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.
Mature food companies need to use aggressive cost reduction, portfolio simplification, and substantially new approaches to growth to deliver competitive returns.
With momentum building towards the UN Climate Change Conference in Peru, new figures from IBR reveal that businesses leaders in emerging markets are more focused on the sustainability of their operations compared with peers in developed markets. In this short report Nathan Goode, global leader for energy & cleantech, calls for a change in the narrative around sustainability arguing that we need to start talking in language that resonates with businesses.
Historically family business has been the agenda of many research initiatives from academic anthropologists and historians since the 19th century. There’s a lot of history noted in the evolution of family systems of organization and structures of social life in post 1940s. The family system had been a focus of many dissertations of European and North American scholars since the 1940s drawn from theories culled from extensive field research developed in Africa, South America, Oceania, and Asia.
What our local and global facts are telling us is that families in business and their family enterprises are significant enough to warrant attention in our government development agenda and in our policy formulation.
It begs the question: Why is it not in our agenda and why is not being factored into our economic development policies?
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.
Mature food companies need to use aggressive cost reduction, portfolio simplification, and substantially new approaches to growth to deliver competitive returns.
With momentum building towards the UN Climate Change Conference in Peru, new figures from IBR reveal that businesses leaders in emerging markets are more focused on the sustainability of their operations compared with peers in developed markets. In this short report Nathan Goode, global leader for energy & cleantech, calls for a change in the narrative around sustainability arguing that we need to start talking in language that resonates with businesses.
Historically family business has been the agenda of many research initiatives from academic anthropologists and historians since the 19th century. There’s a lot of history noted in the evolution of family systems of organization and structures of social life in post 1940s. The family system had been a focus of many dissertations of European and North American scholars since the 1940s drawn from theories culled from extensive field research developed in Africa, South America, Oceania, and Asia.
What our local and global facts are telling us is that families in business and their family enterprises are significant enough to warrant attention in our government development agenda and in our policy formulation.
It begs the question: Why is it not in our agenda and why is not being factored into our economic development policies?
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.
Silicon Valley Bank presents its eighth annual Startup Outlook report, capturing the sentiment of about 1,000 tech and healthcare entrepreneurs at a time of rapid transitions around the globe.
U.K. startups are planning for Brexit, and tech and healthcare entrepreneurs tell Silicon Valley Bank that while they are less optimistic about future business conditions compared to recent years, most plan to hire and keep their headquarters in Britain.
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
- The subsidy arbitrage that many companies had relied upon to generate their generous margins is gone for good and the environment will continue to be challenging, and indefinitely so.
- The case for consolidation across several sectors is overwhelming but activity remains low. Managers are in denial and holding out for miracles.
- The closing window for regional economies to reduce their dependence on oil (highlighted in the Countdown to Midnight, November 14th, 2016) has been validated by the rapidly rising forecasts for the electrification of the global passenger vehicle fleet, which accounts for over a quarter of global oil demand.
- Reform is not a magic wand and hope is not a strategy. To transform the economy from its dependency on oil and subsidies requires pain, sacrifice and perhaps a decade of disruption to the status quo.
Eric Jackson's presentation to Yahoo outlining his plan to slash the company’s workforce by 75%, replace Marissa Mayer with an operations-focused CEO and bring in a strategic partner to help navigate the tax issues surrounding its Asian assets.
Source: http://www.wsj.com/public/resources/documents/yahoopresentation.pdf
The State of the Venture Capital Industry is an annual report produced by TrueBridge Capital Partners highlighting the trends in venture fundraising, investing, valuations, exits, and performance.
All data sourced from Dow Jones VentureSource, Dow Jones LP Source, CB Insights, PitchBook, and Cambridge Associates.
EY India Attractiveness Survey 2015 – Top Reasons to Invest to Invest in India EY
Investors see India speeding up pace towards becoming world's top destinations for manufacturing. Check out this detailed infographic on what’s activating growth in India.
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.
An introduction to thematic investing and why it's a good idea to invest in tomorrow's trends today. Insights shared by AtlasTrend on investing in world trends - what is trend investing, why it's a good idea and is it profitable.
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.
Silicon Valley Bank presents its eighth annual Startup Outlook report, capturing the sentiment of about 1,000 tech and healthcare entrepreneurs at a time of rapid transitions around the globe.
U.K. startups are planning for Brexit, and tech and healthcare entrepreneurs tell Silicon Valley Bank that while they are less optimistic about future business conditions compared to recent years, most plan to hire and keep their headquarters in Britain.
