The latest installment of CMI's Economic Outlook research series, which tracks business confidence amongst the UK’s manager, shows that many are questioning whether the recession is really over. The majority of managers believe a double-dip recession is likely to occur with 84 per cent reporting that the economy is having a negative impact on their organisation.
Almost a year on from the Comprehensive Spending Review, CMI's report reveals the concerns held by the UK’s managers and leaders about the private sector’s ability to rebalance the economy by providing growth and jobs in the coming months. It does, however, also offer a glimmer of hope, outlining senior executives’ views on the state of the economy in 12 months and beyond.
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.
The latest installment of CMI's Economic Outlook research series, which tracks business confidence amongst the UK’s manager, shows that many are questioning whether the recession is really over. The majority of managers believe a double-dip recession is likely to occur with 84 per cent reporting that the economy is having a negative impact on their organisation.
Almost a year on from the Comprehensive Spending Review, CMI's report reveals the concerns held by the UK’s managers and leaders about the private sector’s ability to rebalance the economy by providing growth and jobs in the coming months. It does, however, also offer a glimmer of hope, outlining senior executives’ views on the state of the economy in 12 months and beyond.
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.
The Deloitte CFO Survey: 2014 Q1 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
Record risk appetite: Greater confidence about growth in the UK and euro area is supporting corporate investment.
This is the 27th quarterly survey of chief financial officers and group finance directors of major companies in the UK.
The Q1 2014 survey took place between 6th and 24th March.
126 CFOs participated, including the CFOs of 27 FTSE 100 and 45 FTSE 250 companies. The rest were CFOs of other UK-listed companies, large private companies and UK subsidiaries of major companies listed overseas. The combined market value of the 80 UK-listed companies surveyed is £570 billion, or approximately 26% of the UK quoted equity market.
The Deloitte CFO Survey is the only survey of major corporate users of capital that gauges attitudes to valuations, risk and financing.
Finance is the lifeblood and lifeline of any business entity either commercial or non-commercial. The
Survival, Stability and Sustainability of a firm is highly associated with its financial wellness. It can be observed through its ability to pay(re) short-term as well as long term liabilities, meeting the regular financial obligations, to increase the value of firm and ability to generate profit. Financial analysis, evaluation, and assessment help in determines the financial position and financial strength of a firm. Among the plenty of methods and tolls available for financial performance, ratio analysis is more useful and meaningful. These ratios make it possible to analyze the evolution of the financial situation of a firm (trend analysis), cross-sectional analysis and comparative analysis.
Threadneedle investments. perspectivas y visión general de los mercados en 20...Observatorio-Inverco
Sección del Observatorio Inverco con informes de mercado de las gestoras de fondos de inversión. Threadneedle Investments. Perspectivas y visión general de los mercados en 2013. Diciembre 2012.pdf
All the efforts of policymakers to institute more regulations has reshaped the private equity landscape adding yet more pressure on returns. With profit margins squeezed, PEs must focus on operational excellence and appropriate levels of transparency to achieve and maintain a competitive advantage.
At SGC Partners, we are enthusiastic about the future of the private equity industry. We look forward to continuing to work alongside the industry and support its efforts to enhance well-being for all stakeholders.
CFO & Financial Leadership Barometer - Global Report (English)Nadezhda Simakova
The Michael Page CFO & Financial Leadership Barometer is a unique study that independently analyses key trends in financial leadership across the world. It takes a timely look at issues such as the increasing complexity of the role of financial leader and the greater focus on value creation. It reveals the way in which financial leaders are moving towards being leaders of change, not just within their own function but in driving the organisation as a whole.
Analysis on the Performance of Technology Companies with Z-score ModeljournalBEEI
Local technology sector plays a significant role in information and communication technology (ICT) based innovations and applications which enhance organizational performance as well as national economic growth and labor productivity. In this paper, financial performance of the listed Malaysia companies in technology sector is analyzed and evaluated. Altman’s Z-score model is proposed due to its robustness in determining companies’ financial distress level using five financial ratios as variables. The computed Z-score values classify the financial status of the companies into distress, grey and safe zones. This study investigates the financial data of 23 listed technology-based companies in the Main Market of Bursa Malaysia over the period of 2013 to 2017. The findings reveal that the percentage of safe zone companies increase throughout the five years whereas distress zone companies decline. It is concluded that financial ratio for market value of equity to total liabilities is the dominant factor that directly influences the level of financial distress among these technology-based companies in Malaysia. These research outcomes provide an insight to investors or policy makers to develop future planning in order to avoid financial failure in local
technology sector.
In order to provide business leaders and companies with a up-to-the-minute
barometer of their peers’ confidence and outlook for the coming year the Regus
Business Confidence Index Report analysed the opinions of over 16,000 business
managers and business owners from 86 countries. In addition to enquiring about
revenues and profits over the past year, and about their revenue expectations for
the next 12 months, the report also analysed their views on factors that had caused
particular corporate distress during the downturn, stability creating policies for future
growth and cost saving measures that do not hinder company growth.
