Agile Research Guide:How Consumer Product Teams Can Innovate Faster|10|How Agile Research Accelerates InnovationIn agile,speed is the outcome.Its not the how.You dont just keep doing what youre already do-ing,just a little bit faster.Agile prioritizes iterations,not brilliant product teams that are expected to do no wrong.While your team still comes up with ideas to be tested,they interact with customers earlier in the pro-cessknowing that their initial ideas are only a starting point.Compare that to the historic approach where product teams worked hard to develop ideas they thought were spectacular and then tested them in big quantitative studies with little iteration.information to inform future iterationsand repeating the process several times until youre satisfied with the final outcomeyoure able to solve more complex problems and create products,designs and campaigns that are ultimately better received.This ap-proach helps you avoid the common problems that have often slowed development teams downlike suboptimal concept scores late in development or product testing results that reveal youre not actually delivering on the concept.see page 20 for the full list How Agile Iteration WorksDivergence vs.ConvergenceTraditionally,research has told us to focus on convergence,i.e.,picking a single solution or get-ting a go/no-go answer and sticking to it.Agile,on the other hand,teaches us to diverge and converge more frequently.Teams are expect-ed to discover that their ideas have problems sooner in the development process.By using that Agile Research Guide:How Consumer Product Teams Can Innovate Faster|11|A real-world exampleWhat does this look like in real life?Sub-Zero,a global manufacturer of kitchen appliances,determined that a two-week delay in a product rollout could set them back$1 million.They also knew that releasing a product before it was ready could have other devastating consequences.Under their old approach,Sub-Zero often encountered product launch delays or ended up launching products the team knew could have been better.On one occasion,consumers brought up usability concerns during field tests,but the company was unable to resolve them because it was in too late a stage of development.A problem that would have cost almost nothing to re-solve a few months before now required huge investments to rework.To ensure they could release great products on time,the appliance maker adopted an agile ap-proach to product development using Digsite.The company started conducting real-time research during their in-home field trials with consumers rather than waiting for interviews or surveys after a full 90-day field trial.This enabled them to identify problems and opportunities faster and ultimately meet their release dates while saving$2.5 million in warranty claims.How Agile Research Accelerates InnovationAgile Research Guide:How Consumer Product Teams Can Innovate Faster|12|How to Get Started with Agile ResearchYou understand what agile research is and how it can help your organization move faster while making better decisions.But how exactly do you get agile started at your organization?Understand the Process In the software development world,agile teams get work done during sprints,which are typically two-week periods where a small number of problems and ideas are prioritized.Thanks to online tools that streamline the process,agile research is completed in sprints,too.Instead of relying on research that was completed months agoor waiting until after the sprint to test the solutionthe agile methodology enables you to build and learn at the same time.7Market research sprints can be broken down into five steps:Step One:Forming agile teams.Accelerating research starts with assigning innovation projects to a team that is empowered to make decisions.Build a cross-functional team that includes a product manager,a researcher and a designer or developer.Be careful,however,not to put too many people on one team.Four-to-eight individuals should suffice.Step Two:Prioritizing the focus.If your team has a million questions at once,you might have a hard time finding the data youre looking for.Eliminate the noise and find the signal by priori-tizing the biggest problems and challenges and hypothesizing and brainstorming solutions that might address that problem.The more specific your focus is,the stronger your results will be.Step Three:Designing and researching.Next,you need to figure out what your research sprint will actually look like.For example,if you want to find out how customers interact with your products,you might want them to record videos or take pictures.If you need to collect a lot of in-context information,you may only talk to five to 10 people.If you are pri-oritizing a lot of ideas,you may want to talk to 25 to 75 people.see page 20 for the full list Agile Research Guide:How Consumer Product Teams Can Innovate Faster|13|Step Four:Learning and iterating.Now that youve formed your team,determined your focus,and designed your research,its time to gather your data.Observe your participants,interact with them,and collaborate with your team.Leading online tools give you instant access to tar-geted consumers,let you capture behaviors and feedback,and go back to participants to dig into the whys and iterate as you learn.How to Get Started with Agile Researchsee page 20 for the full list Step Five:Reflecting on and repeating the process.At the end of your sprint,you should have a good idea about what worked and what didnt.Adjust your research process accordingly and refine your approach ahead of your next sprint.Now that youve got a good idea about the agile research process,lets turn our attention toward the tools you need to succeed.*https:/blog-mural.co/remote-design-sprints-cant-work-can-they*Agile Research Guide:How Consumer Product Teams Can Innovate Faster|14|How to Get Started with Agile ResearchFigure Out Which Tools You NeedIf youre going to streamline the research process,you need tools that can keep pace.Digsite can serve as your underlying agile research platform.But youll still need to track progress,com-municate with your team,and collaborate.Use a kanban-type platform like Trello to track your sprint progress,a platform like MURAL to manage design sprints,and a messaging service like Slack to communicate and collaborate with your team in real time.Get Your Team On BoardNot everyone at your organization will be excited about changing the way you do things.Peo-ple can get stuck in their ways,and many employees fear change,especially when technology is involved.There are always some bumps along the way when youre trying a new approach.For the best results,the team you select needs to know that youve got their back.One way to ease into change is to start with a test project and team of rock stars that you believe is open to trying new things.Gather your team and explain that you would like to try a new re-search approach that you believe will give the team better answers to their research questions.Tell them that you need them to commit to spending 30 minutes a day on a research sprint.Explain how the new approach will enable the team to use consumer feedback to create more innovative solutions in less timewhile helping them develop new skills(e.g.,agile research ex-perience and exposure to a new platform).Once youve put together a committed team,its time to sell agile to your organization in a broader sense.see page 20 for the full list Agile Research Guide:How Consumer Product Teams Can Innovate Faster|15|How to Get Started with Agile ResearchSell Agile to Your OrganizationAdopting agile approaches and technology can some-times create fear that new tools may actually force them out of their jobs.Agile research wont replace researchers.It will,how-ever,enable them to do their best work.To get the results youre looking for,you need to get your organi-zation to buy in to qualitative research rather than just quantitative testing.Heres how to do that:1 Socialize the concept and explain the value.Not only is it cheaper and faster to conduct agile research,youll also get better insights because people are more likely to be honest when theyre answering questions online.You can also easily ask follow-up questions to drill even deeper.Create content to influence the right people.Studies show that presentations that include visuals are 43%more effective.11 Pitch your ideas to appropriate decision makers and use images,videos and other visuals to increase the chances you successfully persuade them.Show how easy agile is.Demonstrate how tools like Digsite,Trello and Slack can be used to streamline the research process.Discuss features like automated reporting,which helps teams easily tabulate results and share key responses.see page 20 for the full list Agile Research Guide:How Consumer Product Teams Can Innovate Faster|16|How to Get Started with Agile Research Explain why capturing experiences is important.Getting feedback that explains precisely how your customers are using your products or interacting with your solutions is critical to under-standing what improvements you need to make.Learn which stakeholders will benefit from qualitative.Figure out which members of your team are most likely to benefit from agile research.Get to know them and tell them specifica-ly what agile will mean for their jobs and what impact it will have on their effectiveness.A Quickstart Guide to Agile ResearchYoure ready to tackle your first agile research sprint.Awesome!Lets summarize the above in a few bullet points that you can reference as a quick guide as you get started:Understand the process.You need people and you need focus.And you need to build early ideas for solutions to test.With the right data on hand,you can iterate and test again as needed.Once youre done,reflect on the process and see what can be improved.Figure out which tools you need.You cant use old tools to do modern work.Platforms like Digsite,Trello,Slack,and MURAL can help your agile team stay aligned through each sprint.see page 20 for the full list Agile Research Guide:How Consumer Product Teams Can Innovate Faster|17|How to Get Started with Agile Research Get your team on board.Reach out to your team to find out whos interested in helping you.Explain how agile research wont take up all of their time but will help them do their best work.Sell agile across your organization.Once you have a few agile evangelists on your side,itll be easier to get even more folks on board with your new approach to research.Plan your first sprint.With a thorough understanding of agile research and the right tools and people in place,its time to kick off your inaugural sprint.Once youre done,reflect on your experience,figure out how you can further improve the process and move on to your next sprint.Remember,agile doesnt have to take much time.You can wrap up an entire sprint in five short days.12 And,believe it or not,some companies can often recruit research participants in as little as one business day.You know your needs better than anyone else.Come up with a plan,stick to it,and youll do just fine.see page 20 for the full list see page 20 for the full list*https:/blog-mural.co/remote-design-sprints-cant-work-can-they*Natural Language Processing SupportText to Video ClipAgile Research Guide:How Consumer Product Teams Can Innovate Faster|18|Inspiring Agile ResearchStories&Their HeroesTo give you a better idea about how agile research can transform your organization,lets turn our attention to two more customer success stories to see how real-world consumer products com-panies have used agile research to deliver exemplary experiences to their customers.American Family InsuranceAmerican Family Insurance wanted to implement a new company vision.But the consumer in-sights department leading the initiative was seen as slow,expensive and predictableand sowere the methods they used.Design and development teams were actually conducting man-on-the-street interviews to get rapid consumer feedback,instead of working with internal researchers.So Giustina Parisi,consumer and portfo-lio insights manager,decided to build a sprint process for the research team,using Digsite as their agile research technology partner.To sell agile internally,she defined the process and tools,found an internal advocate,created a quick win pilot program,refined it all into a repeatable process,and spread the word.Thanks to Digsite,Parisi and her team were able to complete more research within her budget.In fact,they were able enjoy a tenfold increase in research volume with the same budget they had used for traditional in-person testing.The American Family Insurance team used Digsites instant recruiting and research sprint model to spin up on-demand custom research communities.This enabled them to drastically shorten the time from kickoff to results while repositioning the research department as a must-have nimble resource.Agile Research Guide:How Consumer Product Teams Can Innovate Faster|19|Inspiring Agile ResearchStories&Their HeroesPalermos PizzaPalermos Pizza did not have an internal research team,so then Vice President of Marketing Mike Pytlinski turned to Digsite.After the success of the companys Screamin Sicilian product,Pytlins-ki knew he had the opportunity to create a scalable approach to research that enabled him to economically complete dozens of research sprints and repeat that success.To Pytlinski,the key was not relying on traditional research methodslike surveys and focus groupsthat have long been the mainstay of big brands.He was looking for new tools that en-abled him to drill deeper and operate with more flexibility.Digsite enabled him to get fast results and meet quick launch timelines.Pytlinski used a full-service sprint model with Digsite.He could rely on Digsite to set up and launch a community within a few days.The Palermos team took advantage of the capability to pre-identify users that matched their target audience.They also used templates to conduct re-search faster and reporting tools to find the data they needed to move forward with confidence.Given their lean marketing team,Pytlinski opted to use Digsite consultants to conduct the re-search and provide topline reporting.His team then focused on designing the research sprints and iterating on the results internally.As a result,Palermos found an end-to-end agile research solution in Digsite,helping them quickly expand their brands,products and target users.Agile Research Guide:How Consumer Product Teams Can Innovate Faster|20|1.Get feedback from internal stakeholders.Find out how folks in your organization think about your agile initiatives.Use that feedback to refine your approach to selling agile internally.2.Agree on a core set of agile principles.Determine which principles will guide your team.Embrace quality engagements,experiments and experiences,learning and iteration,and flexible col-laboration.Focus on the whys instead of the whats.3.Differentiate what you learn vs.what you test.Aim to uncover the most important benefits,features,concepts,and imagery associated with certain products or campaigns and ignore the extraneous information youll learn.4.Build sprints that have qualitative capabilities.Ask specific people specific questions.Leverage their answers to drill down further,finding out why your customers feel certain ways.5.Standardize your research sprint process.Build a repeatable process that can be used by teams across your organization,if applicable.*https:/blog.mural.co/remote-design-sprints-cant-work-can-they10 Secrets to Successwith Agile*Agile Research Guide:How Consumer Product Teams Can Innovate Faster|21|6.Get your team set up with agile collaboration tools.Equip your team with modern tools designed for the modern way of working.7.Standardize your participant screening process.Figure out who your target audience should be and find out what you need to do to make sure you talk to the right people.8.Build rapid sample access.Ad hoc recruiting can delay your research sprints by weeks,de-pending on the complexity of the recruit.Agile sprints are usually most effective when you have access to samples overnight.9.Rethink your analysis.Think about whether your findings are actually accurate or whether youre seeing the things you want see.Ask par-ticipants follow-up questions to narrow down your conclusions.10.Facilitate cross-functional design sprints.Get folks from all relevant departments involved in the mix.The more engaged your team is,the easier it will be to spread agile across your organization.10 Secrets to Successwith Agile*https:/blog.mural.co/remote-design-sprints-cant-work-can-they*Agile Research Guide:How Consumer Product Teams Can Innovate Faster|22|ENDNOTES1https:/ 6https:/ 7https:/ 8https:/hbr.org/1996/05/why-do-employees-resist-change 9https:/ report 10https:/
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Recollective：调查、定性、用户体验研究、CX反馈、数据分析等用于研究与分析的免费软件指南（英文版）（117页）.pdf
1 Why Free Software?You are the product vs You stick to the product Either way,John Ruskin was right:if somebody offers to buy you lunch,theyll want something out of it.These days,we understand the trade-offs in free digital products that monetize our attention.We get incredible search,social and entertainment services without spending a penny.But we give corporations our personal data with far-reaching implications(witness The Social Dilemma and The Age of Surveillance Capitalism).You are the product is mostly a consumer-facing business model.For the companies listed in this handbook,its a different story.B2B software companies offer free trials or free-forever options in the hope that you stick to the product.Its about acquiring users through the Product Led Growth model;and then converting free users to paying customers over time.2 It goes like this:give access for free help users learn the product give them value quickly build habits that make the product sticky get them to upgrade when they hit the free tier limits.Of course it also helps to generate lots of data from and about users;but its usually to drive the product roadmap rather than target you with ads.Free trial vs Freemium is an important distinction.Free trials give access for a limited period(7-30 days usually).Freemium(free-forever price tiers)give access to the product with no time limit.Features and/or usage is restricted;paid upgrades unlock more benefits.Freemium models done right generate more value on both sides of the equation,as users have more time to embed the product in their own work.HubSpot gives free access to its CRM platform for up to 1 million records and limited access to its sales and marketing automation features.Mailchimp gives free access for up to 2,000 email subscribers.Both companies rely on free users getting value and building habits before they start to pay.This handbook lists nearly 90 freemium research and analytics software tools.We have only included those with free-forever plans not those who only offer free trials.It spans user,customer and market research tools as well as software for analysing and optimising digital products.These 3 categories are converging,and many of the tools listed here could live in several categories.We have certainly missed many companies that should be listed.If you want to suggest additions for version 2 of this handbook,send them to .We hope this is a useful collection.4 Contents Surveys&Forms_ 6 CX&NPS Feedback _ 25 Qualitative Research _ 36 UX Research _ 47 Data Visualisation _ 65 Optimisation&Product Analytics _ 77 Text&Visual Analytics _ 95 Data Sources _ 107 5 About Insight Platforms Insight Platforms is the directory,learning and events site for modern research and analytics.The directory contains listings for nearly 1,000 software,data and service providers in over 300 categories spanning market research,user research,customer experience and analytics.Learning content includes free explainers,articles,market maps,ebooks,videos and full-length software demos;the Insight Platforms Academy houses premium live and on-demand training courses.Virtual events include webinars,masterclasses,Demo Days and summits on specialised topics including agile research,online communities and behavioural insights.Leading technology,research and consulting companies work with Insight Platforms to reach a global audience of users and buyers.Find out more about the benefits of working with Insight Platforms.6 Surveys&Forms 7 Surveys&Forms Surveys are a fundamental part of quantitative research with users,customers and potential customers.They help to understand what people say they feel,think and do on a range of topics.There are more and more services available to run quick and easy survey research online,and this selection of tools includes some great,free options.Free limitations are usually based on the number of questions you can ask;the number of responses you can receive;or the number of projects you can run.Some tools have template surveys you can adapt;others only allow simple questions;some include complex features like skip routing in their free plans.Some trailblazers in the free surveys area have actually been scaling back the generosity of their basic plans.SurveyMonkey,for example long synonymous with free surveys now focuses more on enterprise users and premium customers.Their free plan only allows you 10 questions and 40 responses per survey.TypeForm,similarly,now has a basic plan that is FINO(Free in Name Only):10 questions per form and only 10 responses per month.Its really a feature try-out package not so much a free plan.For a survey tool to make it onto this list,its free plan needs to offer at least 100 responses per survey or per month.Thats usually 8 enough data to draw conclusions if youve sampled the right audience.We have also include a few survey analysis tools with free features in this section.9 AYTM AYTM is a research platform for automated quantitative research with integrated access to a panel of over 60 million consumers.The free survey tool gives access to a large variety of standard survey types.Premium tiers add choice-based conjoint,Max-Diff and automated TURF.Results are available in real-time,guaranteeing reduced delivery times and faster access to actionable insights in hours,not days or weeks.The free package offers unlimited surveys,real-time stats and 250 respondents per survey.If you do want to go pro,the first tier gets you 500 respondents per survey and more robust survey and reporting tools-starting at$75 per user per month.10 QuestionPro QuestionPro is an advanced survey platform with more than 30 question types.Surveys can be built from scratch or use pre-existing templates.Advanced features include complex question types,skip logic and answer piping.There are options to embed surveys on websites and trigger via pop-ups.The free package includes skip logic,branching and shareable dashboard reports.Paid plans from$85 a month include more than 35 question types,multilingual surveys and additional features.11 SmartSurvey SmartSurvey is multi-platform survey tool with 20 question types,customised branding,advanced skip logic and multiple language support.Surveys can be sent via email to track open rates,views,and opt-outs;shared on social media;sent by SMS;or embedded on websites in popup invitations and triggered by on-site behaviour or enriched with additional analytics.There is an integrated consumer panel with self-service selection of different sample variables;and offline data collection is also supported.Online analysis tools include real time reports,text analytics and sharing features.The free plan gets you 100 responses per month for surveys of up to 15 questions;paid plans start at 30 per month and include unlimited surveys,questions and responses.12 SurveySparrow SurveySparrow is an enterprise survey platform with a growing range of formats and features.It includes web-based surveys with features for survey design,conditional logic,distribution via QR code,SMS,widget,web link and email;but is also has options for conversational surveys and forms as well as website chatbots.Surveys can be embedded on websites or in other software tools through integrations with Zapier,Slack,Intercom and Mailchimp.An offline survey app is also available,along with access to an audience panel in more than 80 countries.The free plan is limited to certain features,10 questions per survey and 100 response per month;paid plans start at$19 monthly for unlimited questions,1,000 responses and more sophisticated features.13 Qualtrics Qualtrics is the largest market research software company in the world.Its focus is primarily on Customer Experience Management,but it still offers a standalone survey platform with a functional free tier.Its drag-and-drop survey tool has over 100 question types with pre-built survey templates and the option for several people to create and test a survey in real time.Surveys run