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Global Business Outlook Survey of Senior Executives 2013–2014

Published: Jul-2013 | Format: PDF | ICD Research | Number of pages: 126 | Code: MRS - 1398

“Global Business Outlook Survey of Senior Executives 2013-2014” is a new report by ICD Research that analyzes how companies’ procurement expenditures, business strategies, media spend, marketing and sales strategies and practices, and business planning are set to change in 2013-2014. This report gives you access to the category-level spending outlooks, budgets, supplier selection criteria, business challenges, current size of the marketing and advertising budgets and investment opportunities of senior level executives. The report also identifies the future growth of buyers and suppliers, MandA, capital expenditure, staff hiring, and e-procurement. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes.

Introduction and Landscape
Why was the report written


This report is the result of an extensive survey drawn from ICD Research’s exclusive panel of leading global senior level executives from industries such as such as mining, medical devices, food and beverage, packaging, power, airports, oil and gas and pharmaceutical. The report includes key topics such as procurement behaviors and strategies, the current size of the marketing and advertising budgets. Furthermore the report also identifies the threats and opportunities, economic outlook trends, MandA expectations, media channel spending outlooks, media budgets, marketing agency selection criteria, business challenges and confidence among senior level executives across various industries. Most secondary research reports are based on general industry drivers and do not understand the industry executives’ attitude and changing behaviors, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, ICD Research created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the industry

What is the current market landscape and what is changing

Overall, senior level executives anticipate an increase in levels of consolidation with 62% of respondents expecting an increase in MandA activity in 2013.

What are the key drivers behind recent market changes

Cost and demand pressures, repayment of debt, and the potential need to meet new compliance procedures. In addition, quick access to new markets, business expansion, and attempts to increase market share which are easily achievable through MandA are key reasons for increase in consolidation levels according to senior executives.

What makes this report unique and essential to read

“Global Business Outlook Survey of Senior Executives 2013-2014” is a new report by ICD Research that that analyzes how companies’ procurement expenditures, business strategies, media spend, marketing and sales strategies and practices, and business planning are set to change in 2013-2014. This report provides data and analysis on category-level spending outlooks, budgets, supplier selection criteria, business challenges, and investment opportunities of senior level executives. Furthermore it provides the current size of the marketing and advertising budgets and how spending will change, providing insight into global marketing behavior; it also identifies future growth, key consumer trends, MandA, and e-procurement across various industries. This report not only grants access to the opinions and strategies of business decision makers and competitors in the global food and beverage industry, but also examines their actions surrounding business priorities and provides access to information categorized by region and size.

Key Features and Benefits

  • Project industry trends and revenue growth expectations across industries in 2013, and understand business confidence to make informed business decisions.
  • Drive revenues by understanding future product investment areas and key growth regions.
  • Uncover the key challenges and opportunities, and identify the key actions required to maintain and win business.
  • Formulate effective sales and marketing strategies by identifying how companies’ budgets are changing and the direction of spending in the future. Better promote your business by aligning your capabilities and business practices with your customer’s changing needs.
  • Secure stronger customer relationships by understanding the behavior and changing strategies of companies.


Key Market Issues

  • China, Brazil, India and the Middle East are the important emerging markets to offer growth in 2013.
  • ’Market uncertainty’, ’responding to pricing pressure’ and ’cost containment’ remain the leading business concerns for 2013
  • Overall, for 2013, the average size of the annual procurement budget identified by senior level executives across industries is projected at US$81 million, while the annual marketing budget is identified at US$2 million.
  • ’Level of service’, ’price’ and ’proven track record’ remains the leading business concerns across industries in 2013.
  • ’Competitor and market intelligence research’ and ’customer intelligence and analytics’ were identified as the marketing and sales solutions most expected to be invested during 2013.


Key Highlights

  • An analysis of revenue growth expectations by senior level respondents reveals that 55% are ’more optimistic’ about their company’s revenue growth in 2013.
  • A significant percentage of senior level respondents highlighted capital expenditure towards new product development, employee training and IT infrastructure development.
  • Senior level respondents identified ’focus sales efforts on generating new business’, ’trial new and innovative products in the market’ and ’focus sales efforts on existing markets’ as key areas where companies intend to change strategies.
  • A total of 21% of senior level respondents anticipate a minimum of 2% increase of their current workforce in 2013.
  • Survey results show that, senior level respondents identified the US, Singapore, Taiwan and Hong Kong and Canada to offer the highest growth potential among developed countries in 2013-2014. 