The Deloitte CFO Survey: 2014 Q1 resultsDeloitte UK
Find out more at http://www.deloitte.co.uk/cfosurvey
Record risk appetite: Greater confidence about growth in the UK and euro area is supporting corporate investment.
This is the 27th quarterly survey of chief financial officers and group finance directors of major companies in the UK.
The Q1 2014 survey took place between 6th and 24th March.
126 CFOs participated, including the CFOs of 27 FTSE 100 and 45 FTSE 250 companies. The rest were CFOs of other UK-listed companies, large private companies and UK subsidiaries of major companies listed overseas. The combined market value of the 80 UK-listed companies surveyed is £570 billion, or approximately 26% of the UK quoted equity market.
The Deloitte CFO Survey is the only survey of major corporate users of capital that gauges attitudes to valuations, risk and financing.
Finance is the lifeblood and lifeline of any business entity either commercial or non-commercial. The
Survival, Stability and Sustainability of a firm is highly associated with its financial wellness. It can be observed through its ability to pay(re) short-term as well as long term liabilities, meeting the regular financial obligations, to increase the value of firm and ability to generate profit. Financial analysis, evaluation, and assessment help in determines the financial position and financial strength of a firm. Among the plenty of methods and tolls available for financial performance, ratio analysis is more useful and meaningful. These ratios make it possible to analyze the evolution of the financial situation of a firm (trend analysis), cross-sectional analysis and comparative analysis.
Threadneedle investments. perspectivas y visión general de los mercados en 20...Observatorio-Inverco
Sección del Observatorio Inverco con informes de mercado de las gestoras de fondos de inversión. Threadneedle Investments. Perspectivas y visión general de los mercados en 2013. Diciembre 2012.pdf
All the efforts of policymakers to institute more regulations has reshaped the private equity landscape adding yet more pressure on returns. With profit margins squeezed, PEs must focus on operational excellence and appropriate levels of transparency to achieve and maintain a competitive advantage.
At SGC Partners, we are enthusiastic about the future of the private equity industry. We look forward to continuing to work alongside the industry and support its efforts to enhance well-being for all stakeholders.
CFO & Financial Leadership Barometer - Global Report (English)Nadezhda Simakova
The Michael Page CFO & Financial Leadership Barometer is a unique study that independently analyses key trends in financial leadership across the world. It takes a timely look at issues such as the increasing complexity of the role of financial leader and the greater focus on value creation. It reveals the way in which financial leaders are moving towards being leaders of change, not just within their own function but in driving the organisation as a whole.
Analysis on the Performance of Technology Companies with Z-score ModeljournalBEEI
Local technology sector plays a significant role in information and communication technology (ICT) based innovations and applications which enhance organizational performance as well as national economic growth and labor productivity. In this paper, financial performance of the listed Malaysia companies in technology sector is analyzed and evaluated. Altman’s Z-score model is proposed due to its robustness in determining companies’ financial distress level using five financial ratios as variables. The computed Z-score values classify the financial status of the companies into distress, grey and safe zones. This study investigates the financial data of 23 listed technology-based companies in the Main Market of Bursa Malaysia over the period of 2013 to 2017. The findings reveal that the percentage of safe zone companies increase throughout the five years whereas distress zone companies decline. It is concluded that financial ratio for market value of equity to total liabilities is the dominant factor that directly influences the level of financial distress among these technology-based companies in Malaysia. These research outcomes provide an insight to investors or policy makers to develop future planning in order to avoid financial failure in local
technology sector.
In order to provide business leaders and companies with a up-to-the-minute
barometer of their peers’ confidence and outlook for the coming year the Regus
Business Confidence Index Report analysed the opinions of over 16,000 business
managers and business owners from 86 countries. In addition to enquiring about
revenues and profits over the past year, and about their revenue expectations for
the next 12 months, the report also analysed their views on factors that had caused
particular corporate distress during the downturn, stability creating policies for future
growth and cost saving measures that do not hinder company growth.
This report examines managers’ expectations for 2011 and some of the challenges that they anticipate, based on the annual end-of-year survey of UK-based managers carried out by the Chartered Management Institute (CMI) in November 2010.
The world of business has changed dramatically in the last 10 years. The management and leadership skills needed to survive today, let alone prosper, are very different from those of a generation ago, and those skills are likely to change dramatically over the next generation.
Based on the perspectives of a broad range of business leaders, futurologists and academics and a close analysis of the trends affecting UK organisations, it investigates two fundamental issues:
- What will the world of work and management look like in 2018?
- What do we need to start doing to enable business leaders to deal with tomorrow?
Lecturer in Management Consultancy at Cardiff University. Currently a Fellow of the Advanced Institute of Management investigating management innovation in the consulting profession. Joe will update us on how innovation is changing and offering new challenges for the future of the profession. Joe has recently published a book with Oxford University Press based upon his research and interest in the profession.
