The document is a mid-year business outlook survey of 103 executives from major companies in Romania. It provides the following key findings:
1. While turnover growth expectations have declined slightly in the last 6 months, most companies (69%) still expect growth in 2013. Profit growth expectations have remained steady.
2. Over half of companies expect salary growth of 5-10% in 2013, while many anticipate no change.
3. Confidence in industry growth potential has decreased significantly, with more companies now "not at all confident" compared to 6 months ago. Confidence in company growth has also declined.
4. In response to the business environment, companies are focusing more on new products and cost
“A vision for growth” is a survey that explores the perceptions of top executives from major companies operating in Romania regarding the business outlook for 2016. In this edition we also provide comparative data with the similar surveys conducted at the beginning of 2014 and 2015. The results of this survey reflect the responses received to our questionnaire in the period between 26 January and 8 February 2016, from 421 top executives of major companies operating in Romania.
The survey explores perceptions of top executives from major Romanian companies regarding the 2016 business outlook. Some key findings:
1) Companies will define success in 2016 by customer satisfaction (83%), financial results (68%), and market share (56%).
2) 41% of companies forecast turnover growth of 10-30% in 2016, while 32% expect 5-10% growth.
3) Profits are also expected to rise optimistically, with 28% forecasting 5-10% growth and 32% expecting over 30% growth.
The survey found that while companies' expectations for profit growth remained steady, expectations for turnover and employee growth declined from February to August 2014. Specifically, more companies expected negative turnover growth and fewer expected to increase staffing levels. However, the percentage of companies anticipating high (10-31%) turnover growth increased. While over half of companies still expect a moderate (5-10%) salary increase, confidence in industry and company growth for the next six months declined compared to February 2014, with more companies reporting they feel "not at all confident" about their own growth.
The survey found that while companies' expectations for profit growth remained steady, expectations for turnover and employee growth declined from February to August 2014. Specifically, more companies expected negative turnover growth and fewer expected to increase staffing levels. However, the percentage of companies anticipating high (10-31%) turnover growth increased. While over half of companies still expect a moderate (5-10%) salary increase, confidence in industry and company growth for the next six months declined compared to February 2014, with more companies reporting they feel "not at all confident" about their own growth.
The document is a survey that explores perceptions of executives from major Romanian companies regarding the business outlook for 2015. Some key findings:
- The outlook for turnover growth is more moderate in the second half of 2015, with 40% expecting 10-31% growth compared to 48% earlier in the year.
- Expectations for profit growth are similar to earlier in the year, with 21% expecting 5-10% growth and 35% expecting 10-31% growth.
- 32% expect no increase in employee numbers compared to 19% earlier, and fewer expect employee growth over 5%.
- 10% expect 10-20% salary increases compared to 6% earlier.
The document is a survey of 117 executives from major companies in Romania regarding business outlook for 2014. Some key findings:
- 28% foresee significant turnover growth of 10-30% in 2014, up from 25% in 2013. 67% expect 5-10% growth compared to 51% in 2013.
- Only 21% expect 5-10% profit growth in 2014, down from 37% in 2013, but 26% expect 10-30% growth compared to 31% in 2013.
- 14% expect their number of employees to grow 10-30% in 2014, up from only 5% in 2013.
- 2% expect salary increases over 10%, the same as 2013, but only
KPMG Study - Third EFB-KPMG European Family Business Barometer - Dec 2014Tatiana Andreeva
In this third bi-annual European Family Business Barometer, European Family Businesses (EFB) and KPMG once again seek to bring an insight into the confidence levels of family businesses, the challenges affecting their everyday operations and the solutions they seek to ensure their development and sustainable growth. This time the headline message is that while the outlook is positive the pressure on profitability and the war for talent are the key changes.
Das Vertrauen in die Lebensmittelwirtschaft ist im vergangenen Jahr in 19 von 27 untersuchten Ländern gesunken, Deutschland eingeschlossen. Das geht aus dem globalen Edelman Trust Barometer 2015 für die Lebensmittelbranche hervor.
Die Ergebnisse der Vertrauensstudie Edelman Trust Barometer zeigen in 19 der 27 beobachteten Märkte einen Vertrauensverlust in die Lebensmittelwirtschaft, mit den stärksten Einbrüchen in Singapur, Argentinien, Hong Kong, den Niederlanden und Südkorea. Auch in Deutschland ist das Vertrauen gesunken: Nur noch 55 Prozent der Deutschen vertrauen der Lebensmittelwirtschaft, 2014 waren es noch 59 Prozent.
“A vision for growth” is a survey that explores the perceptions of top executives from major companies operating in Romania regarding the business outlook for 2016. In this edition we also provide comparative data with the similar surveys conducted at the beginning of 2014 and 2015. The results of this survey reflect the responses received to our questionnaire in the period between 26 January and 8 February 2016, from 421 top executives of major companies operating in Romania.
The survey explores perceptions of top executives from major Romanian companies regarding the 2016 business outlook. Some key findings:
1) Companies will define success in 2016 by customer satisfaction (83%), financial results (68%), and market share (56%).
2) 41% of companies forecast turnover growth of 10-30% in 2016, while 32% expect 5-10% growth.
3) Profits are also expected to rise optimistically, with 28% forecasting 5-10% growth and 32% expecting over 30% growth.
The survey found that while companies' expectations for profit growth remained steady, expectations for turnover and employee growth declined from February to August 2014. Specifically, more companies expected negative turnover growth and fewer expected to increase staffing levels. However, the percentage of companies anticipating high (10-31%) turnover growth increased. While over half of companies still expect a moderate (5-10%) salary increase, confidence in industry and company growth for the next six months declined compared to February 2014, with more companies reporting they feel "not at all confident" about their own growth.
The survey found that while companies' expectations for profit growth remained steady, expectations for turnover and employee growth declined from February to August 2014. Specifically, more companies expected negative turnover growth and fewer expected to increase staffing levels. However, the percentage of companies anticipating high (10-31%) turnover growth increased. While over half of companies still expect a moderate (5-10%) salary increase, confidence in industry and company growth for the next six months declined compared to February 2014, with more companies reporting they feel "not at all confident" about their own growth.
The document is a survey that explores perceptions of executives from major Romanian companies regarding the business outlook for 2015. Some key findings:
- The outlook for turnover growth is more moderate in the second half of 2015, with 40% expecting 10-31% growth compared to 48% earlier in the year.
- Expectations for profit growth are similar to earlier in the year, with 21% expecting 5-10% growth and 35% expecting 10-31% growth.
- 32% expect no increase in employee numbers compared to 19% earlier, and fewer expect employee growth over 5%.
- 10% expect 10-20% salary increases compared to 6% earlier.
The document is a survey of 117 executives from major companies in Romania regarding business outlook for 2014. Some key findings:
- 28% foresee significant turnover growth of 10-30% in 2014, up from 25% in 2013. 67% expect 5-10% growth compared to 51% in 2013.
- Only 21% expect 5-10% profit growth in 2014, down from 37% in 2013, but 26% expect 10-30% growth compared to 31% in 2013.
- 14% expect their number of employees to grow 10-30% in 2014, up from only 5% in 2013.
- 2% expect salary increases over 10%, the same as 2013, but only
KPMG Study - Third EFB-KPMG European Family Business Barometer - Dec 2014Tatiana Andreeva
In this third bi-annual European Family Business Barometer, European Family Businesses (EFB) and KPMG once again seek to bring an insight into the confidence levels of family businesses, the challenges affecting their everyday operations and the solutions they seek to ensure their development and sustainable growth. This time the headline message is that while the outlook is positive the pressure on profitability and the war for talent are the key changes.
Das Vertrauen in die Lebensmittelwirtschaft ist im vergangenen Jahr in 19 von 27 untersuchten Ländern gesunken, Deutschland eingeschlossen. Das geht aus dem globalen Edelman Trust Barometer 2015 für die Lebensmittelbranche hervor.
Die Ergebnisse der Vertrauensstudie Edelman Trust Barometer zeigen in 19 der 27 beobachteten Märkte einen Vertrauensverlust in die Lebensmittelwirtschaft, mit den stärksten Einbrüchen in Singapur, Argentinien, Hong Kong, den Niederlanden und Südkorea. Auch in Deutschland ist das Vertrauen gesunken: Nur noch 55 Prozent der Deutschen vertrauen der Lebensmittelwirtschaft, 2014 waren es noch 59 Prozent.