1 Introduction
1.1 What is this report about?
1.2 Definitions
1.3 Methodology
1) Online Survey
2) Secondary Research
3) Data Analysis and Report Writing
4) Quality Control
1.4 Profile of Global Senior Level Survey Respondents
2 Executive Summary
3 Global Industry Dynamics - Senior Level Respondents
3.1 Global Senior Level Respondents: Revenue Growth Expectations
3.1.1 Global senior level respondents: revenue growth expectations by region
3.1.2 Global senior level respondents: revenue growth expectations by company turnover
3.2 Global Senior Level Respondents: Change in Company Strategies
3.2.1 Global senior level respondents: change in leading company strategies by region
3.2.2 Global senior level respondents: change in leading company strategies by company turnover
3.3 Global Senior Level Respondents: Merger and Acquisition Activity Expectations
3.3.1 Global senior level respondents: MandA activity expectations by region
3.3.2 Global senior level respondents: MandA activity expectations by company turnover
3.4 Global Senior Level Respondents: Capital Expenditure Estimation
3.4.1 Global senior level respondents: projection of capital expenditure by region
3.4.2 Global senior level respondents: projection of capital expenditure by company turnover
3.5 Global Senior Level Respondents: Planned Change in Staff Recruitment Activity
3.5.1 Global senior level respondents: planned change in staff recruitment activity by region
3.5.2 Global senior level respondents: planned change in staff recruitment activity by company turnover
4 Global Market Growth Outlook - Senior Level Respondents
4.1 Global Senior Level Respondents: Demand in Emerging Markets
4.1.1 Global senior level respondents: demand in emerging markets by region
4.1.2 Global senior level respondents: demand in emerging markets by company turnover
4.2 Global Senior Level Respondents: Growth Expectations in Developed Countries
4.2.1 Global senior level respondents: growth expectations in developed countries by region
4.2.2 Global senior level respondents: growth expectations in developed countries by company turnover
5 Threats and Opportunities - Global Senior Level Respondents
5.1 Global Senior Level Respondents: Leading Business Concerns
5.1.1 Global senior level respondents: leading business concerns by region
5.1.2 Global senior level respondents: leading business concerns by company turnover
5.2 Global Senior Level Respondents: Key Supplier Actions to Maintain and Secure Buyer Business
5.2.1 Global senior level respondents: actions to maintain and secure buyer business by region
5.2.2 Global senior level respondents: actions to maintain and secure buyer business by turnover
6 Global Buyer Expenditure Activity - Senior Level Respondents
6.1 Global Senior Level Respondents: Annual Procurement Budgets
6.1.1 Global senior level respondents: annual procurement budgets by region
6.1.2 Global senior level respondents: annual procurement budgets by company turnover
6.2 Global Senior Level Respondents: Planned Change in Procurement Expenditure
6.2.1 Global senior level respondents: planned change in procurement expenditure by region
6.2.2 Global senior level respondents: planned change in procurement expenditure by company turnover
6.3 Global Senior Level Respondents: Variations in Regional Supplier Prices
6.3.1 Global senior level respondents: variations in regional supplier prices by region
6.3.2 Global senior level respondents: variations in regional supplier prices by company turnover
7 Global Procurement Behaviors and Strategies- Senior Level Respondents
7.1 Global Senior Level Respondents: Critical Success Factors for Supplier Selection
7.2 Global Senior Level Respondents: E-Procurement
7.2.1 Global senior level respondents: e-procurement by region
7.2.2 Global senior level respondents: e-procurement by company turnover
8 Global Suppliers' Marketing Expenditure Activity - Senior Level Respondents
8.1 Global Senior Level Respondents: Annual Marketing Budgets
8.1.1 Global senior level respondents: annual marketing budgets by region
8.1.2 Global senior level respondents: annual marketing budgets by company turnover
8.2 Global Senior Level Respondents: Planned Change in Marketing Expenditure Levels
8.2.1 Global senior level respondents: planned change in marketing expenditure by region
8.2.2 Global senior level respondents: planned change in marketing expenditure by turnover
8.3 Global Senior Level Respondents: Future Investment in Marketing and Sales
8.3.1 Global senior level respondents: planned investment in marketing and sales technologies by region
8.3.2 Global senior level respondents: planned investment in marketing and sales technologies by company turnover
8.4 Global Senior Level Respondents: Future Investment by Media Channels
8.4.1 Global senior level respondents: future investment in media channels by region
8.4.2 Global senior level respondents: future investment in media channels by company turnover
9 Global Marketing and Sales Behaviors and Strategies - Senior Level Respondents
9.1 Global Senior Level Respondents: Key Marketing Aims
9.1.1 Global senior level respondents: key marketing aims by region
9.1.2 Global senior level respondents: key marketing aims by company turnover
9.2 Global Senior Level Respondents: Key Amendments to Marketing Agencies in 2013
9.2.1 Global senior level respondents: key amendments to marketing agencies by region
9.2.2 Global senior level respondents: key amendments to marketing agencies by company turnover
9.3 Global Senior Level Respondents: Critical Factors for Choosing a Marketing Agency
9.3.1 Global senior level respondents: critical factors for choosing a marketing agency by region
9.3.2 Global senior level respondents: critical factors for choosing a marketing agency by company turnover
10 Appendix
10.1 Methodology
10.2 Contact us
10.3 About ICD Research
10.4 Disclaimer