Building on the success of CMI’s member magazine Professional Manager, Professional Manager is now available online. Providing web-exclusive journalism from the sharpest writers, interactive features and the bright, bold visuals readers have come to expect from the relaunched Professional Manager brand.
Global Capital Confidence Barometer | How can you reshape your future before ...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
La decimoséptima Encuesta Mundial de CEOs, elaborada por PwC y presentada hoy en el Foro Económico Mundial de Davos, revela una mejora de las expectativas entre los máximos directivos de todo el mundo. Sin embargo, hay algunos matices, según la zona geográfica de la que se trate. Los CEOs españoles y los europeos, por ejemplo, se encuentran entre los más optimistas -en ambos colectivos un 50% estima que las cosas irán mejor en 2014-. En este caso, tiene gran influencia la desaparición de algunos riesgos muy presentes hace tan solo unos meses, como el colapso financiero de la eurozona.
La confianza de los CEOs en la evolución de la economía y de sus negocios en 2014 aumenta aunque con cautelas. El número de presidentes y consejeros delegados de todo el mundo que espera una mejora de la economía global en los próximos doce meses se ha multiplicado por dos en comparación con el año pasado, hasta el 44%, y sólo un 7% cree que las cosas irán peor. Sin embargo, esta opinión no está exenta de incertidumbres. De hecho, los primeros ejecutivos son más optimistas sobre la evolución de la actividad económica global que sobre la de sus propios negocios, que crece respecto a 2013, aunque solo tres puntos, del 36% al 39%.
Encuesta Mundial CEOs - Informes PwC - Informe completoPwC España
Por decimoséptimo año consecutivo PwC ha presentado en el World Economic Forum de Davos su Encuesta Mundial de CEOs. El informe recoge la opinión de 1.344 presidentes y consejeros delegados de 68 países de todo el mundo sobre el futuro de la economía y de sus negocios.
http://pwc.to/1aKeYgR
Pour cette 17e édition de l’étude mondiale annuelle de PwC “Global CEO Survey”, 1344 interviews ont été conduites dans 68 pays entre septembre et décembre 2013. 445 entretiens ont été menés en Asie-Pacifique, 442 en Europe, 212 en Amérique du Nord, 165 en Amérique latine, 45 en Afrique et 35 au Moyen-Orient.
Etude PwC CEO Survey banque et marchés de capitaux (2014)PwC France
http://pwc.to/1j7wgKv
D'après la 17e édition de l'étude annuelle de PwC menée auprès des dirigeants, qui intègre les contributions de 133 chefs d'entreprise du secteur bancaire dans 50 pays, 90% des dirigeants de ce secteur sont confiants quant à la croissance de leur chiffre d'affaires au cours des trois prochaines années.
Le nombre de ceux qui prévoient une amélioration de l'économie mondiale au cours des douze prochains mois a presque triplé par rapport à l'an dernier (56% actuellement contre 19% l'année dernière).
Le fait que 52% d'entre eux envisagent d'accroître leurs effectifs au cours de l'année – d'au moins 5% pour la plupart – illustre cette dynamique.
Etude PwC sur le reporting intégré (sept. 2014)PwC France
http://bit.ly/Reporting-PwC
Selon une étude du cabinet d’audit et de conseil PwC, 80 % des investisseurs s’accordent à dire qu’un reporting de qualité influence leur perception de l’entreprise. Pour près de deux tiers d’entre eux (63 %), la qualité du reporting d’une entreprise pourrait avoir un impact financier direct sur le coût de son capital.
Accenture 2015 Global Structural Reform Study: Unlocking the Potential of Glo...Accenture Insurance
As they reshape the financial services industry in light of the 2007-2008 financial crisis, global regulators have introduced a series of structural reform regulations to help build resilience. Global Structural Reform (GSR) is creating a new financial services ecosystem for institutions.
Accenture’s 2015 Global Structural Reform Study finds senior management working to thrive in what amounts to an all-new financial services landscape. They are investing effort and funds in their response to GSR, but their focus is on meeting regulatory demands. While that represents a good starting point, our study finds institutions might be missing out when it comes to meeting the strategic implications of reform and using reform as an opportunity to reposition the organization for sustainable growth
Unemployment – and underemployment – has been one of the most significant problems for university graduates and their non-graduate peers alike since the financial crisis of 2008. The unemployment rate for young people has dwarfed that among older people, running at a level nearly three times as high – the largest gap in more than 20 years.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
How can middle managers regain employee trust to ensure the continued success of their organisation?
Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management.
Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.
How can middle managers regain employee trust to ensure the continued success of their organisation?
Following the EU referendum result, our survey of 1,456 CMI members highlights a disturbing disconnect between middle and senior management.
