A world in transition: PwC s 2017 APEC CEO Survey, November 2017 2017 APEC CEO Survey The United States findings www.pwc.com/apec
Key themes Making of the workforce of the future An operating model for a fluid trade policy environment Outlook for business growth in Asia Pacific region in 2018
Contents Section Slide Who took part? 4 Outlook for business growth 6 Investment intentions, hotspots and barriers 11 Strategising in a new global trade environment 15 Partnering for future success 19 Outlook for business growth in China 22 Managing digital transitions in the workplace 25 Role of APEC 29 Profile of survey respondents 31 3
A world in transition Who took part? A world in transition. Findings from PwC s APEC CEO Survey. November 2017 4
Who took part? 1412 CEOs and industry leaders interviewed... across all 21 APEC economies. Surveyed in6languages Completed via online or paper methodology between May 9 and July 14 2017. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 5
A world in transition Outlook for business growth A world in transition. Findings from PwC s APEC CEO Survey. November 2017 6
Outlook for business growth Confidence in revenue growth over the next 12 months Q1 - How confident are you about your organisation s prospects for revenue growth in your principal economy in APEC over the next 12 months? - 2017 Very confident 43% 46% 37% 51% Somewhat confident 43% Very confident 36% 28% 28% 27% 15% 12% 19% Not very confident 8% 12% 2012 2013 2014 2015 2016 2017 5% 1% Not very confident Not at all confident Base: 132. 2017:1412, 2016: 1154, 2015: 800, 2014: 635, 2013: 467, 2012: 362. [Note: Showing very confident and not very confident for overall only] A world in transition. Findings from PwC s APEC CEO Survey. November 2017 7
Outlook for business growth Confidence change since 2016 Q2 - Compared to a year ago, how has your confidence changed about achieving the following? Launching a new product or service or entering a new line of business CEOs less confident since 2016 17% 9% CEOs more confident since 2016 31% 27% Increasing profit margins in domestic operations in your principal economy 29% 20% 26% 26% Expanding operations in Asia Pacific economies outside your principal economy 13% 18% 26% 24% Increasing profit margins in international operations 18% 21% Increasing exports 21% 16% 16% 18% Securing the talent and skills needed to perform globally 24% 24% 14% 17% Key: Forecasting compliance costs and tax liabilities in your principal economy 26% 23% 15% 17% Base: 132. 1412. [Note: Showing more confident and less confident only] A world in transition. Findings from PwC s APEC CEO Survey. November 2017 8
Outlook for business growth Expectation of US dollar versus other major currencies Q3 - What is your expectation for the exchange rate of US dollar to other major currencies in the next 12 months? 39% 42% Key: 14% 18% 16% 7% 5% 8% 4% 1% 1% Appreciate by 10% or more Appreciate by more than 5% but less than 10% Appreciate by less than 5% Depreciate by less than 5% Depreciate by more than 5% but less than 10% Depreciate by 10% or more Base: 132, Don t know 15%. 1412, Don t know 8%. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 9
Outlook for business growth Expectation of Chinese RMB versus US dollar Q3 - What is your expectation for the exchange rate of Chinese RMB to US dollar in the next 12 months? 30% Key: 25% 25% 8% 3% 11% 13% 16% 13% 9% 5% 3% Appreciate by 10% or more Appreciate by more than 5% but less than 10% Appreciate by less than 5% Depreciate by less than 5% Depreciate by more than 5% but less than 10% Depreciate by 10% or more Base: 132. Don t know 23%. 1412, Don t know 17%. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 10
A world in transition Investment intentions, hotspots and barriers A world in transition. Findings from PwC s APEC CEO Survey. November 2017 11
Investment intentions, hotspots and barriers Global investment intentions Q4 - Thinking of your business investments globally, will your investments increase, stay the same or decrease in the next 12 months? Q5 - What proportion of this increase do you expect to allocate between APEC s 21 economies and the rest of the world? Decrease 4% Allocation of increased investment Decrease 5% Allocation of increased investment Stay the same 47% Increase 46% 65% 35% % of increase to APEC s 21 economies % of increase to rest of world Stay the same 36% Increase 55% 71% 29% % of increase to APEC s 21 economies % of increase to rest of world Base: Q4-132. Don t know 3%. 1412, Don t know 3%. Q5-55. 677. [Note: Showing mean score] A world in transition. Findings from PwC s APEC CEO Survey. November 2017 12