List of Tables

Table 1: Total Senior Level Respondents by Industry Type, 2013
Table 2: Senior Level Respondents by Global Company Turnover (%), 2013
Table 3: Senior Level Respondents by Region (%), 2013
Table 4: Global Senior Level Respondents: Revenue Growth Optimism (%), 2011-2013
Table 5: Global Senior Level Respondents: Revenue Growth Optimism by Region (%), 2013
Table 6: Global Senior Level Respondents: Revenue Growth Optimism by Turnover (%), 2013
Table 7: Global Senior Level Respondents: Change in Leading Company Strategies (%), 2013
Table 8: Global Senior Level Respondents: Change in Leading Company Strategies by Company Turnover (%), 2013
Table 9: Global Senior Level Respondents: Merger and Acquisition Activity Expectations (%), 2011-2013
Table 10: Global Senior Level Respondents: Merger and Acquisition Activity Expectations by Region, 2013
Table 11: Global Senior Level Respondents: Merger and Acquisition Activity Expectations by Company Turnover, 2013
Table 12: Global Senior Level Respondents: Capital Expenditure Estimation (%), 2013
Table 13: Global Senior Level Respondents: Capital Expenditure Estimation by Region (% Increase), 2013
Table 14: Global Senior Level Respondents: Capital Expenditure Estimation by Company Turnover (% Increase), 2013
Table 15: Global Senior Level Respondents: Planned Change in Staff Recruitment Activity (%), 2013
Table 16: Global Senior Level Respondents: Planned Change in Staff Recruitment Activity by Region (%), 2013
Table 17: Global Senior Level Respondents: Planned Change in Staff Recruitment Activity by Company Turnover (%), 2013
Table 18: Global Senior Level Respondents: Demand in Emerging Markets (%), 2013
Table 19: Global Senior Level Respondents: Demand in Emerging Markets by Region (%), 2013
Table 20: Global Senior Level Respondents: Demand in Emerging Markets by Company Turnover (%),
Table 21: Global Senior Level Respondents: Growth Expectations in Developed Countries (%), 2013
Table 22: Growth Expectations in Developed Countries by Region (% Increase), 2013
Table 23: Global Senior Level Respondents: Growth Expectations in Developed Countries by Company Turnover (% Increase), 2013
Table 24: Global Senior Level Respondents: Leading Business Concerns (%), 2013
Table 25: Global Senior Level Respondents: Leading Business Concerns by Region (%), 2013
Table 26: Global Senior Level Respondents: Leading Business Concerns by Company Turnover (%), 2013
Table 27: Global Senior Level Respondents: Securing Buyer Business (%), 2013
Table 28: Global Senior Level Respondents: Securing Buyer Business by Region (%), 2013
Table 29: Global Senior Level Respondents: Securing Buyer Business by Company Turnover (%), 2013
Table 30: Global Senior Level Respondents: Annual Procurement Budgets in US$ (%), 2013
Table 31: Global Senior Level Respondents: Annual Procurement Budgets in US$ by Region (%), 2013
Table 32: Global Senior Level Respondents: Annual Procurement Budgets in US$ by Company Turnover (%), 2013
Table 33: Global Senior Level Respondents: Planned Change in Total Procurement Expenditure (%), 2013
Table 34: Global Senior Level Respondents: Planned Change in Total Procurement Expenditure by Region (%), 2013
Table 35: Global Senior Level Respondents: Planned Change in Total Procurement Expenditure by Company Turnover (%), 2013
Table 36: Global Senior Level Respondents: Variations in Regional Supplier Prices (%), 2013
Table 37: Global Senior Level Respondents: Variations in Regional Supplier Prices by Region (%), 2013
Table 38: Global Senior Level Respondents: Variations in Regional Supplier Prices by Company Turnover (%), 2013
Table 39: Global Senior Level Respondents: Critical Success Factors for Supplier Selection (%), 2013
Table 40: Global Senior Level Respondents: E-Procurement, Level of Implementation (%), 2013
Table 41: Global Senior Level Respondents: E-Procurement, Level of Implementation by Region (%), 2013
Table 42: Global Senior Level Respondents: E-Procurement, Level of Implementation by Company Turnover (%), 2013
Table 43: Global Senior Level Respondents: Annual Marketing Budgets (%), 2013
Table 44: Global Senior Level Respondents: Annual Marketing Budgets by Region (%), 2013
Table 45: Global Senior Level Respondents: Annual Marketing Budgets by Company Turnover (%), 2013
Table 46: Global Senior Level Respondents: Planned Change in Marketing Expenditure (%), 2013
Table 47: Global Senior Level Respondents: Planned Change in Marketing Expenditure Levels by Region(%), 2013
Table 48: Global Senior Level Respondents: Planned Change in Marketing Expenditure Levels by Company Turnover (%), 2013
Table 49: Global Senior Level Respondents: Planned Investment in Marketing and Sales (%), 2013
Table 50: Global Senior Respondents: Planned Investment in Marketing and Sales by Region (%), 2013
Table 51: Global Senior Level Respondents: Planned Investment in Marketing and Sales by Company Turnover (%), 2013
Table 52: Global Senior Level Respondents: Future Investment in Media Channels (%), 2013
Table 53: Global Senior Level Respondents: Key Marketing Aims (%), 2013
Table 54: Global Senior Level Respondents: Key Amendments to Marketing Agencies (%), 2013
Table 55: Global Senior Level Respondents: Key Amendments to Marketing Agencies by Region (%), 2013
Table 56: Global Senior Level Respondents: Key Amendments to Marketing Agencies by Company Turnover (%), 2013
Table 57: Global Senior Level Respondents: Critical Factors for Choosing a Marketing Agency (%), 2013
Table 58: Global Senior Level Respondents: Critical Factors for Choosing a Marketing Agency by Region (%), 2013