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
- The subsidy arbitrage that many companies had relied upon to generate their generous margins is gone for good and the environment will continue to be challenging, and indefinitely so.
- The case for consolidation across several sectors is overwhelming but activity remains low. Managers are in denial and holding out for miracles.
- The closing window for regional economies to reduce their dependence on oil (highlighted in the Countdown to Midnight, November 14th, 2016) has been validated by the rapidly rising forecasts for the electrification of the global passenger vehicle fleet, which accounts for over a quarter of global oil demand.
- Reform is not a magic wand and hope is not a strategy. To transform the economy from its dependency on oil and subsidies requires pain, sacrifice and perhaps a decade of disruption to the status quo.
Eric Jackson's presentation to Yahoo outlining his plan to slash the company’s workforce by 75%, replace Marissa Mayer with an operations-focused CEO and bring in a strategic partner to help navigate the tax issues surrounding its Asian assets.
Source: http://www.wsj.com/public/resources/documents/yahoopresentation.pdf
The State of the Venture Capital Industry is an annual report produced by TrueBridge Capital Partners highlighting the trends in venture fundraising, investing, valuations, exits, and performance.
All data sourced from Dow Jones VentureSource, Dow Jones LP Source, CB Insights, PitchBook, and Cambridge Associates.
EY India Attractiveness Survey 2015 – Top Reasons to Invest to Invest in India EY
Investors see India speeding up pace towards becoming world's top destinations for manufacturing. Check out this detailed infographic on what’s activating growth in India.
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.
An introduction to thematic investing and why it's a good idea to invest in tomorrow's trends today. Insights shared by AtlasTrend on investing in world trends - what is trend investing, why it's a good idea and is it profitable.
Economist Intelligence Unit (EIU) white paper produced at the height of the financial crisis in January 2009 outlining the opportunities to learn from the downturn and best practice to success in a changing environment.
Over the last year or so, there has been much talk about another impending recession and how it could impact channel management. The recession theory is based upon historical trends, which suggest business cycles tend to last around five to seven years each. That means every five to seven years we experience some sort of a recession. Eventually the economy recovers, and then something else happens to triggers another recession.
The Sustainability and Resiliency of Cooperatives amid Economic ChallengesIJAEMSJORNAL
This research looked at how cooperatives maintain their sustainability and resiliency in the face of economic challenges. The questionnaire checklist was used as the data collection instrument in a descriptive research design. Respondents in this study were officers from selected cooperatives in Talavera, Nueva Ecija. The majority of them are multipurpose cooperatives that conduct credit operations. Five cooperatives have been in operation for more than ten years, with the majority of them being small businesses (asset sizes are between three million and fifteen million pesos). Despite the pandemic, they all earned in 2021, according to the respondents. According to the survey results, business diversification is very effective in maintaining cooperative standing in the face of economic challenges. The survey also revealed that cooperatives are self-sustaining, as almost all respondents did not face the severe problems that most businesses face, such as closure and employee reductions. The majority of them have adapted to the new normal work setup. It is recommended that cooperatives expand and improve their services in order to provide immediate and timely information and assistance to members in order for them to operate and survive any economic challenges that may arise. Cooperatives should also develop a Business Continuity Plan and diversify their businesses rather than concentrating on a single one.
www.pwc.comhrsA look at the key workforce trends from a.docxericbrooks84875
www.pwc.com/hrs
A look at the key workforce
trends from around
the world using data
from PwC’s Saratoga
benchmarking database.
Key trends in
human capital 2012
A global perspective
2 Key trends in human capital 2012. A global perspective
About PwC Saratoga
PwC Saratoga is the recognised leader in the
measurement and benchmarking of human capital in
organisations, HR and finance function performance
and transformation. Our specialists help clients to
develop predictive analytics capability by identifying
connections between HR, people, functional and
organisational performance, using a range of
quantitative and qualitative tools. This is supported
by a global repository of metrics and qualitative best
practice information from more
than 2,400 organisations.
3Key trends in human capital 2012. A global perspective
Introduction 4
Global trends in human capital 6
A multi-speed global economy 8
Productivity gaps widen 12
A rocky road for rookies 16
Survivors disengaged 20
HR rising to the analytics challenge 25
Priorities for business 32
In conclusion 34
Behind the numbers 36
Contacts 37
Related PwC publications 38
Contents
4 Key trends in human capital 2012. A global perspective
Introduction
Welcome to the latest in PwC’s detailed studies of
Global Trends in Human Capital. In this fifth edition we
look more closely at how organisations and the global
workforce have been changed by the financial crisis
and economic downturn.