across mobile devices,apps,websites and chatbots.There are in-built capabilities for statistics and predictive analytics.And there is a growing range of integrations with other CX and marketing tech platforms like Zendesk,Marketo and Adobe.The free plan includes 100 responses,50 survey templates,one active survey,8 question types and basic reports and filtering.Most of the advanced tools require a paid plan,which are not publicly available.14 Alchemer Alchemer(formerly SurveyGizmo)is an enterprise survey platform with more than 40 built-in question types,branching&skip logic and tools for creating and customising advanced reports and cross tabs.It also supports complex research methodologies like conjoint and MaxDiff.On a similar journey to enterprise software as SurveyMonkey,Alchemers free plan is no longer heavily promoted.But it does still offer some good features,unlimited questions on 3 concurrent surveys with up to 100 completes per month.Paid plans start at$49.15 Survey Planet SurveyPlanet has a wide range of different question types and is mainly focused on small businesses and start-ups.The survey tool is easy to learn for anyone new to market research,with guides for the entire process,from designing the survey to sharing it and assessing the results.It also has options for more complex surveys and designs including custom images and videos.The free plan is one of the most generous on the market:unlimited questions,surveys and responses.Some features for branching,reporting and analysis are disabled.The paid plan is$20 per month and includes more options for formatting,reporting and export.16 Crowdsignal Crowdsignal is a simple,free survey and poll tool for collecting data across desktop,mobile and social media platforms.The free plan is limited to basic reporting,no templates,less design customisation and surveys have Crowdsignal branding.The Pro plan starts at$15 a month for full white label and advanced reporting.17 SoGoSurvey SoGoSurvey offers a good free plan a full range of tools for survey design,distribution and analysis.It includes unlimited surveys and unlimited questions(with 24 question types),up to 200 respondents,data export and embedding on websites.You can upgrade for$25 a month and add your own logo to surveys and export all data to Excel.Each tier also offers a 10-day free trial.18 eSurveysPro eSurveysPro is an all-in-one simple survey platform for students,start-ups and small businesses.The survey editor guides creation and design of surveys and offers 18 different question types.Results and analysis can be accessed in real-time and reports can even exported to CSV or Excel.It is not the most comprehensive of these free survey tools,but its an uncomplicated tool.Paid plans start at$100 a year and get SSL encryption and the ability to print reports to PDF.19 SurveyHero SurveyHero has one of the most generous free plans of any survey platform.It includes unlimited surveys,questions and responses.It also includes all the different question types available which are enough for most straightforward questionnaires.The free plan has no skip and display logic;no embedded media;no white labelling;and various other restrictions.Paid plans start at$19 a month.20 TabX TabX is an analysis and visualisation tool for survey data.It helps you identify the story in the data by producing tables and graphs in a dashboard.Set up is simple.Users upload SPSS or CSV files containing the project data,run data processing and project set up(bulking group variables,defining multi choice options,etc.)and you are then able to interrogate your data.Features include cross breaks on tables,filters,interactive dashboards,customisation,and exportable charts to Office,Excel,image or interactive embeds.The free tier will let you analyse up to 1,000 rows of data,with 200 fields and up to 2 projects.To upgrade,the next tier is 100 a month,or get a 10%discount if you pay upfront for the year.21 Displayr Displayr is a flexible,live reporting software made to make analysis and reporting easier and quicker.While its not a surveying platform,it is great for running the analysis once your survey is live.The platform offers automated reporting and analysis that update in real-time.It also offers advanced analytics,such as cluster analysis,correlation analysis,regression analysis,Max-Diff design,and much more.Once youve ran your analysis there are huge numbers of visualisations available,including area charts,bubble graphs,heatmaps,pie charts,Venn diagrams,and streamgraphs.Displayrs free tier gives you access to the data visualisation,machine learning,statistical analysis,online documents&reports,sharable dashboards,and automated reporting.In exchange,your data is public so if youre working with confidential data,this perhaps isnt for you.For 1,899 a year,you get the Professional plan,which also allows you to password protect your data,export your reports,use larger data files,collaborate with teammates,and create more than 20 documents.22 Conjoint.ly Conjoint.ly provides automated tools and expert support for product and pricing research.They offer a complete online solution,from experiment set-up to data analysis and presentation of reports.Studies include marginal willingness to pay,share of preference simulation,segmentation,and more.Conjoint.ly offers robust,proven analytics that managers rely on in important product decisions.The platform makes traditionally labour-intensive market research methods(conjoint analysis,discrete choice experimentation,prediction markets)readily available to insights,marketing,and product managers in the form of easy-to-use online tools supplemented with on-demand expert advice.They have a variety of free tools available,such as a free surveying tool for consumer insights,employee engagement and customer satisfaction.They also have a free TURF analysis tool,which helps users see which combination of elements creates the biggest reach(this could be for media planning,variant appeal,prioritising messaging and attributes.The free survey tool gives you unlimited number of surveys,questions per survey,and automated analytics for basic questions.You can have up to 20 responses for advanced methods.The next 23 tier up costs$1,795 per user per year,which gives free advanced analytics and 3 hours of personalised training or research support a year.24 Phonic Phonic is a research platform designed around voice and video.The survey platform offers everything else you would expect from a survey platform(multiple question types,logic,customisation)plus features designed specifically around audio and video that can be used to explain answers or in place of open ended questions.There are several benefits to mixing voice and video responses with survey questions.Respondents give 3x longer and 2x more descriptive feedback when answering with their voice.They also relay information 4x faster allowing them to explain how they truly feel.It also helps to weed out survey bots,and makes the survey more accessible to a broader range of respondent.Phonics platform automatically transcribes,translates&analyses responses in 30 languages,providing you with qualitative insights at quantitative scale.The free package lets you have 3 audio or video surveys a month,up to 10 questions per survey,and up to 50 responses per survey.It also includes transcriptions and sentiment analysis.The next tier is priced at$59 a month,which also includes 10 surveys a month,with unlimited questions,and 200 survey responses a month,alongside data exports,customisation,skip logic,and more.25 CX&NPS Feedback 26 CX&NPS Feedback Understanding how your customers interact with your brand is vital.Did they have a positive experience,or did they have a negative one?What will they tell others about their experience?How could you make it better?Customer Experience feedback comes in a few different shapes and sizes.For instance,you can use standardised questioning,such as NPS to see how likely they are to recommend you,or analyse comments,reviews and feedback.This section looks at platforms that help you understand what customer think about their interactions with you.27 Wootric Wootric is a tool for asking single question micro-surveys to measure the customer experience(Net Promoter Score,CSAT,Customer Effort Score etc),with follow-up open-end responses.Surveys can be served inside your SaaS platforms,mobile apps,websites,emails or in SMS messages.The software has a wide range of integrations(Salesforce,Zendesk,Slack,Mixpanel,Zapier)and in-built text analytics for auto-tagging comments in surveys.You can view your rolling average NPS,CSAT and CES,response counts and automatically receive a continuous pulse of customer sentiment.The free tier allows you to run one survey project(choose between NPS,CSAT or CES),on one channel(in-app web,in-app mobile,email,link or Intercom Messenger),with real-time analytics and up to 1,000 responses per month.It also offers integrations with Slack and Intercom.28 Delighted Delighted is a simple feedback platform from Qualtrics.It is designed for gathering NPS(Net Promoter Score),CSAT(Customer Satisfaction),CES(Customer Effort Score)or 5-star ratings along with open-ended responses.Surveys are optimised for desktop,tablet,and mobile.Customers can respond directly in an email,text message,or website.The tool supports 37 different languages.Customisable thank-you messages encourage fans to post their feedback online;detractors are invited to contact customer support.Alerts can also be customised to route relevant feedback to the right person or team for follow up.Results are available in online dashboards with visualisations for NPS,trended data and custom filters and tags to review verbatim comments.Meta data can be incorporated to segment feedback into groups;all results can be trended and verbatim feedback is searchable.Users can subscribe to be alerted via email when new feedback arrives that meets specific criteria.Delighted integrates with Salesforce,Hubspot and Zendesk,as well hundreds of other tools through Zapier.The free option is very generous.It provides you with access to feedback on one delivery platform(email,web,link,SDK),1 of 7 survey templates(NPS,CSAT,CES,5-star,Thumbs,Smileys,or eNPS),29 and a monthly survey send limit of 1,000.You can also brand your surveys with your logo,use trend filters on your data,access pre-built reports and set up to 3 alerts to your team.The premium option comes in at$224 a month.This gives you feedback on more touchpoints,freedom to use several different question types,and send up to 10,000 responses a month.30 Informizely Informizely is a platform designed for CX specialists to get feedback from customers.You can use Net Promoter Score(NPS),CSAT and Customer Effort Score(CES)surveys to find out how customers feel about your website,product or service.Customer satisfaction can be tracked over time and depth of understanding can be improved using quantitative and qualitative data from survey responses.The platform allows you to use precisely targeted website surveys to get in-the-moment feedback alongside link and email surveys to gauge how people feel about your product or service.You can add a feedback button to your website collect ideas and/or measure customer satisfaction and target specific product users.The platform has a range of tiers available,with the free option giving you unlimited active surveys,and survey views.It also lets you use any of the question types,use branching and logic and cover all the different channels.However,you will be limited to 100 responses a month,and only be able to see data for one month.You also wont be able to targets specific audiences on the free tier,change the branding of the surveys,share reports or integrate into APIs.31 To upgrade,the next tier is$39 a month,and gives you up to 1,000 responses a month,6 months of reporting and more flexibility with the tool.32 TruRating TruRating is a customer feedback plug-in that supports ecommerce sites as well as in-store.Customers are asked one question as they check out at the point of purchase.The surveys are designed to be optimised for customer journeys,with simple integration that reduces purchase interruption,while capturing both quantitative and qualitative data.Surveys can be customised you can use your own brand colours to provide a seamless experience and ask questions about every part of your online experience.Ratings from the surveys can then be displayed online to help increase your organic search and give a boost to conversions and sales.The tool can usually be installed and onboarded in less than an hour,and works with most platforms.TruRating offer a free tier for ecommerce sites of fewer than 5k transactions a week.This package lets you use the platforms multi-channel tool to track transactions online by asking one question on the confirmation page.This is implemented through a JavaScript embed.The in-store option,which can be implemented into your existing payment system is available from$33 per month.33 UserCompass UserCompass uses automated surveys to gather actionable insights on websites.Users connect their Stripe account and when your customers pay you,they are sent a two-question survey to collect their feedback and display it to you in an easy to understand way.Customers are sent surveys no more than once every six months by default.The tool uses Net Promoter Score(NPS)metric,asking two simple questions that cut to the core of what your customers really think about your product.The starter pack offers fully automated email surveys,allows you to invite the whole team to see the results,and even included unlimited surveys and responses.For additional features or dedicated support,you can enquire for additional costs.34 UserReport UserReport is a tool that allows you to collect feedback from your users using widgets.The widgets are added to your website with a simple code,and then appear in the corner,inviting users to participate.The widgets are designed to work across devices,so you can capture feedback across all users.The platform offers a survey widget for free.It is easy to use,and uses NPS to understand how customers rate your brand and collects demographic data.You can also add your own questions to supplement the NPS score.It integrates with Google Analytics,so you can also see what users are doing on your website alongside the survey data that tells you who they are and what they want.You can customise the surveys,by adding your own colours and logos.Results from the surveys are presented in simple graphs,and can be shared with others or exported.The other widget is for feedback which is a paid service.This gathers feedback in open ended answers from your customers,and allows you to prioritise developments based on their comments.35 Survicate Survicate is a survey and NPS software that helps you capture more customer feedback and deliver a better experience.Surveys can be sent by email,link or in chat.Run targeted surveys on websites,in web apps or in mobile apps.Survicate has NPS,CSAT&CES surveys to monitor and improve customer satisfaction.It lets you collect feedback from customers across multiple channels including email,app,and website,learn about your clients common pain points and improve the customer journey,and boost customer retention by learning why your clients churn.Users can keep track of all customer feedback with the feedback hub,which automatically collects&organises all your user insights in one place.The platform can be seamlessly integrated with you CRM and communication tools.The free tier lets you have up to 100 survey responses a month,and provides access to over 125 survey templates with skip logic,email embeds,integration with APIs,and data retention for a month.The next tier up is$49 a month,and gives you 1,000 responses a month,lets you export your data,and unlimited data retention.36 Qualitative Research 37 Qualitative Research Online qualitative research exploded in 2020 as lockdowns and stay-at-home measures limited how much research could take place face-to face.A large number of platforms enable remote qualitative research with video-based focus groups,in-depth interviews,live chat groups,discussion forums,mobile ethnography and on-going communities.Those offering free tiers usually cap the number of studies or the number of research participants that can take part.38 Microsoft Teams Microsoft Teams is communications platform that enables online chats and video calls.It can be a great tool for IDIs and video focus groups.There are quite a lot of useful features in the free package,including hosting hour long calls,hosting up to 100 participants,unlimited chat,and up to 10GB of storage.You can also schedule meetings,share screens to show stimulus to research participants,use a whiteboard for engagement and annotation.The upgraded version(which is part of Microsoft 365 so you may already have it)also lets you record your sessions,and host meetings up for up 250 people,has higher security levels,and enables a range of plug-ins.39 Zoom Zoom barely needs an introduction,but for anyone unfamiliar,it is a video call and online chat service that can also be used for IDIs and video focus groups.The platform has a range of features that are well suited to online qualitative research,such as video transcriptions,company branding,private chats,cloud storage,screen sharing,whiteboards,polls,and breakout rooms,though most of these are available with the paid subscription.The free tier is a little limited it offers up to 40-minute calls with up to 100 participants.However,you do get access to unlimited one-to-one calls,so if youre running IDIs then this service may be perfect for you.The usability of Zoom is good,which Teams can be a little challenging,though Teams has a more generous free tier.Largely,the two are fairly similar,so it is often down to personal preference.If you are part of a larger company,it is likely that your organisation will already have a subscription to one or more of these services already,which may direct which one you choose for your online qualitative research.40 Collabito Collabito is online qualitative research software that includes chat-based focus groups,blogs,diaries and bulletin boards.Online focus groups include chat-based rooms with roles for moderators,respondents,clients and observers.A whiteboard module can be used to present video or pictures.Respondent blogs can be used to capture written comments,pictures,and video clips.A bulletin board module can also be used for asynchronous discussion.For the free tier,you can have up to 5 research participants in a project,and up to 2 pages.You can also access text-based live chats,diaries,blogs,discussion rooms,forums and polls.The next tier up is$75 per project,and allows you to double the number of participants,and gain access to video focus groups.41 FocusGroupIt FocusGroupIt is a simple,text-chat based online focus group tool.All groups on FocusGroupIt are asynchronous,so can occur over the span of hours,days or weeks.This gives respondents longer to take part,to try to encourage longer answers and more detailed and considered responses.It offers features such as observer access,observer comments,sequential questioning,private questions and groups,mobile access,multi-language support,participant file upload,The platform provides free access to focus groups of up to 10 participants,all the features mentioned above,and standard email support for participants.The upgrade will cost you$49 a group,and will allow you an unlimited number of participants,export to excel and PDF,and allows you to have forced anonymity for the group.Other,more expensive tiers also give you access to video responses,custom branding,multiple moderators,and assistance.42 Obvi Obvi is a research platform that uses SMS messaging to request feedback from participants which they can share using video,text or image responses.The platform is intended for bite-sized qualitative research projects,and needs no app installation by research participants.It lets you highlight response quotes,images,and videos to remember later for reporting.You can also create themes and group your quotes and media within them.Each theme can have a title and subtitle,making them a great way to capture insights.You can also export all responses into a zip file,alongside printable exports to share with your team and clients.The free tier lets you run studies with up to 4 participants,with one live project at a time,although the project can last as long as you need it.It doesnt let you have project collaborators,or pay your participants using the platform.To upgrade,it costs$1 per participant,per day,but this lets you have unlimited respondents,and access to all features without restriction.You only pay while the project is live with this tier.43 Experience Sampler ExperienceSampler is an open-source smartphone app designed specifically for experience sampling studies,including ethnographies and diary studies.Its built on JavaScript,HTML5,and CSS3,the most widely used programming languages on the web.Using Cordova,an open-source library that allows JavaScript to access native device functions,the app is compatible with both Android OS and iOS without any native code.It has many features that make it ideal for experience sampling studies,including basic survey function(e.g.multiple choice,Likert-scales,skip logic and open ends),timestamping responses,notifications,data storage,and an activity snooze feature.As it is open source,there are a large number of customisation options available,as well a range of APIs that can be plugged into the platform.44 Loops Loops a platform for gathering feedback for creative development,including product design,marketing and creative and packaging,print and retail.It provides qualitative feedback that is easy to understand and actionable.People simply point and click to leave thoughts on product,content or marketing concepts-just like a digital whiteboard.The end result isnt a report or slide deck,instead it is creative work thats been improved several times with data from real consumers.The user adds the creative materials to Loops and selects areas of interest for feedback.You can then select an audience from 15 demographic filters or use your own audience.You can then capture hundreds of feedback comments in minutes,and use AI to surface themes and bookmark insights.You then adjust and amend designs,messaging,imagery or storyboards to resonate more,before testing again.The platform also integrates with leading design tools for a seamless workflow.Loops offer a self-serve free tier which lets you have 2 projects on the platform at any one time,and lets you share the project with 45 your own sample.You can also pay as you go to access Loops global participants.The next tier up costs$299 a month,and lets you have up to 25 projects at any one time,gives you unlimited content iterations,exportable data,and up to 50 participants a month.46 Flarum Flarum is an open source forum software that easy to use and free.It is also designed to be mobile first and the interface has been built to be as simple as possible.It is a great alternative to insight communities.You can moderate discussions,tag responses,have multiple discussions simultaneously,mention other members in comments,and have live chats.Its still quite new,so there are regular updates and plugins being developed to keep expanding capabilities,although its existing list of APIs available if pretty comprehensive.47 UX Research 48 UX Research UX Research is mostly associated with understanding how people interact with a digital product.In fact,UX Research is a component of User Research a much broader are that is grounded in Design Thinking and overlaps with Qualitative Research,Survey Research and Behavioural Research.Confused?You should be.Many of these distinctions are arbitrary.For the sake of this handbook,UX research tools include features for usability testing;screen recording;moderated and unmoderated prototype feedback;persona building;journey mapping;and research repositories software for documenting,analysing and sharing research results and insights.49 Maze Maze is a user testing platform for capturing feedback on design prototypes.Prototypes made in Figma,InVision,Sketch and Marvel can be tested in Maze by copying and pasting the prototyping link.It works with prototypes for desktop,mobile or tablet applications and all tests run in the browser.Features include click tests,missions for users to complete and open-ended or closed survey questions.Tests can be run with Mazes on-demand panel of 70,000 testers or with an existing user base.The free option lets you have one active project,with unlimited viewers and up to 10 blocks(missions and questions.For$25 a month(per user)you can upgrade,which will get you 10 active projects,unlimited blocks,block