 


List of Figures

Figure 1: Global Senior Level Respondents: Revenue Growth Expectation (%), 2011-2013
Figure 2: Global Senior Level Respondents: Revenue Growth Optimism by Region (%), 2013
Figure 3: Global Senior Level Respondents: Revenue Growth Optimism by Turnover (%), 2013
Figure 4: Global Senior Level Respondents: Change in Leading Company Strategies (%), 2013
Figure 5: Global Senior Level Respondents: Change in Leading Company Strategies by Region (%), 2013
Figure 6: Global Senior Level Respondents: Change in Leading Company Strategies by Company Turnover (%), 2013
Figure 7: Global Senior Level Respondents: Merger and Acquisition Activity Expectations (%), 2011-2013
Figure 8: Global Senior Level Respondents: Merger and Acquisition Activity Expectations by Region, 2013
Figure 9: Global Senior Level Respondents: Merger and Acquisition Activity Expectations by Company Turnover, 2013
Figure 10: Global Senior Level Respondents: Capital Expenditure Estimation (%), 2013
Figure 11: Global Senior Level Respondents: Capital Expenditure Estimation by Region (% Increase), 2013
Figure 12: Global Senior Level Respondents: Planned Change in Staff Recruitment Activity (%), 2013
Figure 13: Global Senior Level Respondents: Planned Change in Staff Recruitment Activity by Region (%), 2013
Figure 14: Global Senior Level Respondents: Planned Change in Staff Recruitment Activity by Company Turnover (%), 2013
Figure 15: Global Senior Level Respondents: Top Ten Growth Regions , 2013
Figure 16: Global Senior Level Respondents: Demand in Emerging Markets (%), 2013
Figure 17: Global Senior Level Respondents: Demand in Emerging Markets by Region (%), 2013
Figure 18: Global Senior Level Respondents: Growth Expectations in Developed Countries (%), 2013
Figure 19: Growth Expectations in Developed Countries by Region (% Increase), 2013
Figure 20: Global Senior Level Respondents: Leading Business Concerns (%), 2013
Figure 21: Global Senior Level Respondents: Top Five Leading Business Concerns, 2013-2014
Figure 22: Global Senior Level Respondents: Securing Buyer Business (%), 2013
Figure 23: Global Senior Level Respondents: Annual Procurement Budgets of Buyers in US$ (%), 2013
Figure 24: Global Senior Level Respondents: Annual Procurement Budgets in US$ by Region (%), 2013
Figure 25: Global Senior Level Respondents: Annual Procurement Budgets in US$ by Company Turnover (%), 2013
Figure 26: Global Senior Level Respondents: Planned Change in Total Procurement Expenditure (%), 2013
Figure 27: Global Senior Level Respondents: Planned Change in Total Procurement Expenditure by Region (%), 2013
Figure 28: Global Senior Level Respondents: Planned Change in Total Procurement Expenditure by Company Turnover (%), 2013
Figure 29: Global Senior Level Respondents: Variations in Regional Supplier Prices (%), 2013
Figure 30: Global Senior Level Respondents: Variations in Regional Supplier Prices by Region (%), 2013
Figure 31: Global Senior Level Respondents: Variations in Regional Supplier Prices by Company Turnover (%), 2013
Figure 32: Global Senior Level Respondents: Critical Success Factors for Supplier Selection (%), 2013
Figure 33: Global Senior Level Respondents: E-Procurement, Level of Implementation (%), 2013