Read on to learn more about the vital role middle managers play in the overall health of an organisation and CMI’s recommendations to keep the heart of UK business pumping.
Connecting employers, further education and training providers.
CMI’s Learning Providing Conference in July 2016 affirmed that the skills landscape is going through significant change – which offers substantial opportunities to deliver employer-led training that can boost skills and performance.
This white paper captures the insights, ideas and perspectives on directions in further education and training shared by speakers at the conference.
MEN 40% MORE LIKELY THAN WOMEN TO BE PROMOTED IN MANAGEMENT ROLES
Analysis of the 2016 National Management Salary Survey of 60,000 UK managers reveals that that men are more likely than women to have been promoted into senior and higher paying management roles in the past year, with no progress made on reducing the 23% gender pay gap.
Employers still rewarding poorly-performing bosses with bonuses.
Data from the 2016 National Management Salary Survey reveal that many managers and professional staff still reap the benefits of bonus pay outs despite falling short of expectations.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
Lessons from business leaders who have overcome adversity.
‘Bouncing Back’ is a new interview series with outstanding leaders sharing their hard-earned lessons on how they managed in tough times and triumphed over adversity. Personal conflict, reputation crises, project failure and business collapse. Adversity is part of the job for leaders. But those who succeed learn from failure and bounce back stronger.
Young people’s views on the challenges of getting into
work in 21st century Britain.
Employers across the UK are urged to back a school-to-work agenda in a new report published by the Chartered Management Institute (CMI) and the EY Foundation. This research incorporates the views of over 1,500 16-21-year-olds across the UK and highlights the challenges that young people face preparing for the world of work.
What can employers do today to develop the leadership and management talent of tomorrow?
Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders.
Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.
Nine in 10 people (90%) working in employee-owned companies describe its leadership style as ‘high performing, visionary, democratic and coaching’, compared to just six in 10 (58%) working in non-employee-owned businesses.
That’s according to CMI and MoralDNA™ who explore the performance and productivity benefits to organisations of employee ownership in The MoralDNA of Employee-Owned Companies: Ownership Ethics and Performance.
The report provides employers, and managers and leaders, with compelling, practical insight from research into the positive impact employee ownership makes on how a business is managed.
More at: http://www.managers.org.uk/moraldna
'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study.
CMI and Work Psychology Group surveyed 1,574 UK managers. Read on to:
Find out what’s driving the long-hours culture and the impact it has on workers and employers
Learn from case studies of progressive businesses finding innovative ways to improve the quality of their employees’ working lives
Take away recommendations on the effective management skills that improve welfare at work
More at: http://www.managers.org.uk/qualityofworkinglife
Research shows that a lack of management skills is responsible for 56% of small business failures, yet just one in three businesses with 5-24 employees have provided management training in the last 12 months.
Growing Your Small Business connects SMEs with their local business schools and provides the information they need to raise their level of professional management and leadership skills to boost productivity and growth.
More at: http://www.managers.org.uk/growingSMEs
In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers.
The findings from the research are revealed in this report. They are accompanied by insights from over 20 case study interviews conducted with Chartered Managers, with employers who have used Chartered Manager as part of their management development, and with higher education institutes that offer the accreditation to complement qualifications.
More at: http://www.managers.org.uk/cmgr
Poor performers still reaping rich rewards: Too many managers are flouting the principles of good performance management, as despite being rated as poor performers, they are still being rewarded by their employers according to new research published by the Chartered Management Institute (CMI) and XpertHR.
More at: http://www.managers.org.uk/salarysurvey
Analysis of the 2015 National Management Salary Survey of 72,000 UK managers reveals that women working in equivalent full-time roles earn 22% less than men, meaning that they’re unpaid for 1h 40m a day – a total of 57 working days every year.
More at: http://www.managers.org.uk/mindthepaygap
British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey.
More at: http://www.managers.org.uk/futureforecast
Employers are at risk of making tech-savvy managers ‘switch-off’ from learning new skills with dated digital technology, according to the findings of Learning to Lead: The Digital Potential.
More at: http://www.managers.org.uk/digitallearning
The most difficult conversations the British public face in their lives are all in the workplace. Find out what topics people find hardest to talk about in their personal and professional lives with our difficult conversations infographic.
More at: http://www.managers.org.uk/difficultconversations
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3. Foreword
In my foreword to our last Economic Outlook report, in October 2011, I wrote that
“managers and leaders clearly perceive the British economy to be on the verge of
a double dip recession”. We now know that the economy did indeed contract in the
months that followed, and the UK has slipped back into recession.
What is more, the GDP figures are only part of the story. The eurozone has experienced a
rolling crisis in recent months and many analysts would not yet discount the possibility of
eurozone fragmentation. Here in the UK, the latest inflation figures suggest that consumer
demand will remain muted. Unemployment remains high, despite recent welcome signs
of improvement – and the cost of energy remains a major source of concern.