conditions,password protection,customisation,and team management.50 Useberry Useberry is a user feedback and prototype analytics platform.It integrates with design and prototyping tools(Adobe XD,Sketch,InDesign,Marvel),and captures user behaviour as they navigate apps or websites.Testers can be given a range of structured or unstructured tasks to complete including first click tests,5 second tests or more targeted activities.Outputs include click heatmaps,user flow maps,screen recordings and answers to a variety of survey question types(single/multi choice,scales,open ends).The free plan lets you run 1 project a month with up to 10 responses,1 version per project,alongside unlimited collaborators(as Viewers)and blocks(Test Types,Questions).The next tier up costs$33 a month,and lets you gather 100 responses a month,and run 3 projects with 3 versions per project.You can also export to CSV with 51 UXArmy UXArmy is an online user testing platform with features for testing prototypes,websites and mobile apps including card sorting,tree testing and task-based moderated or unmoderated activities.The platform provides free access to unmoderated user testing sessions to test prototypes,websites and apps.Video recordings with screen playback and recorded voice overs of testers can be uploaded to the cloud and made available for your analysis,download,editing and sharing.The tools also let you measure efficiency and effectiveness of your digital properties,with task success,failure and completion rates,and task completion times,as well as detailed metrics such as number of clicks or taps per page and per task,mouse hovers,time to first click are also captured.Open feedback helps to gather subjective satisfaction and overall experience that your website or App makes on your testers.Per-task heatmaps let you enhance usability by visually illustrating the way people interact with your website or mobile apps,as well as navigation paths and mouse paths revealing how people went about achieving their goals on every page of your website.52 The free tier for remote user testing gives you access to all features,holds recordings for 6 months,provides basic tech support,and gives you access to a UXArmy panellist for$29.53 UXtweak UXtweak is a user testing and usability research platform with a range of features.Unmoderated studies are remote tests that generate screen-capture video of users completing a set of tasks on a website.Session replay videos of these tests are fully inspectable,including the DOM for identifying relevant items of code.The free plan lets you run unlimited studies,with two user log ins,one report every 48 hours,UXtweak branding,and one active study domain.For website testing,you can have up to 30 tasks per month,and three respondents per study.For card sorting,you can have up to ten participants and 20 cards per study.For tree testing,you can have up to ten participants,and three tasks per study.The professional tier is 75 a month,but gives you unlimited reports and vastly more tasks and participants per study.54 Usability Hub UsabilityHub is a remote user research platform that offers First Click Tests(test interaction with first click and navigation tests),Design Surveys(show designs and ask direct questions to participants),Preference Testing(test visual appeal with 2-6 alternative images)and Five Second Tests(test intelligibility by showing an image for five seconds).You can bring your own participants or pay to access testers from the UsabilityHub panel.The free plan allows for basic tests of up to 2 minutes duration;paid plans start at$79 per month.55 Treelly Treelly is a tree testing platform to help optimise the information structure of digital products.It features a builder to create an existing or candidate information architecture or site navigation structure;a question builder to test how users look for items on a site;password protected URLs for confidential tests;and online reporting tools to analyse results and identify improvement opportunities.The free plan includes 1 study with up to 10 participants;paid plans start at 30 per month for up to 5 studies with 25 participants each.56 OpinionX OpinionX is a product and feature development survey tool.It helps to identify Product-Market Fit using Product Stack Ranking,a research method developed by Stripe.Survey participants go through a series of problem statements related to a product or feature;they identify which ones are genuinely an issue for them;then they take part in a simple binary trade-off exercise which results in a rank order output.The free plan includes unlimited surveys and up to 50 participants;the premium plan is$50 monthly for unlimited participants.Yeah,technically were not including survey tools with less than 100 completes on the free plan but OpinionX isnt pitched as a full stack survey platform.57 Tacit Tacit is a platform for emotion research and analytics that uses behavioural and feedback data captured through smartphones or laptops and other wearable devices.Features include facial coding,speech sentiment analysis,body and hand movement analysis,object detection and measurement of biometric markers.The platform has a range of templates for user research and participants can be invited to take part in the experiments with secure codes,meaning you can use your own CRM.They offer a self-serve free platform to create biometric experiments,which includes facial coding,speech sentiment analysis,eye tracking,body movement analysis,and screen recording.Upgraded access also gives you access to heart rate monitors and respiration rate.58 VisualEyes VisualEyes simulates eye-tracking studies and preference tests.Users upload designs and algorithms are used to forecast user behaviour patterns based on extensive data sets from large scale studies.Designs can be uploaded directly or with plugins for Sketch,Figma or Adobe XD.User attention is predicted using machine learning.Results are available instantly in the form of Attention Maps(which show which parts of your design are the most and least engaging),Areas of Interest(which measures the users attention in critical areas of your design)and Clarity Scores(which evaluates how clear and aesthetically appealing your design is).The predictions are 84curate in forecasting behaviour.The free package provides you with 5 shareable predictions,with one active project at a time.Upgrades cost$17 a month,and also give you up to 15 predictions a month,has unrestricted image dimensions for the tests,and lets you download your predictions.59 EasyScreen EasyScreen is a free screen capture tool that enables you to monitor how someone uses tools on their computer.This is a great free tool with a huge range of included features which make it useful for UX research.Research participants can screenshot and screen capture their journey,share voice or webcam narration,and record screen casts.The platform also offers unlimited storage space,multi-language interface,and supports a range of file uploads,such as videos,images,music and more.You can also edit videos and images,and even make GIFs out of the videos for presentation purposes.The main limitation of this is that you can only use it on desktop,so if you want to understand how someone is navigating a site or app on a mobile device then this platform wont work for you.60 Markup.io MarkUp is a visual commenting platform for images and live websites.It lets users gain live website and image feedback,enables real-time collaboration,and works with any URL.The platform lets you manage and organise all web and image projects in one location and easily sort between them.You can easily test across multiple devices.The free tier lets you have unlimited collaborators and projects,email support and has no limits on commenting.The next tier up costs$15 a month,and also gives you access to live support,team management,accounts and project organisation,and third party integrations.61 Userforge Userforge is an online persona generator and user story software platform.Personas are created to bring your customer segmentations to life.User stories help you understand specific experiences with clear outcomes and motivations.User story mapping helps to visualise the context where stories happen to understand how the personas and user stories relate.Personas are created mostly using research first,using a variety of sources such as user interviews,surveys,and analytics data.You can create a workspace for free,which includes two personas and two collaborators.The free tier lets you customise your personas with text and icons and use images from the library or your own images.To include user stories and mapping,youll need to upgrade to the Full Workspace plan which costs between$29 and$49 a month,but this lets you create unlimited personas,have up to 10 collaborators,and run up to 150 stories and mapping.62 Custellence Custellence is collaborative customer journey mapping tool.It lets you make journey maps,user maps,experience maps,service blueprints,in no time.You can document and structure your customer insights and solutions in one place.The platform lets you share maps with your team and stakeholders to encourage engagement and buy-in,and collaborate across teams.Custellences intuitive user interface lets you get started with a minimum of effort.The platform offers flexible map designs,enables to add cards without reformatting,and have access to library of images and icons for visualisation.The free tier lets you create one map,with up to 60 cards.You can share the map with a public link,but cant be exported using the free option.This tier has a 1Mb upload limit.The upgrade costs$20 a month,and lets you create up to 3 maps a month with unlimited cards,free exports,and a 20Mb upload limit.63 Sticktail Sticktail is a user research management platform for collecting,searching,organising and sharing insights.It allows any user to contribute insights researchers,product owners,customer support employees or external agencies and teams or individuals can subscribe to insight channels that deliver content relevant to a specific topic.It allows you to uncover trends by reviewing insights across multiple studies,which often prove more valuable than any individual study,which can hide signals of customer trends and unmet needs.Insights are structured and searchable by text,titles,tags,studies or journeys.The starter tier offers free access for an unlimited number of users for 20 insights,though does not support journeys,or digest mails.The upgraded Business package lets you produce up to 200 insights,1 journey,digest mails and have access to support.This option costs 299 a year.64 Evolve Evolve Research is a UX research platform for collaborative note taking,drag and drop affinity mapping and automatic insight reports.The platform stores data from any research method face-to-face interviews,usability tests,diary studies or surveys.The interface mimics Post-It note walls with observations,statistics or quotes organised on Kanban-style boards.These can then be compiled into synthesis reports for sharing with colleagues.The free option gives you access to a single researcher account,have 2 active projects,export to HTML,though doesnt allow you to collaborate or use the platform as a research repository.The paid option costs$25 a month(though is free during beta dependant on when you read this),and gives you multiple researcher accounts,10 active projects,export to CSV and PPT,collaborator accounts and access to the research repository feature.65 Data Visualisation 66 Data Visualisation Data visualisation tools help you make sense of your data-whether for your own analysis or for sharing results with clients and stakeholders.This section includes dashboards and infographics tools as well as more sophisticated business intelligence software.There is a critical trade-off for many free tools in this category:several require that anything you publish on the free plan be publicly accessible.If you are dealing with confidential data,make sure you fully understand the free plan limits.67 Tableau Tableau Public is part of the Tableau software portfolio that offers three different software choices:Tableau Public,Tableau Reader and Tableau Desktop.Tableau Public is the free package that offers data visualisation,analysis,and business intelligence for companies of all sizes.Tableau Public gets you access to most of Tableaus paid range of features in-depth insights,data storytelling and analytics on demand.You can uncover data patterns,like sales trends or consumer behaviour,and create visualisations that connect to Excel,CSV or other data sources.Tableau Public publishes your visualisations maps,graphs,charts,and other outputs on the web through a simple user interface and live dashboard.So,you dont want to use this for anything commercially sensitive,confidential or embarrassing.Tableau Public is pretty feature-rich if you are OK with the trade-off of showing your data to everyone.To keep your data private,Tableau Online pricing is$70 per month with various other bolt-ons for view-only licences.68 GoodData GoodData provides cloud-based business intelligence and analytics and has over 80,000 business customers of all sizes globally.GoodData dashboards can be embedded into existing applications for real-time analytics.It has user-friendly interfaces and dashboards,and is used widely for tracking consumer behaviour,marketing,and sales metrics.The free package gets you 100MB of workspace;going pro starts from$20 a month and brings additional features like analytics distribution to multiple endpoints,automation of user access and more data visualisation tools.69 Databox Databox is a cloud-based business analytics platform that is available on desktop and mobile,including iOS and Android.It is used by businesses of all sizes to generate data-driven reports and track KPIs.You can use more than 70 one-click integrations to connect data directly from Salesforce,Google Analytics,HubSpot,Facebook Ads and others or link to hundreds of other apps indirectly through Zapier.You can also use the Databox REST API and SDKs to import data from your own databases.Databox has clean interface with a drag-and-drop editor for building custom dashboards.There are also dashboard templates to avoid starting from scratch.Databox focuses heavily on its mobile UI and generates updates and alerts through email,Slack,and mobile app notifications.The free plan is generous.It gives you access to a lot of Databox features including over 200 pre-built dashboard templates but limits you to 3 data sources,3 dashboards and daily data refresh.Going pro gets you 10 data sources,10 users and 10 dashboards;it also adds the ability to push data via API and up the data refresh interval to hourly.Paid plans start at$49 a month.70 Kumu Kumu is an analytics and visualisation platform that creates interactive relationship maps.It can be used to summarise complex datasets with dozens of variables in a visually simple map.You can use it to create relationship-focused data visualisations,causal loop diagrams,strategy maps,concept maps and other outputs.It works best with datasets that have a relationship focus at their core to generate maps on networks,concepts or people.These can be distributed using the built-in presentation builder and publishing programme.The individual plan is free to use for unlimited public projects but visualisations are publicly viewable.You can pay$9 to make a project private project on the individual(free)plan;or you can pay a monthly subscription of$10 for unlimited public projects( $20 per private project)and get access to the full range of Kumu features.71 Vizzlo Vizzlo is a simple charting and infographics platform with tools and applications for building a variety of visual reports.It offers a range of charting options including classic bar and pie charts,Gantt charts and waterfall charts.The free version has limited customisation of format and colour,with more options on paid plans.Data can be imported from Excel or Google Sheets,and visualisations created online can be embedded straight into in Microsoft PowerPoint or Google Slides,as well as exported to a range of image formats.The free plan gives you over 100 chart types;paid plans start at$11 a month and give you full document history and more customizable presentations.72 Visme Visme is a content creation platform for building and sharing visual data through reports,presentations,web content,wireframes,and infographics.At its core,Visme is a visualisation tool that transforms data and spreadsheets into visual content.It is web-based but can also run offline,and has many customisation options including templates,fonts,images,icons,and backgrounds.Data can be imported from various third-party sources and outputs can be published online,shared across social media,downloaded for offline viewing,or embedded on websites.Visme also includes analytics features.The free package offers 5 projects and 100MB of storage;or go pro for$14 a month(individual)or$25 a month(business)with access to premium templates,PDF downloads files and HTML5 publishing.73 Piktochart Piktochart is used by students,teachers,bloggers,and marketers for telling stories with data,creating flyers or posters and publishing infographics and presentations.It has a drag and drop interface with useful design features including interactive maps,embeddable videos,hyperlinks,ready-to-use graphics,templates,and high-res downloads.Publishing options include sharing across social media,embedding on websites and exporting to PDF,JPEG or PNG files.Piktochart is available for free with access to templates,icons,and images.More features,including custom font uploads and HD image exports,are on the pro package which starts at$25 a month.74 Infogram Infogram is a data-driven visualisation platform that offers a range of infographic templates for media,business,and education.It includes 35 interactive chart formats and over 500 maps,interactive dashboards,and reports.it also has a large library of icons and images.The drag and drop editor lets you customise fonts,colours and styles,and data can be pasted in as a table.All infographics are mobile responsive and can be published online or exported to a variety of file formats including PDF and JPG.The free plan lets you can access all chart types,13 map types and build up to 10 projects.It also has limited data connections.The pro packages start at$19 a month and offer over 100 premium templates,privacy control,more data connectors and up to 100 projects.75 Canva Canva is a broader graphic design platform than the other tools listed here but is widely used for data visualisation and infographic creation as well as presentations,flyers and posters.It includes access to a large library of graphics,fonts and photos,as well as professional-grade design templates.Multiple users can be invited to edit and comment on designs,and it is widely used for creating social media content.The free package includes over 100 design types,including posters and letters,and hundreds of thousands of graphics and photos.The pro package is$8.99 a month and has over 60,000 templates and the ability to import your own fonts and logos.76 Unsplash This one is a rogue choice,and not technically a data visualisation tool.Unsplash is database of beautiful,searchable and free images that can be used to make your presentations look polished and professional.Search for images by category,by topic,add filters to get images in the right orientation or colour palette.All they ask in return is to put credits of the creator next to the images that are used.77 Optimisation&Product Analytics 78 Optimisation&Product Analytics Product analytics and optimisation platforms are a growing source of insights into user behaviour and needs.Its a rapidly evolving area,and many of the companies listed here include features that could be in other categories.Pendo and Hotjar,for instance,both have NPS feedback tools.So whats in this category?These companies offer one or more of three capabilities:Session recording:video capture of individual user sessions on a website or in an app;outputs include heatmaps and tagged activities to find bugs or bottlenecks.Conversion optimisation:A/B and multivariate testing to find the highest impact designs,features or user journeys.Product usage analytics:metrics for visitors,events,acquisition channels and other data over time.These platforms help understand user behaviour and identify opportunities for improvements.Free plans have limitations on the number of users or actions that are tracked;or the number of properties that can be analysed.79 ABtesting.ai ABtesting.ai is a conversion optimisation platform for testing landing pages.It uses Artificial Intelligence to create different combinations of headline,copy and call to action using automated bandit testing.Its unique feature is that it can test multiple variables at the same time,showing different combinations of elements until theres a clear,statistically significant winner for the page.It takes a few minutes to set up a test by entering a landing page URL.The AI(built on GPT-3)automatically recognises title,copy and CTA,suggests variations and chooses the best combinations to show to users.Tests can be integrated with plugins for WordPress,Webflow,Wix and Squarespace;or with Javascript code.The free plan includes unlimited unique visitors for one experiment and includes AI generated variations and Google Analytics integration.An experiment ends when it reaches statistical significance;for the AI to keep iterating,you will need to upgrade to a paid plan.These start at$19 monthly.80 Hotjar Hotjar is an integrated website analytics solution.It includes heatmaps of user behaviour,session recordings with mouse tracking,conversion funnels,feedback polls,full surveys,and test user recruitment.It is a useful platform for both CX and UX research.Target questions to users with customisable behaviour triggers and get a deeper understanding of their actions using flexible question logic.Surveys can be launched on your site or users can be invited to it with a link.The platform offers a range of questions types including NPS,has a dashboard to visualise feedback and results as well as a customisable widget for your site.They also have heatmaps which help you understand what users want,care about,and do on your site by visually representing their clicks,taps and scrolling behaviour which are the strongest indicators of visitor motivation and desire.You can also have session recordings with mouse tracking,to show how someone has navigated your site,and if they have had any issues.There is a free tier available on personal accounts,which is suitable for sites with fewer than 2,000 page views a day.Within this,you can have up to 100 screen recordings a day(and store up to 300),create up to 3 snapshot heatmaps,send and store up to 3 surveys,have 81 unlimited team members,and create and store up to 3 feedback widgets.To upgrade this the next personal tier costs 39 per month,or for professional plans,they start at 99 per month.82 Fullstory Fullstory is a digital analytics platform with features for session replay tool for recording website user experiences.The software captures screen recordings of everything a user does during a visit,including all clicks,taps,scrolls and page transitions.Outputs include videos and heatmaps that show the most clicked elements on a page,how users interact with a site or app in the wild.It can also be used to calculate and track KPIs like conversion rates or average order values.The free plan gets access to a limited version of the platform with three seats,1,000 sessions/month,and up to one month of data storage.83 Mouseflow Mouseflow is a website analytics platform that supports heatmaps,session replays,conversion funnels,form analytics and feedback campaigns.All website visitors sessions are recorded and sessions can be filtered by specific attributes to see frustrations,drop-offs etc.The software generates 6 different types of heatmaps for all pages to identify elements that generate the most clicks;how far users scroll and move through a page;what gets their attention;where visitors come from;and how they interact with dynamic site elements.Conversion flow analytics helps to discover where visitors leak out,with linked session recordings for visitors who drop or succeed in completing a funnel.Form analytics measures the performance of forms by with videos of dropouts as they complete each field.Feedback campaigns run in small overlays/popups and include multiple choice,free text and NPS question types.Surveys can be triggered on click errors,failed submissions or any other event.84 The free plan includes 500 recordings per month for a single website and one month of data storage;paid plans start at 24 monthly for up to 5,000 