5
Our 2010 Global Trends paper was written
at a time of considerable upheaval, with
many organisations cutting back sharply
on costs and headcount as the recession
took hold. Two years on, business leaders
are more confident about the prospects
for growth, in spite of continued economic
turmoil. While competition is intense,
many organisations are emerging leaner
and more focused. The mantra is to
maximise return on investment (ROI)
in every area of the business, especially
human capital.
It’s all about talent management
In this quest for growth, talent
management remains a primary focus
area for business leaders. According to
our 15th Annual Global CEO Survey, 78%
of CEOs plan to make changes to talent
strategy in response to the global business
environment. There is a clear need for
professional skills and effective leadership
to operate in challenging markets, while
emerging markets require the talent to
deliver continued growth. But only 30%
of CEOs said they were confident that they
would have the talent they needed to grow
their organisation in the near future, and
31% said that talent constraints had already
hampered innovation at their organisation.
In such an environment, knowledge and
insight – in the form of human capital data
– is power. Human capital measurement
and analytics has progressed far in recent
years, evolving from the collection and
redistribution of basic workforce data
through HR systems to a more thoughtful
and .
Leading in extraordinary times, the 2015 US CEO SurveyOmar Toor
Learn how US CEOs are positioning for a new era where overseas business growth is balanced more evenly between developed and emerging economies, and mainstream adoption of digital technologies everywhere is surging.
http://bit.ly/CEO-Survey-jan15
Selon la 18e édition de l’étude mondiale annuelle « Global CEO Survey » de PwC, dans le cadre de laquelle plus de 1 300 dirigeants ont été interrogés, 37 % d’entre eux estiment que la croissance mondiale sera meilleure en 2015, contre 44 % l'année dernière. Cependant, ils restent confiants dans leur capacité à générer une croissance du chiffre d’affaires de leur propre entreprise (39%, un niveau identique à celui de l’année dernière).
Les dirigeants soulignent que les menaces auxquelles ils sont confrontés ont augmenté ces trois dernières années : ils insistent notamment sur la montée en force de la concurrence, avec un marché qui devient sans frontières et l’arrivée de nouveaux concurrents issus de secteurs d’activité différents.
Pour rester compétitifs, les dirigeants identifient trois leviers essentiels : la transformation digitale, le renforcement des partenariats et la diversité des talents.
Les résultats de cette étude sont rendus publics aujourd'hui à l'ouverture du Forum économique mondial à Davos, en Suisse.
Pour cette 18e édition de l’étude mondiale annuelle de PwC « Global CEO Survey », 1 322 interviews ont été conduites dans 77 countries entre septembre et décembre 2014. 459 entretiens ont été menés en Asie-Pacifique, 455 en Europe, 147 en Amérique du Nord, 167 en Amérique latine, 49 en Afrique et 45 au Moyen-Orient.
A new report published by The Economist Intelligence Unit highlights the key issues that small and medium enterprises (SMEs) grapple with as they expand internationally – which for many firms can outweigh the promise of growth.
The report, sponsored by DHL Express, is based on a survey of 480 SMEs spread across 12 countries and 20 industries, as well as in-depth interviews with a number of SMEs and policy experts.
According to the survey, 40% of respondents currently earned zero revenue from international operations, but a clear majority (72%) expect to derive between 11% and 50% of their revenues internationally in five years’ time. Across developed and developing markets, SMEs are focused on potential problem areas that trump growth in terms of importance. These include the quality of a target market’s infrastructure, the stability of its politics, the administrative costs of establishing a local presence, and the accessibility of local business acumen and networks.
Compared to their G7 counterparts, SMEs from BRICM (Brazil, Russia, India, China, and Mexico) have a much higher presence in other developing countries. For example, 15 percent of BRICM SMEs have international operations in Russia and CIS, whereas only 3.6 percent of G7 SMEs do; 18.5 percent of BRICM SMEs have international operations in South America compared to only 4.6 percent of G7 SMEs.
No two markets are treated as differently as Africa and China. Despite Africa’s strong growth rates the vast majority of survey respondents see very few opportunities in the region. China, however, remains a magnet for SMEs.