2018 Business Finance Survey: SMEs - British Business BankIpsos UK
This survey, undertaken by Ipsos MORI for the British Business Bank, follows on from the previous “SME Journey” surveys from 2012 to 2017 to explore SME awareness of different types of external finance and their experience of raising finance.
It feeds into the British Business Bank’s 2018/19 Small Business Finance Markets report to assess how finance markets have changed.
The survey includes new data on the awareness and use of finance by smaller businesses, as well as information on the growth plans of those businesses.
As current growth rates reach a new low, competition for the future is on the...SimCorp
As growth rates came to a standstill in 2015, we took stock of expectations for the future. Surveying firms worldwide, we discovered them to be optimistic about long-term prospects, and found the pursuit of future profits gathering pace.
The Deloitte CFO Survey: 2013 Q4 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
With low levels of uncertainty, improved access to finance and greater confidence in the Bank of England's policies, Chief Financial Officers (CFOs) are gearing up for expansion, investment and hiring in 2014.
The Deloitte CFO Survey, launched in 2007, is a quarterly survey of Chief Financial Officers and Group Finance Directors of major UK companies. Over 300 CFOs, mainly from FTSE 350 companies, have joined the CFO Survey panel. The Survey captures shifts in UK CFOs' opinions on valuations, risks and financing and has become a benchmark for gauging financial attitudes of major corporate users of capital.
The Deloitte CFO Survey has been widely quoted in the media and is firmly established with policymakers. The Bank of England has cited the CFO Survey several times in its publications such as the quarterly Inflation Report and the monthly Trends in Lending report. The findings have also been quoted in the minutes of the Bank's Monetary Policy Committee meetings.
The latest Regus Business Confidence Index shows that global business confidence remains steady; mature economies are showing confidence gains; and emerging economies have tempered their outlook somewhat. But no-one in business is letting a confidence uplift divert them from a continued focus on efficiency gains.
For more information, please visit: http://bit.ly/2aoRNk3
Business leaders around the world began 2016 facing a gut-churning bout of market volatility. Many financial markets fell by at least 10% between January 1st and mid-February; 2016 had the worst 10-day start to a year since 1897. No doubt remembering how quickly the contagion of the Great Recession spread and the resulting economic devastation, in early 2016 executives started making fresh assessments of how broader economic factors should affect their operational decision-making.
“Business and economic outlook” is a survey that explores the perceptions of top executives from major companies operating in Romania regarding the business outlook for 2016. This report is based on an online survey of 421 C-suite level executives from companies in various sectors, who provided a perspective on how the domestic business environment is perceived at the beginning of 2016 in Romania. This is an analysis of the split between the aggregated results for Romanian-owned companies and foreign-owned companies operating in Romania.
Präsentation Edelman Markenstudie Innovation and the Earned Brand 2015Edelman.ergo GmbH
Innovation and the Earned Brand ist eine Markenstudie von der führeden globalen Communications Marketing Agentur Edelman und untersucht die Haltung von Konsumenten gegenüber Markeninnovationen. Die Umfrage wurde von der Marktforschungsfirma Edelman Berland entwickelt, die Datenerhebung erfolgte mit Hilfe von Online-Interviews im Zeitraum April und Mai 2015. Für die Markenstudie wurden jeweils 1.000 Personen in zehn Ländern (USA, Mexiko, Frankreich, Deutschland, Großbritannien, Brasilien, China, Japan, Indien und Australien) befragt. In New York und London wurden zudem Fokusgruppen mit 16 Millenials durchgefürt. 25 Millenials aus Brasilien, Großbritannien, Indien, China und USA führten zudem zwei Wochen lang ein mobiles Tagebuch.
This document provides a summary of evidence from various studies and research that show a strong correlation between employee engagement and organizational performance. It finds that higher employee engagement is linked to greater productivity, profitability, customer satisfaction, innovation, lower absenteeism, and staff retention. The document highlights data that shows organizations with high employee engagement consistently outperform those with low engagement on financial and operational metrics. It provides numerous examples and data from academic studies and surveys of large companies to convince readers that improving employee engagement is crucial for business success.
Bibby Financial Services Global Business Monitor 2017Chinmay Javeri
The document is Bibby Financial Services' 2017 Global Business Monitor report which analyzes the opportunities and challenges facing small and medium enterprises (SMEs) across various countries. Some key findings include:
- SMEs are most confident about domestic prospects compared to the global economy. The greatest challenge is lack of skilled staff.
- Nine in ten SMEs plan to invest in the next year, primarily in staff training, IT, and recruitment.
- International trade involves 38% of SMEs exporting and 30% importing, with foreign exchange seen as the top barrier.
- On average, SMEs wait 34 days for invoice payment, ranging from 23.5 days in the US to 45 days
Hiscox DNA of an Entrepreneur report 2016Lucy Hensher
- 66% of firms reported growth in revenue over the past year across all six countries surveyed, though optimism levels for the year ahead declined slightly in most countries.
- Larger firms reported stronger growth, with 85% of the biggest firms (over £10M turnover) reporting increased revenues compared to 61% of the smallest firms (under £100k turnover).
- Hiring remained patchy, with 13% of firms increasing staff but 10% cutting staff. However, 21% of firms plan to increase hiring in the coming year.
- More firms are turning to alternative sources of funding like credit cards and crowdfunding as bank funding remains difficult to access for many smaller companies.
The Deloitte CFO Survey: 2015 Q4 A cautious start to 2016Deloitte UK
The quarterly CFO Survey is firmly established with media and policy makers as the authoritative barometer of UK corporates’ sentiment and strategies. It is the only survey of major corporate users of capital that gauges attitudes to valuations, risk and financing.
We at Alps Venture Partners are constantly contributing towards research in Mergers & Acquisitions across geographies.
This is first in series of 2020-21 M&A Tearsheet which provides detail on the Transaction Multiples (Revenue & EBITDA), Multiples Chart, Active Buyers, Country based multiples & other transaction data observed in South East Asia.
19th Annual Global CEO Survey: Key Findings – FinlandPwC Suomi
19th Annual Global CEO Survey - Poimintoja Suomen tuloksista
Toimitusjohtajien luottamus maailmantalouden kasvuun seuraavan vuoden aikana on laskenut kansainvälisesti nyt toista vuotta peräkkäin, ilmenee PwC:n 19. kansainvälisestä toimitusjohtajatutkimuksesta. Suomalaisjohtajien usko oman maan talouden kasvuun on sitäkin heikompi. Suomalaisjohtajien vastauksista paistaa kuitenkin usko siihen, että oman yrityksen tulevaisuudennäkymien suhteen syvimmästä kuopasta ollaan nousemassa.
Davosin talousfoorumissa julkistettuun Global CEO Survey -tutkimukseen osallistui yli 1 400 toimitusjohtajaa 83 maasta. Suomesta tutkimukseen haastateltiin 35 toimitusjohtajaa Suomen suurimmista yrityksistä.
Globaalit tulokset löytyvät osoitteesta www.pwc.com/ceosurvey.
The Deloitte CFO Survey: 2013 Q3 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
A new mood of confidence pervades the third quarter CFO Survey. Chief Financial Officers see fewer risks in the global economy and greater opportunities for expansion.
Key findings:
- CFOs' perceptions of external macro and financial risk have hit three-year lows.
- The financing environment for corporates has improved still further. Cost of credit is at its lowest and availability at its highest since the survey began in 2007.
- 54% of CFOs say now is a good time to take greater risk onto their balance sheet, a six-year high.
- Austerity is out and expansion is coming in. Cost control and cash conservation are moving out of favour. Expansion is, once again, the top priority for corporates.
About the Deloitte CFO Survey:
The Deloitte CFO Survey, launched in 2007, is a quarterly survey of Chief Financial Officers and Group Finance Directors of major UK companies. Over 300 CFOs, mainly from FTSE 350 companies, have joined the CFO Survey panel. The Survey captures shifts in UK CFOs' opinions on valuations, risks and financing and has become a benchmark for gauging financial attitudes of major corporate users of capital.
The Deloitte CFO Survey has been widely quoted in the media and is firmly established with policymakers. The Bank of England has cited the CFO Survey several times in its publications such as the quarterly Inflation Report and the monthly Trends in Lending report. The findings have also been quoted in the minutes of the Bank's Monetary Policy Committee meetings.
