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Competing for growth: Winning in the new economy - Competing for growth: the framework - EY - Global

Competing for growth framework

Our research shows that high-performing companies are significantly ahead of their competitors in four critical areas.

Emerging markets are growing, but there is a significant variation in performance across them.

Companies across all sectors and markets are expecting the new economy to be even more competitive than the old over the next two years, according to our survey of 1,400 executives from around the world.

The increased competitive pressure extends across the value chain for labor, input materials and capital. And those from emerging markets expect competitiveness to increase the most, as companies from developed markets enter and local players intensify their focus.

Competition in the new economy is dynamic and being shaped by four macro–economic factors which, while not new, have a significantly more pronounced importance than before.

Market variation has increased

Emerging markets are growing, but there is a significant variation in performance across them. Similarly, some developed markets are doing better than expected, whereas others are struggling or continuing to decline.

The same variation in performance and forecast is true for market segments. There is a general re-emergence of increasingly cost-conscious buyers, but some luxury segments continue to thrive.

Old purchase patterns are under pressure. Boundaries between buyer groups overlap and change, challenging the go-to-market assumptions of even the most established players.

The market is more volatile

Product life cycles continue to shorten as innovation is increased. Economic forecasts are being changed and measurements corrected on a quarterly basis — across almost all markets. This volatility is placing increased pressure on the supply chain, which must now accommodate rapid change.

There is pressure on margins

Expectations of price increases in the future are currently low — almost 60% of respondents expect a price rise that either only matches inflation or is below inflation.

At the same time, many executives are experiencing both price erosion in their market and increased costs — for input and labor — in their production, raising on-going questions about their financial viability.

Stakeholders are nervous

Attracting and retaining talent remains a problem with vastly divergent approaches to staffing levels, both through the downturn and in the emergence of the new economy.

Competing for growth framework

Capital seems limited and there is caution about the risks that are faced, the new regulation that is almost certain to come and the fiscal retrenchment that is being implemented. There are growing demands for greater transparency and improved governance.

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.


Video: Jay Nibbe

EY Deputy EMEIA Managing Partner - Markets, Jay Nibbe: "our clients say there are huge lessons for them to learn".

Video: Andrew Shaylor on CNBC

EY EMEIA Markets Director Andrew Shaylor discusses the key findings of our “Competing for growth” survey on CNBC, including one surprising point.

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