It is evident that a large part of management opinion remains deeply wary of such a
toxic mix. A persistently high percentage of the managers surveyed for this series –
over 80 per cent – report that these conditions are having a detrimental effect on their
organisation. Managers expect their organisation’s investment to be limited or reduced
in many categories. Some companies have developed substantial cash surpluses and
it is evident that many managers remain deeply cautious about how best to use them.
Yet there are also signs that the worst may be behind us. Optimism about the next six
months has increased, particularly in the private sector. Time will show whether this
optimism translates into real economic activity, supported by an expansion in demand
and investment decisions that promote growth. Official predictions for growth are at
levels that would have been regarded, for much of the last decade, as anaemic – yet
would, in the current situation, be very welcome. We all need to adjust our expectations.
If the supply of financial capital is limited, then I believe we must refocus on our human
capital. That means the skills of our people: and there are few skills more important
than management and leadership when it comes to critical challenges like cutting costs,
cultivating innovation and maximising new opportunities. Yet this survey shows that
management skills shortages are an increasing source of concern – and 79 per cent
expect their budgets for management and leadership development (MLD) to be capped
or cut this year. When recent research has shown that effective development improves
organisational performance by 23 per cent1, these findings suggest a lack of investment
in MLD will continue to harm UK economic performance.
Indeed, our members support policy measures to build human capital, such as tax
breaks to incentivise employer investment in skills, as well as measures to release more
financial capital to business by improving bank lending. Government has an important
role to play in setting the right policy framework.
I hope that, in six months’ time, we are no longer talking of recession but of a steady
return to growth.
Christopher Kinsella
Acting CEO, Chartered Management Institute
1 The Business Benefits of Management and Leadership Development, McBain et al, CMI, February 2012 www.managers.org.uk/MLDbenefits
3
4. Summary of findings
The UK economy •• Impact of the current state of the economy – 83 per cent of managers report that
the state of the economy is having a negative impact on their organisation. This number
has held steadily above 80 per cent since March 2009. Only six per cent think that the
state of the economy is beneficial to their organisation, with the remaining 10 per cent
suggesting that it has no impact.
•• Impact of the economy by sector – managers from the public and not-for-profit
sectors are most negatively affected by the economy with 92 per cent and 91 per cent
reporting a damaging impact on their organisation. This is lower, but still high, among
private sector managers (78 per cent).
•• Economic growth over the next 12 months – managers are pessimistic about the
direction of a number of key macro-economic indicators. Over the next 12 months
they expect reductions in the rate of GDP growth, consumer spending and levels of
employment, and they predict that business insolvency, household debt and the cost
of credit will increase.
UK organisations •• Employer optimism – managers’ reservations about the prospects for the wider
economy are reflected in their assessment of the prospects for their own organisations.
It is still the case that more managers feel pessimistic than optimistic about the outlook
for the next six months, with a net score of -4 points, despite an improvement from
-20 six months ago.
•• Long term outlook – managers’ opinions are more positive about their prospects over
the next three years, with a net score of +26, a ten point increase on our last survey.
•• Improved private sector optimism – the differences between managers in different
sectors are stark. Among public sector managers, the net score is -35 over a six month
period, rising only to -25 when looking ahead three years. By contrast, private sector
managers give a net optimistic response both in the short and the longer term, rising
from +11 when considering the next six months, to +53 for the three year net score.
•• Employer investment – managers suggest that employer investment over the next six
months will decrease in many business areas, with marketing and business development
the only categories where spending increases are more commonly expected. Thirty-five
per cent expect cuts in training and development and 32 per cent expect cuts in
management and leadership development activities, despite skills shortages being
highlighted as having a damaging impact on businesses.
•• Focusing on costs – the most common management response to economic conditions
over the last six months has been to cut costs. Fifty-seven per cent of managers report
pay freezes, 50 per cent an attempt to reduce business overheads and 49 per cent a
recruitment freeze in their organisation.
•• Availability of finance – 93 per cent of managers report that the availability of finance
for both short-term needs and long-term investment has deteriorated or remained the
same over the last six months.
•• Damaging economic factors – 67 per cent of managers think the high cost of energy
will have a detrimental impact on their organisation over the next six months. The level
of government debt is seen as the second most common barrier to growth, reported by
81 per cent of public sector managers as having a damaging impact on their organisation.
4
5. UK managers •• Job security – job insecurity continues to be an issue with 43 per cent of managers
feeling insecure in their current job, although this is down from 48 per cent. Insecurity
rises to 60 per cent in the public sector.
•• Morale – employee morale continues to suffer with 64 per cent of managers reporting
that it has got worse over the last six months.
Policy measures •• Austerity measures – 59 per cent of those surveyed report that the Government’s
austerity programme is having a damaging impact on their organisation. This rises to
83 per cent in the public sector and falls to 45 per cent in the private sector. Despite
the concerns over its impact, an increasing number of managers report that the
Government’s deficit reduction strategy is being implemented ‘at about the right pace’
(up to 43 per cent from 39 per cent six months ago).