PwC's 18th Annual Global CEO Survey 2015: Exploring the importance of technol...James Woodworth
Rethinking the business you’re in
We live in an era of unprecedented digital change – the type of change that’s reshaping the relationship between customers and companies, breaking down the walls between industry sectors and, by extension, prompting forward-thinking CEOs to question the very business they’re in.
Watch this short video to hear about what CEOs had to say on the global economic outlook and their own growth prospects for the months and
One year ago business leaders’ feelings towards growth were sombre across the globe. A year later, and while Australian CEOs are feeling mildly more up-beat than their global peers, significant concerns still remain.
This year, we asked executives about their thoughts across key issues including partnerships, digital, talent and diversity, growth, capabilities, tax and regulation.
There is a dichotomy of perspectives across the board – with CEOs seeing as many threats to their business today as there are opportunities.
Entrepreneurship: Flourishing in tough conditionsRegus
Given the key importance of entrepreneurship within the economy and even inside single businesses, Regus commissioned research canvassing the opinions of over 19,000 business managers and owners globally asking them about the state of entrepreneurship in their sector and which measures help boost innovation.
Learn how Juniper, an innovative software company, partnered with Regus to off-load wasted office space and become more flexible and mobile across the globe.
Flexible working a key strategy in attracting and keeping top employees - Jan...Regus
Not so long ago, flexible working was the province of senior
managers who lived a long way from headquarters, and
salespeople. Now, in the minds of many, it is an essential part
of any attractive job. It has become a major differentiator when
choosing between new job possibilities; and it is a key factor
in keeping people engaged and satisfied in their
current organization.
This is partly because those in the younger management
generations (Gen Y and Z) are demanding it. Even though
conventional wisdom would suggest that younger cohorts
might accept any job conditions in order to avoid the spectre
of unemployment, in fact they are often refusing to accept
the old rules. It is also because technology enables workers
– even senior ones – to be contacted or stay in touch even
if they are not physically on company premises. Younger
employees, having grown up with the devices, know all
about the possibilities they create, of course. As a result, they
cannot understand why employers who have sought to make
workplaces like university common rooms will not go further
and allow them to work flexibly, saving time on commuting,
enhancing potential productivity, and measuring performance
by results rather than time in the office.
Catch Me If You Can: Flexible working and its impact on recruitment and reten...Regus
Not so long ago, flexible working was the province of senior managers who lived a long way from headquarters, and salespeople. Now, in the minds of many, it is an essential part of any attractive job. It has become a major differentiator when choosing between new job possibilities; and it is a key factor in keeping people engaged and satisfied in their current organization.
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.
Please join us for a workspace innovation discussion.Regus
Experience a progressive new workspace while
enjoying cocktails and hors d’oeuvres while
engaging in a lively discussion on Dr. Martha
O’Mara’s latest research on how aligning your real
estate strategy with the life stages of your
workforce can increase your competitive
advantage. You are invited to an exclusive event at the new
Regus “pro-working” center in Midtown. Come
take a tour of our cutting-edge workspace
environment at 747 Third Ave.
The latest Business Confidence Index shows that although business confidence shows only marginal
progress, businesses globally plan to hire more sales and marketing staff in their bid for growth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
"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."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
1. Regus, May 2013
The Irrepressible
Entrepreneur
Irrepressible spirit of entrepreneurs and SMEs will drive the economy
in the next five years, despite obstacles and economic conditions
2. 1
Contents
Management Summary............................................................................................2
Key Findings and Statistics...........................................................................................2
Introduction...............................................................................................................3
Once an entrepreneur always an entrepreneur....................................................4
Deterrents to Growth....................................................................................................5
Big ambition.................................................................................................................7
Conclusion.................................................................................................................8
Country Highlights....................................................................................................9
Methodology............................................................................................................10
About Regus............................................................................................................11
3. 2
Management Summary
Once an entrepreneur, always an entrepreneur. Even
though they might have encountered huge challenges
in starting and growing their businesses, or even fallen
into business ownership through redundancy, the vast
majority of entrepreneurs would do it all over again.
It is generally agreed across the world that small
and micro businesses will lead growth over the
next five years. The only exceptions are Germany,
the home of the “Mittelstand”, and India where it
is believed that medium-sized companies will take
this role.
However, existing entrepreneurs say that there are
major deterrents in the shape of lack of access to
credit, “red tape” and lack of government support
as well as the current challenging economic
conditions. Despite this, and the fact that a quarter
of entrepreneurs say they were “forced” into
setting up businesses through losing their job or
being made redundant, the entrepreneurial spirit is
so strong that the vast majority would start again if
they needed to.
