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Profitable growth is all about access to the right knowledge Want to know more? Competing for growth is a global survey by Ernst & Young focusing on growth. Through extensive research and conversations with 1,400 senior executives from companies around the world, Ernst & Young has developed key insights into how the world’s leading businesses are returning to profitable growth. To access our insights and learn more about Competing for Growth, contact your local Ernst & Young office or visit www.ey.com/competing-for-growth

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  • 1. Competing forgrowthWinning in the new economy
  • 2. Ernst & Young has been working closely with businesses across the globe to help them respond to the unprecedented challenges of the nancial crisis and changing economy. Over the past two years, we have undertaken research andContents worked with thousands of companies around the world through programs such as Opportunities in adversity, Lessons from change and Planning for growth. Our work has identied a newExecutive summary 2 performance agenda that leading companies are following as they seek to benet from the new market environment.The new normal 4 One area of performance seems to be attracting more focus and management attention than all others, namely growth. More precisely, how can companies return to protable andFinding a new balance 8 sustainable revenue growth in a new competitive environment? During September and October 2010 we talked to over 1,400What we can learn from the high senior executives from companies around the world to hearperformers on: their experience, test our thinking and understand more aboutMaximizing reach and opportunity 10 the actions they are taking to help their companies thrive.Responding quickly to market changes 14Reducing cost is only part of the story 18 Recognizing that industry sectors vary and performance isTaking a proactive approach 22 relative, we examined the distribution of companies across each sector. For each sector we identied the top and bottom quartiles for both EBITDA and revenue growth. There areA changing focus: from nance high and low performers and we have explored the variationto management effectiveness 26 in their actions to seek to understand the difference in their performance.About this report 28 In this report we explore the variation in focus and progress of these companies. We hope that their success will help you identify more effective programs of your own. Competing for growth Winning in the new economy 1
  • 3. Executive summaryCompanies across all sectors and markets are expecting the new economy to be even morecompetitive than the old over the next two years, according to our survey of 1,400 executivesfrom around the world. The increased competitive pressure extends across the value chain forlabor, input materials and capital. And those from emerging markets expect competitivenessto increase the most, as companies from developed markets enter and local players intensifytheir focus.Competition in the new economy is dynamic and being shaped There is pressure on marginsby four macroeconomic factors which, while not new, havea signicantly more pronounced importance than before. Expectations of price increases in the future are currently low almost 60% of respondents expect a price rise that either onlyMarket variation has increased matches ination or is below ination. At the same time, many executives are experiencing both price erosion in their market andEmerging markets are growing, but there is a signicant variation increased costs for input and labor in their production, raisingin performance across them. Similarly, some developed markets on-going questions about their nancial viability.are doing better than expected, whereas others are struggling orcontinuing to decline. Stakeholders are nervousThe same variation in performance and forecast is true for market Attracting and retaining talent remains a problem with vastlysegments. There is a general re-emergence of increasingly divergent approaches to stafng levels, both through the downturncost-conscious buyers, but some luxury segments continue to and in the emergence of the new economy. Capital seems limitedthrive. Old purchase patterns are under pressure. Boundaries and there is caution about the risks that are faced, the new regulationbetween buyer groups overlap and change, challenging the that is almost certain to come and the scal retrenchment thatgo-to-market assumptions of even the most established players. is being implemented. There are growing demands for greater transparency and improved governance.The market is more volatileProduct life cycles continue to shorten as innovation is increased.Economic forecasts are being changed and measurements correctedon a quarterly basis across almost all markets. This volatility isplacing increased pressure on the supply chain, which must nowaccommodate rapid change.2 Competing for growth Winning in the new economy
  • 4. Competing for growth frameworkOur research shows that high performing companies are signicantly ahead of their competitors in four critical areas. The markets a company is in determine their opportunity Customer reach A companys growth Operational The Cost the competitiveness of agility competitiveness new normal Stakeholder1 Customer reach Maximizing the potential market opportunity for their 2 Operational agility Improving their ability to deliver effectively in product or service a fast-changing market Focusing on the more protable segments Accelerating speed of response to get to market quicker Broadening product service offer around current clients Enhancing exibility of their supply chain to respond to Prioritizing markets to compete in smaller but protable opportunities Reinforcing their brand and marketing efforts to Refocusing on innovation, especially at an incremental increase awareness and mitigate price pressure level3 Cost competitiveness Sustaining their economic viability 4 Stakeholder condence Building stronger relationships with their stakeholders Informing the pricing decision with full cost information Identifying and explaining risk Passing on the pressure to others in their ecosystem Anticipating regulatory change Sustaining cost-reduction efforts by focusing on process Enhancing their reporting change, rather than just discretionary constraint Securing and developing their people Optimizing capital, wherever possible While companies may choose to focus on particular aspects of this competitive agenda as the basis of their strategy, we believe the four to be linked. A balanced approach is required and the ultimate competitive position is found when all are optimized. Competing for growth Winning in the new economy 3
  • 5. What we foundThe new normalWhen we surveyed the market in January 2010, we found that companie

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