•• Skills development – 82 per cent of respondents would like to see tax breaks given
to employers for investing in skills. Managers’ understanding of the importance of skills
development is also seen in the fact that 81 per cent support the expansion of funding
for apprenticeships, while 67 per cent call for greater employer influence over public
investment in skills.
•• Taxes – 91 per cent of managers support the simplification of business taxes. A bespoke
capital allowance scheme for SMEs is also popular among managers, with 70 per cent
supporting this policy. Access to credit remains a real concern to managers with 84 per
cent urging Government to strengthen measures to improve bank lending to businesses.
•• Infrastructure – a clear majority of managers feel that government should direct
investment towards transport infrastructure (72 per cent), whilst just under half support
investment in green infrastructure (45 per cent).
Commentary on findings
The UK economy The continued economic stagnation of the UK economy since the recession in January
2009, and its latest return to recession, is leading some to draw comparisons with Japan’s
lost decade. This Economic Outlook shows that managers are suffering the effects of
the UK’s stalled economy. Eighty-three per cent report that the economic conditions are
negatively affecting their organisation, a figure that is comparable to those of six and
12 months ago (84 and 86 per cent respectively). The number of respondents reporting
that the economy is having a harmful impact has held steadily above 80 per cent since
March 2009.
Figure 1
Impact of economy Significantly negative impact
on organisation Slightly negative impact
-43 -40 10 51 No impact
Slightly positive impact
Negative % Positive %
Significantly positive impact
Combined with the Government’s budget deficit reduction programme, the conditions are
hitting those in the public and not-for-profit sectors the hardest, with 92 per cent of public
sector managers and 91 per cent of not-for-profit managers reporting a negative impact.
This compares to 78 per cent in the private sector. Across all sectors, just six per cent of
managers suggest the UK economy is having a positive impact on their organisation.
5
6. Economic Reflecting the UK’s return to recession, managers are pessimistic about the direction of
indicators a number of key economic indicators over the next twelve months. With many managers
highlighting access to credit as a key barrier to growth, it is worrying that two-thirds
believe the cost of borrowing is set to increase. Seventy-one per cent think that business
insolvencies will increase, though this is down from 76 per cent six months ago and 80
per cent one year ago. Three quarters of managers expect employment levels to either
stagnate or decrease over the same period and 91 per cent expect stagnation or a fall
in consumer spending.
Half of managers expect no significant shift in GDP growth and 27 per cent expect a
further decline in the rate of growth. Only 17 per cent expect growth to accelerate although
this number has more than doubled from six per cent six months ago.
Management The findings on management optimism continue the trend of modest improvements over
optimism the last 12-18 months. As Figure 2 shows, in the private and not for profit sectors, the
number of managers who are optimistic about their organisations’ prospects for the next
six months now outweighs the number who are pessimistic. This is the first time this has
been the case for the private sector since September 2010.
Figure 2
Management optimism % net optimism
over next six months 50%
by sector
40%
30%
20%
10%
Private sector
0% Public sector
Not for profit sector
-10%
-20%
-30%
-40%
-50%
Sept ’08 March ’09 Sept ’09 March ’10 Sept ’10 March ’11 Sept ’11 March ’12
By contrast, net optimism about the next six months continues to lag behind in the public
sector, with a highly pessimistic score of -35. Nonetheless, this is 14 points better than the
low recorded in September 2010.
As with previous findings in this series, managers tend to be more optimistic over the longer
term than the short term. This is particularly true in the private sector, where managers
are considerably more optimistic over the longer term. Net optimism measures for the
next twelve months and three years now stand at +33 and +53 (up from +7 and +41 six
months ago). However, optimism in the not-for-profit sector and public sector over the
long term remains stubbornly low. With private sector growth vital to the UK’s economic
recovery, policy makers will be hoping that increased optimism translates into growth.
6
7. Figure 3
Management optimism % net optimism
over time by sector 60%
50%
40%
30%
20%
10%
0%
-10% Private sector
Public sector
-20%
Not for profit sector
-30%
-40%
-50%
6 months 12 months Three years
Employer Reflecting on barriers to growth, 67 per cent of managers highlight the cost of energy as
challenges likely to have a damaging impact on their organisation over the next six months. Across all
sectors, the level of government debt is the second highest barrier to growth, selected by
54 per cent of managers. Unsurprisingly, public sector managers rate this as their number
one barrier. Management skills shortages are the next highest barrier overall, with 38 per
cent expecting them to have a damaging impact on their organisation.