The lack of institutional support means that
entrepreneurs will continue to increasingly favour
flexibility so that they can rapidly scale operations
up or down according to need and so invest
capital in growth strategies rather than in lengthy
leases. Already, more than half of entrepreneurs
use flexible working locations for more than half
the week, compared with 39 per cent for those
that do not own their businesses.
Key Findings and Statistics
• Globally, half of business people believe that
small businesses will drive growth in the next
five years;
• Germany and India prove exceptions as
respondents are more likely to think that
medium sized firms will drive the economy;
• Given the important role that small businesses
are expected to play in the next five years and
their contribution to GDP and employment
across the globe, Regus asked entrepreneurs
how they felt about conditions for business;
• Although 55% of entrepreneurs report that
current economic conditions are a deterrent fully
85% would start again, testament to the highly
adaptable and resilient entrepreneurial spirit;
• This in spite of the fact that a quarter of
entrepreneurs today say they were ‘forced’
into this decision when they lost their previous
employment or were made redundant (26%);
• The biggest deterrents to setting up business
today as reported by existing entrepreneurs are
lack of access to credit (76%), red tape (74%)
and lack of government support (61%);
• Given the lack of institutional support and
difficult access to credit, entrepreneurs
will be turning even more to more flexible
working practices such as flexible workspace
that allows them to upscale or downscale
operations rapidly and invest all their capital into
growth strategies rather than lengthy leases;
• Already 58% of entrepreneurs use flexible
working locations for more than half the
working week, compared with only 39% non
business owners;
4. 3
Introduction
The vast majority of businesses are small and
medium-sized enterprises (SMEs). In the European
Union as a whole, for example, SMEs in 2012 provided
two out of three private-sector jobs and accounted for
58 per cent of gross value added (a measure that is
calculated by deducting intermediate costs from sales
and includes depreciation, rewards to labour, capital
and entrepreneurial risk).1
It added that SMEs accounted for 99.8 per cent of
non-financial enterprises, equating to 20.7 million
businesses. The overwhelming majority (92.2 per
cent) were micro-enterprises, defined as those
with fewer than 10 employees.
However, the situation varies somewhat between
individual countries. Germany, unsurprisingly,
has the best-performing SME sector in the EU
in terms of the numbers of jobs provided and
the value added created. It also has more small
and medium-sized firms as opposed to micro-
businesses than most other member states.2
In
the UK, these businesses (defined as employing
up to 250 people) accounted for 99.9 per cent
of all private-sector businesses in 2012.3
This
represented no change over the year before and
was virtually unchanged since 2000. The same
report found that SMEs accounted for 59.1 per
cent of private-sector employment and 48.8 per
cent of private-sector turnover.
In the USA, meanwhile, small businesses make
up 99.7 per cent of firms and account for 49.2 per
cent of private-sector employment. Of particular
importance is the fact that they account for just
under two-thirds of net new private-sector jobs.
In addition, US small businesses make up 98 per
cent of companies exporting goods, accounting
for 33 per cent of export value.4
Arguably, SMEs are even more important in
developing countries, where they can have an
effect on the national economies totally out of
proportion to the cost of starting and maintaining
them. In India, for example, there are more than
11 million SMEs (90 per cent of the total number
of industrial units) producing more than 8,000
products and accounting for 35 per cent of Indian
exports.5
In terms of spending for SMEs China
leads investment with just over US$400b, of
which US$385b is bank lending. The US, where
a more varied range of debt and equity finance is
available, follows at around US$116b. The same
report reveals that Brazilian investment is US$17b,
on a par with South Korea and higher than India
where it only reaches US$9b. Indian investment is
in fact lower even than Mexico (US$10b).6
In spite of this overwhelming evidence of the
importance of SMEs as “the engines of growth”
in economies throughout the world, entrepreneurs
see many deterrents to their activities. In order to find
out what is holding back entrepreneurship at a time
when growth is vital to help economies step out of a
downturn, Regus commissioned research canvassing
the opinions of over 26,000 business managers and
owner in more than 90 countries and found that half
cite the state of the economy and market domination
by large corporations as serious hindrances. But the
top three deterrents are lack of access to credit, red
tape (each quoted by a global average of more than
70 per cent) and lack of government support (cited
by 60 per cent on average).
