Up close and professional: the family factor Family Business Survey Singapore

Transcription

1 Up close and professional: the family factor Family Business Survey Singapore Ng Siew Quan Entrepreneurial and Private Clients Leader 23 October 2014

2 Family Business Survey 2014 Methodology 2,378 semi-structured interviews conducted with family businesses with a sales turnover > $5m across 42 countries / regions Interviews conducted by telephone from London in local language by native speakers supplemented by online and administered interviews in some markets 30% Interviews conducted between 29 th April and 1 st August Interviews averaging 36 minutes although this varied by market and some lasted longer than an hour! Profile of business slightly bigger than in with sales turnover > $100m Family Business Survey

3 2,378 interviews conducted in 42 markets / regions North America Canada = 73 USA = 152 Latin America Brazil = 121 Mexico = 122 Peru = 81 Western Europe Austria = 50 Belgium = 72 * Denmark = 6 Germany = 101 Ireland = 99 Italy = 120 Malta = 63 Netherlands = 75 Spain = 37 * Sweden = 73 Switzerland = 105 Turkey = 71 UK = 113 Eastern Europe CEE = 24 Romania = 60 Russia = 57 Middle East and Africa Kenya = 62 Middle East = 40 * Nigeria = 14 South Africa = 105 Asia and Pacific Australia = 90 China = 32 Hong Kong = 52 India = 65 Indonesia = 30 Malaysia = 50 New Zealand = 50 Singapore = 53 Taiwan = 60 3

4 The voice of 420 family businesses in Asia Pacific with a combined turnover of approx US$70 billion China (32) Taiwan (60) Hong Kong (52) Singapore (53) Malaysia (50) Indonesia (30) Australia (90) New Zealand (50) 4

5 The family business outlook in Asia Pacific Growth in last year Growth ambition Non-family members on board Next Gen working in company Sales growth 65% Reduction 18% Grow aggressively 19% Grow steadily 68% 65% 51% Strongest growth China, Indonesia, Taiwan, NZ More ambitious than global average More evident in China, Indonesia, Singapore Lower than global average esp. in China, high n Taiwan Procedures in place to deal with conflict Successor chosen Robust and documented succession plan Future plans for the business 72% 34% 11% Pass management to next gen Pass an ownership Sell/float 34% 32% 26% Well below global average esp.in Hong Kong Higher in Malaysia, lower in China Only 1 in 10 have a robust plan in place Higher % plan to sell or float esp. in China, Australia, Singapore 5

6 Family business survey: Singapore snapshot Sales growth 72% Reduction 21% Growth in last year 79% Non-family members on board 75% Procedures in place to deal with conflict Grow aggressively 19% Grow steadily 60% Growth ambition 53% Next Gen working in company 40% Successor chosen Pass management to next gen Pass an ownership 34% 25% At a glance Strong growth in last 12 months; modest ambition for next 5 years Talent and succession planning are the key challenges faced Less positive about the advantages of being a family business Less procedures in place to deal with family conflict A higher percentage plan to sell/float the business Many recognise the importance of embracing digital transformation Top internal challenges Need to innovate to keep ahead Sectors interviewed Manufacturing 26% Wholesale Construction Professional services / Mining & utilities Others (Transport, retail etc.) Top external challenges Price competition 15% 11% 9% 39% Operating in increasingly international environment 11% Sell/float 32% Containing costss Robust and documented succession plan Future plans for the big 6

7 Main Findings Performance & challenges Family involvement & succession planning Main Findings How family businesses differ Going global Digitalisation & emerging global trends 7

8 Main Findings a. Performance and cha allenges 8

9 Growth performance relatively strong but ambitions have generally declined Last year Next five years Growth in last financial year Growth Aims (Next five years) 28% 19% 12% 15% Grow quickly & aggressively Sales Growth 58% 72% 65% 65% 62% 60% 69% 70% Grow steadily Sales Reduction 24% 21% 19% 18% % 17% 16% 13% Consolidate 0% 2% 2% 1% Shrink % of Singapore family businesses predicting growth are confident of achieving it 9