Figure 4
80%
Factors impacting on Cost of energy
business over the next
70% Levels of
six months: per cent Government debt
damaging impact 60% Management skills
shortages
50% Pension liabilities
Employment disputes
40% Levels of
personal debt
30% Labour shortages
Changes in value
of the pound
20%
Availability of credit
Reducing carbon
10% emissions
0%
March ’09 Sept ’09 March ’10 Sept ’10 March ’11 Sept ’11 March ’12
The Chancellor used the 2012 Budget to update business on plans for implementing the
£1 billion Business Finance Partnership programme, but managers continue to report
concerns about the availability of finance. Ninety-three per cent report that the availability
of credit for both short term and long term projects has got worse or remained the same
over the last six months.
7
8. Figure 5
Managers reporting
availability of finance 60%
50%
Work in progress and
40% short term needs (worse)
Long term investment
(worse)
30%
Work in progress and
short term needs (better)
20% Long term investment
(better)
10%
0%
Mar ’09 Sept ’09 Mar ’10 Sept ’10 Mar ’11 Sept ’11 Mar ’12
This data suggests that the Government still has much to do to improve the availability
of finance for businesses wishing to invest and grow. Unsurprisingly, as Table 3 (page 10)
shows, there is strong support for the Government to strengthen measures to improve
lending to businesses as a matter of urgency.
Employer The last Economic Outlook noted that employer investment decisions have dropped
investment and off since the beginning of the series in 2008. This edition still shows low expectations
cost cutting of investment overall. In nine out of eleven categories, as shown in Table 1, managers
believe that budgets will decrease over the next six months. Only budgets for marketing
and business development are expected to see increases in investment.
Nonetheless, the latest survey’s data offers signs that investment may be beginning to
pick up. Across every area, net scores have improved since six months ago. For example,
expectations for investment in recruitment have seen a 10 point net increase, which
must be welcomed in light of the latest employment figures showing an 8.3 per cent
unemployment rate2.
Table 1
Sept ’08 Mar ’09 Sept ’09 Mar ’10 Sept ’10 Mar ’11 Sept ’11 Mar ’12
Net investment
expectation over the Management consultancy -20 -30 -29 -23 -34 -33 -29 -26
next six months Recruitment -19 -38 -30 -22 -37 -37 -33 -23
Plant and machinery -11 -26 -28 -21 -24 -26 -25 -17
Training and development 13 -21 -16 -13 -23 -24 -23 -14
Management and
leadership development n/a -22 -14 -10 -19 -22 -19 -13
Employee pay n/a -12 -10 -1 -18 -24 -18 -13
Corporate social responsibility 6 -9 -11 -6 -16 -14 -13 -9
Product research
and development 11 -14 -14 -8 -17 -14 -12 -9
IT 16 -17 -10 -4 -16 -14 -9 -1
Marketing 31 7 8 16 1 1 6 8
Business development/sales 38 12 14 21 14 7 7 16
The findings show that cutting costs continues to be a priority for management, especially
in the public sector as it adapts to spending cuts. Staff costs have been a key area for
reductions in the last six months. As Figure 7 shows, rates of voluntary redundancies are
over four times higher than in the private sector, whilst rates of compulsory redundancies
are double those in the private sector. Overall 57 per cent of organisations have implemented
a pay freeze and 49 per cent have implemented a recruitment freeze, rising to 82 and
72 per cent in the public sector. In the private sector, 56 per cent of managers are trying
to reduce other business overheads.
2 http://www.ons.gov.uk/ons/rel/lms/labour-market-statistics/april-2012/statistical-bulletin.html
8
9. Figure 6
Organisational responses 90%
to the current economic 82
conditions in the last six
80% 77
months by sector
72
70%
60%
60
56
50 52
50%
Private sector
43 42 42
40% 39
36 Not for profit sector
Public sector
30% 27 26
20% 17
10%
0%
Frozen Reduced Recruitment Voluntary Compulsory
pay levels business overheads freeze redundancies redundancies
UK managers Employee morale levels continue to suffer with 64 per cent of managers reporting that
they have got worse or much worse in the past six months. Unsurprisingly, given many of
the findings in this report, 87 per cent of public sector managers report that morale has
got worse over the same period compared to 65 per cent in the not for profit sector and
52 per cent in the private sector.
Figure 7
Change in employee
morale over the past Overall -39 -25 31 5
six months
Much worse
Private sector -40 -12 41 7 Worse
Neither worse
nor better
Not for profit sector -50 -15 27 8 Better
Much better
Public sector -34 -53 12
Negative % Positive %
Overall, perceived levels of job security have slightly improved, with those reporting they
feel very insecure or insecure in their jobs fallings from 48 per cent six months ago to
43 per cent now. Encouragingly, the difference between men and women reported in
the last Economic Outlook seems to have narrowed.