1 EU SMEs in 2012: at the
crossroads, Ecorys for the
European Commission,
September 2012
2 EU SMEs in 2012: at the
crossroads, Ecorys for the
European Commission,
September 2012
3 Business Population
Estimates (BPE) for the
UK and Regions 2012,
Department for Business,
Innovation and Skills, 17th
October 2012
4 Annual report of the office of
economic research FY 2012,
SBA, January 2013
5 Role of SME in Indian
Economy, Ruchika Jeswal of
the Institute of Management
Studies, National Conference
on Emerging Challenges for
Sustainable Business 2012
6 Ernst & Young, Funding for
Growth, June 2012
5. 4
Once an entrepreneur
always an entrepreneur
It is clear that becoming
an entrepreneur is an
attitude of mind. For all
the talk of the challenges
of surviving in tough
economic conditions
and competing
against powerful large
companies, not to
mention the problems
of red tape, lack of
government support
and gaining access to
finance, entrepreneurs
really believe in and enjoy
what they do.
Eighty-five per cent of entrepreneurs globally
reported that given the chance they would do it all
again. As Figure 1 shows, this figure tops 90 per
cent in Mexico, Germany and the Netherlands.
Even at the bottom of the scale, in Australia and
Brazil, more than 75 per cent of entrepreneurs
would dive right back in again.
Such findings are all the more impressive given
that, as Figure 2 shows, about a quarter could be
termed “forced” entrepreneurs. In Canada, France
and the UK as many as a third of entrepreneurs
are starting out in this way.
60% 65% 70% 75% 80% 85% 90% 95% 100%
Netherlands
Brazil
Germany
Mexico
South Africa
Japan
Global Average
France
Canada
Belgium
China
UK
India
USA
Australia
0% 5% 10% 15% 20% 25% 30% 35% 40%
UK
Japan
France
Canada
Brazil
USA
South Africa
Australia
Global Average
China
Netherlands
Mexico
India
Belgium
Germany
Entrepreneurs that would start all over again
‘Forced’ entrepreneurs that set up alone as a result of being
made redundant/loss of their former employment
Figure 1
Figure 2
6. 5
Deterrents to Growth
As the report on the state of SMEs in the EU
points out, these are challenging times for all
businesses, and smaller enterprises – while
retaining their central role – have not been
immune. The study found that – while there were
some variations in performance between countries
– there was a general “struggle to recover to pre-
crisis levels of value added and employment”. This
is reflected in the findings of the Regus research.
As Figure 3 reveals half of entrepreneurs said the
current economy was a key issue. This complaint
was closely followed by a perception that markets
were dominated by large corporations. However,
the big three deterrents were identified as lack of
access to credit, red tape and lack of government
support.
These are familiar complaints and ones that
governments have been seeking to address with
varying degrees of commitment and success. The
finance issue is especially important, as evidenced
by its place at the top of the deterrents cited in
Figure 3. A recent report by global accountancy
firm Ernst & Young sets out the situation:
“Despite being key engines of economic growth;
accounting for 50 per cent of employment in most
G20 countries, SMEs attract just a tiny proportion
of overall investment. Overall investment in SMEs
across the G20 stands at US$714bn, 6 per
cent of the total US$11,507bn for all forms of
investment.”7
Central banks in the UK, the USA, the Eurozone
and elsewhere have sought to help the situation
by keeping interest rates low and through various
incentives, such as introducing more money to the
financial system via what is known as quantitative
easing. But the effects have been limited.
In France, for example, the government in October
2012 pledged to provide Euro 42bn in financial
aid to cash-strapped small and medium-sized
businesses via a new public investment bank
aimed at boosting growth and innovation.8
An illustration of the problems confronting
smaller businesses is provided by Belgium,
where, according to the European Commission,
“SMEs still have greater access to public financial
support (including guarantees) than similar firms
in other EU countries”9
. However, the document
pointed out that the indicators measuring access
to private capital “also sometimes point in
opposite directions”, so that, while the share of
unsuccessful loan applications was much lower
in Belgium than in other EU countries (only 5 per
cent, compared with the EU average of 23 per
cent), it seemed to cost more to take up a loan
of less than EUR 1m in Belgium, because the
interest spread is larger than for loans above that
threshold. It also stressed that the low rate of
unsuccessful loans may stem from some potential
applicants being putting off in the first place.