Micro-level dynamics of output, employment and productivity growth: the role ...Mika Maliranta
1) A study examined the contribution of high-growth firms (HGFs) to output, employment, and productivity growth in Finland between 2008-2014.
2) HGFs accounted for a substantial portion of output and job growth during 2008-2011 but had weak productivity growth.
3) While HGFs' contribution to output remained significant in 2011-2014, their productivity levels were high but growth rates were low, contributing more to convergence between firms than productivity increases.
Roy Stanley - Events That Trigger High GrowthKala Preston
1) The document summarizes a presentation about how "Black Swan Trigger Events" influence the development of profitable high growth small firms.
2) It discusses key topics like what a Black Swan Trigger Event and high growth small firm are, examples of large trigger events, and myths about high growth small firms.
3) The presentation describes the researcher's methodology which involved case studies of 5 North East firms to analyze how they responded to Black Swan Trigger Events through developing absorptive capacity domains.
Export Development Canada's Mid-Year 2018 Trade Confidence IndexStephen Tapp
Twice a year, EDC surveys 1,000 Canadian exporters to provide insights not available in traditional trade statistics, such as: exporters’ expectations for the future; their evolving international operations and strategies; and views on emerging issues.
This presentation provides an overview of the results from our Mid-Year 2018 survey.
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
Strategic Planning: The Roadmap for Business GrowthAlchemedia
Strategic planning is the foundation of every successful business. In this presentation, learn how to create an effective strategic plan that will drive the growth of your business and put it on a path to success.
Fundamental Concepts of STRATEGIC PLANNINGMariyah Ayoniv
Strategic planning is an organization's process of defining its strategy or direction to allocate resources to pursue its strategy. It generally deals with what the organization does, who it does it for, and how it excels. Strategic planning involves analyzing the internal and external environment, setting goals and objectives, identifying strategies with timelines and tasks, allocating resources, implementing plans, and evaluating results. The key aspects of strategic planning include clarifying objectives, diagnosing current conditions, assessing alternatives, translating plans into action, and adjusting through evaluation.
2018 Business Finance Survey: SMEs - British Business BankIpsos UK
This survey, undertaken by Ipsos MORI for the British Business Bank, follows on from the previous “SME Journey” surveys from 2012 to 2017 to explore SME awareness of different types of external finance and their experience of raising finance.
It feeds into the British Business Bank’s 2018/19 Small Business Finance Markets report to assess how finance markets have changed.
The survey includes new data on the awareness and use of finance by smaller businesses, as well as information on the growth plans of those businesses.
As current growth rates reach a new low, competition for the future is on the...SimCorp
As growth rates came to a standstill in 2015, we took stock of expectations for the future. Surveying firms worldwide, we discovered them to be optimistic about long-term prospects, and found the pursuit of future profits gathering pace.
The Deloitte CFO Survey: 2013 Q4 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
With low levels of uncertainty, improved access to finance and greater confidence in the Bank of England's policies, Chief Financial Officers (CFOs) are gearing up for expansion, investment and hiring in 2014.
The Deloitte CFO Survey, launched in 2007, is a quarterly survey of Chief Financial Officers and Group Finance Directors of major UK companies. Over 300 CFOs, mainly from FTSE 350 companies, have joined the CFO Survey panel. The Survey captures shifts in UK CFOs' opinions on valuations, risks and financing and has become a benchmark for gauging financial attitudes of major corporate users of capital.
The Deloitte CFO Survey has been widely quoted in the media and is firmly established with policymakers. The Bank of England has cited the CFO Survey several times in its publications such as the quarterly Inflation Report and the monthly Trends in Lending report. The findings have also been quoted in the minutes of the Bank's Monetary Policy Committee meetings.
The latest Regus Business Confidence Index shows that global business confidence remains steady; mature economies are showing confidence gains; and emerging economies have tempered their outlook somewhat. But no-one in business is letting a confidence uplift divert them from a continued focus on efficiency gains.
For more information, please visit: http://bit.ly/2aoRNk3
Business leaders around the world began 2016 facing a gut-churning bout of market volatility. Many financial markets fell by at least 10% between January 1st and mid-February; 2016 had the worst 10-day start to a year since 1897. No doubt remembering how quickly the contagion of the Great Recession spread and the resulting economic devastation, in early 2016 executives started making fresh assessments of how broader economic factors should affect their operational decision-making.
“Business and economic outlook” is a survey that explores the perceptions of top executives from major companies operating in Romania regarding the business outlook for 2016. This report is based on an online survey of 421 C-suite level executives from companies in various sectors, who provided a perspective on how the domestic business environment is perceived at the beginning of 2016 in Romania. This is an analysis of the split between the aggregated results for Romanian-owned companies and foreign-owned companies operating in Romania.
Präsentation Edelman Markenstudie Innovation and the Earned Brand 2015Edelman.ergo GmbH
Innovation and the Earned Brand ist eine Markenstudie von der führeden globalen Communications Marketing Agentur Edelman und untersucht die Haltung von Konsumenten gegenüber Markeninnovationen. Die Umfrage wurde von der Marktforschungsfirma Edelman Berland entwickelt, die Datenerhebung erfolgte mit Hilfe von Online-Interviews im Zeitraum April und Mai 2015. Für die Markenstudie wurden jeweils 1.000 Personen in zehn Ländern (USA, Mexiko, Frankreich, Deutschland, Großbritannien, Brasilien, China, Japan, Indien und Australien) befragt. In New York und London wurden zudem Fokusgruppen mit 16 Millenials durchgefürt. 25 Millenials aus Brasilien, Großbritannien, Indien, China und USA führten zudem zwei Wochen lang ein mobiles Tagebuch.
This document provides a summary of evidence from various studies and research that show a strong correlation between employee engagement and organizational performance. It finds that higher employee engagement is linked to greater productivity, profitability, customer satisfaction, innovation, lower absenteeism, and staff retention. The document highlights data that shows organizations with high employee engagement consistently outperform those with low engagement on financial and operational metrics. It provides numerous examples and data from academic studies and surveys of large companies to convince readers that improving employee engagement is crucial for business success.
Bibby Financial Services Global Business Monitor 2017Chinmay Javeri
The document is Bibby Financial Services' 2017 Global Business Monitor report which analyzes the opportunities and challenges facing small and medium enterprises (SMEs) across various countries. Some key findings include:
- SMEs are most confident about domestic prospects compared to the global economy. The greatest challenge is lack of skilled staff.
- Nine in ten SMEs plan to invest in the next year, primarily in staff training, IT, and recruitment.
- International trade involves 38% of SMEs exporting and 30% importing, with foreign exchange seen as the top barrier.
- On average, SMEs wait 34 days for invoice payment, ranging from 23.5 days in the US to 45 days
Hiscox DNA of an Entrepreneur report 2016Lucy Hensher
- 66% of firms reported growth in revenue over the past year across all six countries surveyed, though optimism levels for the year ahead declined slightly in most countries.
- Larger firms reported stronger growth, with 85% of the biggest firms (over £10M turnover) reporting increased revenues compared to 61% of the smallest firms (under £100k turnover).
- Hiring remained patchy, with 13% of firms increasing staff but 10% cutting staff. However, 21% of firms plan to increase hiring in the coming year.
- More firms are turning to alternative sources of funding like credit cards and crowdfunding as bank funding remains difficult to access for many smaller companies.
The Deloitte CFO Survey: 2015 Q4 A cautious start to 2016Deloitte UK
The quarterly CFO Survey is firmly established with media and policy makers as the authoritative barometer of UK corporates’ sentiment and strategies. It is the only survey of major corporate users of capital that gauges attitudes to valuations, risk and financing.
We at Alps Venture Partners are constantly contributing towards research in Mergers & Acquisitions across geographies.
This is first in series of 2020-21 M&A Tearsheet which provides detail on the Transaction Multiples (Revenue & EBITDA), Multiples Chart, Active Buyers, Country based multiples & other transaction data observed in South East Asia.
19th Annual Global CEO Survey: Key Findings – FinlandPwC Suomi
19th Annual Global CEO Survey - Poimintoja Suomen tuloksista
Toimitusjohtajien luottamus maailmantalouden kasvuun seuraavan vuoden aikana on laskenut kansainvälisesti nyt toista vuotta peräkkäin, ilmenee PwC:n 19. kansainvälisestä toimitusjohtajatutkimuksesta. Suomalaisjohtajien usko oman maan talouden kasvuun on sitäkin heikompi. Suomalaisjohtajien vastauksista paistaa kuitenkin usko siihen, että oman yrityksen tulevaisuudennäkymien suhteen syvimmästä kuopasta ollaan nousemassa.