Investment intentions, hotspots and barriers Top ten APEC economies for planned increases in cross-border investments Q6 - Now thinking of your footprint in APEC economies, will your business investments increase, stay the same or decrease over the next twelve months in each of the APEC economies? Top 10 APEC economies to receive increased cross-border investment over the next 12 months (net increase) Viet Nam People s Republic of China Indonesia The United States 47% 46% 45% 44% Thailand Japan Hong Kong, China Singapore Malaysia 36% 35% 33% 31% 31% Australia 30% Q6: Now thinking of your footprint in APEC economies, will your business investments increase, stay the same or decrease over the next twelve months in each of the APEC economies? Base: Cross-border investment - 379-552. Net increase refers to % increasing their investment minus % decreasing their investment. Increasing includes those currently investing in the economy with plans to increase AND those planning to invest in the economy for the first time minus those who will decrease their investment. Percentages recalculated on respondents with a footprint in each relevant economy only A world in transition. Findings from PwC s APEC CEO Survey. November 2017 13
Investment intentions, hotspots and barriers Global footprint Q9 - Now thinking of your global footprint, do you expect it to expand, stay the same or retreat over the next 3 years? Retreat 8% Retreat 3% Stay the same 35% Expand 55% Stay the same 30% Expand 63% Base: 130, Don t know 2%. 1333, Don t know 3%. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 14
A world in transition Strategising in a new global trade environment A world in transition. Findings from PwC s APEC CEO Survey. November 2017 15
Strategising in a new global trade environment Progress towards free trade across the Asia Pacific region in the last 12 months Q10 - How would you assess the progress that has been made towards free trade across the Asia Pacific region in the last 12 months? 48% 53% Key: 13% 25% 15% 6% 3% Progress has been significant Progress has been slow Progress has stalled Progress has been reversed Base: 130. Don t know 8%. 1331, Don t know 7%. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 16
Strategising in a new global trade environment Changes to global trade environment Q7 Which of the following changes have you experienced and expect to experience in the global trade environment in the last 12 months/next 12 months? An increase in barriers to employing foreign labour Last 12 months 21% 23% Next 12 months 30% 35% An increase in barriers to providing or receiving services across borders 18% 20% 29% 31% An increase in barriers to moving goods across borders 19% 15% 25% 34% An increase in barriers to investing in another economy 20% 19% 24% 25% A decrease in revenue opportunities due to stalled or collapsed trade agreement 15% 16% 23% 21% An increase in barriers to moving data across borders 16% 15% 23% Key: An increase in revenue opportunities due to a new trade agreement 12% 14% 27% Base: 131. Don t know 11%-15%, None of the above 15%-27%. 1375, Don t know 9%, None of the above 15%-26%. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 17
Strategising in a new global trade environment How are CEOS adapting to secure growth overseas? Q8 - To what extent will you adapt to secure growth in overseas markets given your view on policy directions in trade? Not at all To some extent To a great extent Conduct more value-add activities domestically 16% 12% 45% 43% 18% 25% Conduct more domestic sourcing and manufacturing 18% 15% 38% 39% 21% Re-prioritise economies and markets for investment 19% 13% 48% 45% 12% Rely more on business partnerships/joint ventures 21% 14% 42% 49% 20% Increase business activity in economies with established bilateral ties 14% 12% 44% 47% 18% 21% Make more use of foreign financing sources 29% 35% 40% 10% 16% Shift to a build where you sell global model 26% 21% 33% 35% 15% 15% Increase use of Foreign Trade Zones Rely more on acquisitions Make more use of foreign procurement offices 26% 20% 23% 28% 23% 24% 33% 33% 34% 41% 44% 12% 15% 8% 13% 15% 14% Key: Base: 130. Don t know 6%-16%, Not applicable 9%-. 1336-1337, Don t know 5%-10%, Not applicable 9%-. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 18
A world in transition Partnering for future success A world in transition. Findings from PwC s APEC CEO Survey. November 2017 19
Partnering for future success Top 5 factors for selecting a strategic partner/joint venture Q13 - Please rank the top 5 attributes you think are most important when considering a strategic partner/joint venture. Transparent governance and operations Industry / Marketing expertise / Transparent governance and operations* Product / Service quality and price - Industry / Marketing expertise Product / Service quality and price Managerial talent Managerial talent Delivery and distribution capabilities / IT systems are interoperable and secure * Delivery and distribution capabilities Note: * indicates joint ranking Base: 130. Don t know 2%. 1323, Don t know 2%. [Note: Showing rank based on index analysis, excludes don t know and other responses] A world in transition. Findings from PwC s APEC CEO Survey. November 2017 20