sessions.85 Pendo Pendo is a product analytics and feedback platform with for analysing website and app usage.Features include adoption and behaviour analytics,surveys&polls,and user segmentation.The platform is designed to help people adopt your software more successfully across web and mobile.It provides insights using analytics to understand what users are doing across their product journey.It uses surveys to capture how users feel about their product experience,providing sentiment analysis.Additionally,it offers guidance with in-app walkthroughs and targeted messaging to improve onboarding and feature adoption.It also gathers feedback on product demand to prioritise future feature development.The Pendo Vox module is a forever-free tool for capturing NPS feedback on websites and in apps.The free tier includes a single app key for web,up to 1,000 monthly active users,unlimited features,and page tagging,and use of guidance.86 Google Analytics Google Analytics is a free service used by millions of websites to track and analyse user behaviour.Unlike most Google tools which tend to be clean and easy on the eye this one is a beast.However,it will provide you with a wealth of information such as understanding who is visiting your site,where they are coming from and what they do while they are on your site.The Audience metrics show how many visitors the site gets;which days and times they come;whether they are new or returning visitors;and their demographics(inferred from other Google data).The Acquisition metrics show the different channels that brought users in(social networks,referrals from other sites,organic search etc).The Behaviour metrics show which pages users go to;how long they stay there;and whether they stay or leave straight away.87 Indicative Indicative is a product analytics platform for product managers,marketers,and data analysts that connects directly to your data warehouse.The platform connects directly to your data sources and synthesises this information into a complete view of your customer,giving you actionable insights to optimise customer acquisition,engagement,and retention.Users can visualise and optimise conversion and retention with multipath funnels and build behavioural cohorts that pinpoint the features and campaigns that most engage and retain customers.It offers a generous free tier which includes 50M events per month,6 months data history,limited access to core analytics tools,three seat users and standard support.However,if you need more,the next step up is a significant increase of costs,at$950 a month,though allows for 250M events,a year of back data,and full access to core analytics tools.88 Smartlook Smartlook provides product analytics with user behaviour replay.Website analytics demonstrate user behaviour,trends and bugs in detail,to help you make better data-driven decisions.App analytics help you understand how people navigate your properties,where they are struggling,and where there are issues in conversions.Features include session recordings,heatmaps,event tracking,conversion funnels,analytics,and retention tables.Results can be filtered;you can look up people who visited a specific screen,came from a certain city,or used your app for the first time.Choose from over 30 filters to quickly find recordings you need.Recordings can be shared with others by sending a replay link that starts at the exact time when a problem happens.You can also add a note to explain what the problem is.The platforms free tier lets you have up to 1,500 screen recordings,generate 3 heatmaps,add up to 3 notes on recordings,support for single page apps,track up to 2 events,build one conversion funnel,export graphs,and stores up to 1 month of data.The next tier up comes in at 31 per month for up to 7,500 monthly sessions,and more access to features.89 Amplitude Amplitude is a product intelligence platform that helps brands to better understand user behaviour,improve experiences,and retain more customers.The platform provides real-time product analytics to monitor user behaviour and cross-platform digital journeys.It also offers data management to make it easy to create usable and accurate reports on an end-to-end behavioural journey.First-party behavioural data and seamless integrations enable product and marketing teams to scale personalising experiences and measuring impact.The platform also supports collaboration and communication with teammates.The free plan gives you access to core analytics,unlimited data retention,custom dashboards,custom datasets,unlimited user seats,and allows you to try up to 10 million actions a month.The next tier provides behavioural reports,predictive analytics,advanced collaboration tools,custom solutions,and support,though you will need to enquire for pricing.90 Heap Heap is a suite of digital analytics tools for web,mobile and email.Modules include Attribution(omnichannel user identity management and automatic behavioural touchpoint capture);Conversion(auto-integration of A/B testing from other tools and behavioural segmentation);and Enrichment(adding profile data from CRM and data enhancement tools).Heap gives you a complete dataset of user behaviour,retroactively(and automatically)uniting visits from different channels and devices into a single user profile,analysing all customer behaviour,identifying trends to personalise experiences and direct marketing spend.The free tier includes 60,000 annual sessions,unlimited events,auto-captured behavioural data,unlimited user licences,one year of data history and 6 analysis modules.The business plan starts at$12,000 a year,91 Mixpanel Mixpanel is a powerful,self-serve product analytics platform designed to help you convert,engage,and retain more users.The platform enables powerful analysis with interactive reports that let you query your data with only a few clicks,then see visualizations in seconds.This makes it easy to answer question after question about how your product is used,who sticks around,and much more.See how often users perform meaningful actions,monitor growth of key user cohorts,like power users,and know how current trends compare to previous results.Team dashboards can be built in minutes,alerts can be sent when metrics change,and you can share results with your team.The platform lets you track 100k monthly users and provides access to unlimited data history and user seats,core reports,data dictionary,and alerts.The next tier up is$25 a month,and delivers additional features such as data modelling,impact reports,email support,and more.92 Browsee Browsee is an analytics platform for understanding how users interact with websites.Features include session recordings and replays,auto-generated session tags,funnel reports,heatmaps for attention and click/scroll behaviour and error reporting.Screen recordings can highlight errors,slowness,or frustrated users,so that you can address your pain points.Heatmaps identify patterns in behaviour,and show attention,click distribution,and scroll depth.Segments help you drill down into behaviour among specific audiences.Funnels demonstrate where users drop out in their usage of your site.The free tier is suitable for up to 200k page views a month,and offers 1,500 recordings a month,with one segment,one continuous heatmap,three team members,14 days of storage,and email support.The next tier up is$12 a month,and lets you have 400k page views,three segments,4,000 recordings a month,and 30 days of storage.93 Clarity Clarity is an analytics product from Microsoft which is designed to visualise user behaviour at scale to empower data driven decisions on what should change and be improved on sites to optimise conversion,engagement,and retention.The platform lets you replay your users session to see how your users really use your site.With session replay,you can see where people get stuck,or where they are highly engaged.It offers a range of tools to help you optimise your site.Session replays let you examine user behaviour as it happened.Heatmaps show you where users clicked or scrolled to show which elements drive the highest engagement.Insights highlight interesting user sessions and root out problems like clicks that go nowhere,rage clicks,and excessive scrolling.The tool is free to use once you have logged in.94 LogRocket LogRocket is a session replay,product analytics and user experience measurement platform.Session replays capture real user interactions with websites and apps;recorded sessions with specific characteristics can be searched to help resolve support tickets and user-reported issues.The product analytics features help identify issues in product usage and conversion.They include the option to create custom metrics for changes in any interaction,page,or feature;and track funnel conversions,user flows,and event volumes.The free plan includes 1,000 sessions per month with one month of data retention;paid plans start at$99 per month for 10,000 sessions.95 Text&Visual Analytics 96 Text&Visual Analytics This is a catch-all category for AI and Machine Learning tools that can be used for research and analytics.Most other categories include tools AI features;this group features tools with free tiers that specialise in areas of Natural Language Processing(text analytics,automated transcription or translation)or Computer Vision.NLP connects linguistics with the different strands of AI so that computers can do useful things with language;analyse it in spoken or written form,respond to queries from users,and even generate output in coherent sentences.Computer Vision is the branch of machine learning that teaches computers to see.Using visual data,such as images and videos,machine learning identifies which items are visible,sometimes down to product and brand,but also including facial expressions and emotions.97 Meaning Cloud Meaning Cloud a cloud-based text analytics platform that also has an Excel add-in.It is really easy to use and it has a very generous free offering,letting you process up to 20,000 items of text per month without spending a penny.You get access to every APIs,integration within other tools and even customisation options.The platform lets you tackle every aspect of text analytics with APIs specialised in topic extraction,text classification,sentiment analysis,language identification,lemmatisation and parsing,corporate reputation,text clustering,automatic summarisation,or document structure analysis.For customisation,choose from different classification models,dictionaries,and sentiment models.In particular,the free version benefits from one classification model with 10 categories,one dictionary with 100 entries and one sentiment model with 30 entries.They also offer technical support if you need help using it.98 MonkeyLearn MonkeyLearn is a platform that offers a range of text analytics and data visualisations tool.The paid option for the platform offers an array of sophisticated tools,such as dashboards summarising data with sentiment analysis over time,by category,tagged by topic.They also offer APIs to integrate text analytics into your apps.The free option is pretty simple you can access word clouds.Now,these are pretty good word clouds,so can be useful either to visualise themes or to start your analysis by providing a priority list of what topics have been mentioned the most.It also provides relevance and frequency scores to add context.If you decide that you would like access to MonkeyLearns API,the next tier is$299 a month,which gives you 10k queries a month,3 custom models,alongside integrations with APIs,excel and more.99 Chattermill Chattermill uses machine learning to analyse customer feedback from tracking studies,reviews and support tickets.Through integrations with CRM tools,survey platforms and marketing automation systems,algorithms process customer feedback in real time and results are available instantly in online dashboards.Every source of feedback and customer interaction can be piped into an easy to use,collaborative platform.The theme and sentiment AI helps to analyse your data to see how customers feel about your product,letting you stay on top of emerging topics and understand what keeps them coming back.You can also filter and interpret the underlying layers of meaning within your data to instantly gauge whats driving customer experience.The free tier gives you access to the customer experience analytics platform,lets you upload your data with CSV,and gives access to the CX knowledge base and resources.To upgrade,youre looking at a pricey$990 a month,though this well importing existing data sources such as reviews or NPS data,and email or in-app support.100 DeepL DeepL is translation platform.It is very easy to use,you paste in the text you want translated or upload a word or PowerPoint document.It supports 12 languages,and you can also include a glossary to ensure certain terms are consistently translated to match the brand or category.You can also download an app to work directly from your desktop,with both Windows and Mac supported.The free tier lets you translate up to 3 documents a month(of up to 5Mb)and includes up to 10 glossary terms.The next tier up is$6.99 a month,and lets you translate up to 5 documents(of up to 10Mb),has one glossary of unlimited entries,and includes formal or informal tones.The paid tiers also give you a free trial for a month too,so you can test run the additional features.101 Apertium Apertium is an open-source machine translation platform.The platform is a language-independent machine translation engine.It supports over 40 languages,though works with natural language pairings,so its worth checking which translation pairs exist for the languages you need.You can copy and paste text into the site,upload a document or translate a webpage.You can also select for it to highlight unknown words.It is totally free,with no upgrade tiers.102 Google Translate Google Translate is a free multilingual neural machine translation service developed by Google.It allows users to translate text and websites from one language into another.It has a huge range of languages available with over 100 languages supported,and lets you copy and paste text,upload documents,or lets you translate with voice.It is free and offers no upgrade tiers.103 Otter Otter.ai creates technologies and products that make information from important voice conversations instantly accessible and actionable.The free tier lets you transcribe up to 600 mins of up to 40 mins per recording.The platform has a range of useful features within the free tier,such as real-time transcription,speaker identification,key word summaries,word clouds,key word search.You can edit and highlight key sections,collaborate with other users,and sync Zoom Cloud recordings.The next tier up costs$8.33 a month,and gives you up to 6,000 minutes of transcription,with up to 4 hours per recording,and more advanced features such as more playback speeds,skip silence,and advanced exports.104 Fireflies Fireflies is an AI meeting assistant that lets you record,transcribe,and search your voice conversations.It enables you to instantly record meetings across any web-conferencing platform.It can transcribe live meetings,or you can upload audio files.Users can collaborate with others by adding comments or marking specific parts of the call.You can also search the transcriptions,action points and other important highlights.The free tier lets you record live meetings from Zoom,Teams,Meet and more,playback at different speeds,produce sharable links,time stamp notes,comment,and offers up to 3,000 minutes of team storage.The next tier up is$10 a month and gives you the additional features of 1,500 minutes of transcriptions a month,8,000 mins of team storage,topic tracking,custom vocabulary,and more.105 Clarifai Clarifai provides computer vision solutions for customer analytics,visual search and moderation applications through a cloud API and developer SDK.Ready-made machine learning models are available for sectors including travel,apparel,and food,as well as numerous brand logos.The platform is powered with AI and catalogues descriptions of images and text,making assets searchable.Intelligent searches can be built based on objects,people,colour,emotions,and even demographic characteristics.This helps you understand not just what is in your assets,but also how its used,where its used,whos viewing it,and their relationships to each other.You can also build and train custom AI models at scale and set up workflows to manage your metadata generation process.The free plan gives you access to 1k input objects,object classification,let you highlight and annotate on areas of interest,search by theme or image,create visual classification models and more.The next tier up comes in at$30 a month,and further access to additional features.106 Imagga Imagga offers customisable machine learning technology for image recognition.The platform has a range of solutions to streamline the process of analysing visual data.Image auto tagging enables automatic assignment of relevant tags or keywords to vast collections of images and videos,while auto categorisation uses a combination of image processing and machine learning to enable automatic assignment of images and videos to relevant categories.The free tier gives you access up to 1k API requests,alongside the basic solutions which include tagging,categorisation,cropping and colour.The next tier up costs$79 a month,and extends you usage to 70k API requests,as well as a visual search API and email support.107 Data Sources 108 Data Sources This section deserves an entire handbook in its own right.Weve only included half a dozen sources of free consumer data that we think are particularly interesting.These data sources can complement research and analytics projects that gather data using the other tools listed here;and they can bring more context by grounding your research in broader trends.These platforms provide you with statistics and data that often are not specific to a brand or campaign,but do help you put together a broader understanding of how people are behaving and thinking,and how that is changing over time.109 Google Trends Google Trends is a tool that analyses the popularity of top search queries in Google Search across various regions and languages.You can compare the relative search volume of searches between two or more terms,measure changes over time,and compare between geographical regions.You can also see related topics and searches,and select regions,time scales,categories(such as shopping,images,or YouTube)to narrow down your search.This can be helpful for a variety of use cases.You can monitor campaign effectiveness by measuring brand searches before and after the launch of a large campaign.Trends can help measure the impact of PR.The data can also inform decisions about NPD,as you can identify consumer trends.110 Statista Statista is an aggregator of global statistics from market and consumer data.The platform is designed to help you find key facts and insights across a range of topics.You can search for key stats for different countries,demographics and categories.They also offer reporting,such as digital trends,consumer,industry,brand and country specific reports.Additionally,they have an infographic section to bring the statistics to life.There is a paid for version of this platform which costs$39 a month,which offers unlimited views of all statistics,1m market and consumer data sets,up to 100 data downloads,and full source information.The free account gives you access to basic statistics and downloads to PDF and PNG.111 SimilarWeb SimilarWeb is a website that provides web analytics services for businesses.The platform offers website traffic volumes for clients and competitors,referral sources which include keyword analysis and demographics,and website stickiness,as well as other features.The free option for the platform includes 1 user,1 country filter and limited access to historical data,but can still give you an overview.The paid version of the platform gives you global and country level data,industry and company analysis,segment analysis,conversion analysis and more,though you will need to enquire for a price.112 Global Web Index Global Web Index is an audience targeting platform that segments audiences using detailed profiling that includes demographics,behaviour,attitudes,and usage of people across 45 countries globally.The data from GWI is used to help guide marketing strategy,identify emerging trends,understand brand perceptions,The platform lets you access consumer data easily with an intuitive analysis platform,with drag-and-drop tools,that help you find and export questions,and access pre-made infographics and dashboards.The free tier of GWI gives you access to global data,with the latest quarter of research,16 questions and 189 answers.The next tier provides full access to all markets and data points,as well as trend analysis,campaign measurement,expert reports,and more.113 Our World in Data Our World in Data is a scientific online publication that features a mixture of data and research on a variety of topics,with a particular focus on large global problems such as poverty,disease,hunger,climate change,war,existential risks,and inequality.The web publication uses interactive charts and maps to illustrate research findings often taking a long-term view to show how global living conditions have changed over time.It features a variety of different topics,such as demographic changes,health,environment,innovation and more.The publication is free and is in part funded by the Bill and Melinda Gates Foundation.114 Index Why Free Software?_ 1 Contents _ 4 About Insight Platforms _ 5 Surveys&Forms_ 6 Surveys&Forms _ 7 AYTM _ 9 QuestionPro _ 10 SmartSurvey _ 11 SurveySparrow _ 12 Qualtrics _ 13 Alchemer _ 14 Survey Planet _ 15 Crowdsignal _ 16 SoGoSurvey _ 17 eSurveysPro _ 18 SurveyHero _ 19 TabX _ 20 Displayr _ 21 Conjoint.ly _ 22 Phonic _ 24 CX&NPS Feedback _ 25 CX&NPS Feedback _ 26 Wootric _ 27 Delighted _ 28 Informizely _ 30 TruRating _ 32 UserCompass _ 33 UserReport _ 34 Survicate _ 35 Qualitative Research _ 36 Qualitative Research _ 37 Microsoft Teams _ 38 Zoom _ 39 Collabito _ 40 FocusGroupIt _ 41 Obvi_ 42 115 Experience Sampler _ 43 Loops _ 44 Flarum _ 46 UX Research _ 47 UX Research _ 48 Maze _ 49 Useberry _ 50 UXArmy _ 51 UXtweak _ 53 Usability Hub _ 54 Treelly _ 55 OpinionX _ 56 Tacit _ 57 VisualEyes_ 58 EasyScreen _ 59 Markup.io _ 60 Userforge _ 61 Custellence _ 62 Sticktail _ 63 Evolve _ 64 Data Visualisation _ 65 Data Visualisation _ 66 Tableau _ 67 GoodData _ 68 Databox _ 69 Kumu _ 70 Vizzlo _ 71 Visme _ 72 Piktochart _ 73 Infogram _ 74 Canva _ 75 Unsplash _ 76 Optimisation&Product Analytics _ 77 Optimisation&Product Analytics _ 78 ABtesting.ai _ 79 Hotjar _ 80 Fullstory _ 82 Mouseflow _ 83 Pendo _ 85 Google Analytics _ 86 116 Indicative _ 87 Smartlook _ 88 Amplitude _ 89 Heap _ 90 Mixpanel _ 91 Browsee _ 92 Clarity _ 93 LogRocket _ 94 Text&Visual Analytics _ 95 Text&Visual Analytics _ 96 Meaning Cloud _ 97 MonkeyLearn _ 98 Chattermill _ 99 DeepL _ 100 Apertium _ 101 Google Translate _ 102 Otter _ 103 Fireflies _ 104 Clarifai _ 105 Imagga _ 106 Data Sources _ 107 Data Sources _108 Google Trends _ 109 Statista _ 110 SimilarWeb_ 111 Global Web Index _ 112 Our World in Data_ 113
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益普索：2023年度全球幸福感调查报告（英文版）（32页）.pdf