10 Family businesses in China, India and Middle East are more likely than average to be seeking quick and aggressive growth LOOKING TO GROW QUICKLY / AGGRESSIVELY BY MARKET China Middle East India Kenya Russia South Africa CEE Singapore Australia New Zealand Mexico USA Malaysia Belgium Spain Romania Hong Kong Netherlands Turkey Peru Ireland Taiwan Canada Brazil UK Italy Sweden Switzerland Germany Malta Austria 2% 6% 5% 5% 23% 21% 21% 19% 18% 17% 17% 16% 16% 14% 14% 13% 13% 12% 11% 11% 10% 10% 10% 9% 9% 8% 8% 32% 40% 40% 57% Western Europe: 8% Eastern Europe: 18% North America: 14% Latin America: 13% Middle East/Africa: 24% Asia Pacific: 22% BRIC: 25$ MINT: 14% 10

11 On staying ahead in a tougher environment It is clear that there are new challenges; the economy is a colder and harder place for the family firm, competition is more intense, price pressure is growing, and the speed of change continues to accelerate. In this climate, family businesses accept they will have to adapt faster, innovate earlier, and become far more professional in the way they run their operations. (Ng Siew Quan, Entrepreneurial and Private Clients Leader, Singapore) 11

12 Challenges faced in the business? professionalising Attracting new employees with better skill sets or providing training to existing employees to provide needed skills. (USA, 2 nd Generation) 12

13 Challenges faced in the business? professionalising We need to be more digital and get in the right leadership talent and we need to have a well trained workforce. (Singapore, 2nd Generation) 13

14 Challenges faced in the business? professionalising Key positions in organisation are held by professionals and top positions are held by family members. Family members are giving up their roles to professionals. This transition needs to happen properly. (India, 2nd Generation) 14

15 Challenges faced in the business? professionalising It is all tied up with the family succession plan, formalising arrangements with the family, setting up a family office, family agreement that sort of stuff, which we are doing. (Australia, 2nd Generation) 15

16 The need to professionalise is seen as more of a challenge in regions outside Western Europe and North America % AGREE THE NEED TO PROFESSIONALISE THE BUSINESS IS A CHALLENGE BY MARKET Taiwan Russia China Peru Turkey CEE Belgium Italy Romania Middle East Kenya Mexico Singapore Brazil Hong Kong Malaysia Netherlands Sweden Switzerland India Australia Austria UK Ireland South Africa Malta Germany Spain New Zealand USA Canada 37% 36% 35% 34% 34% 30% 29% 29% 29% 28% 27% 23% 20% 19% 54% 53% 51% 51% 50% 50% 48% 47% 47% 46% 46% 44% 43% 61% 60% 58% 73% Western Europe: 36% Eastern Europe: 55% North America: 20% Latin America: 49% Middle East/Africa: 41% Asia Pacific: 44% BRIC: 48% MINT: 49% 16

17 Key critical issues a summary Staff : Skills & Capabilities Training and refreshing skills of existing staff to better meet current business challenges Attracting the right external talent & having to compete with bigger corporations Gaining skills required for international expansion and (digital) innovation Family: Management & Succession Training & up-skilling the next generationn Formalising agreements & the process of succession Bringing in external/professional management & widening the talent base utilised 17

18 Main Findings b. Going global 18

19 Strong reliance on exports The new countries for exports will primarily be in Asia Pacific Next five years Avg. % of sales = International (based on all i.e. all exporting and nonexporting businesses) Currently In 5 years time 56% 64% Countries/regions seeing biggest increase in five years (Singapore)? Asia Pacific Americas Middle East/Gulf 22% 16% 80% USA: 11% Brazil: 9% China: 38% Indonesia: 22% Malaysia: 13% India: 13% Thailand: 9% Europe 11% 25% 32% Africa No new countries 0% 9% Slide 19