Figure 8
60%
Job insecurity
by gender 50% 47 47
44
40%
33 35 33 Men
30%
Women
20% Overall
14
9 10 11 10
10% 6
0%
Very insecure Insecure Secure Very secure
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10. Austerity and With the Government making tackling the deficit its number one economic priority, the survey
deficit reduction asked managers what impact the austerity programme is having on their organisation. Across
all sectors 59 per cent report that it is having a damaging impact on their organisation. This
rises to 83 per cent in the public sector, whilst 64 per cent in the not-for-profit sector and 45
per cent in the private sector report a damaging impact. Despite the concerns over its impact,
an increasing number of managers report that the Government’s deficit reduction strategy is
being implemented ‘at about the right pace’ (up to 43 per cent from 39 per cent six months ago).
Table 2
Spring 2011 Autumn 2011 Spring 2012
Managers’ views on
the pace of deficit % % %
reduction measures Not quickly enough 11 25 24
At about the right pace 40 39 43
Too quickly 48 36 32
Policy measures Over ninety per cent of managers are in support of measures to simplify the tax system and
for growth 70 per cent are in favour of a bespoke capital allowance scheme for SMEs. Access to credit
remains a real concern to managers with 84 per cent urging Government to strengthen
measures to improve bank lending to businesses.
Professional managers’ continued commitment to skills investment is again clearly visible in
this edition’s data. Tax breaks for employers investing in skills and more Government funding
for apprenticeships both receive above 75 per cent net support, whilst devolving greater
control over skills funding to employers and learners enjoys a net support of 60 per cent.
As debate about investment in Britain’s infrastructure continues, managers offer stronger
support to investment in transport infrastructure (net support 65 per cent) than green
infrastructure (net support 27 per cent).
Table 3
Net level of support
Agree Disagree Net level of support
% % March 2012 %
for possible economic
policy measures Taxes should be simplified to encourage growth 91 3 88
Government should strengthen measures to improve bank
lending to businesses as a matter of urgency 84 5 79
Government should provide tax breaks for employer
investment in skills development 82 4 78
Government funding for apprenticeships should be increased 81 5 76
A capital allowance scheme for SMEs should be introduced
to encourage investment 72 3 69
Government should direct investment towards transport
infrastructure 72 7 65
Regulation of the financial sector should be tightened 73 11 62
Employers and learners should be given greater control over
funding for skills development 67 7 60
Measures to reduce business regulation should be accelerated 68 14 54
The planned increase in business rates should be scrapped 64 11 53
Interest rates should be held at current levels 64 18 46
Business taxes should be cut 59 14 45
Government should direct investment towards
green infrastructure 45 18 27
Public spending should be cut further 27 55 -28
Visa laws should be relaxed to support businesses in the
recruitment of international talent 20 54 -34
Interest rates should be raised 21 63 -42
Government can do little to affect the circumstances
of my organisation 14 72 -58
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11. Recommendations – the management challenge
In February, CMI and Penna published a major study which quantified the impact that
management and leadership can make. Organisations that invest effectively in management
and leadership development were found to be performing 23 per cent higher across a
range of measures of organisational performance3. Such margins can be the difference
between success and failure. Indeed, research by the LSE/McKinsey has shown that a
20 per cent improvement in management practices is equivalent to as much as a 35 per
cent increase in total capital employed4. Given the difficult conditions which continue to face
managers in all sectors, as shown in this Economic Outlook, it is clear that management
performance is at a premium.
Yet the findings also show that employer investment in management development, like
other areas of spending, is under real pressure. At the same time, the level of concern
about management skills shortages is on the rise. Of course, managers are responsible
for controlling costs, and that has been a priority for many managers. But employers
must also look closely at where cost-effective measures are still possible to improve
management capacity.
The importance of investing in our human capital is clear in the recommendations
emerging from this report for policy makers. Managers are making clear demands
for additional support to help their investment for growth:
•• Employers are continuing to seek greater control over the funding of skills development
and strongly support tax breaks to support their existing investment in skills. Further
funding for apprenticeships is in demand, and the new UKCES Employer Ownership
Fund of £250m should be a welcome new funding opportunity to support investment
in management and leadership capability
•• Simplification of the tax system: a clearer and effective tax regime which supports
investment is rated as more of a priority than reductions in tax
•• Measures to support a reliable flow of credit and access to finance, with the evidence
suggesting that this remains a problem for many companies
As we have previously argued, restoring Britain’s economic health will be achieved
by persistent commitment to a wide range of complementary measures: in fiscal and
monetary policy, in legal structures that define corporate governance and the scope and
structure of markets, in education and training, and in trade and social policies. The policy
areas identified form an important part of that picture and addressing them will help
managers to deliver improved performance for UK plc.
It is still the case that major challenges lie ahead for the UK economy, both domestic and
global in nature. There are complex policy issues to be resolved – among them, improving
access to financial capital, which remains restricted. Just as importantly, managers and
policy makers must look again at how we can raise UK plc’s human capital, building
much-needed skills and strengthening our businesses, ready for the heavy lifting needed
to restore economic growth.
3 http://www.managers.org.uk/MLDbenefits
4 http://cep.lse.ac.uk/management/Management_Matters.pdf
11