Davosin talousfoorumissa julkistettuun Global CEO Survey -tutkimukseen osallistui yli 1 400 toimitusjohtajaa 83 maasta. Suomesta tutkimukseen haastateltiin 35 toimitusjohtajaa Suomen suurimmista yrityksistä.
Globaalit tulokset löytyvät osoitteesta www.pwc.com/ceosurvey.
The Deloitte CFO Survey: 2013 Q3 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
A new mood of confidence pervades the third quarter CFO Survey. Chief Financial Officers see fewer risks in the global economy and greater opportunities for expansion.
Key findings:
- CFOs' perceptions of external macro and financial risk have hit three-year lows.
- The financing environment for corporates has improved still further. Cost of credit is at its lowest and availability at its highest since the survey began in 2007.
- 54% of CFOs say now is a good time to take greater risk onto their balance sheet, a six-year high.
- Austerity is out and expansion is coming in. Cost control and cash conservation are moving out of favour. Expansion is, once again, the top priority for corporates.
About the Deloitte CFO Survey:
The Deloitte CFO Survey, launched in 2007, is a quarterly survey of Chief Financial Officers and Group Finance Directors of major UK companies. Over 300 CFOs, mainly from FTSE 350 companies, have joined the CFO Survey panel. The Survey captures shifts in UK CFOs' opinions on valuations, risks and financing and has become a benchmark for gauging financial attitudes of major corporate users of capital.
The Deloitte CFO Survey has been widely quoted in the media and is firmly established with policymakers. The Bank of England has cited the CFO Survey several times in its publications such as the quarterly Inflation Report and the monthly Trends in Lending report. The findings have also been quoted in the minutes of the Bank's Monetary Policy Committee meetings.
Micro-level dynamics of output, employment and productivity growth: the role ...Mika Maliranta
1) A study examined the contribution of high-growth firms (HGFs) to output, employment, and productivity growth in Finland between 2008-2014.
2) HGFs accounted for a substantial portion of output and job growth during 2008-2011 but had weak productivity growth.
3) While HGFs' contribution to output remained significant in 2011-2014, their productivity levels were high but growth rates were low, contributing more to convergence between firms than productivity increases.
Roy Stanley - Events That Trigger High GrowthKala Preston
1) The document summarizes a presentation about how "Black Swan Trigger Events" influence the development of profitable high growth small firms.
2) It discusses key topics like what a Black Swan Trigger Event and high growth small firm are, examples of large trigger events, and myths about high growth small firms.
3) The presentation describes the researcher's methodology which involved case studies of 5 North East firms to analyze how they responded to Black Swan Trigger Events through developing absorptive capacity domains.
Export Development Canada's Mid-Year 2018 Trade Confidence IndexStephen Tapp
Twice a year, EDC surveys 1,000 Canadian exporters to provide insights not available in traditional trade statistics, such as: exporters’ expectations for the future; their evolving international operations and strategies; and views on emerging issues.
This presentation provides an overview of the results from our Mid-Year 2018 survey.
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
Strategic Planning: The Roadmap for Business GrowthAlchemedia
Strategic planning is the foundation of every successful business. In this presentation, learn how to create an effective strategic plan that will drive the growth of your business and put it on a path to success.
Fundamental Concepts of STRATEGIC PLANNINGMariyah Ayoniv
Strategic planning is an organization's process of defining its strategy or direction to allocate resources to pursue its strategy. It generally deals with what the organization does, who it does it for, and how it excels. Strategic planning involves analyzing the internal and external environment, setting goals and objectives, identifying strategies with timelines and tasks, allocating resources, implementing plans, and evaluating results. The key aspects of strategic planning include clarifying objectives, diagnosing current conditions, assessing alternatives, translating plans into action, and adjusting through evaluation.
This document outlines the strategic planning process. It begins with an agenda and learning objectives. It then defines strategic planning, discusses types of strategic planning, and the benefits. It describes the planning to plan phase and lists prerequisites. The strategic planning process involves developing a mission, vision, values, SWOT analysis, goals, objectives, implementation plan, communication plan, and evaluation. A variety of tools can support the process, including Appreciative Inquiry, Open Space Technology, public consultation, meetings, surveys, and research.
Nikhil Gupta is seeking a job and has over 5 years of experience in operations and regional management roles. He has a Post Graduate Diploma in Management and has worked at Satin Credit Care Network Ltd. as a Deputy Regional Manager and Regional Coordinator. In these roles, he ensured quality, monitored branch activities, analyzed reports, and ensured compliance. Prior to this, he was a Business Development Manager at Panambi Vacation Club Mahindra.
The document summarizes the results of a survey about perceptions of superior customer service in Romania. Some key findings include:
- Respondents said that politeness, variety of options, and additional benefits determine exceptional service. Professionalism and meeting customer needs were also cited.
- Employees directly interacting with customers were seen as most responsible for ensuring superior service.
- When receiving good service, respondents share experiences with others and purchase additional services. For poor service, they stop using the provider, share experiences, or ask to speak to a manager.
- Telecommunications, tourism, and retail were cited as industries with below average customer service in Romania.
Alain Bruyère has over 33 years of experience in marketing, project management, and leadership roles across multiple industries. He holds an engineering degree and an MBA. His background includes work in banking, telecommunications, non-profits, and postal services. He has strong skills in strategy development, team leadership, and managing complex projects using standards like PMI and Prince2. Currently he is seeking a new role where he can apply his expertise to help organizations achieve their objectives.
LUCIO V. MANSILLA Y VICTORIA OCAMPO: Dos escritores argentinos frente a su h...Silvia Caniffi
Este documento analiza las autobiografías de Lucio Victorio Mansilla y Victoria Ocampo, dos escritores argentinos que pertenecían a la élite rioplatense. Ambos usaron la literatura para reconstruir sus identidades a través de la memoria y dar reconocimiento a sus antepasados y familiares. A pesar de sus diferencias, compartían la capacidad de vivir intensamente y escribir sobre su pasado de forma crítica. El documento explora cómo la memoria individual se entrecruza con la memoria colectiva y familia, y cómo esto a
HIMSS Analytics Essentials Briefs Research Agenda 2016HIMSS Analytics
HIMSS Analytics publishes Essential Briefs, which are in-depth market research studies focused on identifying important topics in healthcare IT. The briefs provide insight into adoption trends for specific healthcare technologies by hospitals and ambulatory care providers. The 2016 research agenda outlines 12 Essential Briefs that will be published throughout the year on topics like population health, telemedicine, revenue cycle management, and security. The briefs are part of HIMSS Analytics' comprehensive market intelligence and advisory solutions for healthcare organizations and vendors.
Mike Felmlee, CEO of The Prouty Project in the Twin Cities, gave this talk to a group of entrepreneurs and business owners as part of a speaker series sponsored by Venture Bank. Radiate Presentation Design helped Mike develop the visuals and the narrative structure—comparing the 1960s "space race" to the fundamentals of strategic planning.
Felmlee had this to say about working with Radiate:
"Michael helped me develop a very creative, engaging and visually impactful 60 minute presentation. It received rave reviews and generated leads for several prospective clients. Working with Michael was easy and fun. And, I couldn't have been more pleased with the outcome!
If you have a presentation coming up and you really want to WOW your audience, I would recommend you utilize Michael's talents as he is one very creative person."
This document provides an overview of project management. It defines a project as work with a beginning and end that creates a product or service with a defined schedule, scope and resources. It describes the project manager's role as using knowledge and tools to manage a project from start to finish to meet requirements. The project lifecycle is outlined as having five stages - initiate, plan, execute, control and close. Key aspects of project management covered include creating a project objective statement, making a project manageable by breaking it down into deliverables and tasks, managing risk, and closing the project with a post-mortem meeting.
- According to a survey of 421 executives, companies in Romania are optimistic about business prospects in 2016. 41% expect turnover to grow 10-30% and 32% expect 5-10% growth. 28% expect profit growth of 5-10% and 32% over 30%.
- Customer satisfaction, financial results, and market share are seen as most important for success. Customer satisfaction is expected to rise to 83% in 2016.