20 There are some big differences by family business currently export country in terms of how much INTERNATIONAL SALES AS A % OF TOTAL SALES (BY MARKET) Singapore Austria CEE Taiwan Hong Kong Spain Italy Netherlands Belgium Switzerland Turkey Germany India Kenya New Zealand Sweden Malaysia Ireland Romania Malta Peru Middle East South Africa China Mexico UK Canada Russia Australia USA Brazil 16% 21% 16% 11% 15% 16% 12% 15% 13% 8% 11% 10% 6% 4% 38% 39% 38% 37% 39% 31% 32% 30% 25% 25% 28% 21% 25% 14% 6% 10% 13% 9% 6% 10% 6% 7% 10% 3% 3% 57% 54% 50% 50% 54% 10% 6% 6% 10% 9% 4% 9% 5% 9% 5% 7% 6% 0% 12% 9% 7% 7% 4% Exports now Increase in 5 years Western Europe: 32% + 6% Eastern Europe: 19% + 11% North America: 11% + 4% Latin America: 11% + 8% Middle East/Africa: 20% + 10% Asia Pacific: 31% + 6% BRIC: 13% + 6% MINT: 24% + 10% 20

21 Main Findings c. How family business ses differ 21

22 Globally, family businesses believe they have stronger values than other businesses and this belief also grows as the business passes through the generations Agreement with statements about family businesses and society 1 st Gen 2 nd Gen 3 rd + Gen Strong sense of responsibility to support employment 77% 76% The culture/values tends to be stronger 73% 78% Do all they can to retain staff, even in the bad times 72% 81% Strong sense of responsibility to support community initiatives 59% 70% Higher than average About average Lower than average 22

23 However, Singapore is less positive about this. % agreeing with statements about how family businesses differ to other businesses Strong sense of responsibility to support employment 72% 76% Do all they can to retain staff, even in the bad times 64% 72% The culture/values tends to be stronger 55% 73% Strong sense of responsibility to support community initiatives 47% 59% 23

24 To what extent is it an advantage, being a family business in Singapore? % agreeing with statements about how family businesses behave Decision making is more streamlined / faster Measure success differently not just profit / growth 58% 64% 69% 71% Less open to new thinking and ideas More entrepreneurial Re-invent themselves with each generation Play an important role in job creation Were able to withstand the recession better Add stability to a balanced economy Take a longer term approach to decision making Take more risks 51% 36% 47% 59% 47% 56% 45% 43% 47% 42% 40% 55% 40% 38% 73% 78% Harder to benefit from recovery (due to capital access issues) 25% 34% 24

25 Intangible values in a family business In Singapore, the value of family businesses goes beyond the monetary often playing a significant role in building the Singapore brand. In addition, these business owners continue to feel a strong sense of responsibility to supporting employment and retaining staff even in bad times. While 73% of global respondents agreed that family businesses add stability to a balanced economy, only 42% of respondents in Singapore thought so. (Ng Siew Quan, Entrepreneurial and Private Clients Leader, Singapore) 25

26 Main Findings d. Family involvement & succession planning 26

27 Family involvement: Singapore s next generation leaders Family Next Generation involvement in businessess % have Next Gen family members working as Senior Executives within the company 36% 43% Any next gen working for business 53% % have Next Gen family members working within the company, but not as senior executives 23% 28% 55% % have Next Gen family members who don t work for the company but have company shares 15% 23% % have Next Gen family members who don t work for the company or have shares, but are recompensed in other ways 2% 7% 27

28 The future of Singapore s family businesses Future plans Pass on management to next generation 34% 40% Sell/float Pass on ownership but bring professional management in 20% 25% 32% 32% Breakdown in Singapore Sell to private equity investors: 17% Sell to another company: 13% Sell to management team: 9% Flotation / IPO: 8% Don't know 9% 8% Other 0% 1% 28

29 Although almost two thirds of businesses have some sort of succession plan, only 11% of family businesses in Singapore have a succession plan in place that is robust and documented Succession plan for key senior roles? % with a succession plan in place for at least some senior roles All senior roles 15% 16% Most senior roles 18% 25% 62% 53% Small number of senior roles 23% 20% None 38% 44% 29

30 A quarter of family businesses in Singapore do not have any procedure in place to deal with family members issues/conflict (higher than the global average: 17%) Procedures in place Measuring and appraising performance Shareholders agreement 39% 43% 49% 54% Entry and exit provision 23% 33% Incapacity and death arrangements Third party mediator 21% 21% 27% 43% Conflict resolution mechanisms 15% 27% Family council 8% 32% Family constitution 2% 22% Nothing 17% 25% 30