Partnering for future success Top 5 factors for selecting a supplier Q14 - Please rank the top 5 attributes you think are most important when considering a supplier. Product / Service quality and price Product / Service quality and price Delivery and distribution capabilities Delivery and distribution capabilities Transparent governance and operations Industry / Marketing expertise* / Transparent governance and operations* Design and technology capabilities - Industry / Marketing expertise Design and technology capabilities Note: * indicates joint ranking Base: 130. Don t know 3%. 1320, Don t know 5%. [Note: Showing rank based on index analysis, excludes don t know and other responses] A world in transition. Findings from PwC s APEC CEO Survey. November 2017 21
A world in transition Outlook for business growth in China A world in transition. Findings from PwC s APEC CEO Survey. November 2017 22
Outlook for business growth in China Industry sector outlook for China s economy over the next 3 years Q11 Considering the outlook for the People s Republic of China s economy, what is your estimation of the average annual growth rate for your industry in China over the next 3 years? Industrial Consumer Technology 31% 29% 29% Financial Services Professional Services 25% 24% 24% 23% 19% 19% 18% 18% 19% 11% 14% 8% 13% 12% 12% 11% 10% 9% 9% 13% 2% 1% 4% 0% 3% Below 2% 2% to less than 4% 4% to less than 6% 6% to less than 8% 8% to less than 10% 10% or above Base: Industrial 528, Don t know 8%. Consumer 278, Don t know 7%. Financial Services 220, Don t know 9%. Technology 142, Don t know 5%. Professional Services 60, Don t know 17% A world in transition. Findings from PwC s APEC CEO Survey. November 2017 23
Outlook for business growth in China Strategies for doing business in China Q12 Considering your outlook for your organisation in the People s Republic of China, which of the following strategies, if any, do you plan to undertake over the next 3 years? Increase collaboration with partners in China Develop new products and services for existing markets in China Expand geographically within China Focus on building brand in China 25% 40% 42% 38% 38% 36% 33% 35% Develop products and services for different end-markets in China Shift investments to technologies that create new revenue streams or new business models in China Shift investments to technologies that reduce cost, increase flexibility in China 14% 19% 29% 27% 28% 25% Key: Diversify outside of China Mergers and acquisitions (M&A) in China Base: 81, Don t know 9%. 638, Don t know 5%. 19% 21% 23% 31% A world in transition. Findings from PwC s APEC CEO Survey. November 2017 24
A world in transition Managing digital transitions in the workplace A world in transition. Findings from PwC s APEC CEO Survey. November 2017 25
Managing digital transitions in the workplace Current digital workforce strategies Q15 Which of the following workforce strategies are you currently using to adapt to and profit in an increasingly digital age? Automating certain functions in our organisation 53% 58% Greater use of technologies for remote operations 49% 47% Identifying workers who are skilled at using new automation tools 37% 41% Investing in machine learning and emerging technologies 37% 40% Wholesale training of workforce in ways to use data 26% 33% Moving to new structures of employment including more gig talent and outsourced labour 24% 29% Making acquisitions principally to acquire talent 16% 24% Key: Base: 130. Don t know 2%, None of the above 6%, Other 2%. 1314 Don t know 2%, None of the above 4%, Other 1%. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 26
Managing digital transitions in the workplace Top 5 digital workforce strategies over the next three years Q16 Please rank the top 5 workforce strategies that you believe will be the most effective for your organisation to adapt to and profit in an increasingly digital age over the next three years. Automating certain functions in our organisation Automating certain functions in our organisation Greater use of technologies for remote operations / Investing in machine learning and emerging technologies* Identifying workers who are skilled at using new automation tools / Greater use of technologies for remote operations / Investing in machine learning and emerging technologies* - - Identifying workers who are skilled at using new automation tools - Wholesale training of workforce in ways to use data Wholesale training of workforce in ways to use data Note: * indicates joint ranking Base: 130, Don t know 2%. None of the above 2%. 1308 Don t know 2%, None of the above 1%. [Note: Showing rank based on index analysis, excludes don t know and other responses] A world in transition. Findings from PwC s APEC CEO Survey. November 2017 27