- Industries with strongest projected turnover growth include pharmaceuticals (17% over 30%), IT (16% over 30%), and construction/real estate (13% over 30%). Food/beverages and IT also have higher expectations for profit growth over 30%.
The document is a survey by Ernst & Young of 105 executives from major companies in Romania regarding business outlook for 2013. Some key findings:
- 25% foresee significant turnover growth of 10-30% in 2013, while 51% expect 5-10% growth.
- 37% expect company profit growth of 5-10% and 31% expect 10-30% growth, though 2013 is seen as difficult.
- Most companies plan to rely on in-house innovation and focus innovation efforts on new opportunities, customer satisfaction and efficiency.
The document is a survey of 117 executives from major companies in Romania regarding business outlook for 2014. Some key findings:
- 28% foresee significant turnover growth of 10-30% in 2014, up from 25% in 2013. 67% expect 5-10% growth compared to 51% in 2013.
- Only 21% expect 5-10% profit growth in 2014, down from 37% in 2013, but 26% expect 10-30% growth compared to 31% in 2013.
- 14% expect their number of employees to grow 10-30% in 2014, up from only 5% in 2013.
- 2% expect salary increases over 10%, the same as 2013, but only
The document summarizes the key findings of a survey conducted by Macquarie Business Banking on the state of the insurance broking industry in Australia. The survey found that while softer premiums put revenue under pressure for many firms, the majority were still able to grow revenue and remain profitable. High performing firms that achieved profit margins of 30% or more were found to focus more on improving efficiency and developing talent. The outlook for most respondents was positive, with 86% expecting profit growth in the following year driven primarily by new client growth.
The survey found that recruitment and retention of valuable employees was a top priority for most businesses. 93% of respondents were actively hiring, with continued strong demand for qualified specialists. The labor market was found to be neutral or unstable for employers, as it was becoming more difficult to find qualified candidates despite attractive salaries and costs. The Labor Market Index increased slightly to 2.98 from February 2016, indicating a neutral labor market.
This document provides a summary of recruitment trends in the UK based on a survey conducted by Barclay Meade. Some key findings include:
- Nearly half of employers are recruiting at similar or higher levels than before the recession, while about a third still have recruitment freezes. Sales, marketing, and skilled roles are in high demand.
- The financial services sector has recovered strongly, with 94% recruiting at pre-recession levels. Manufacturing recruitment is more cautious.
- Public sector cuts are expected to most negatively impact recruitment in the North East and North West regions, which rely more on public sector jobs. The upcoming VAT increase is also a key concern nationally.
- Employers rely heavily on word-of-
The 2013 Mongolian CEO Survey found that:
1) Mongolian CEOs showed less confidence in short-term revenue growth compared to the previous year and their global peers, though were more optimistic about long-term growth.
2) Concerns about threats to business growth from over-regulation and corruption increased while worries about taxes and capital markets decreased.
3) Talent effectiveness was a growing challenge, with rising costs and an ability to execute strategies, though recruitment was seen as less difficult than the previous year.
D&B Business Optimism Index is a reliable indicator for all economic actors, revealing the expectations
of business circles as regards the general economy, their sectors and companies for the near future.
The index is calculated every three months with the participation of select business people
considered to be opinion leaders.
In particular, the analysis are calculated for the Turkish companies.
The CMO Survey - Highlights and Insights Report - Aug 2019christinemoorman
The document summarizes key findings from the 23rd administration of The CMO Survey, which collected responses from 341 top marketers at US companies. Some key findings include:
- Marketer optimism about the US economy climbed slightly after hitting its lowest point in 7 years in the previous survey. B2B product marketers were most optimistic.
- Marketers expect customers in 2020 to prioritize excellent service and superior product quality more than low price.
- Most companies use channel partners to reach markets, especially those in energy, technology and consumer packaged goods industries.
The CMO Survey - Highlights and Insights Report - Feb 2020christinemoorman
The survey collected responses from 265 top marketers at US companies on their outlook and strategies. Marketers expressed renewed optimism in the US economy compared to a year ago. They anticipate customers will increasingly prioritize trusting relationships over low prices in 2020. Marketers also predicted greater customer acquisition and retention. Regarding growth strategies, marketers reported that over half of their investment continues to be focused on existing markets and offerings, while diversification receives the least investment.
Measuring progress is a key part of the the EU 2020 strategy. One of the missing indicators are the "share of high-growth innovative enterprises in the economy". The presentation will discuss alternative definitions of "innovative" high growth enterprises, highlight their strengths and weakenesses and present some test of the definitions and recommendations for how Eurostat can construct the new indicator.
Medical Office Marketing ROI MeasurmentMichael Wolfe
This is a case study pertinent to hospitals and multi-office medical and dental practices that will enable them to do smarter and more effective marketing through a marketing effectiveness measurement system
Join Fred Kocher, the host of WMUR's "New Hampshire's Business" and President of the New Hampshire High Tech Council as he discusses the outlook for businesses in 2011 with Hampshire First Bank (hampshirefirst.com) executive Jay Dinkel. 111 businesses from 27 classifications answered questions about the state of the local and national economy and other issues impacting business. Learn more! (Webinar originally recorded April 14, 2011).
This edition of Media Digest covers a broad economic outlook and highlights from the Bellwether Review, OCS6 - Posterscope’s 6th edition of its Out-of-Home Consumer survey - that launched in February, recent mobile insights, consumer and digital trends for 2014, as well as the latest insights from our trading partners.
HR Climate Index - More resources for many HR units
After years of stagnation, many HR units can finally enjoy an improvement in their financial situations: An upturn in 2015 sees an end to the recent years’ trends. Around a third of all HR directors expect greater access to financial resources.
The document summarizes the findings of the 2015 HR Climate Index study conducted by Kienbaum Consultants International. Some key findings include:
1) About half of surveyed companies anticipated growing sales and higher profitability in 2015 compared to 2014, with developing countries expecting stronger growth.
2) Approximately 40% of companies reported their workforce size remained constant in 2014 and 2015. Developing countries saw more workforce increases than developed countries.
3) Around half of companies reported constant HR budgets in 2014 and 2015, while 32% saw growing budgets in 2014 with a slight expected increase in 2015 budgets.
The document analyzes how advertising impacts the Romanian economy. It finds that advertising has a significant positive impact on the FMCG industry, where increases in TV advertising expenditure correlate with increased turnover. However, in more mature mass-market industries, only minor variations in TV exposure have little impact on turnover. Overall, the advertising industry represents 3% of management positions but impacts a consumer market worth 50 billion Euros, or 33% of Romania's GDP.
CEO confidence was up slightly in Q3 2010, with CEOs more confident in their ability to increase revenues and profits despite recognizing an economic slowdown. However, virtually all CEOs (92%) expect rising healthcare costs in 2011. While focused on cost containment, retaining customers, and expanding offerings, CEOs expressed cautious optimism about navigating the economy. The majority believe the Republicans will control the House in January 2011.
- The document summarizes the results of a survey of businesses in Western Ukraine regarding labor market trends. It finds that the labor market has become less favorable for employers compared to previous periods, as indicated by a decline in the Labor Market Index. Mobilization of employees due to the conflict in Eastern Ukraine has affected many companies. There is increased competition for qualified employees as businesses relocate from Eastern Ukraine. Wages have risen across many industries in response to these pressures.
Când pandemia trece ce comportamente ale consumatorilor rămân?Constantin Magdalina
Comportamentul consumatorilor se schimbă într-un ritm fără precedent. Transformarea digitală a companiilor este necesară acum pentru supraviețuirea acestora. În urma pandemiei angajații și companiile din servicii vor avea de gestionat noile atitudini și comportamente ale consumatorilor, care preferă mediul online. Pentru activarea soluțiilor și susținerea experiențelor relevante pentru consumatori, liderii trebuie să implice mult mai mult membrii echipei. Care sunt mecanismele cele mai potrivite pentru a face acest lucru?
Este timpul să ne pregătim pentru următoarea fază. Industriile care au fost în status quo timp de un deceniu sunt acum larg deschise pentru a se transforma. Companiile care se vor mișca rapid și decisiv vor câștiga.