31 Making a success of succession A plan that is not written down is not a plan; it s just an idea. And this is an issue family firms must address with the same commitment and energy as they are devoting to professionalising other aspects of the business. Because without it, the whole enterprise is at stake. This could be why more family businesses surveyed here are indicating that they plan to sell. If the business owners are not confident of their succession planni ing, the easier option would be to liquidate and exit the market. (Ng Siew Quan, Entrepreneurial and Private Clients Leader, Singapore) 31

32 Main Findings e. Digitalisation and em merging global trends 32

33 Family businesses in Romania and China are more likely to feel they understand the tangible benefits of moving to digital % AGREE UNDERSTAND THE TANGIBLE BUSINESS BENEFITS OF MOVING TO DIGITAL AND HAVE A REALISTIC PLAN FOR MEASURING THEM (BY MARKET) Romania China Kenya India Malaysia Mexico Taiwan South Africa New Zealand Singapore Spain Middle East Netherlands Turkey Australia Austria Russia Hong Kong Germany Sweden Switzerland Peru USA Italy Malta Brazil Belgium Ireland UK Canada 38% 53% 53% 53% 53% 53% 53% 52% 51% 49% 45% 45% 69% 69% 69% 67% 67% 63% 62% 60% 59% 59% 59% 58% 57% 56% 55% 54% 80% 77% Western Europe: 52% Eastern Europe: 68% North America: 48% Latin America: 58% Middle East/Africa: 63% Asia Pacific: 64% BRIC: 59% MINT: 65% 33

34 Singapore recognises the importance of digital transformation % agreeing with statements about the digital world Need to adapt organisation to an increasingly digital world 72% 72% Moving to digital will help raise organisational awareness 64% 72% Understand the tangible business benefits of moving to digital and have a realistic plan for measuring them 60% 57% Attracting talent to undertake the conversion to digital is at the top of our agenda 43% 57% 34

35 Global trends that will transform business over the next 5 years trend ranked 1 st by market Resource scarcity and climate change Global megatrend Demographic Shift in global Technological ranked 1 st by market Shifts economic power advances All Markets 13% 19% 16% 39% 10% Urbanisation Australia 17% 13% 9% 39% 19% Austria 16% 26 6% 26% 26% 6% Belgium 11% 18% 22% 31% 17% Brazil 9% 27% 19% 36% 8% Canada 23% 14% 14% 40% 8% China 7% 10% 10% 67% 7% Germany 36% 13% 17% 31% 4% Hong Kong 11% 20% 7% 46% 15% India 8% 18% 11% 42% 22% Ireland 9% 15% 25% 36% 12% Italy 8% 31% 11% 44% 4% Kenya 15% 11% 8% 44% 21% Malaysia 13% 18% 27% 18% 24% Malta 13% 19% 8% 52% 8% Mexico 11% 19% 14% 43% 13% Middle East 14% 14% 11% 32% 7% Netherlands 9% 19% 27% 43% 0% New Zealand 19% 13% 6% 46% 13% Peru 10% 19 9% 21% 41% 10% Romania 8% 25% 10% 50% 5% Russia 18% 19% 9% 44% 9% Singapore 14% 23% 14% 42% 5% South Africa 10% 13% 23% 37% 16% Spain 32% 14% 22% 27% 5% Sweden 4% 19% 26% 40% 8% Switzerland 9% 25% 15% 43% 8% Taiwan 7% 42% 8% 32% 12% Turkey 6% 23% 23% 34% 11% UK 11% 15% 20% 41% 10% USA 24% 11% 15% 42% 6% 35

36 Summary Family businesses remain a dynamic and resilient segment However, with growing competition, increasing price pressures and an accelerating speed of change, family businesses will have to create a culture of innovation Succession is more hazardous than ever, with only 16% globally and 11% locally claiming to have a robust succession process Almost a third (32%) of Singapo ore respondents indicated plans to sell or float the business 36

37 Contact Ng Siew Quan Entrepreneurial and Private Cli ients Leader

38 Thank you This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it PricewaterhouseCoopers LLP. All rights reserved. In this document, refers to PricewaterhouseCoopers LLP which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. 38