Managing digital transitions in the workplace Top 3 most effective ways CEOs can help workers adapt to automation and jobs rebalancing Q18 In your view, what are the most effective ways to help all workers in APEC economies adapt to an era of greater automation and jobs rebalancing? Increase business investment in employees continuous learning Increase business investment in employees continuous learning Increase private sector investment in education systems Increase private sector investment in education systems Expand policies that support labour market flexibility / Enhance industry-driven collaboration / Expand incentives for individualdirected upgrading of skills through use of incentives* Expand policies that support labour market flexibility Note: * indicates joint ranking Base: 130. Don t know 2%. 1300 Don t know 3%. [Note: Showing rank based on index analysis, excludes don t know and other responses] A world in transition. Findings from PwC s APEC CEO Survey. November 2017 28
A world in transition Role of APEC A world in transition. Findings from PwC s APEC CEO Survey. November 2017 29
Role of APEC What do CEOs consider APEC s role to be? Q20 - In addressing the following priorities, what should APEC s role be? 50% 26% 8% 5% Free trade among APEC economies 60% 11% 3% 26% 41% 14% 8% Free flow of investments 41% 38% 15% 3% 25% 35% 18% 8% Alignment of member economies standards 37% 37% 17% 4% 18% 35% 18% 6% Accelerate economic integration of MSMEs 30% 36% 21% 4% 16% 40% 23% 8% Labour mobility 30% 37% 6% 18% 44% 13% 9% Building governmental institutional capacity 28% 42% 19% 6% 18% 35% 31% 6% Reskilling the workforce for the digital age 27% 39% 26% 5% 20% 29% 18% 15% Food security 27% 35% 10% 21% 30% 24% 8% Energy security 26% 38% 23% 7% 15% 40% 20% 9% Supply chain resilience 23% 41% 23% 6% Base: 130. Don t know 11%-. 1299, Don t know 3%-9%. Key: Lead Advisor Incubator of ideas No specific role A world in transition. Findings from PwC s APEC CEO Survey. November 2017 30
A world in transition Profile of survey respondents A world in transition. Findings from PwC s APEC CEO Survey. November 2017 31
Profile of survey respondents Profile of survey respondents Gender 15% 85% Sector 33% 39% 27% 21% 14% 17% 11% 10% 7% 4% 8% 8% 15% 85% Industrial Consumer Financial Services Technology Professional Services Other Revenue Ownership structure 65% 51% 54% 11% 36% 24% 26% 38% 30% 27% 5% 9% 5% 4% 5% 8% < US$500million US$500 million to < US$2.5billion US$2.5 billion or greater Private More than 50% publicly owned More than 50% owned by a financial institution More than 50% government owned None of the above / Mixed ownership Principal role My organisation most identifies with. 46% 59% 52% 39% 42% 45% 31% 35% 24% Executive at the highest decision-making level Head of department or business unit The economy in which it is headquartered The region in which most operations are located No specific economy or region; my company is a global company Base: 130-132. 1297-1412 Key: A world in transition. Findings from PwC s APEC CEO Survey. November 2017 32
Profile of survey respondents Region of global headquarters D1 - Which region are your ultimate global headquarters based in? Russia and CIS North America (including Canada, Mexico & Caribbean) 75% 20% Europe 11% 12% 0% 4% Asia Pacific (including India) Middle East 11% 53% 1% 0% Central and South America Africa 0% 0% 2% 9% Key: Base: 132. 1412 A world in transition. Findings from PwC s APEC CEO Survey. November 2017 33
Profile of survey respondents Leading company in organisation s competitive set D9 - Thinking about your competition over the next 3-5 years, which would you characterise as the leading company in your competitive set? A multinational company from a developed economy 32% 45% A regional leader in APEC economies 8% A multinational company from an emerging economy 13% 19% A national leader in my home economy 17% A local leader 5% 5% Key: Base: 130, Don t know 3%, None of the above 3%. 1297, Don t know 2%, None of the above 3%. A world in transition. Findings from PwC s APEC CEO Survey. November 2017 34
Further information We surveyed industry leaders from 9 May to 14 July 2017 for the PwC 2017 APEC CEO Survey. We also conducted in-depth interviews with CEOs and other top corporate officers and business specialists. We used an online and paper methodology to achieve 1412 valid responses from CEOs and industry leaders, with responses scored from each of the 21 APEC economies. The 21 APEC member economies are: Australia, Brunei Darussalam, Canada, Chile, People's Republic of China; Hong Kong, China; Indonesia, Japan, Republic of Korea, Malaysia, Mexico, New Zealand, Papua New Guinea, Peru, The Philippines, Russia, Singapore, Chinese Taipei, Thailand, The United States and Viet Nam. This multilingual survey was made available in six languages: English, Simplified Chinese, Vietnamese, Japanese, Korean and Spanish. Note: Not all figures add up to 100% due to rounding. For enquiries about the research methodology, please contact: Cliona O Beirne PwC Research Cliona.a.obeirne@pwc.com +4428 90 41 5229 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. 2017 PricewaterhouseCoopers LLP. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers LLP which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.