Ipsos|Global Happiness 2023|March 2023|Public1GLOBAL HAPPINESS 2023March 2023A 32-country Global Advisor surveyLife Satisfaction Across the World Ipsos|Global Happiness 2023|March 2023|Public2Summary findingsHappiness rebounds in Latin America,drops in many Western countriesRelationships and knowledge are what people are most satisfied withSatisfaction varies with economic developmentKey drivers of happinessMany lack support system Pessimism prevails about the future of relationships Higher on average in Global South than in high-income countries Top 5:China,Saudi Arabia,Netherlands,India,Brazil Higher among married,more affluent,better educated No difference by gender Happy people are most likely to feel useful,in control of their life,valued,and satisfied with their mental and material well-being Happiness drivers vary little by gender,except for marital relationships and mental health(more important to womens happiness)and ones own financial situation(more important tomens happiness)Happiness levels are strongly correlated with consumer confidence Satisfaction levels are highest with relationships children,spouse,relatives,friends,co-workers,and nature and with education and information Lowest with countrys situation,own finances,romantic/sex life,and physical activity High-income country citizens tend to be more satisfied with their safety,material possessions,living conditions,and jobs Middle-income country citizens are generally more satisfied with their faith/spiritual life,physical wellbeing,looks,relatives,sense of control and purpose,and feeling appreciated Globally,only 72%have friends or relatives they could rely to help them Significantly fewer in Japan,Brazil,and South Korea,and generally among lower-income earners Four in 10 report having recently experienced a distressing event with higher proportions among Gen Zers and Millennials,those with a lower income and women Twice as many say it will get more difficult than easier for singles to find a romantic partner,for couples to maintain a happy relationship,and for people to have close friendships they can count on Pessimism is most pronounced among Boomers and GenXers,the less educated and affluent,unmarried adults and more generally in high-income countries Ipsos|Global Happiness 2023|March 2023|Public3Level of happiness by country1 Ipsos|Global Happiness 2023|March 2023|Public450WXaghhhipqqrttttvwyyy%HungarySouth KoreaPolandJapanTurkeyGermanyBelgiumItalyMalaysiaSpainGreat BritainSingaporeThailandPeruCanadaSwedenArgentinaFranceUnited StatesSouth AfricaIndonesiaPortugalChileAustraliaColombiaMexicoUAEBrazilIndiaNetherlandsSaudi ArabiaChinaHappiness by country and demographicsBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023.The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Q.Taking all things together,would you say you are:very happy,rather happy,not very happy,not happy at all?Average:73PWXaghhhipqqrttttvwyyys%HungarySouth KoreaPolandJapanTurkeyGermanyBelgiumItalyMalaysiaSpainGreat BritainSingaporeThailandPeruCanadaSwedenArgentinaFranceUnited StatesSouth AfricaIndonesiaPortugalChileAustraliaColombiaMexicoUAEBrazilIndiaNetherlandsSaudi ArabiaChinaGlobal Country Average73tsuquyhdtxhrwup%MaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower incomeMiddle incomeUpper incomeLower educationMedium educationHigher educationEmployedNon-employed Ipsos|Global Happiness 2023|March 2023|Public5Change in happiness level by countryBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023.The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Q.Taking all things together,would you say you are:very happy,rather happy,not very happy,not happy at all?%Happy(very/rather)Dec 2011May 2013Mar 2017Feb 2018Jun 2019Aug 2020Dec 2021Jan 20231-year change10-year changeGlobal Country Average77wapdcgs% 6-4China78y% 8 12Saudi Arabia83tuvx% 5 12Netherlands87%-1n/aIndia89xwf% 2-3Brazil77Vsacc% 20 2UAE81%n/an/aMexico78CgYFe% 16 1Colombia32XT% 26n/aAustralia86rw%-5-4Chile41qP5Sy% 26n/aIndonesia79%n/an/aPortugal79%n/an/aSouth Africa79YrYRew% 12-6United States85ypvv%-0-7Argentina68gHV4CHt% 26 7France84hwxt%-7-7Sweden80tutxt%-4-13Canada85xt%-6-9Peru36TX2Tr% 18n/aThailand71%n/an/aSingapore72q%-1n/aGreat Britain79qxvp%-13-11Spain63WCSF8Ui% 14 12Malaysia69Rbeh% 3n/aItaly73hSWbfh% 2 0Belgium80qsqsh%-5-12Germany76wqhxsrg%-5-10Turkey89XSYBa% 19-22Japan70ibRUX% 2-9Poland75rfqqheX%-7-14South Korea71bHWTTWW% 0-5Hungary43RHHPEQP%-1-2 Ipsos|Global Happiness 2023|March 2023|Public6Happiness trends by world regionsBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023.The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Q.Taking all things together,would you say you are:very happy,rather happy,not very happy,not happy at all?%Happy(very/rather)30Pp0%North America AustraliaLatin AmericaEuropeAsiaMiddle-East/AfricaMay 2013Mar 2017Feb 2018Jun 2019Aug 2020Dec 2021Jan 2023Dec 2011 Ipsos|Global Happiness 2023|March 2023|Public7Happiness trends by level of economic developmentBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023.The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Q.Taking all things together,would you say you are:very happy,rather happy,not very happy,not happy at all?%Happy(very/rather)Based on World Bank country classification by income level for 2022-2023High-income countries:Australia,Belgium,Canada,Chile,France,Germany,Great Britain,Hungary,Italy,Japan,South Korea,Netherlands,Poland,Portugal,Saudi Arabia,Singapore,Spain,Sweden,UAE,United StatesMiddle-income(upper or lower)countries:Argentina,Brazil,China,Colombia,India,Indonesia,Mexico,Malaysia,Peru,Thailand,Turkey,South Africa30Pp0%High-income countriesMedium-income countriesMay 2013Mar 2017Feb 2018Jun 2019Aug 2020Dec 2021Jan 2023Dec 2011 Ipsos|Global Happiness 2023|March 2023|Public8Satisfaction with aspects of life2 Ipsos|Global Happiness 2023|March 2023|Public9Satisfaction with aspects of life:Global averageBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.85xxwwvvuuttttssssrrrrqecW%My children(if a parent)Relationship with partner/spouse(if has one)Access to/in touch with natureLevel of educationRelationship with relativesFriendsAccess to news/informationCo-workers(if employed)Feeling lovedFeeling free to do and say what I wantPersonal safety and securityAccess to entertainment/leisure activitiesJob(if employed)Religious faith or spiritual lifeLiving conditionsAmount of free timeLooksFeeling in control of my lifeFeeling my life has meaningFeeling appreciatedMental health and well-beingMaterial possessionsPhysical health and well-beingSocial statusSocial lifeExercising/physical activitiesRomantic/sex lifeOwn financial situationCountrys economic situationCountrys social and political situationQ.Overall,how satisfied are you with each of the following aspects of your life:%Satisfied(very/somewhat)Ipsos|Global Happiness 2023|March 2023|Public10Satisfaction with aspects of life by countryBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Global Country AverageArgentinaAustraliaBelgiumBrazilCanadaChileChinaColombiaFranceGermanyGreat BritainHungaryIndiaIndonesiaItalyJapanMalaysiaMexicoNetherlandsPeruPolandPortugalSaudi ArabiaSingaporeSouth AfricaSouth KoreaSpainSwedenThailandTurkeyUAEUnited StatesMy children(if a parent)85ytvyx%Relationship with partner/spouse(if has one)84xwvpysycess to/in touch with nature80qvyxpbvuxVf%Level of education80vsxwpsPyrwttwy%Relationship with relatives78xxfrvtqywqWvyxdypwt%Friends78uttyuwwxeytTyxrtVtvxcess to news/information77supgqswappqxyXiqt%Co-workers(if employed)77sssyvquvpgQyysyyrXwyxueling loved76udrupusssIviuvSrviweling free to do and say what I want76irvyrsuYvtXqayyXxtWx%Personal safety and security75cicagixupqwcqdfwrYucess to entertainment/leisure activities75whqwtvqxvUiQxiwtuWxiWv%Job(if employed)74rrgsyhutevqGuvpupgVwstt%Religious faith or spiritual life74vpfsqvyegddfBxshvyPqqrv%Living conditions74tfhsuwvvyTxypWyueqTuhWw%Amount of free time74pxquvuttuudyidwifeyuqUsdw%Looks73gedqpsgiaryPygvieling in control of my life73xuehgweregiExyappVrcfpeling my life has meaning73vtahgyfphXhQgtw4sgbseling appreciated73pghpyqgfIipyyYvuqPfeq%Mental health and well-being72ytcgpsurdiVrGwwbrprUugfq%Material possessions72hyutwvyix9rhuiVwud9wyrYy%Physical health and well-being72hXicrygiegyhEyvtYhtpRudip%Social status72rweervwwqspRh7wvdrrqBruap%Social life71vrdgiwufqeVyeGxteptiHtrXh%Exercising/physical activities65gqUXWqeXbGwaEsrxfRVdYGdRbb%Romantic/sex life63gaXXsysaXViu4Whpqd%n/a66eDrUuc%n/a60%Own financial situation57AGTXSxaUVV7seW7XCavSB8aIuRQ%Countrys economic situation 40T%7A$x3(PpS2IGE$g$!53Q14%Countrys social and political situation40$CD&82B rS4(YUG$!%n/a71%#80U7%n/a35%Ipsos|Global Happiness 2023|March 2023|Public11Global Country AverageArgentinaAustraliaBelgiumBrazilCanadaChileChinaColombiaFranceGermanyGreat BritainHungaryIndiaIndonesiaItalyJapanMalaysiaMexicoNetherlandsPeruPolandPortugalSaudi ArabiaSingaporeSouth AfricaSouth KoreaSpainSwedenThailandTurkeyUAEUnited StatesMy children(if a parent)12141437111211111721011241311112Relationship with partner/spouse(if has one)22131232126214322231135351216421Access to/in touch with nature376243333361051011022108105383Level of education313566125298685106498355292464Relationship with relatives5988595425995235774842Friends6396516884976647677Access to news/information786591074234543282910Co-workers(if employed)878881010106106986535Feeling loved952105534101048Feeling free to do and say what I want109910638574105610106Personal safety and security114345759777971137Access to entertainment/leisure activities12941069Job(if employed)131099848101084Religious faith or spiritual life146444393793Living conditions1557961069Amount of free time1510387449Looks176799853696Feeling in control of my life1881092775Feeling my life has meaning19581059939Feeling appreciated204966886Mental health and well-being2110577Material possessions22426476975Social status236288My physical health and well-being2387999Social life2510Exercising/physical activities263Romantic/sex life27Own financial situation28Countrys social and political situation29Countrys economic situation 29Life aspects ranked by satisfaction level top 10 by countryBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Ipsos|Global Happiness 2023|March 2023|Public12Relative satisfaction higher in Middle-income countriesSatisfaction with aspects of life and level of developmentBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Difference between high-income and middle-income countries in rank of life aspects based on%satisfied with each of them1075433322221110000-1-1-1-2-3-5-5-5-5-6-6-7Personal safety and securityMaterial possessionsLiving conditionsJob(if employed)Social statusFeeling free to do and say what I wantAccess to/in touch with natureAmount of free timeCo-workers(if employed)FriendsMy children(if a parent)Access to news/informationLevel of educationEconomic situationFeeling lovedFinancial situationAccess to entertainment/leisure activitiesRomantic/sex lifeSocial lifeSocial and political situationRelationship with partner/spouse(if has one)Mental health and well-beingExercising/physical activitiesRelationship with relativesFeeling appreciatedFeeling my life has meaningFeeling in control of my lifeLooksMy physical health and well-beingReligious faith or spiritual lifeRelative satisfaction higher in high-income countries Ipsos|Global Happiness 2023|March 2023|Public13GenderGenerationMarital StatusHousehold IncomeEducationEmployment StatusGlobal Country AverageMaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower Middle UpperLowerMediumHigherEmployedNon-employedMy children(if a parent)85futyt%Relationship with partner/spouse(if has one)84cess to/in touch with nature80yuyvuwyx%Level of education80wyvspvw%Relationship with relatives78yxwyyxuqyrwu%Friends78wxtwxspxsvyucess to news/information77wxtwytqxvvxv%Co-workers(if employed)77wvuwvytiwpvyw%-Feeling loved76uvsvupgwquywseling free to do and say what I want76vustuysrvxstxws%Personal safety and security75vtsuuypiuypsvtcess to entertainment/leisure activities75vssvswxrfvyisxwp%Job(if employed)74tusttyypftxitwt%-Religious faith or spiritual life74ttrtuuxqpsyqrwvp%Living conditions74ttssridtyhrxvp%Amount of free time74ttpqrxqrutsttrx%Looks73urrtsvxpgtwirwvieling in control of my life73sspssyyhfsxhrvvieling my life has meaning73tristwgdtxirvuieling appreciated73srisqwygctwipwti%Mental health and well-being72upgrryygeqxgqvti%Material possessions72rrprpwxgesugqusi%Physical health and well-being72spisrrwgervhputf%Social status72rqhqrvyfcrwfpvuf%Social life71rqirptxfcrwgptte%Exercising/physical activities65iaefcfqYeiabphY%Romantic/sex life63ccYhbauTRdpWcfgU%Own financial situation57UVYUfPDVgHUdaIonomic situation 40C6DE52F488D65FC3%Social and political situation40C7DD62E679D67DC4%Satisfaction with aspects of life by demographicsBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Ipsos|Global Happiness 2023|March 2023|Public14GenderGenerationMarital StatusHousehold IncomeEducationEmployment StatusGlobal Country AverageMaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower Middle UpperLowerMediumHigherEmployedNon-employedMy children(if a parent)1211111431122119Relationship with partner/spouse(if has one)21212232112211321Access to/in touch with nature33443423223533542Level of education3432534324437234Relationship with relatives5573467585584456Friends66566765896465667Access to news/information78678588677747875Co-workers(if employed)87846879959Feeling loved9891096889910810Feeling free to do and say what I want1091081079610710910Personal safety and security1199978Access to entertainment/leisure activities1291010Job(if employed)139Religious faith or spiritual life141010Amount of free time155553Living conditions15101010Looks17Feeling in control of my life18Feeling my life has meaning19Feeling appreciated20Mental health and well-being21Material possessions22Physical health and well-being23Social status23Social life25Exercising/physical activities26Romantic/sex life27Own financial situation28Countrys social and political situation29Countrys economic situation 29Life aspects ranked by satisfaction level top 10 by countryBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Ipsos|Global Happiness 2023|March 2023|Public15Drivers of happiness3 Ipsos|Global Happiness 2023|March 2023|Public16Key drivers of happinessBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Correlation between satisfaction with each aspect of life and reported happiness 0.5290.5270.5210.5190.5070.5030.4930.4920.4780.4730.4580.4510.4490.4330.4320.4310.4200.4130.3960.3830.3760.3740.3710.3640.3630.3610.3570.3500.3310.289Feeling my life has meaningFeeling in control of my lifeMental health and well-beingSocial lifeLiving conditionsSocial statusFeeling appreciatedMy financial situationMaterial possessionsFeeling lovedPhysical health and well-beingFeeling free to do and say what I wantAccess to entertainment/leisure activitiesRomantic/sex lifeJobLooksPersonal safety and securityFriendsExercising/physical activitiesCo-workersRelationship with partner/spouseReligious faith or spiritual lifeRelationship with relativesAccess to/in touch with natureLevel of educationCountrys economic situationThe amount of free time I haveCountrys social/political situationAccess to news/informationMy children Ipsos|Global Happiness 2023|March 2023|Public17Satisfaction with aspects of life relative to their impact on happinessImpact on happiness*Lesser driversAverage driversStronger drivers%SatisfiedHigh(75% )My children Relationship with partner/spouse Access to/being in touch with nature Level of education Relation with parents,siblings,etc.Access to news and information Friends Co-workers Feeling free to do and say what I want Personal safety and security Access to entertainment/leisure activities Feeling lovedMedium(60-74%)Faith/spiritual life Amount of free time Job Looks Physical health/well-being Exercising/physical activities Romantic/sex life Living conditions Feeling in control of my life Feeling my life has meaning Mental health/well-being Material possessions Social life Feeling appreciated Social statusLow(60%)Countrys economic situation Countrys social/political situation Own financial situation*Correlation between satisfaction with each aspect of life and reported happiness.R2.ranges:lesser drivers=.289-.376;average drivers=.383-.458;stronger drivers=.473-.529Base:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023 Ipsos|Global Happiness 2023|March 2023|Public18Gender differences on drivers of happinessBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Difference between rank of life aspects as drivers of happiness among women and men(based on correlation between satisfaction with each aspect of life and reported happiness) 9 6 4 4 3 2 2 2 1 1 1000000-1-1-2-2-2-2-2-3-3-3-4-4-6Relationship with partner/spouseMental health/well-beingFeeling lovedFeeling my life has meaningAccess to/in touch with natureLiving conditionsPhysical health/well-beingRomantic/sex lifeMy level of educationFaith or spiritual lifeAccess to entertainment/leisure activitiesMy childrenFriendsLooksPersonal safety and securitySocial statusAccess to news/informationExercising/physical activitiesCountrys social/political situationFeeling in control of my lifeCo-workersJobMaterial possessionsSocial lifeFeeling free to do and say what I wantAmount of free timeCountrys economic situationFeeling appreciatedRelationship with relativesOwn financial situationWomenMen192828711152326571012141624252122121330301818151517176629292019282731222016141194213102724262384252193RANK AMONG:More important to mens happinessMore important towomens happiness Ipsos|Global Happiness 2023|March 2023|Public19Happiness and consumer confidence are highly correlatedArgentinaAustraliaBelgiumBrazilCanadaChinaFranceGermanyGreat BritainHungaryIndiaItalyJapanMexicoPolandSaudi ArabiaSouth AfricaSouth KoreaSpainSwedenTurkeyUnited StatesR=0.762240Pp00354045505560657075Ipsos Consumer ConfidenceIndex%Happy(very/rather)Base:1000 or 500 online adults under the age of 75 per country,interviewed Dec.22,2022 Jan.6,2023The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Ipsos|Global Happiness 2023|March 2023|Public20Challenging experiences4 Ipsos|Global Happiness 2023|March 2023|Public21Support and experience with difficult situationsBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general populationQ.Please indicate whether the following statements applies to you:YesNoPrefer not to say72!%79S%77T%7%I have one or several close friends or relatives I could rely on to help me in case of needI recently experienced a deeply disturbing or distressing event that has prevented me from feeling good about my lifeI am facing or recently faced a difficult personal situation that I could not resolve by myself Ipsos|Global Happiness 2023|March 2023|Public22Access to support in case of needBase:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Q.Please indicate whether the following statements applies to you:I have one or several close friends or relatives I could rely on to help me in case of need(%Yes)82yywwvvuutttssssrrrrqqqqppihgaXT%NetherlandsIndonesiaPortugalPolandArgentinaSaudi ArabiaColombiaMalaysiaUnited Arab EmiratesAustraliaMexicoPeruChileSpainThailandHungaryBelgiumSouth AfricaGermanyTurkeyCanadaChinaGreat BritainUnited StatesSwedenItalyFranceIndiaSingaporeSouth KoreaBrazilJapanAverage:72psiqqwuidsvhqusp%MaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower incomeMiddle incomeUpper incomeLower educationMedium educationHigher educationEmployedNon-employed Ipsos|Global Happiness 2023|March 2023|Public23Base:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Experience of a distressing eventAverage:39%Q.Please indicate whether the following statements applies to you:I recently experienced a deeply disturbing or distressing event that has prevented me from feeling good about my life(%Yes)59XTQPHFEDCAA55555544432211$%United Arab EmiratesSaudi ArabiaThailandMalaysiaIndiaSouth AfricaPolandBrazilJapanTurkeySouth KoreaSwedenItalyFranceBelgiumPeruHungaryColombiaIndonesiaMexicoSingaporeCanadaChileSpainNetherlandsGermanyArgentinaUnited StatesChinaAustraliaGreat BritainPortugal37ACC808D7897%MaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower incomeMiddle incomeUpper incomeLower educationMedium educationHigher educationEmployedNon-employed Ipsos|Global Happiness 2023|March 2023|Public24Base:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Experience of a difficult personal situationAverage:37%Q.Please indicate whether the following statements applies to you:I am facing or recently faced a difficult personal situation that I could not resolve by myself(%Yes)56SQIHGEDBBA8877554433321111)(!%United Arab EmiratesSaudi ArabiaThailandBrazilMalaysiaIndiaSouth AfricaTurkeyColombiaPeruMexicoChileArgentinaPolandItalyUnited StatesSouth KoreaNetherlandsIndonesiaBelgiumCanadaSingaporeSpainSwedenGermanyJapanFranceAustraliaGreat BritainChinaPortugalHungary368D6%59D8487786%MaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower incomeMiddle incomeUpper incomeLower educationMedium educationHigher educationEmployedNon-employed Ipsos|Global Happiness 2023|March 2023|Public25Expectations about the future of relationships5 Ipsos|Global Happiness 2023|March 2023|Public26Expectations about the future of relationship globallyQ.Do you expect that over the next 10 years the following will get easier,get more difficult,or stay about the same in your country.Base:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Get easierGet more difficultStay about the same22C5!C6#C5%For single people to find a romantic partner or spouseFor married couples to maintain a happy relationshipFor people to have close friends they can count on Ipsos|Global Happiness 2023|March 2023|Public27Base:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.-17-24-10-16-27-32-16-25-24-21-17-20-23-19-18-26MaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower incomeMiddle incomeUpper incomeLower educationMedium educationHigher educationEmployedNon-employedExpectations about single peoples ability to find a romantic partner/spouseNet scoreDifference between%expecting that,over the next 10 years,it will be easier for single people to find a romantic partner or spouse and%expecting it will be more difficult(in percentage points)Average:-21 26 18 8 7 6 3-6-7-8-14-15-15-19-20-21-22-26-26-28-30-31-31-33-34-35-36-38-38-43-46-46-58Saudi ArabiaUnited Arab EmiratesIndiaBrazilIndonesiaChinaMexicoMalaysiaPortugalThailandArgentinaPeruSpainColombiaChileSouth AfricaItalyAustraliaNetherlandsUnited StatesSwedenPolandGreat BritainCanadaTurkeyFranceGermanyJapanSingaporeBelgiumHungarySouth Korea Ipsos|Global Happiness 2023|March 2023|Public28Expectations about married couples ability to maintain a happy relationshipNet scoreDifference between%expecting that,over the next 10 years,it will be easier for married couples to maintain a happy relationship and%expecting it will be more difficult(in percentage points)Average:-22Base:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population. 29 17 15 8 5 4-1-21-21-22-24-24-25-26-26-26-28-28-28-29-29-29-32-33-35-35-36-37-38-41-49-49Saudi ArabiaUnited Arab EmiratesChinaBrazilIndiaMalaysiaIndonesiaPeruMexicoThailandNetherlandsAustraliaArgentinaSouth AfricaSwedenGreat BritainSpainColombiaPortugalGermanyChileUnited StatesJapanCanadaItalyPolandFranceSingaporeSouth KoreaHungaryTurkeyBelgium-20-23-16-16-26-32-14-28-24-23-19-24-24-18-19-28MaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower incomeMiddle incomeUpper incomeLower educationMedium educationHigher educationEmployedNon-employed Ipsos|Global Happiness 2023|March 2023|Public29Base:22,508 online adults under the age of 75 across 32 countries,interviewed Dec.22,2022 Jan.6,2023The“Global Country Average”reflects the average result for all the countries and markets where the survey was conducted.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.Expectations about people having close friends they can count onNet scoreDifference between%expecting that,over the next 10 years,it will be easier for people to have close friends they can count on and%expecting it will be more difficult(in percentage points)Average:-20 23 19 17 10 5 2-2-4-4-13-18-19-21-21-23-25-26-27-28-28-29-31-31-32-32-32-34-36-45-47-49-49Saudi ArabiaChinaUnited Arab EmiratesBrazilIndiaIndonesiaMalaysiaMexicoArgentinaPeruAustraliaChileSpainPortugalColombiaGreat BritainThailandUnited StatesJapanCanadaGermanySwedenSingaporeNetherlandsFranceSouth AfricaPolandItalySouth KoreaBelgiumHungaryTurkey-18-21-12-14-25-32-15-24-23-19-18-21-22-17-17-27MaleFemaleGen ZMillennialGen XBoomerMarriedOtherLower incomeMiddle incomeUpper incomeLower educationMedium educationHigher educationEmployedNon-employed Ipsos|Global Happiness 2023|March 2023|Public30Prior fieldwork waves were also conducted on Ipsoss Global Advisor online survey platform:Nov 19 Dec 3,2021,among 20,504 adults in 30 countries Jul 24 Aug 7,2020,among 19,516 adults in 27 countries May 24 Jun 7,2019,among 20,327 adults in 28 countries Jan 26 Feb 9,2018,among 19,428 adults in 27 countries Feb 17 Mar 3,2017,among 18,523 adults in 26 countries May 7 21,2013,among 18,513 adults in 25 countries Dec 6 19,2011,among 21,245 adults in 24 countriesThe data is weighted so that each markets sample composition best reflects the demographic profile of the adult population according to the most recent census data.The Global average reflects the average result of all the countries and markets where the survey was conducted that year.It has not been adjusted to the population size of each country or market and is not intended to suggest a total result.Where results do not sum to 100 or the difference appears to be /-1 more/less than the actual,this may be due to rounding,multiple responses or the exclusion of dont knows or not stated responses.The precision of Ipsos online polls is calculated using a credibility interval with a poll of 1,000 accurate to /-3.5 percentage points and of 500 accurate to /-4.8 percentage points.For more information on Ipsoss use of credibility intervals,please visit the Ipsos website.The publication of these findings abides by local rules and regulations.These are the findings of a 32-country Ipsos survey conducted December 22,2022 January 6,2023,among 22,508 adults aged 18-74 in the United States,Canada,Malaysia,South Africa,and Turkey,20-74 in Thailand,21-74 in Indonesia and Singapore,and 16-74 in 24 other countries,via Ipsoss Global Advisor online survey platform.Each countrys sample consists of ca.2,000 individuals in Japan;1,000 individuals in each of Australia,Brazil,Canada,China(mainland),France,Germany,Great Britain,Italy,Spain,and the U.S.;and ca.500 individuals in each of Argentina,Belgium,Chile,Colombia,Hungary,India,Indonesia,Malaysia,Mexico,the Netherlands,Peru,Poland,Portugal,Saudi Arabia,Singapore,South Africa,South Korea,Sweden,Thailand,Turkey,and the United Arab Emirates.The samples in Argentina,Australia,Belgium,Canada,France,Germany,Great Britain,Hungary,Italy,Japan,the Netherlands,Poland,South Korea,Spain,Sweden,Switzerland,and the U.S.can be taken as representative of these countries general adult population under the age of 75.The samples in Brazil,Chile,China,Colombia,India,Indonesia,Malaysia,Mexico,Peru,Saudi Arabia,Singapore,South Africa,Thailand,Turkey,and the UAE are more urban,more educated,and/or more affluent than the general population.The survey results for these markets should be viewed as reflecting the views of the more“connected”segment of their population.Methodology Ipsos|Global Happiness 2023|March 2023|Public31In our world of rapid change,the need for reliable informationto make confident decisions has never been greater.At Ipsos we believe our clients need more than a data supplier,they need a partner who can produce accurate and relevant information and turn it into actionable truth.This is why our passionately curious experts not only provide the most precise measurement,but shape it to provide True Understanding of Society,Markets and People.To do this we use the best of science,technology and know-how and apply the principles of security,simplicity,speed and substance to everything we do.So that our clients can act faster,smarter and bolder.Ultimately,success comes down to a simple truth:You act better when you are sure.Ipsos is the third largest market research company in the world,present in 90 markets and employing more than 18,000 people.Our research professionals,analysts and scientists have built unique multi-specialist capabilities that provide powerful insights into the actions,opinions and motivations of citizens,consumers,patients,customers or employees.Our 75 business solutions are based on primary data coming from our surveys,social media monitoring,and qualitative or observational techniques.“Game Changers”our tagline summarises our ambition to help our 5,000 clients to navigate more easily our deeply changing world.Founded in France in 1975,Ipsos is listed on the Euronext Paris since July 1st,1999.The company is part of the SBF 120 and the Mid-60 index and is eligible for the Deferred Settlement Service(SRD).ISIN code FR0000073298,Reuters ISOS.PA,Bloomberg IPS:FPAbout IpsosGame Changers Ipsos|Global Happiness 2023|March 2023|Public32Nicolas BSenior Vice President,US Public Affairs,IpsosContact for more information