From defensive to offensive growth during the pandemic generated by COVID-19Constantin Magdalina
The document discusses strategies for companies to shift from a defensive to offensive posture during the COVID-19 pandemic. It outlines that initially companies focused on mitigating risks, ensuring liquidity and stabilizing operations. However, it is now time to prepare for growth by developing new products/services, pivoting business models and investing in new technologies. Offensive companies focus on potential opportunities rather than risks alone and allocate significant budgets to technology investments. The document provides steps for companies to assess impacts, develop new strategies to beat competitors, strengthen teams and implement new value propositions to drive growth.
Pași esențiali pentru trecerea cu succes la spațiul virtual de muncăConstantin Magdalina
Până acum lucrul de acasă era o opțiune folosită pentru creșterea motivării angajaților prin conceptul de work-life balance, ponderea lucrului de acasă fiind în majoritatea cazurilor de 1 zi/săptămână. Astăzi, sub impactul crizei COVID-19, lucrul de acasă nu mai e o opțiune ci o soluție. Astfel a devenit obligația companiilor de a crea un mediu de lucru digital care să permită telemunca.
Essential steps for a successful transition to the virtual workspaceConstantin Magdalina
Until now, working from home was an option used to increase employee motivation through the concept of work-life balance, the share of working from home being in most cases 1 day / week. Today, under the impact of the COVID-19 crisis, working from home is no longer an option but a solution. Thus, it has become the obligation of companies to create a digital work environment that allows remote working.
Sunt vremuri incerte pentru toată lumea. Cu o recesiune iminentă, tentația de a reduce bugetul de marketing este mare. Acest lucru ar putea avea un impact și mai mare asupra oportunităților viitoare. Prin urmare, pivotarea strategiei de marketing pentru a vă asigura că rămâneți relevanți pentru consumatori este foarte importantă. Odată cu ordonanțele militare succesive și restricționarea activităților, multe companii sunt obligate să-și regândească modul în care își desfășoară activitatea. Măsurile de distanțare socială determină mutarea comportamentelor de cumpărare preponderent în mediul online.
În mijlocul crizei, este importat ca liderii să propună soluții raționale – dar creierul nu poate funcționa rațional dacă nu
rezolvăm o problemă emoțională: FRICA. Prezenta aici un exercițiu practic de transformare a fricilor în acțiuni productive.
1. Accentuarea izolării 2. Neîncrederea în igiena semenilor și a produselor 3. Mobilitate limitată 4. “Convertirea” mesei din sufragerie în birou 5. Creșterea tensiunii și conflictului 6. Reconversie fără precedent 7. Identitate dincolo de serviciu
8. Limitarea contactului cu seniorii 9. Orice se livrează acasă
1. Asigurarea siguranței sanitare a angajaților 2. Revizuirea politicilor privind acordarea concediilor medicale 3. Modificarea politicilor privind munca la distanță 4. Asigurarea disponibilității și continuității forței de muncă 5. Stabilirea unor canale alternative de comunicare 6. Motivarea angajaților
7. Susținerea managerilor
7 marketing and sales tactics are recommended for success in the post-COVID economy. The tactics include: 1) using social media to communicate empathetically with current customers; 2) discovering new opportunities despite adversity through agility and intuition; 3) observing new buying behaviors that have emerged; 4) adding a digital segment to the sales process to match changes in online consumer behavior; 5) structuring and adapting recovery strategies using scenario-based approaches; 6) creating capacity for frugal innovation through competence, trust, autonomy and communication; and 7) continuously recalibrating approaches and efforts.
Acest studiu sondează percepțiile directorilor executivi și managerilor cu privire la centrarea pe client a strategiei și proceselor
companiei. Chestionarul, la care s-au primit 723 de răspunsuri, a fost aplicat în perioada 24 septembrie – 28 noiembrie 2018. În
acest raport vorbim despre centrarea pe client ca fiind o strategie care aliniază dezvoltarea și livrarea produselor companiei în
jurul nevoilor consumatorilor, cu scopul de a crește valoarea companiei. Studiul prezintă date comparative cu ediția din anul 2017.
The survey found that while digital transformation is becoming more central to business strategies in Romania, many companies still lack confidence and knowledge about digitalization, and over half say digital business models have significantly changed their industries. Obstacles to further digitalization include a lack of digital consumers and the perception that challenges outweigh capabilities.
Barometrul digitalizarii in Romania - studiu comparativ 2017 vs 2018. Versiunea completa de 83 de slide-uri o gasiti pe https://valoria.ro/portfolio/barometrul-digitalizarii-companiile-din-romania-2018/
1. A vision for growth
Business outlook survey – Mid-year edition
Romania 2013
2. A Vision for Growth 2013Page 2
What is “A vision for growth”?
“A vision for growth” explores perceptions of top executives from major companies operating in
Romania regarding the business outlook for 2013. This is the mid-year edition.
This Ernst & Young report is based on a survey of 103 C-suite level executives from companies in various
sectors, who provided a perspective on how the domestic business environment is perceived at the middle of
2013. The questionnaire was open during the period 1-14 June 2013. This slide deck shows comparative
data between January and June 2013 findings.
5 main
findings
1
The perspective of turnover growth has declined during the last 6 months, however the numbers
stay strong, with 69% of respondents thinking that their turnover will grow during 2013. The
percentage of companies that expect a growth of 5-10% has decreased by 5 pps, while the
percentage of companies anticipating a negative growth of -5-10% has increased by 5 pps.
Companies’ expectations regarding profit growth remain largely the same in June
compared to January. If in January 68% or respondent companies were expecting an
increase in profits, in June the percentage decreased by only 2 pps.
More than half of the companies (53% in June) predict a growth in salary level of 5-
10%, while many of them continue to not anticipate any change (45% in June) in
salaries during this year.
Regarding the industry sector that respondent companies are active in, the trust in its
potential has decreased significantly between January and June, the proportion of the
companies “not at all confident” going up by 17 pps, while the percentage of somewhat
confident companies decreased by 12 pps.
In June, new products, cost reduction and talent acquisition are trending as reaction to the
business environment during the last year, while improving productivity and restructuring saw
a declining importance.
2
3
4
5
3. A Vision for Growth 2013Page 3
A vision for growth
Business outlook survey
Romania 2013 - Mid-year edition
Although 2013 is a challenging
year in many respects, companies
keep positive on their expectations
to grow.
Bogdan Ion, Country
Managing Partner
4. A Vision for Growth 2013Page 4
Please indicate the main three elements
that you use to define success. (multiple answers)
Question 1
The importance of the financial results has remained constant. The interest regarding market share
and brand awareness has increased by 8 pps and 12 pps, respectively, while customer satisfaction as
an indicator of success has decreased by 16 pps.
Total Respondents: 103
3%
6%
8%
50%
61%
72%
94%
38%
77%
64%
93%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Going public (IPO)
Number of employees
Number of years on the market
Brand awareness
Customer satisfaction
Market share
Financial results
January
June
5. A Vision for Growth 2013Page 5
How much do you expect your turnover to grow in 2013?
(one answer)
Question 2
The perspective of turnover growth has slightly declined during the last 6 months. The percentage of
companies that expect a growth in turnover of 5% to 10% has decreased by 5 pps, while the
percentage of companies anticipating a negative growth of -5% to -10% has increased by 5 pps.
2%
1%
2%
9%
16%
46%
11%
9%
3%
3%
4%
17%
51%
13%
12%
0% 10% 20% 30% 40% 50% 60%
Exceeding -31%
-20 to -30%
-10 to -20%
-5 to -10%
0%
+5 to 10%
+10 to 20%
+20 to 30%
Exceeding 31%
January
June
Total Respondents: 98
(Skipped this question: 5)
6. A Vision for Growth 2013Page 6
Question 2(a) – By industry
It seems that companies in Manufacturing, Pharmaceuticals/Healthcare, and Retail are more
positive and expect their turnover to grow during 2013.
Total Respondents: 98
(Skipped this question: 5)
How much do you expect your turnover to grow in 2013?
(one answer)
6%
4%
33%
13%
2%
9%
11%
13%
22%
18%
100%
100%
11%
19%
11%
18%
56%
33%
6%
7%
11%
6%
9%
27%
34%
50%
13%
11% 22%
6%
7%
33%
13%
9%
50%
22%
4%
11%
2%
6% 25%
4%
18%
11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Exceeding -31%
-20% to -30%
-10% to -20%
-5% to -10%
0%
+5 to +10%
+10 to +20%
+20 to +30%
Exceeding 31% Chemicals
Construction / Real Estate
Food & Beverages / Agriculture
Industry / Manufacturing
IT
Pharmaceuticals / Healthcare
Power / Energy / Mining
Publishing & Printing
Retail and Wholesale trade
Services
Telecom / Media
Tourism
Transportation
Other
7. A Vision for Growth 2013Page 7
Question 2(b) – By company revenues
67% of respondents that expect to have a turnover growth of more than 31% are from
companies with revenues exceeding EUR 100M, the other 33% being from companies with
turnover of less than EUR 1M.