Lack of
access
to credit
Red
tape
Lack of
government
support
Current
economy
Market
domination
by large
corporations
0% 10% 20% 30% 40% 50% 60% 70% 80%
Main deterrents to entrepreneurship
Figure 3
7 Funding the Future, Ernst &
Young, 30th May 2012
8 France promises to aid SMEs
with new 42bln euro bank,
Reuters, 17th October 2012
9 Access to finance Belgium,
The European Commission
Enterprise and Industry
7. 6
10 Access to finance
Netherlands, The European
Commission Enterprise and
Industry
11 Red tape report, The
Canadian Federation of
Independent Businesses.
January 2013
12 Supporting innovation in
Australian SMEs, the Hon
Brendan O’Connor MP, 3rd
August 2012
The Netherlands is trailing the EU average
in access to finance, with the Dutch rate of
unsuccessful SME loan applications at almost
double the EU average at 54 per cent against 23
per cent. Moreover, SMEs that did obtain loans of
EUR 1m or less paid a much higher rate of interest
than their peers elsewhere in the EU.10
An indication of the effect of red tape – cited as a
major deterrent by almost as many entrepreneurs
as complained of lack of access to credit – is
provided by the example of Canada. A recent
study11
calculated that the cost of regulation to
Canadian businesses of all sizes was $31bn in
2012, compared with $32bn in 2008 and $33bn
in 2005, when the previous reports were issued.
Importantly, the cost of annual regulation per
employee decreases as the size of the business
decreases – reaching $1,146 for Canadian
companies with more than 100 employees
compared to fully $5,942 for businesses with
fewer than 5 employees, possibly reflecting
the lack of dedicated resources to deal with
compliance issues at smaller organisations.
The third main deterrent – lack of government
support – is, again, a familiar complaint from
SMEs and apparently at odds with the tributes
they receive from politicians, policymakers and
commentators for their role in economies around
the world. It could also be said to be hard to
square with entrepreneurs’ often expressed go-it-
alone mentality.
As Figure 4 indicates, dissatisfaction with levels of
government support varies considerably around
the world. Those least satisfied are entrepreneurs
in France, China, Belgium, Brazil and South
Africa, while those from the USA, Canada, the
Netherlands and Japan are most satisfied.
Australia, which like the UK is close to the global
average, is one country where politicians are trying
to do more to foster a culture of innovation. In a
statement published in August 2012, Brendan
O’Connor, minister for small business, said the
government was providing significant support
for education, research, business and the
development and maintenance of a skilled labour
market.12
Australia boasts a range of policies,
including tax credits and access to grants for
SMEs, designed to help smaller businesses to
compete.
Inevitably, there is some variation between
countries in the importance attached to the big
three. For example, in India and South Africa
access to credit and red tape have almost the
same ranking, with government support slightly
lower, while in China access to credit and
government support are ranked similarly with red
tape slightly lower. In fact, in China entrepreneurs
make red tape the least important of the big three
deterrents and identify market domination by large
corporates as the top issue. Interestingly, Germany
– despite the success of its small and medium-
sized businesses – is the only European country
where red tape is the greatest deterrent. Red tape
is a top problem also in Brazil, South Africa and
Mexico.
Australia
USA
Belgium
Brazil
Canada
China
France
Germany
Global Average
India
Japan
Mexico
Netherlands
South Africa
UK
0% 20% 40% 60% 80% 100%
Rating of top three deterrents to entrepreneurship by country
Access to
credit
Red tape
Government
support
Figure 4
8. 7
There are also interesting similarities between
countries in their attitudes towards deterrents. So,
the Netherlands is more like the USA than the UK,
particularly regarding the opinion of government
support, while Japan, Australia and Canada
are similar in clearly ranking access to credit as
the biggest deterrent, with red tape and lack of
government support following at relatively even
intervals. In France and Belgium, by contrast,
access to credit is still top of the list, but it is much
more closely followed by red tape and lack of
government support.
Big ambition
On average, half of respondents believe that small
businesses will be the main drivers of the economy
over the next five years (Figure 5). By contrast,
only 18% per cent believe that organisations with
more than 250 employees will drive growth.
However, at a country-by-country level there is
a wide range of opinions, with respondents in
South Africa most convinced of this and those
in Germany – where there is a strong medium-
sized business sector – least convinced (Figure 6).
The USA, which has some of the world’s largest
companies, is also below the global average in this
regard, while the UK is, with Australia, just above
average in this belief.