3人已浏览 2023-03-22 32页 5星级
艾昆纬：新兴医药公司在中国的机遇白皮书（英文版）（16页）.pdf
White PaperCHINA:AN EARLY OPPORTUNITY FOR EMERGING BIOPHARMAPositive forces in the China market make early market entry both attractive and achievableTABLE OF CONTENTSIntroduction 3Why consider China as a key market?4EBP growth opportunity:Population dynamics 4EBP growth opportunity:Improved application processes and pathways 4EBP growth opportunity:Access for innovation and unmet need 5EBP growth opportunity:R&D and commercial partnerships 5EBP growth opportunity:Capital and talent 6Possible challenges in entering the China market 6Implications for an EBP 7How to navigate China:key success factors 8Work with a big pharma partner 8Work with a distributor 8Go it alone 9Partner with a global commercial solutions provider 10Case study:Long-term strategic partnership to advance products regionally 10Case study:Hong Kong EBP evaluation of pipeline products and ROI in different markets 11Case study:Chinese EBP commercializing its first gene therapy 11Conclusion 12References 13About IQVIA Biotech 14About the authors |3China was once viewed as market to enter after first launching new products in the United States and/or Europe but that is a changing mindset.There are now clinical and commercial options available to emerging biopharmas(EBPs)that make China an attractive first launch market.With a population of more than 1.4 billion,China is now the worlds second-largest biopharmaceutical market,trailing only the United States,and is forecast to be the worlds largest within the next 10 years.The Chinese pharmaceutical market is forecast to grow at a CAGR of 4.8%(1.5%)between 2020 and 2025,reaching RMB1,289.7 billion in 2025(USD$200.2 billion)i.Though one should bear in mind that the COVID-19 pandemic has created challenges and uncertainty in understanding market trends and building reliable forecasts globally,as well as for China.In terms of healthcare spending,this continues to outpace GDP growth:it reached 6.6%of GDP in 2018 and is expected to exceed 7.0%of GDP by the end of 2024.Efforts to constrain costs and improve efficiency are being stepped up,with short and long-term implications for the biopharmaceutical industry i.This is the right time for biopharma companies,in particular EBPs,to create development programs that lead to market access in China,core reasons include:Disease and demographics,China is encouraging the introduction of innovative products to treat chronic diseases and diseases of the elderly.Changes in regulations to speed clinical development and market launch of innovative products.New R&D and commercialization options,some of them spawned by necessity as a result of COVID-19,that EBPs can tap to execute an entry and/or growth strategy in China.INTRODUCTIONChina is now the worlds second-largest biopharmaceutical market,trailing only the United States,and is forecast to be the worlds largest within the next 10 years.4|China:An early opportunity for Emerging BiopharmaWHY CONSIDER CHINA AS A KEY MARKET?A combination of factors has created a strong environment market access to China.Key among them:EBP GROWTH OPPORTUNITY:POPULATION DYNAMICSThere is a sheer size of the market and patient potential both for clinical development and commercialization.The burden of disease and exposure to risk are high:300 million men smoke and 160 million(both men and women)are hypertensive,most untreated.Obesity is common.More than 20%of children aged 717 years in big cities are overweight or obese ii.In addition,thanks in large part to its one-child policy established in 1979 and changed to a two-child policy in 2015,Chinas population is aging faster than almost all other countries in modern history iii.In 2050,almost 40%of Chinas population will be over 65 330 million people iv.While there is robust overall growth,as with the rest of the developing world,China is showing a growth in specialty pharmaceuticals to treat cancers and other non-communicable diseases a niche that especially fits EBPs.EBP GROWTH OPPORTUNITY:IMPROVED APPLICATION PROCESSES AND PATHWAYSChinas National Medical Products Administration(NMPA),formerly the China FDA,has streamlined the trial approval process and implemented fast-track reviews and clinical trial waivers for priority medicines,including orphan drugs,products for the treatment of life-threatening conditions,and products that target unmet needs.Particularly important is the opening of a new pathway for drugs to come into China through a special zone in Hainan Province vi.In late 2018,the Bo Ao Lecheng International Medical Tourism Pilot Zone in Hainan province in Southern China was created,to enable local authorities to approve special importation small amounts of unapproved chemical and biological drugs and devices(excluding vaccines)from a foreign manufacturer.Previously,only Chinas NMPA had this right.Through this Pilot Zone,Hainan authorities can independently approve products that meet certain criteria a notable benefit for companies.The number of applications,for new and investigational drug is not only increasing,but includes real-world evidence being incorporated into the regulatory pathways.A significant number of clinical trials involving biosimilars have been authorized,pre-empting an anticipated surge in biosimilar approval submissions.Other improvements implemented in recent years include the introduction of drug traceability and pharmacovigilance systems as well as measures to expedite the approval of priority medicines with limited clinical trial data.China has a high population of people with diabetes,121 million,and about half of its population is categorized as pre-diabetic v.Large and rapidly aging population and growth of chronic diseasesPolicy changes to bring innovative products to market and to better manage chronic diseaseNew partnering and outsourcing options that EBPs can use to enter and expand in ChinaAvailability of capital;and a large pool of clinical and commercialization experts,many of them seasoned by work for global biopharma companies,who have returned to China to work in the EBP |5EBP GROWTH OPPORTUNITY:ACCESS FOR INNOVATION AND UNMET NEEDThere is faster National Reimbursement Drug List(NRDL)access and improved affordability for patients.The NRDL is being updated more often,with annual revisions expected,which makes it easier for EBPs to get their innovative products on the list.Drugs for the treatment of cancer,other critical and rare diseases,and non-communicable diseases are being prioritized.A wave of biosimilar approvals is expected over the next several years,following the authorization of Chinas first full-fledged biosimilar by the NMPA in 2019.The inclusion of biosimilars in centralized volume-based procurement(VBP)tenders in the medium term will trigger a sharp decline in the price of some biologics,enabling more widespread consumption.The Chinese company Ocumension Therapeutics used new rules regarding the use of real-world data to obtain approval for its OT-401(Fluocinolone Intravitreal Implant)product,which was included in the first batch of drug real-world study pilot list by Hainan Pilot Zone authorities.The March 2021 approval of OT-401s NDA by the NMPA was the first time a product had been launched using only real-world study pilot data vii.6|China:An early opportunity for Emerging BiopharmaEBP GROWTH OPPORTUNITY:R&D AND COMMERCIAL PARTNERSHIPSNumerous global biopharma companies have formed R&D development partnerships or have licencing agreements with Chinese EBPs,including Novartis,Eli Lilly,Pfizer,and Bristol-Myers Squibb,among others.For example,the Chinese biopharma company BeiGene has agreements with Amgen,Celgene,and EUSA Pharma to market their oncology products in China viii.In January 2021,BeiGene out-licensed its anti-PD-1 monoclonal antibody tislelizumab to Novartis ix,and in late 2020 the Chinese company Cstone Pharmaceuticals out-licensed China rights for its anti-PD-L1 monoclonal antibody(MAb),sugemalimab,to Pfizer x.EBP GROWTH OPPORTUNITY:CAPITAL AND TALENTThere is significant access to both capital and talent,otherwise known as the synergistic rocket fuels of EBP growth.Fundraising in the EBP sector continues,especially in mainland China.The United States,Hong Kong and A-share(stock of mainland China-based companies that trade on Shanghai and Shenzhen stock exchanges)markets continue to lead,raising in 1st quarter 2021 USD$61.4 billion,almost two-thirds of global initial public offering(IPO)proceeds.Healthcare and life sciences continues to be among the most active IPO market sectors(along with the industrial and technology,media and telecom sectors).Those three sectors contributed more than 75%of total funds raised in the US,Hong Kong and A-share IPO market xi.Talent also is abundant in China,with a plethora of experienced professionals seasoned by working for multinational biopharmaceutical companies ready to support the growth of both Chinese EBPs as well as inbound EBPs seeking to gain a foothold and expand in China.POSSIBLE CHALLENGES IN ENTERING THE CHINA MARKETHowever,with opportunities also come some potential challenges.While creating more access,China is revamping its healthcare system to more efficiently deliver services and to control drug costs.Price cuts pressure by NRDL range from 9%-80%,can create challenges for global pricing consistency.While growing numbers of innovative drugs are gaining access to reimbursement following national price negotiations,companies are being forced to cede substantial ground on price in return for NRDL listing.This reflects the pursuit of a more strategic approach by regulators,which has seen them pit competing products against each other.While formal health technology assessments(HTAs)are not yet a feature of the pricing and reimbursement environment,a value-based approach for inclusion in the reimbursement system is beginning to emerge.The impact of that data and the agencys capacity to evaluate it effectively remain issues of concern for the industry.Regional disparity in go-to-market,with 33 provinces and 333 cities in China,companies need to carefully consider prioritizing what cities and provinces to enter and in what order,taking into account the varied characteristics of tiered hospitals and cities.Shorter product life cycle as generic substitution has become a trend under the GQCE and volume-based procurement(VBP)environment.The era of double-digit growth for off-patent therapies is over.Challenges to clinical trials.Like elsewhere in the world,COVID-19 has been both a headwind for clinical trials(patients reluctant to travel to hospitals and other trial sites,difficulty in logistics because of travel restrictions,etc.)and a spur |7for innovation to overcome these hurdles.On-time recruitment is a continuing challenge,as is access to qualified sites and professionals with proven expertise in conducting clinical trials to international standards.While progress is being made,EBPs should focus on obtaining proven expertise in managing trials on time and within budget.IMPLICATIONS FOR AN EBPFirst,the market dynamics and regulatory changes have created an environment in which China should be considered as a first-launch market for EBPs.Second,EBPs should leverage the innovative nature of their products by proactively applying for clinically urgently needed new drug status to get the green pass ticket during registration and approval.A green pass ticket refers to orphan drugs,drugs proven to have clear advantage over current standard of care,or those targeting diseases for which there is no effective treatment in China.Once listed,expedited approval is possible as overseas trial results are accepted as long as supplementary document of proving no racial difference is also included.In 2020,the NMPA approved 46 drugs 28 chemical drugs and 18 biologics either for the first time ever or approved outside China but in China for the first time.Of those 31 were granted priority review because of their significant benefits over existing standards of care;their focus on high-priority diseases;vaccines to prevent and control disease;and other factors deemed worthy xii.Third,the wide array of commercial options means that multiple approaches may be considered to match an EBPs resources and strategy.Finally,getting on the NRDL is a must have.Consistent global pricing,strong efficacy data,and health economics and outcomes research(HEOR)are all important and often vital in arguing for a rational price to reward EBPs product innovation.8|China:An early opportunity for Emerging BiopharmaHOW TO NAVIGATE CHINA:KEY SUCCESS FACTORSBringing new therapies to a new market is fraught with risks and challenges:changing regulations,lack of an in-house sales network on the ground,unfamiliar marketplace mechanics,and uncertainty about local laws and intellectual property,to name a few.Big pharmaceuticals and Medtech companies may have the time and resources to establish the necessary infrastructure,relationships,but typically EBPs do not.1.WORK WITH A BIG PHARMA PARTNERLinking up with a big pharma company that has an existing infrastructure,capabilities,and networks in China can help an EBP navigate the legal and commercial landscape.Short-term considerationsPartnering with a big pharma eliminates a lot of the early entry risks and costs associated with building infrastructure and developing a team,while linking the unknown product to a well-established brand name and team.It also means a faster ramp-up of the sales cycle and using fewer resources compared with starting from scratch.Long-term considerations An EBP may have less influence on the sales strategy and product messaging because they rely on the partner.The bigger partners priorities often benefit its own portfolio first,which means the smaller companys product may not have as much dedicated sales team time or the price may be lowered.This can dilute the value of the EBPs product and lower the broader value of its portfolio.The company also sacrifices the opportunity to build its local relationships,expertise,and corporate brand presence in the country,limiting its ability to expand independently in the future.2.WORK WITH A DISTRIBUTORDistributors in China have established networks and sales processes;they understand the rules and regulations.This saves an EBP the cost,effort,and resources required to build its own infrastructure.Short-term considerationsUsing a distributor will bring a product to pharmacy shelves,but with little targeted marketing or sales support,it may struggle to gain a foothold.This approach also means that EBPs will miss the opportunity to establish relationships with key opinion leaders and to execute a targeted market strategy:distributors(like other partners)have a portfolio of products to sell and may make decisions based on its portfolios needs,not individual products.Long-term considerations EBPs will need to rely on distributors to understand and adhere to Chinas rapidly changing regulations regarding product promotion,and its broader laws and regulations governing the biopharma section.When choosing this route,an EBP must do substantial due diligence to be sure the distributors strategies align with its own corporate policies,as well as local and international laws and regulations on these matter the perils of getting it wrong are enormous.There are four paths that EBPs can choose when entering a new market.These include partnering with big pharma,working with a distributor,going it alone,or partnering with a commercial solutions provider.Each of these models offers a unique set of benefits and risks;however,choosing the approach that is right for a company will depend on its strategic |9Short-term considerationsThis model requires significant time,huge up-front investment,and a willingness to make mistakes while the business team figures out the China landscape.Dealing with all operational issues,including training sales reps,building relationships with physicians and regulators,while confirming they have all the resources necessary to do business,and making sure they understand and have completed all licensing steps and compliance requirements,can complicate this model further.Long-term considerations Going it alone in China can be financially beneficial as it ensures that the product will get the right marketing attention and product messaging,and that its value to the company will remain fully intact.It can also be an important step in a companys strategic plans if it is seeking to create networks and expand its global presence while gaining a permanent foothold in Chinas vast market.3.GO IT ALONEEntering a completely new market with no experience or infrastructure in place can be a risky process.10|China:An early opportunity for Emerging Biopharma4.PARTNER WITH A GLOBAL COMMERCIAL SOLUTIONS PROVIDERThis option can allow companies to get many of the early benefits of partnering with big pharma or a distributor,along with the long-term benefits of going it alone.Short-term considerations EBPs can take advantage of the extensive local knowledge and existing infrastructure,technology,and headcount of a global commercial solutions provider long-established in China one that has established relationships with payers,providers,pharma,and patient communities.They can also benefit from support with administration,including staffing,training,HR,IT,and finance.All this can be used immediately to support a new product market strategy,providing potential to dramatically shorten the time it takes to bring that product to market.It does require some up-front investment,but in exchange,the company maintains full control of its portfolio,as well as the messaging,pricing,and go-to-market plan.The sponsoring company also has its own dedicated sales force and strategy,so that the marketing plan will not get diluted,and can adapt to accommodate any changes in the market or the product owners goals.Long-term considerations The company benefits from the ability to establish its own roots in the community under the tutelage of the commercial solution provider team.They can also opt to take over the sales process eventually,moving headcount onto its own books,and moving forward with the market process entirely under its own banner.This form of partnership provides the company with the long-term strategic advantage of going it alone while avoiding short-term mistakes,and ensures it never has to give up control of market strategy.In short,this final option can offer speed,flexibility,and risk mitigation,along with enhanced control.CASE STUDY:LONG-TERM STRATEGIC PARTNERSHIP TO ADVANCE PRODUCTS REGIONALLYSITUATION An EBP company from US aimed to build its pipeline in developing therapeutics against key kidney disease pathways in APAC markets,including China.Initiated early engagement activity and supporting operational discussion leading to study delivery within an accelerated timeframe.SOLUTION Developed a collaborative approach and highlighted willingness to partner with external stakeholders based on prior experience and strong networks.Study delivery was conducted by teams with extensive expertise such as IQB CVRM and IQVIA LATAM,while leveraging targeted and relevant JAPAC resources.RESULTS Aligned on clinical trial needs and development for kidney disease therapeutics.Developed long-lasting partnership with extended engagement in subsequent global study delivery and programs.First study initiated in Australia.Created strong connections among team members which led to cross-collaboration and support in future external marketing |11CASE STUDY:HONG KONG EBP EVALUATION OF PIPELINE PRODUCTS AND ROI IN DIFFERENT MARKETSCASE STUDY:CHINESE EBP COMMERCIALIZING ITS FIRST GENE THERAPYSITUATION A Hong Kong listed EBP intended to better plan and prioritize its resources for its pipeline products.Client engaged IQVIA to assess global market landscape for its IL-4R inhibitor product with targeted indications and provide a prioritization list to guide its future clinical development plan.SOLUTION Conducted research into disease epidemiology,unmet needs and treatment paradigm for each indication in selected key markets.Conducted competitor,market access,and pricing analysis for the target product in each indication and each key market,including forecast of future return.Compared high-level ROI for each indication and prioritize for Phase II development.RESULTS Aligned on clinical trial needs and development for kidney disease therapeutics.Developed long-lasting partnership with extended engagement in subsequent global study delivery and programs.Created strong connections among team members which led to cross-collaboration and support in future external marketing activities.SITUATION A leading Chinese EBP company was developing several gene therapies and planning to launch their first one in about 2 years.Client required IQVIAs guidance on preparation needs for a successful launch,optimal level of investment and headcount for product commercialization,as well as gene therapy potential to support the business case for launch.SOLUTION Conducted broad market research among KOLs,physicians,payers,and patients to understand the disease,value drivers and expectations/concerns about a gene therapy.Developed a cross-functional launch plan with defined pre-launch objectives,organizational roadmap with global/local resource needs,and incidence-based forecast for EU5 and US.RESULTS Clear understanding of market development needs to ensure successful launch of a gene therapy treatment in Europe and US.Aligned view,and Board of Director endorsement,on product potential as well as organizational capability requirements and resources build-up timeline on global and local levels.12|China:An early opportunity for Emerging BiopharmaCONCLUSION The China market is primed for EBP clinical trial development and market entry.The combination of huge market potential,faster registration and approval pathways,faster National Reimbursement Drug List access,and