Total Respondents: 98
(Skipped this question: 5)
How much do you expect your turnover to grow in 2013?
(one answer)
6%
9%
11%
33%
50%
33%
31%
20%
18%
11%
50%
100%
50%
33%
13%
31%
45%
56%
50%
6%
16%
9%
22%
33%
44%
24%
27%
67%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Exceeding -31%
-20% to -30%
-10% to -20%
-5% to -10%
0%
+5 to +10%
+10 to +20%
+20 to +30%
Exceeding 31%
Less than 1 M EUR
1-10 M EUR
10-50 M EUR
50-100 M EUR
100 M EUR +
8. A Vision for Growth 2013Page 8
How much do you expect your profit to grow in 2013?
(one answer)
Question 3
Companies’ expectations regarding profit growth largely stayed the same in June compared to
January. If in January 68% or respondent companies were expecting an increase in profits, in June the
percentage decreased by 2 pps. However, in June 11% of respondents say expect their profit to grow
by more than 31% in 2013.
Total Respondents: 98
(Skipped this question: 5)
3%
1%
2%
5%
22%
34%
16%
5%
11%
3%
6%
23%
37%
22%
9%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Exceeding -31%
-20 to -30%
-10 to -20%
-5 to -10%
0%
+5 to 10%
+10 to 20%
+20 to 30%
Exceeding 31%
January
June
9. A Vision for Growth 2013Page 9
How much do you expect your profit to grow in 2013?
(one answer)
Question 3(a) – By industry
In terms of profit growth, a good mix of companies by industry sector appear positioned
in the 5-10%, as well as in the 10-20% range.
Total Respondents: 98
(Skipped this question: 5)
3%
13%
20%
9%
9%
6%
9%
18%
12%
19%
27%
33%
100%
50%
20%
27%
18%
13%
60%
27%
14%
6%
9%
9%
9%
19%
9%
33%
5%
9%
13%
20%
50%
20%
6%
6%
18%
9%
15%
33%
20%
6%
6%
20%
5% 5%
12%
20%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Exceeding -31%
-20% to -30%
-10% to -20%
-5% to -10%
0%
+5 to +10%
+10 to +20%
+20 to +30%
Exceeding 31% Chemicals
Construction / Real Estate
Food & Beverages / Agriculture
Industry / Manufacturing
IT
Pharmaceuticals / Healthcare
Power / Energy / Mining
Publishing & Printing
Retail and Wholesale trade
Services
Telecom / Media
Tourism
Transportation
Other
10. A Vision for Growth 2013Page 10
Question 3(b) – By company revenues
In terms of revenue segmentation, companies with less than EUR 1M revenue do not expect a
decrease in profits during 2013. However, only companies with revenues exceeding EUR 10M
expect to register high growth profit rates, of over 31%.
Total Respondents: 98
(Skipped this question: 5)
How much do you expect your profit to grow in 2013?
(one answer)
14%
3%
13%
20%
33%
50%
20%
18%
30%
19%
20%
33%
100%
50%
40%
36%
27%
25%
20%
45%
33%
20%
5%
9%
6%
40%
27%
20%
27%
30%
38%
27%
0% 20% 40% 60% 80% 100%
Exceeding -31%
-20% to -30%
-10% to -20%
-5% to -10%
0%
+5 to +10%
+10 to +20%
+20 to +30%
Exceeding 31%
Less than 1 M EUR
1-10 M EUR
10-50 M EUR
50-100 M EUR
100 M EUR +
11. A Vision for Growth 2013Page 11
Companies’ expectations with regards to the evolution of employees number are similar in June
compared to January 2013: in both editions, 26% of respondents expect a growth in number of
employees, while 55% in June, versus 56% in January, will not hire new staff during 2013.
How much do you expect your number of employees
to grow in 2013?(one answer)
Question 4
Total Respondents: 98
(Skipped this question: 5)
2%
3%
13%
55%
17%
5%
2%
2%
4%
14%
56%
21%
2%
3%
0% 10% 20% 30% 40% 50% 60%
Exceeding -31%
-20 to -30%
-10 to -20%
-5 to -10%
0
+5 to 10%
+10 to 20%
+20 to 30%
Exceeding 31%
January
June
12. A Vision for Growth 2013Page 12
Question 4(a) – By industry
Staff growth of more than 10% is envisaged to happen mostly in the manufacturing industry.
Total Respondents: 98
(Skipped this question: 5)
How much do you expect your number of employees
to grow in 2013?(one answer)
4%
6%
67%
9%
6%
50%
8%
19%
12%
23%
19%
18%
80%
100%
50%
15%
4%
6%
33%
15%
6%
18%
50%
15%
6%
6%
2%
15%
7%
50%
7%
12%
20%
9%
6%
2%
2%
8%
6%
12%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Exceeding -31%
-10% to -20%
-5% to -10%
0%
+5 to +10%
+10 to +20%
+20 to +30%
Exceeding 31% Chemicals
Construction / Real Estate
Food & Beverages / Agriculture
Industry / Manufacturing
IT
Pharmaceuticals / Healthcare
Power / Energy / Mining
Publishing & Printing
Retail and Wholesale trade
Services
Telecom / Media
Tourism
Transportation
Other
13. A Vision for Growth 2013Page 13
Question 4(b) – By company revenues
Again, the higher growth rates, of more than 20% in terms of number of employees, will be seen
at large companies, with revenues exceeding EUR 10M.
Total Respondents: 98
(Skipped this question: 5)
How much do you expect your number of employees
to grow in 2013?(one answer)
8%
6%
18%
15%
24%
24%
40%
100%
67%
23%
31%
35%
50%
50%
15%
11%
12%
20%
50%
33%
38%
28%
12%
40%
50%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Exceeding -31%
-10% to -20%
-5% to -10%
0%
+5 to +10%
+10 to +20%
+20 to +30%
Exceeding 31%
Less than 1 M EUR
1-10 M EUR
10-50 M EUR
50-100 M EUR
100 M EUR +
14. A Vision for Growth 2013Page 14
More than half of the companies (53% in June) predict a growth in salary level of 5-10%, while
many of them continue to not anticipate any change (45% in June) in salaries during this year.
How much do you expect the salary level in your
company to grow in 2013? (one answer)
Question 5
Total Respondents: 93
(Skipped this question: 10)
1%
45%
53%
1%
1%
42%
55%
2%
0 0.1 0.2 0.3 0.4 0.5 0.6
-10 to -20%
-5 to -10%
0%
+5 to 10%
+10 to 20%
January
June
15. A Vision for Growth 2013Page 15
The level of trust in the industry sector that respondent companies are active in has decreased
significantly between January and June, the proportion of the companies “not at all confident” going
up by 17 pps, while the percentage of somewhat confident companies decreased by 12 pps.
How confident do you feel regarding the growth
of your industry for the next 6 months?(one answer)
Question 6
Total Respondents: 93
(Skipped this question: 10)
33%
40%
23%
4%
16%
45%
35%
4%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Not at all confident
Slightly confident
Somewhat confident
Very confident
January
June
16. A Vision for Growth 2013Page 16
If in January only 3% of respondents were not at all confident about the growth of their company, in
June this percentage has gone up to 15%, while the proportion of very confident companies has gone
down to 15%, from 25% in January.
How confident do you feel regarding the growth
of your company for the next 6 months?(one answer)
Question 7
Total Respondents: 93
(Skipped this question: 10)
15%
31%
39%
15%
3%
32%
40%
25%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Not at all confident
Slightly confident
Somewhat confident
Very confident
January
June
17. A Vision for Growth 2013Page 17
The importance of low cost as competitive advantage has increased, while the one of partnerships
has decreased by 9 pps. Strong brand awareness continues to be perceived as the main strength of
competitors.