Small
0-49
employees
Medium
50-249
employees
Large
250+
employees
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
South Africa
Germany
Netherlands
Belgium
Canada
Brazil
UK
Australia
Global Average
France
Mexico
USA
China
Japan
India
0% 10% 20% 30% 40% 50% 60% 70%
Size of business most likely to drive the economy in the next
five years
Respondents that expect small businesses to drive the
economy in the next five years
Figure 5
Figure 6
9. 8
Conclusion
These are challenging times for all businesses, but
entrepreneurial drive still comes out strong. Respondents
globally confirm that the best chances of growth come
from micro, small and medium-sized enterprises.
With many organisations struggling just to survive,
it would seem that the old adage about ‘the
going getting tough’ still holds true, although,
perhaps surprisingly, ‘forced’ entrepreneurs
are just as tenacious as those who were led by
circumstances to set out on their own. But is clear
that – with access to finance still tight, and red
tape and lack of government support still seen
as problems –these businesses will need to be
flexible to navigate choppy waters and succeed.
Whether responding to new markets opening
up or government initiatives, they will need to be
constantly alert.
Businesses that are able to react to new
opportunities and extricate themselves from those
are not going according to plan are going to be
the ones that thrive in an uncertain world. With
money and other resources tight and support to
entrepreneurs limited, business owners in particular
need to be able to devote their resources to spotting
and capitalising on openings rather than worrying
about issues like lengthy property leases and other
hindrances. Success in the 21st century is all about
agility and adaptability and entrepreneurs already
show that they strongly favour flexible working
compared with non-business owners. They are
therefore likely to increment their flexibility moving
forward and ensure they grasp the opportunities
offered by flexible office space arrangements that
leave them plenty of room for maneouver and to
invest in growth.
10. 9
Country Highlights
UK
More than a third of UK entrepreneurs (38%) were
forced into starting their own business by losing
their job
USA
30% of USA entrepreneurs report that they were
forced into setting up their own firm as a result of
being made redundant or losing their job
France
More than a third of French entrepreneurs (37%)
were forced into starting their own business by
losing their job
Germany
German respondents are most likely to believe that
medium sized businesses will lead the economy in
the next five years instead of small firms
China
76% of Chinese entrepreneurs believe that market
domination by large corporations is a deterrent to
potential entrepreneurs, more than in any other
country
India
Indian respondents are most likely to believe that
medium sized businesses will lead the economy in
the next five years instead of small firms
Belgium
58% of Belgian respondents believe small and
micro businesses will drive the economy in the
next five years
The Netherlands
60% if Dutch respondents believe small
businesses will drive the economy in the next five
years
Brazil
55% of Brazilian respondents believe small and
micro businesses will drive the economy in the
next five years
South Africa
South African respondents are most confident
that small businesses will drive the economy in the
next five years
Japan
Japanese entrepreneurs are the least likely to have
started their own businesses through losing their
jobs
Australia
A quarter of entrepreneurs started out as a result
of being made redundant or losing their job
Canada
51% of Canadian entrepreneurs believe that
market domination by major corporates is a
deterrent to entrepreneurship
Mexico
Fully 92% of Mexican entrepreneurs would start
again if they could
11. 10
Methodology
Over 26,000 business
respondents from over
90 countries were
interviewed during
January 2013.
These were sourced from Regus’ global contacts
database of over 1 million business-people
worldwide which is highly representative of senior
managers and owners in business across the
globe. Respondents identified as entrepreneurs
were asked about current deterrents to
entrepreneurship and the origins of starting out
on their own. Respondents were also asked to
identify which size of business would drive growth
in the next five years in their country.
The survey was managed and administered
by the independent organisation, MindMetre,
www.mindmetre.com
= 500
Respondents identified as entrepreneurs were
asked about current deterrents to entrepreneurship
and the origins of starting out on their own.
Respondents were also asked to identify which size
of business would drive growth in the next five years
in their country.
12. 11
About Regus
Regus is the world’s largest provider of flexible
workplaces, with products and services ranging
from fully equipped offices to professional
meeting rooms, business lounges and the
world’s largest network of video communication
studios. Regus enables people to work their
way, whether it’s from home, on the road or
from an office. Customers such as Google,
GlaxoSmithKline, and Nokia join hundreds
of thousands of growing small and medium
businesses that benefit from outsourcing their
office and workplace needs to Regus, allowing
them to focus on their core activities.
Over 1,300,000 customers a day benefit from
Regus facilities spread across a global footprint
of 1,500 locations in 600 cities and 99 countries,
which allow individuals and companies to work
wherever, however and whenever they want
to. Regus was founded in Brussels, Belgium in
1989, is headquartered in Luxembourg and listed
on the London Stock Exchange.
For more information please visit:
www.regus.com