growing availability of innovative commercial partners for EBPs makes this an opportune time to consider China a first launch market.However,there are challenges to be managed and risks to be mitigated,such as pricing pressures,generic substitutions and complex go-to-market plans.To manage hurdles,EBPs should be focused on which market entry solution works for them whether going it alone,working with a big pharma company/distributor or partnering with a commercial solutions provider.Ultimately,choosing the right option,taking into the account the EBPs resources and overall strategy,will enable market entry success in C|13REFERENCES i.IQVIA Market Prognosis 2020-2024 China.September 2020.ii.The nutrition and health status of the Chinese people,Ministries of Health and Science and Technology and the National Bureau of Statistics of the Peoples Republic of China,Beijing:State Information Office,2004.iii.China country assessment report on ageing and health,World Health Organization(WHO),February 16 2015.https:/www.who.int/publications/i/item/9789241509312 iv.Chinas Aging Population Is a Major Threat to Its Future,Time.February 7,2019.https:/ May 27,2021 v.International Diabetes Federation,2017.Available from:http:/diabetesatlas.org/resources/2017-atlas.html.vi.China Launches New Product Pathways in Hainan Special Zone.Covington&Burling LLP,March 4,2019,https:/ vii.Occumension press release,PRNewswire,March 20,2021.viii.111,Inc.press release,PRNewsire,March 17,2021.ix.BioWorld,Jan.12,2021.Beigene inks$2.2B PD-1 deal with Novartis for cancer drug tislelizumab x.BioWorld,Oct.27,2020.Cstone inks$1.15B-plus deal with Eqrx for two immune checkpoint inhibitors xi.KPMG Mainland China and Hong Kong IPO Markets,2021 Q1 Overview.https:/assets.kpmg/content/dam/kpmg/cn/pdf/en/2021/03/mainland-china-and-hong-kong-ipo-markets-2021-q1-review.pdf xii.New Drug Approval in China in 2020,PharmaBoardroom,February 19,2021.https:/ early opportunity for Emerging BiopharmaABOUT IQVIA BIOTECHIQVIA Biotech integrates clinical and commercial expertise and services to deliver flexible solutions tailored specifically for small biotech and biopharma companies.From initial planning to trial design and implementation to market launch and commercialization,IQVIA Biotech incorporates unparalleled real world evidence resources,advanced analytics and transformative technologies to drive efficiencies and innovation.IQVIA Biotech in Japan-Asia Pacific comprises of highly specialized teams that are dedicated to meet the unique needs of biotech companies in JAPAC and worldwide.Headquartered in Singapore and with offices in 15 countries across the region,IQVIA Biotech in JAPAC offers biotech companies a truly seamless experience to efficiently conduct clinical research in the region and enter or expand in its diverse and rapidly growing |15ABOUT THE AUTHORSHOWARD CHEN,Managing Principal,Head of Management Consulting,IQVIA,ChinaHoward is the Head of IQVIA Management Consulting in China,based in Shanghai.He has more than 17 years of management consulting and investment and banking experiences in the healthcare industry in the US,APAC region and China.His areas of expertise include corporate strategy,portfolio strategy,brand strategy,new product launch,market access strategy,and financial advisory and investment strategy for pharmaceutical and medical technology/device players.In recent years,he was also actively engaged in cross-border M&A and fund raising deals for various biotech clients in China.He holds an MBA degree from Nanyang Technological University in Singapore.RUTHIE BURR,Enterprise Marketing Lead,IQVIA,APACRuthie is responsible for regional enterprise marketing,go-to-market activities,and Thought Leadership at IQVIA Asia Pacific.Ruthie works across IQVIAs clinical and commercial solution areas,as well as IQVIA sub-brands(Consumer Health,MedTech,Technologies and Biotech).She brings strategy consulting and market research experience,having worked with leading pharmaceutical companies on market assessment,brand health and competitive landscaping projects across the region.She holds a BSc in Biomedical Sciences from The University of Warwick,UK.PEI-SZU LEE,Head of Sales,Emerging Biopharma,IQVIA,Greater ChinaPei-Szu leads the Greater China business development team,with a focus on China local emerging biopharma clinical development field.She works with cross functions to support China emerging biopharma companies in their local and global clinical development plan and strategy.She has been with IQVIA for about 10 years,with a deep involvement in both commercial and R&D clinical solutions promotion.Copyright 2021 IQVIA Biotech.All rights reserved.WP.0083-1-07.2021CONTACT US
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IEA PVPS：2021年日本太阳能光伏应用调查报告（英文版）（53页）.pdf
Task 1 Strategic PV Analysis and Outreach National Survey Report of PV Power Applications in JAPAN 2021 Prepared by:Mitsuhiro YAMAZAKI,New Energy and Industrial Technology Development Organization(NEDO)Osamu IKKI,RTS Corporation Task 1 National Survey Report of PV Power Applications in JAPAN What is IEA PVPS TCP?The International Energy Agency(IEA),founded in 1974,is an autonomous body within the framework of the Organization for Economic Cooperation and Development(OECD).The Technology Collaboration Programme(TCP)was created with a belief that the future of energy security and sustainability starts with global collaboration.The programme is made up of 6,000 experts across government,academia,and industry dedicated to advancing common research and the application of specific energy technologies.The IEA Photovoltaic Power Systems Programme(IEA PVPS)is one of the TCPs within the IEA and was established in 1993.The mission of the programme is to“enhance the international collaborative efforts which facilitate the role of photovoltaic solar energy as a cornerstone in the transition to sustainable energy systems.”In order to achieve this,the Programmes participants have undertaken a variety of joint research projects in PV power systems applications.The overall programme is headed by an Executive Committee,comprised of one delegate from each country or organisation member,which designates distinct Tasks,that may be research projects or activity areas.The IEA PVPS participating countries are Australia,Austria,Belgium,Canada,Chile,China,Denmark,Finland,France,Germany,Israel,Italy,Japan,Korea,Malaysia,Mexico,Morocco,the Netherlands,Norway,Portugal,South Africa,Spain,Sweden,Switzerland,Thailand,Turkey,and the United States of America.The European Commission,Solar Power Europe,Solar Power Research Institute of Singapore,the Smart Electric Power Alliance(SEPA)and the Solar Energy Industries Association(SEIA)are also members.Visit us at:www.iea-pvps.org What is IEA PVPS Task 1?The objective of Task 1 of the IEA Photovoltaic Power Systems Programme is to promote and facilitate the exchange and dissemination of information on the technical,economic,environmental and social aspects of PV power systems.Task 1 activities support the broader PVPS objectives:to contribute to cost reduction of PV power applications,to increase awareness of the potential and value of PV power systems,to foster the removal of both technical and non-technical barriers and to enhance technology co-operation.An important deliverable of Task 1 is the annual“Trends in photovoltaic applications”report.In parallel,National Survey Reports are produced annually by each Task 1 participant.This document is the country National Survey Report for the year 2021.Information from this document will be used as input to the annual Trends in photovoltaic applications report.Authors Main Content:Mitsuhiro Yamazaki,NEDO and Osamu Ikki,RTS CorporationData:RTS CorporationAnalysis:RTS CorporationDISCLAIMER The IEA PVPS TCP is organised under the auspices of the International Energy Agency(IEA)but is functionally and legally autonomous.Views,findings and publications of the IEA PVPS TCP do not necessarily represent the views or policies of the IEA Secretariat or its individual member countries COVER PICTURE:Canopy type PV system(Global Zero Emission Research Center(GZR),National Institute of Advanced Industrial Science and Technology(AIST)with output capacity of 6.9 kW Photo by RTS Corporation Task 1 National Survey Report of PV Power Applications in JAPAN 2 TABLE OF CONTENTS 1 INSTALLATION DATA.4 Applications for Photovoltaics.4 Total photovoltaic power installed.4 Key enablers of PV development.9 2 COMPETITIVENESS OF PV ELECTRICITY.11 Module prices.11 2.2 System prices.11 2.3 Cost breakdown of PV installations.13 2.4 Financial Parameters and specific financing programs.14 2.5 Specific investments programs.16 2.6 Additional Country information.17 3 POLICY FRAMEWORK.19 3.1 National targets for PV.20 3.2 Direct support policies for PV installations.20 3.3 Self-consumption measures.23 3.4 Collective self-consumption,community solar and similar measures.24 3.5 Tenders,auctions&similar schemes.24 3.6 Other utility-scale measures including floating and agricultural PV.26 3.7 Social Policies.27 3.8 Retrospective measures applied to PV.27 3.9 Indirect policy issues.28 3.10 Financing and cost of support measures.37 4 INDUSTRY.39 Production of feedstocks,ingots and wafers(crystalline silicon industry).39 Production of photovoltaic cells and modules(including TF and CPV).39 Manufacturers and suppliers of other components.40 5 PV IN THE ECONOMY.43 Labour places.43 Budget for research and development.43 6 INTEREST FROM ELECTRICITY STAKEHOLDERS.45 Task 1 National Survey Report of PV Power Applications in JAPAN 3 Structure of the electricity system.45 Interest from electricity utility businesses.45 Interest from municipalities and local governments.47 7 HIGHLIGHTS AND PROSPECTS.49 7.1 Highlights.49 7.2 Prospects.50 Task 1 National Survey Report of PV Power Applications in JAPAN 4 1 INSTALLATION DATA The PV power systems market is defined as the market of all nationally installed(terrestrial)PV applications with a PV capacity of 40 W or more.A PV system consists of modules,inverters,batteries and all installation and control components for modules,inverters and batteries.Other applications such as small mobile devices are not considered in this report.For the purposes of this report,PV installations are included in the 2021 statistics if the PV modules were installed and connected to the grid between 1 January and 31 December 2021,although commissioning may have taken place at a later date.Applications for Photovoltaics In 2021,as in the previous year,the majority of PV systems were installed under the Feed-in Tariff(FIT)program.As for the utility-scale applications,the majority are ground-mounted systems,but the floating PV(FPV)systems and agricultural PV systems are also growing.Regarding building-applied PV(BAPV)systems,the main applications are residential,commercial and industrial.For building-integrated PV(BIPV)systems,roof tile-integrated PV modules are installed in some residential applications.While some commercial installations have been reported,BAPV accounts for the majority of installations.Total photovoltaic power installed Annual installed capacity in Japan in 2021 reached 6,545 MW(DC),an approximately 24.6crease from 8,676 MW(DC)in 2020.Table 1:Annual PV power installed during calendar year 2021 Installed PV capacity in 2021 MW AC or DC PV capacity Off-grid 2.2 DC Decentralized 3,551 DC Centralized 2,992 DC Total 6,545 DC Task 1 National Survey Report of PV Power Applications in JAPAN 5 Table 2:PV power installed during calendar year 2021 Installed PV capacity in 2021 MW DC value Grid-connected BAPV(1)Residential(10 kW)805(2)Commercial(50 kW,including ground-mounted)1,664(3)Industrial(50 kW-1 MW,including ground-mounted)1,037(4)Total of BAPV 3,506 BIPV(5)Residential(250 kW)(8)Total of BIPV 45 Utility-scale(9)Ground-mounted(1 MW)2,572(10)Floating PV systems 120(11)Agricultural PV systems 300(including small-scale systems)(12)Total of utility-scale 2,992 Off-grid(13)Residential NA(14)Other (15)Hybrid systems NA(16)Total of off-grid 2.2 Total(17)Total(4) (8) (12) (16)6,545.2 Task 1 National Survey Report of PV Power Applications in JAPAN 6 Table 3:Data collection process If data are reported in AC,please mention a conversion coefficient to estimate DC installations.AC:Figures announcement by the Ministry of Economy,Trade and Industry(METI)DC:Estimated value(DC/AC ratio:based on the overpanelling ratio announced by the Procurement Price Calculation Committee)Is the collection process done by an official body or a private company/Association?-Figures for installation volume outside of the FIT program,BIPV,floating PV(FPV)systems,and PV systems on farmland are estimates by RTS Corporation based on hearings,etc.-Installation volume of off-grid systems is based on shipment statistics from the Japan Photovoltaic Energy Association(JPEA)Link to official statistics(if this exists)https:/www.fit-portal.go.jp/PublicInfoSummary Other issues to be noted DC capacity was estimated in consideration of over-panelling of PV modules The cumulative PV installed capacify in Japan as of the end of 2021 reached 78,413 MW(DC).The cumulative PV installed capacity by application is;178.2 MW for off-grid and 78,235 MW for grid-connected applications.Task 1 National Survey Report of PV Power Applications in JAPAN 7 Table 4:The cumulative installed PV power in 4 sub-markets Year Off-grid MW(Including large hybrids)Grid-connected distributed MW(BAPV,BIPV)Grid-connected centralized MW(Ground,floating,agricultural)Total MW 1992 15 1 2 19 1993 19 2 3 24 1994 24 5 3 31 1995 30 11 3 43 1996 36 21 3 60 1997 45 43 3 91 1998 53 78 3 133 1999 57 149 3 209 2000 64 264 3 330 2001 67 383 3 453 2002 73 561 3 637 2003 79 778 3 860 2004 84 1,045 3 1,132 2005 87 1,332 3 1,422 2006 89 1,617 3 1,708 2007 90 1,823 6 1,919 2008 91 2,044 9 2,144 2009 95 2,522 11 2,627 2010 99 3,496 23 3,618 2011 103 4,741 69 4,914 2012 109 6,522 6,632 2013 123 13,476 13,599 2014 125 23,214 23,339 2015 127 34,023 34,150 2016 161 41,879 42,040 2017 171 49,329 49,500 2018 173 55,989 56,162 2019 175 63,017 63,192 2020 176 71,692 71,868 2021 178.2 78,235 78,413 Task 1 National Survey Report of PV Power Applications in JAPAN 8 Table 5:Other PV market information 2021 Number of PV systems in operation in Japan N.A.Decommissioned PV systems during the year 250 MW Repowered PV systems during the year N.A.Table 6:PV power and the broader national energy market 2020 2021 Total power generation capacities 270 GWAC 1 271 GWAC 1 Total renewable power generation capacities(including hydropower)120 GWAC 2 125 GWAC 2 Total electricity demand 858 TWh 3 873 TWh 3 Total energy demand 12,082 PJ 4(FY 2020)NA 4 New power generation capacities installed 5.0 GWAC 1.3 GWAC New renewable power generation capacities(including hydropower)8.0 GWAC 5.3 GWAC Estimated total PV electricity production 71,868 GWh 78,413 GWh Total PV electricity production as a%of total electricity consumption 1 8.4%9.0%1:METIs Survey of Electric Power Statistics(Total power generation capacities of electricity retailers,general power transmission and distribution operators,power transmission operators,designated power transmission and distribution operators and power producers)(Distributed systems are NOT included.)2:Total of hydro capacity Cumulative installed capacity under FIT program Total of renewable energy facilities by ten electric power companies(EPCOs)3:Statistics on actual electricity demand by METI(Total of electricity demand from Jan.to Dec.each year)4:METI statistics.Statistics for FY 2021 are not available at the time of writing this report.Preliminary figures are expected to be released in October or November 2022 and final figures in April 2023.Task 1 National Survey Report of PV Power Applications in JAPAN 9 Key enablers of PV development Table 7 shows the information on key enablers contributing to PV development.The information available at the time of writing this report is listed in the table,since official statistics in Japan are released by fiscal year(April to March).The shipment data of stationary lithium-ion battery storage systems include not only distributed applications but also other applications such as grid-connected applications.However,applications for transportation(electric motorcycles,those related to vehicles,construction equipment and automated carrier machines,etc.)and industrial applications(robots,uninterruptible power system(UPS)are not included.It is assumed that around 80%of the reported figures are for residential applications.A typical heat pump for residential application is“Eco Cute”highly efficient water heater which uses CO2 as refrigerant.The subsidy program conducted between FY 2002 and FY 2010 encouraged the installation of this heat pump system,and total 7.27 million units of Eco Cute heat pump systems have been installed in houses as of the end of FY 2020.As for electric vehicles(EVs),the number of units sold in 2021 and the number of units owned as of the end of March 2022(end of FY 2021)(equivalent to cumulative number of units sold)are listed in Table 7.Task 1 National Survey Report of PV Power Applications in JAPAN 10 Table 7:Information on key enablers Description Annual volume Total volume Source Shipment data of lithium-ion battery storage systems Integrated lithium-ion battery storage system consisting of li-ion battery,power conversion devices such as inverter and converter 972,355 kWh(133,759 units)4,425,845 kWh(624,551 units)The Japan Electrical Manufacturers Association(JEMA)Residential heat pumps Residential heat pump water heater with natural refrigerant(Eco Cute)585,989 7,857,953 The Japan Refrigeration and Air Conditioning Industry Association,Heat Pump&Thermal Storage Technology Center of Japan Electric vehicles(EVs)(number of units)Passenger car(PC),Light car(LC)22,010(2021)45,329(2021)Next Generation Vehicle Promotion Center(Numbers of sales and ownership of EV,etc.)Electric buses and trucks(number of units)EVs other than passenger car or light car,which are categorized as“Other”in the statistics 308(2021)1,871(2021)Same as above Task 1 National Survey Report of PV Power Applications in JAPAN 11 2 COMPETITIVENESS OF PV ELECTRICITY Module prices Table 8 shows typical PV module prices for a number of years for residential applications.These are end-user prices.There is a large price gap between residential PV systems and utility-scale PV power plants.Table 8:Typical residential PV module prices for a number of years(end-user prices)Year Average price(JPY/W)Best price(JPY/W)2005 428 2006 433 2007 436 2008 447 2009 393 2010 366 2011 327 2012 284 120 2013 251 112 2014 227 101 2015 196 89 2016 169 78 2017 150 69 2018 139 62 2019 133 56 2020 127 52 2021 111 58 2.2 System prices Table 9 shows typical applications and prices of PV systems by category.Table 10 shows the trends in system prices.The standardization of grid-connected PV systems has progressed with the growth of the PV market in Japan,and the prices have been decreasing.On the other hand,off-grid system prices are determined on a case-by-case basis,because there are various types of applications,and the size of each market is small.Task 1 National Survey Report of PV Power Applications in JAPAN 12 Table 9:Turnkey PV system prices of different typical PV systems Category/Size Typical applications and brief details Current prices(JPY/W)Off-grid 1 kW Telecommunications,lighting,traffic and road signs,ventilating fans,pumps,remote monitoring,navigation signs,clock towers,etc.N.A.Off-grid 1 kW Agricultural facilities,communication facilities,disaster prevention facilities,mountain cottages,park facilities,housing in remote areas,lighthouses,etc.N.A.Grid-connected roof-mounted,distributed PV systems 10 kW Residential 286 Grid-connected commercial and industrial 10 kW-1 MW Commercial and industrial 204 Grid-connected 1 MW Power generation business(mainly ground-mounted)196 Other category(hybrid diesel-PV,hybrid with battery)N.A.Table 10:National trends in system prices for different applications (JPY/W)Year Residential PV systems (10 kW)Commercial and industrial(10 kW-100 kW)Commercial and industrial(100 kW-250 kW)Ground-mounted(1 MW)2005 661 2006 683 2007 696 2008 723 2009 605 2010 559 2011 513 2012 451 410 380 280 2013 405 380 330 260 2014 366 343 290 235 2015 332 313 256 217 2016 293 265 227 192 2017 272 236 202 170 2018 252 217 185 152 2019 242 200 178 139 2020 231 187 165 128 2021 220 178 155 122 Task 1 National Survey Report of PV Power Applications in JAPAN 13 2.3 Cost breakdown of PV installations Cost breakdown of PV installations is the typical value analysed from the results of hearing survey.Hearing survey was conducted on major suppliers of PV system,installers,and EPCs.Table 11:Cost breakdown of Residential PV System 1 MW(extra-high voltage)Cost category Typical value(JPY/W)Hardware Module 69 Inverter 15 Mounting structure 19 Measurement/monitoring instrument,etc.19 Other(electric equipment/transformer/materials of electric equipment,etc.)Soft costs Installation 53.4 Site development 14 Contribution for grid connection 6 Designing/development 0.6 Fund raising Other(administration cost,etc.)Total(excluding consumption tax)196 Task 1 National Survey Report of PV Power Applications in JAPAN 14 2.4 Financial Parameters and specific financing programs Since the FIT program started,a number of commercial PV power plants have been constructed one after another.Following this trend,financing institutions and project developers are now financing through a variety of measures.Corporate finance,project finance,financing via the Infrastructure Fund Market which was established by the Tokyo Stock Exchange(TSE)as well as issuance of green bonds have been conducted.The following table shows the general financing measures in Japan.Table 13:PV financing information in 2021 Residential(solar loan/sales on credit)Long-term prime rate approx.1.5%(low-interest rate financing is available by combining with home mortgage).Preferential interest rate is available depending on financial institute.Small to medium size(corporate loan/sales on credit/lease)Long-term prime rate approx.1.5-2.0%Guarantor or collateral are required in many cases.Even though the interest rate is high,loan without collateral is available in some cases using sales on credit.In case of the scheme of lease,the facilities are owned by the leasing companies,etc.Large-scale PV(project finance)-Financing is provided to the sponsor on a non-recourse or limited recourse basis,collateralized by all assets and interests in the PV project -TIBOR approx.1.0-1.5% up-front fee(approx.1%of the amount financed)which is paid to financial institutes at the time of financing Asset-based lending(ABL)ABL is a financing scheme in which loan is secured with collateral of assets of the power generation business such as power generation facilities,guarantee agreement,electric power selling agreement and insurance,etc.Infrastructure Fund Market Raising capital from private investors who seek for long-term stable dividend through listing of stocks on the Infrastructure Fund Market which was established by the Tokyo Stock Exchange(TSE).Raised capital is used for development and operation of power plants and the revenue from sales of electric power is distributed to the investors as dividend.Task 1 National Survey Report of PV Power Applications in JAPAN 15 Green bonds Bond which is issued for the purpose of raising funds to be allocated to the projects which are effective to improve the environment(green projects).Sustainability bonds Bonds whose purpose of use of raised funds is limited to the projects that contribute to the environmental and social sustainability.Loan for solar sharing Loan which is provided by Norinchukin Bank aiming to increase income of Japan Agricultural Cooperatives(JA)and revitalize regional economy Green loans Financing used by businesses,local governments,and other entities to raise funds needed for green projects in Japan and abroad Sustainability linked loans(SLL)Loans that set action targets(Sustainability Performance Targets(SPTs)consistent with the borrowers ESG strategy to encourage the borrower to improve its sustainability performance,and provide incentives or disincentives to the borrower based on its progress in achieving the SPTs Green deposits(environmental deposits)-Loans must be used only for projects that reduce CO2 emissions,such as PV power generation-Companies that deposit money contribute indirectly to environmental measures by simply transferring their existing deposits to the Green deposits Task 1 National Survey Report of PV Power Applications in JAPAN 16 2.5 Specific investments programs Under the Feed-in Tariff(FIT)program,a wide variety of business models have been introduced by taking advantage of the long-term and stable revenues from selling electricity generated by PV systems fixed for the period of 20 years under the FIT program.Basically,typical business models for investment are loan and lease programs.Other business models include the following:Regarding the TPO model of PV systems,local governments are conducting public tenders for the lease of the roofs of public facilities such as elementary and junior high schools.Since the risks of collapse of business of the owner or removal of facilities are low compared with the lease of the roofs of private facilities,the tenders are actively responded.Also,as the FIT purchase price declines,the service for self-consumption becomes more popular,in which electricity generated by PV systems installed on the rooftops of these facilities is supplied directly to them.Major electric companies,gas companies and Power Producer and Supplier(PPS)are promoting a service to install PV systems for self-consumption at no initial cost(on-site PPA).A tax system to support small-and medium-sized enterprises(SMEs)is utilized and a preferential tax treatment under the Act for Facilitating New Business Activities of Small and Medium-sized Enterprises was continued in FY 2021,which offers immediate depreciation of corporate tax or tax reduction,reduction of fixed property tax for PV systems for self-consumption(selling surplus electricity).Table 14:Summary of existing investment schemes Investment Schemes Introduced in Japan Third Party Ownership(TPO)(no investment),on-site PPA“Roof lease model”is available,which leases only the right of use of roofs.However,this business model has legal restrictions.Long-term power purchase agreements(PPAs)to supply PV-generated electricity on-site are being promoted.Renting There are some cases where land is rented.Leasing It is easier for leasing to secure credit line than bank loans and the procedures are easier.It is not necessary to own excessive asset for a long time.The leasing model has been actively used for these reasons.Leasing is also utilized to support PV systems on farmland while continuing agricultural activities.Utilization of taxation system Taxation system which supports investment by small-and medium-sized enterprises(SMEs),mainly dealing with small-and medium-scale self-consumption type PV systems Task 1 National Survey Report of PV Power Applications in JAPAN 17 2.6 Additional Country information Table 15:Country information Retail electricity prices for a household(Low voltage 100 V or 200 V)(TEPCO Energy Partner)Base rate:286 JPY/10 A(1 kVA)Charge for the volume of usage:300 kWh/month 30.57 JPY/kWh(TEPCO Energy Partner,type B,typical ampere for general household:10-60 A,three-phase pricing system with prices varying depending on the volume of usage)*1:“Surcharge to promote renewable energy power generation(2.98 JPY/kWh(May 2020-April 2021),3.36 JPY/kWh(May 2021-April 2022)”will be added on top of the above-mentioned charge,depending on the electricity usage.