Please describe the main strength of your competitors
in the local market, Romania. (one answer)
Question 8
Total Respondents: 93
(Skipped this question: 10)
40% 40%
12%
5%
3%
31%
39%
14% 14%
2%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Low cost Strong brand
awareness (trust)
Distribution
channels
Partnerships R&D
June
January
18. A Vision for Growth 2013Page 18
To what extent do you expect your customers' demands
to change in the next 6 months? (one answer)
Question 10
In June, more companies compared to January do not expect any change in customer demand,
while 51% assume that it would somewhat change.
Total Respondents: 93
(Skipped this question: 10)
47%
51%
2%
32%
66%
2%
0%
10%
20%
30%
40%
50%
60%
70%
Stay the same Somewhat change Change dramatically
June
January
19. A Vision for Growth 2013Page 19
What impact will the change in customers' demand have
on your company in the next 6 months? (one answer for each option)
Question 11 (a)
In June, more companies believe that the change in customers demand will have no impact on
their operations. The percentage grew by 12 pps.
Total number of responses:
30%
18%
51%
63%
19%
19%
0% 20% 40% 60% 80% 100%
June
January
Operations
No impact
Moderate impact
High impact
20. A Vision for Growth 2013Page 20
What impact will the change in customers' demand have
on your company in the next 6 months? (one answer for each option)
Question 11 (b)
In June, more companies believe that the change in customers demand will have no impact on
their marketing efforts.
Total number of responses: 576
29%
21%
57%
60%
14%
19%
0% 20% 40% 60% 80% 100%
June
January
Marketing
No impact
Moderate impact
High impact
21. A Vision for Growth 2013Page 21
What impact will the change in customers' demand have
on your company in the next 6 months? (one answer for each option)
Question 11 (c)
In June, the percentage of companies that say change in customers demand will have no
impact on their brand positioning increased by 7 pps.
Total number of responses: 576
40%
33%
41%
47%
19%
20%
0% 20% 40% 60% 80% 100%
June
January
Brand positioning
No impact
Moderate impact
High impact
22. A Vision for Growth 2013Page 22
What impact will the change in customers' demand have
on your company in the next 6 months? (one answer for each option)
Question 11 (e)
In June, more companies believe that the change in customers demand will have no impact on their
organizational structure, with a correspondent decrease in the respondents that believe this change
will have a moderate impact on their organizational structure.
Total number of responses: 576
41%
36%
49%
54%
10%
10%
0% 20% 40% 60% 80% 100%
June
January
Organizational structure
No impact
Moderate impact
High impact
23. A Vision for Growth 2013Page 23
What impact will the change in customers' demand have
on your company in the next 6 months? (one answer for each option)
Question 11 (f)
In June, same as in January, a little over 20% of the companies believe that change in
customers demand will have a high impact on their innovation strategy.
Total number of responses: 576
35%
23%
44%
53%
22%
24%
0% 20% 40% 60% 80% 100%
June
January
Innovation strategy
No impact
Moderate impact
High impact
24. A Vision for Growth 2013Page 24
Which of the following best describes the primary strategy
considered by your company for financing its investments in the
past year? (one answer)
Question 20
In the June edition, companies expressed an increased consideration for issuing stocks for financing
investments during the last year, but the main financing resource remains the bank loans.
Total Respondents: 84
(Skipped this question: 19)
3%
4%
19%
46%
28%
4%
18%
47%
31%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Our company issued stocks to finance its
investment
Our company used venture capital to finance its
investments
Our company attracted share capital increase to
finance its investments
Our company used bank loans to finance its
investments
Other (intercompany loans, own resources,
reinvested profit)
January
June
25. A Vision for Growth 2013Page 25
Which of the following best describes your company's
preferred strategy for financing its investments in
the following 6 months? (one answer)
Question 21
The most preferred strategy for financing future investments is through bank loans, embraced by 45%
of companies, in both January and June. 2% of the responding companies plan to issue stocks.
Total Respondents: 84
(Skipped this question: 19)
45%
20%
6%
2%
27%
45%
20%
8%
27%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Bank loans Share capital
increase
Venture capital Stocks Other
(intercompany
loans, own
resources,
reinvested profit)
June
January
26. A Vision for Growth 2013Page 26
Which of the following best describes the reaction of your
company to the business environment in the past year?
(one answer)
Question 22
In June, new products, cost reduction and talent acquisition are trending as reaction to the business
environment during the last year, while improving productivity and restructuring saw a declining
importance.
Total Respondents: 88
(Skipped this question: 15)
3%
1%
1%
2%
2%
5%
8%
22%
23%
33%
5%
1%
2%
4%
13%
16%
28%
30%
0% 5% 10% 15% 20% 25% 30% 35%
Other
Merger and Acquisitions
Reduce capital investment
Attraction of EU funds
Reduced market coverage
Talent acquisition
Restructure of the organization
New products
Productivity increase
Cost reduction
January
June
27. A Vision for Growth 2013Page 27
Which of the following actions will your company take
to increase sales? (one answer)
Question 23
In order to increase sales, most companies chose, both in January and June, to introduce new products and/or services for
existing clients and new distribution channels. Also, more companies think about M&A as action to be taken in order to
increase sales. Regarding price cutting, we can see a decline of 8 pps between January and June as an action to increase
sales.
Total Respondents: 88
(Skipped this question: 15)
8%
9%
10%
13%
24%
28%
33%
72%
5%
8%
18%
20%
26%
33%
31%
75%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Merging with and/or acquiring competitors to
increase market share
Increase prices
Cutting prices
Adapting existing product/service for new
geographic markets
Increase investment in marketing and sales
Enter new geographic markets for existing
products/services
Opening new distribution channels/reorganizing
distribution to use multiple channels
Introducing new products and/or services for existing
client and to attract new clients
January
June
28. A Vision for Growth 2013Page 28
In case of stagnation/decline in your current markets what will
be the step/s your company will pursue in the next 6 months?
(all that apply)
Question 24
In case of stagnation/decline of markets, more companies consider seeking external funding in June
compared to the January edition. All the other options are less taken into consideration in June.
Total Respondents: 88
(Skipped this question: 15)
67%
39%
14%
10%
2%
76%
46%
15%
7%
2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Stay on the market
until it is stable
again in order to
secure it and
increase the trust
level
Transform the
market trough
innovative
approaches
Grow on the
market through
Mergers and
Acquisitions
Seek external
funding to secure
our position on the
market
Leave the market
and seek new ones
June
January
29. A Vision for Growth 2013Page 29
Demographics
The results of this survey reflect the
responses received to our
questionnaire in the period between
1 Jun. and 14 Jun. 2013, from 103
top executives of major companies
operating in Romania.
30. A Vision for Growth 2013Page 30
Demographics
Romanian company (yes/no) Business type
69%
31%
57%
43%
0%
10%
20%
30%
40%
50%
60%
70%
80%
No Yes
June
January
4%
22%
74%
4%
29%
67%
0% 20% 40% 60% 80%
Bussiness to
Government
Bussiness to
Consumers
Bussiness to Bussiness
January
June
31. A Vision for Growth 2013Page 31
Demographics
Industry sector Company revenue level
1%
1%
1%
4%
5%
5%
6%
7%
7%
8%
9%
10%
15%
23%
4%
2%
2%
13%
4%
8%
9%
10%
12%
7%
7%
24%
0% 10% 20% 30%
Transportation
Tourism
Publishing & Printing
Chemicals
IT
Other
Telecom/Media
Retail & Wholesale…
Services
Power/Energy/Mining
Pharmaceuticals/Heal…
Construction/Real…
Food &…
Industry/Manufacturing
January
June
7%
21%
33%
12%
27%
7%
14%
38%
12%
29%
0% 10% 20% 30% 40%
Less than 1 M EUR
1-10 M EUR
10-50 M EUR
50-100 M EUR
100 M EUR +
January
June
32. A Vision for Growth 2013Page 32
Demographics
Entity type Job title of respondent
8%
20%
72%
1%
10%
22%
67%
0 0.2 0.4 0.6 0.8
Government/State-
owned enterprise
Private Equity Portofolio
Company
Publicly listed
Privately owned
January
June
1%
1%
2%
3%
5%
5%
11%
32%
40%
3%
4%
5%
3%
7%
4%
8%
32%
34%
0% 10% 20% 30% 40% 50%
Other
Head of department
SVP/VP/Director
Other C-level executive
Board member
Head of business unit
Manager
CEO/President/Managi
ng director
CFO/Treasurer/Controll
er
January
June
33. A Vision for Growth 2013Page 33
Next edition will be
issued in January
2014. Thank you!