Figure 34: Global Senior Level Respondents: E-Procurement, Level of Implementation by Region (%), 2013
Figure 35: Global Senior Level Respondents: E-Procurement, Level of Implementation by Company Turnover (%), 2013
Figure 36: Global Senior Level Respondents: Annual Marketing Budgets (%), 2013
Figure 37: Global Senior Level Respondents: Annual Marketing Budgets by Region (%), 2013
Figure 38: Global Senior Level Respondents: Annual Marketing Budgets by Company Turnover (%), 2013
Figure 39: Global Senior Level Respondents: Planned Change in Marketing Expenditure (%), 2013
Figure 40: Global Senior Level Respondents: Planned Change in Marketing Expenditure Levels by Region (%), 2013
Figure 41: Global Senior Level Respondents: Planned Change in Marketing Expenditure Levels by Company Turnover (%), 2013
Figure 42: Global Senior Level Respondents: Planned Investment in Marketing and Sales (%), 2013
Figure 43: Global Senior Level Respondents: Planned Investment in Marketing and Sales by Region (%), 2013
Figure 44: Global Senior Level Respondents: Planned Investment in Marketing and Sales by Company Turnover (%), 2013
Figure 45: Global Senior Level Respondents: Future Investment in Media Channels (%), 2013
Figure 46: Global Senior Level Respondents: Future Investment in Media Channels by Region (%), 2013
Figure 47: Global Senior Level Respondents: Future Investment in Media Channels by Turnover (%), 2013
Figure 48: Global Senior Level Respondents: Key Marketing Aims (%), 2013
Figure 49: Global Senior Level Respondents: Key Marketing Aims by Region (%), 2013
Figure 50: Global Senior Level Respondents: Key Marketing Aims by Company Turnover (%), 2013
Figure 51: Global Senior Level Respondents: Key Amendments to Marketing Agencies (%), 2013
Figure 52: Global Senior Level Respondents: Key Amendments to Marketing Agencies by Region (%), 2013
Figure 53: Global Senior Level Respondents: Key Amendments to Marketing Agencies by Company Turnover (%), 2013
Figure 54: Global Senior Level Respondents: Critical Factors for Choosing a Marketing Agency (%), 2013
Figure 55: Global Senior Level Respondents: Critical Factors for Choosing a Marketing Agency by Company Turnover(%), 2013

Companies Mentioned

Royal Dutch Shell, Dendreon Corporation, Brasil Foods S.A., Midstates Petroleum, Covidien, Taiwan Taoyuan International Airport, Maersk Oil, UMN Pharma, Stryker Inc., Trauson, PETRONAS Brasil, Teddington, Arca Continental, Tetra Pak, Bolthouse Farms, Entry Point North, Fujitsu, AngloGold Ashanti, Sonoco Protective Solutions, GE Healthcare, Tingyi Holding, Abbot, Starbucks Coffee, Ball Corporation, Essar Power, Reliance Power, Samsung Elsectronics America, Amgen, Cargill, British Petroleum, Ridgemont Iron Ore Corp, Gemina, Gazprom, Baxter International Inc., Vemag, Comar, Blue Knight Energy Partners, Renova Energia, GE Oil and Gas, Siemens Energy, Dassault Systèmes, GE Aviation, Vancive Medical Technologies, PASSUR Aerospace, Colonial Grocers, Patties Foods, Kraft Foods, Vroozi, Inc., Aptuit, Varun Beverages International, Convergys, Amor Group, BCS Group, H.B. Fullera, DDA Medical, Super Supplements, IKA Group, General Electric, Bosch Packaging, AstraZeneca, Ommegang Brewery, Davpack, MCI Solutions, Liberty Power, Atlas Converting Equipment, OgilvyOne

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