*2:Fuel regulatory costs will be added or reduced depending on the import prices of crude oil,LNG and coal as well as currency exchange(fuel regulatory cost of low-voltage supply in Kanto Area as of December 2021:-1.09 JPY/kWh).*3:There are various price plans depending on time zones.*4:Electric Power Companies(EPCO)announced various price plans of their own following the full liberalization of electric power including retail electricity prices for households from April 1,2016.(Source:TEPCO Energy Partners website)Retail electricity prices for a commercial company(High voltage:6.6 kV)(TEPCO Energy Partner)Base rate:1,716 JPY x(185-power factor)/100 per kW Charge for the volume of usage:17.54 JPY/kWh(summer),16.38 JPY/kWh(other seasons)(TEPCO Energy Partner,commercial use,from October 1,2019)*1:Contract electricity volume will be fixed according to annual maximum electricity demand.*2:Surcharge to promote renewable energy power generation will be added in the same way as the one for households.Fuel regulatory costs will be added or reduced(fuel regulatory cost as of December 2021:-1.05 JPY/kWh).*3:There are various price plans depending on time zones and seasons.(Source:TEPCO Energy Partners website)Retail electricity prices for an industrial company(High voltage:6.6 kV)(TEPCO Energy Partner)Base rate:1,815 JPY x(185-power factor)/100 per kW Charge for the volume of usage:16.16 JPY/kWh(summer),15.15 JPY/kWh(other seasons)(TEPCO Energy Partner,high voltage electricity(500 kW),from October 1,2019)Base rate:1,292.5 JPY/kW x(185-power factor)/100 per kW Charge for the volume of usage:17.37 JPY/kWh(summer),16.24 JPY/kWh(other seasons)(TEPCO Energy Partner,high voltage electricity A(500 kW),from October 1,2019)Task 1 National Survey Report of PV Power Applications in JAPAN 18 *1:Contract electricity volume will be fixed according to annual maximum electricity demand.*2:Surcharge to promote renewable energy power generation will be added in the same way as the one for households.Fuel regulatory costs will be added or reduced(fuel regulatory cost as of December 2021:-1.05 JPY/kWh).*3:There are various price plans depending on time zones and seasons.(Source:TEPCO Energy Partners website)Population 125.38 million(Statistics Bureau,Ministry of Internal Affairs and Communications(MIC),as of December 1,2021)Country size 377,975 km2(Statistics Bureau,MIC)(as of October 1,2021)Average PV yield 1,000-1,100 kWh/kW/yr Name and market share of major EPCOs(based on electricity demand of December 2021)1 TEPCO Energy Partner 26.7%2 Chubu Electric Power Miraiz 16.2%3 Kansai Electric 14.9%4 Kyushu Electric 11.3%5 Tohoku Electric 10.8%6 Chugoku Electric 7.2%7 Hokuriku Electric 4.5%8 Hokkaido Electric 3.7%9 Shikoku Electric 3.5 Okinawa Electric 0.9%(Source:Survey of Electric Power Statistics,METI)Name and market share of electric utilities(based on electricity demand of December 2021)1 Former General Electricity Utilities(10 EPCOs from Hokkaido to Okinawa)78.4%2 Power Producers and Suppliers(PPS)21.6%(Source:Survey of Electric Power Statistics,METI)Task 1 National Survey Report of PV Power Applications in JAPAN 19 3 POLICY FRAMEWORK Table 16:Summary of PV support measures Residential Commercial Industrial Centralized Measures in 2021 On-going New On-going New On-going New Feed-in tariffs Yes(purchase of surplus electricity)-Purchase prices for FY 2022 and 2023 were determined Yes-Cut in purchase price-Tender scheme(250 kW)Yes-Cut in purchase price-Tender scheme(250 kW)Feed-in premium(above market price)No Electric companies and PPS set the post-FIT power purchase menu No No No FIP program is scheduled to start from FY 2022 for 1 MW Capital subsidies No No There are subsidies for non-FIT applicant There are subsidies for non-FIT applicant Green certificates Yes Yes Yes(rarely used since FIT is more profitable)Renewable portfolio standards(RPS)with/without PV requirements No No Transitional measures of the past programs are still valid No Transitional measures of the past programs are still valid No Income tax credits Preferential tax treatment under the Act for Facilitating New Business Activities of Small and Medium-sized Enterprises-Intended for companies and individuals who file an income tax return on the blue form-Two options:immediate depreciation(100%)or 10%tax credit-Fixed Property Tax is reduced by 50%for three years as a special measure Self-consumption No There are subsidies intended for PV for self-consumption purpose(non-FIT)No No Net-metering No No No No No No Net-billing Yes Yes Yes(in case of self-consumption)Yes(in case of self-consumption)Yes(in case of self-consumption)Yes(in case of self-consumption)Collective self-consumption No No Commercial bank activities e.g.,green mortgages promoting PV There are loan programs such as mortgage and home improvement loans,etc.Many financial institutions offer financing options for PV systems with a capacity of 10 kW or more taking advantage of FIT.There are moves to issue green bonds and establish funds for PV power generation,and approaches for non-FIT are emerging.Activities of electricity utility businesses No Obligation to equip devices to address output curtailment-Obligation to equip devices to address output curtailment started in 2015-It is planned to introduce economic output curtailment(online proxy curtailment)as well as to bring PV power generation,etc.online in order to improve the efficiency of output curtailment Sustainable building requirements-Based on the“Act for the Improvement of the Energy Efficiency Performance of Buildings”,a gradual change to conformity obligations to energy efficiency standards is promoted.Previous non-binding obligations were changed to conformity obligations for buildings with gross floor area of 2,000 m2 or more from FY 2017 onwards.Following the revision of the act in May 2019,buildings with gross floor area of 300 m2 or more are obliged conform to energy efficiency standards,which took effect on April 1,2021,and it is proposed to obligate residential buildings to conform to the law starting in 2025-In case of conformity obligations,a building which primary energy consumption falls below standard as a result of assessment in a specific manner cannot be constructed.It is expected that installation of PV on buildings will increase through conformity obligations because PV is assessed as a device to reduce energy consumption BIPV incentives No No No No No No Other Task 1 National Survey Report of PV Power Applications in JAPAN 20 3.1 National targets for PV The Sixth Strategic Energy Plan was approved by the Cabinet on October 22,2021.Under the new Strategic Energy Plan,the roadmap for energy policy was outlined to achieve carbon neutrality in 2050 and a greenhouse gas reduction target of 46%compared to FY 2013 levels by FY 2030.Based on the fundamental premise of ensuring safety,initiatives will be promoted to ensure stable supply and reduce energy costs(S 3E)while addressing climate change.The maximum introduction of renewable energy will be promoted while thoroughly making renewable energy the main power source,working on the principle of giving top priority to renewable energy,curbing the burden on the public and maintaining harmony with the local communities.The outlook for energy supply and demand in FY 2030 was also revised,setting new targets for energy conservation,while raising the ratio of renewable energy in the energy mix from conventional 22 to 24%to 36 to 38%.Of this amount,the share of PV power generation is 14 to 16%,with an estimated installation volume of 103.5 to 117.6 GWAC(equivalent to 123 to 139 GWDC).Table 17:Energy mix in Japan in FY 2030 Fourth and Fifth Strategic Energy Plan Sixth Strategic Energy Plan Renewable energy 22-246-38%Nuclear power 22-20 -22%LNG 27 %Coal 26%Oil,etc.3%2%Total electricity generation Approx.1,065 TWh Approx.934 TWh 3.2 Direct support policies for PV installations 3.2.1 Description of support measures-Project to promote making renewable energy a mainstream power source/strengthening of resilience in local communities through reduction of renewable energy price,etc.such as utilization of PPA This project provides subsidies for the introduction of renewable energy and storage batteries through new approaches such as on-site PPA models,etc.Not subject to feed-in tariff program.-Project to support realization of sustainable and resilient local communities through planning of maximum introduction of renewable energy and cultivation of local human resources This project supports the formulation of regional renewable energy introduction targets for 2050,the establishment of an implementation and management system for sustainable implementation of renewable energy introduction projects,and the cultivation of regional human resources to improve the sustainability of regional renewable energy projects.Task 1 National Survey Report of PV Power Applications in JAPAN 21 -Project to promote installation of independent and distributed energy facilities to evacuation centers,etc.which realize resilience and decarbonization of local communities in parallel This project supports the introduction of renewable energy facilities,etc.to public facilities that are positioned as evacuation centers,etc.in the event of disasters based on local disaster-prevention plans and subsidizes part of the costs.-Subsidy for project expenses to implement a special scheme for surcharge under the FIT program For energy-intensive industries,reduction of surcharge payment is eligible.The amount of reduced surcharge is compensated with the national budget.-Project to support establishment of net zero energy houses(ZEHs)at detached houses The project provides subsidies to those who build new detached houses(custom-built or ready-built)that meet the ZEH requirements and provides a fixed amount of subsidies for the installation of storage batteries.-Project to promote decarbonization and enhancement of resilience of buildings,etc.A certain amount of subsidy is provided for the introduction of net zero energy building(ZEB)in commercial facilities and demonstration,etc.of advanced decarbonized buildings that can supply energy even in times of disaster.-Project to promote CO2 saving in collective housing(in partnership with METI)This project subsidizes to support energy conservation,CO2 reduction and thermal insulation of collective housing,as well as the installation of storage batteries.-Demonstration project to establish the next-generation technologies utilizing distributed energy resources such as storage batteries,etc.This demonstration project promotes aggregation technologies,etc.that utilize renewable energy and distributed energy resources such as storage batteries,etc.-Subsidy for project expenses to support promotion of renewable energy introduction in Fukushima Prefecture This subsidy program supports demonstrative research on introduction of renewable energy-based power generation facilities,establishment and improvement of storage batteries and power transmission lines,and toward commercialization of renewable-energy related technologies in Fukushima Prefecture.-Project to Promote Dissemination of Renewable Energy,etc.in harmony with local communities This project subsidizes a certain amount of the necessary expenses for private business operators,etc.that intend to build a regional microgrid utilizing renewable energy,etc.or develop a plan to introduce such a microgrid.3.2.2 Description of support measures excluding BIPV and rural electrification The Ministry of Economy,Trade and Industry(METI)is taking initiative in supporting introduction of PV systems under the Feed-in Tariff(FIT)program.In order to achieve a well-balanced introduction of renewable energy while curbing of national burden,the“Act on Special Measures Concerning Procurement of Renewable Energy Sourced Electricity by Task 1 National Survey Report of PV Power Applications in JAPAN 22 Electric Utilities(Renewable Energy Act or FIT Act)”was amended,and the“revised FIT Act”was enacted.Effective from April 2017,the FIT program was fundamentally reviewed and revision of approval scheme,change of method to set FITs,change of entities obliged to purchase FIT electricity,improving transparency of issues related to electric grids and revision of the surcharge reduction system were implemented.In December 2018,the retroactive measures were decided for the first time to deal with the FIT-approved PV projects which have not started operation for a long time.The Acts for Establishing Resilient and Sustainable Electricity Supply Systems were enacted in June 2020 and the name of the special measures act was amended to the Renewable Energy Promotion Act(revised Act on Special Measures Concerning Procurement of Renewable Energy Sourced Electricity by Electric Utilities,or the current FIT Act).Two types of power sources,competitive power source and locally-utilized power source were presented.As for competitive power source,the Feed-in-Premium(FIP)program is planned to be introduced from April 2022 for 1 MW PV systems to promote the integration into the electricity market.As for locally-utilized power source,it is planned to maintain the FIT program after setting the requirements for local utilization.In addition,an approval cancellation system will start in April 2022 to deal with the FIT-approved projects which have not started operation for a long time.3.2.3 BIPV development measures The introduction of PV power generation into buildings is adopted in the demonstration jointly supported and promoted by the Ministry of Land,Infrastructure,Transport and Tourism(MLIT),METI and the Ministry of the Environment(MoE),in order to realize net zero energy house(ZEH)and net zero energy building(ZEB)as the measures for energy conservation of houses and buildings.The New Energy and Industrial Technology Development Organization(NEDO)is promoting Development of Technologies for Wall installed PV Systems under the Development of Technologies to Promote Photovoltaic Power Generation as a Main Power Source,a new program being implemented since FY 2020.It will develop see-through solar cells and perovskite BIPV modules for aperture area of building walls,formulate guidelines,and conduct system demonstrations.Also,METI started a three-year project for International Standardization of Building-Integrated Photovoltaic(BIPV)Systems in FY 2021.As a project consignee,Photovoltaic Generation Technology Research Association(PVTEC)undertakes international standardization of design standards for indoor window-mounted solar cells,design safety standards for snow-melting type PV modules,weather resistance evaluation methods for BIPV module design,and power generation estimation methods for vertically installed PV modules,etc.Task 1 National Survey Report of PV Power Applications in JAPAN 23 3.3 Self-consumption measures Table 18:Summary of self-consumption regulations for small private PV systems in 2021 PV self-consumption 1 Right to self-consume Transfer of environmental value is available through green power certificates,etc.In other cases,the right to self-consume attributes to the consumer.2 Revenues from self-consumed PV Self-consumed electricity is not subject to taxation.3 Charges to finance Transmission,Distribution grids&Renewable Levies The fee will not be charged in case of self-consumption.Excess PV electricity 4 Revenues from excess PV electricity injected into the grid FIT for surplus electricity is set.For the post-FIT residential PV systems,electricity retailers set the purchase price.5 Maximum timeframe for compensation of fluxes Measured by installing two meters(sale/purchase)and bill separately on a monthly basis.Therefore,there is no compensation.6 Geographical compensation(virtual self-consumption or metering)There is no compensation.Other characteristics 7 Regulatory scheme duration Surplus power purchase periods under FIT program:10 years for 10 kW and 20 years for 10 kW systems.8 Third party ownership accepted So far,the roof-lease business has been conducted using FIT,however,introduction of PPA model in combination with electricity retailing is making progress as the purchase price declines.9 Grid codes and/or additional taxes/fees impacting the revenues of the prosumer Except for respecting the regulations set at the time of grid connection and paying the amount required by electric companies,there are no charges intended for renewable energy such as fees that arise out of ancillary service,etc.10 Regulations on enablers of self-consumption(storage,DSM)For residential PV systems,responses to the mode to promote self-consumption(Green Mode)are being promoted,in preparation for the termination of the FIT purchase period.11 PV system size limitations Purchase of surplus electricity for 10 kW systems.For 10 kW systems,there is no size limitation as far as power transmission and distribution operators permit.12 Electricity system limitations There is no major barrier at present 13 Additional features Support measures for the introduction of supply/demand integrated systems,such as self-consumption,etc.,are strengthened in order to become independent from the FIT.Task 1 National Survey Report of PV Power Applications in JAPAN 24 3.3.1 Dissemination measures related to self-consumption From FY 2020,under the FIT program,requirements for approving power sources as locally-used power sources for self-consumption are applied to PV systems with a capacity of 10 kW-50 kW.The self-consumption rate of 30%or more is one of the requirements for approval.3.3.2 Other dissemination measures related to self-consumption Nothing special to report.3.4 Collective self-consumption,community solar and similar measures There is no established scheme for the use of electricity from PV systems by multiple consumers.However,METI established the Smart Community Alliance,a public-private partnership organization with NEDO as its secretariat,and 16 companies are participating as operating companies.In addition,METI published the list of examples of smart communities,which use energy effectively within communities and is promoting smart communities across Japan through companies and organizations.The New Energy Promotion Council compiled and reported on the results of the Project to promote introduction of smart communities in the areas stricken by the Great East Japan Earthquake.3.5 Tenders,auctions&similar schemes There are two types of tenders:tender for grid connection capacity and tender for FIT capacity.-Tender for grid connection capacity The“tender process to secure the grid connection capacity”was conducted to bid for grid connection capacity in areas where projects of various power sources such as PV are concentrated into specific power transmission and distribution lines,and a total of 40 processes have been completed throughout Japan.Under the tender process to secure the grid connection capacity,reduction of the burden of each business operator is aimed to be achieved through cost sharing with neighbouring projects.The cost for enhancement of bulk power system is the general burden which is widely covered by consumers based on the guideline by METI.As for the enhancement cost of power transmission and distribution facilities other than those for bulk power system,the ratios of general burden and burden for business operators(specific burden)are calculated for each tender process.A ceiling price was set for the general burden,at the uniform price of 41,000 JPY/kW for all the power sources.The Organization for Cross-regional Coordination of Transmission Operators,JAPAN(OCCTO)is the organizer of the tender process,and the tender process can be started when the requirements are satisfied following the application for the start by the business operator.General power transmission and distribution operators are in charge of the procedures,and they present tender capacity and minimum tender price(minimum unit price of tender burden)per kW for each area.Power producers bid for the planned system capacity and tender price(unit price of tender burden)per kW and the priority for grid connection is decided in descending order according to tender price.The tender process becomes effective when the Task 1 National Survey Report of PV Power Applications in JAPAN 25 product(result of multiplication)of unit price of tender burden and capacity exceeds the construction cost for that tender.From October 2020,a bulk consideration process to secure the grid connection capacity was introduced to replace the tender process to secure the grid connection capacity.In case the capacity of the grid is insufficient,and construction of grid enhancement is required,the general power transmission and distribution operators formulate measures involving neighbouring projects as well.Effective grid maintenance,etc.will be available through sharing the cost of grid enhancement construction among multiple applicants for grid connection.TEPCO Power Grid started accepting applications for the bulk consideration process for the eastern area of Gunma Prefecture on July 13,2021,and about 20 other processes have been initiated throughout Japan.-Tender for FIT capacity Following the incorporation of the tender for FIT capacity in the revision of the Renewable Energy Act which was enacted on May 25,2016,a tender scheme for 2 MW and larger PV projects was introduced from FY 2017.The scope of PV projects subject to the tender scheme was expanded to include 500 kW from FY 2019 and 250 kW from FY 2020.For FY 2021,the number of tenders was increased to four times,and the ceiling prices were announced in advance:11.00 JPY/kWh for the eighth tender,10.75 JPY/kWh for the ninth tender,10.50 JPY/kWh for the tenth tender,and 10.25 JPY/kWh for the eleventh tender.The tender capacity was set at 208 MW for the eighth tender and revised for the ninth and subsequent tenders based on the results of the previous tender.Setting 208 MW as the minimum capacity,and if the amount of tenders received exceeds the capacity,the tender