2016-05-24-KPMG-毕马威全球制造业前景_2016_调查报告_36页_2mb

Global Manufacturing Outlook Summary

Core Content

This report, titled Global Manufacturing Outlook, explores the challenges and strategies industrial manufacturers face in achieving growth in a competitive market. It highlights the importance of innovation, strategic investments, and the need for agility in response to market changes and technological advancements. The report is based on a survey of 360 senior executives from six industry sectors and includes insights from KPMG professionals and industry leaders.

Main Points

1. Growth is a top priority

• Winners and losers: Manufacturers are highly competitive, and with limited market growth, there will be winners and losers.
• Aggressive strategies: Over half of the respondents categorized their growth strategies as "aggressive," with more than one-in-six being "very aggressive."
• Asia's role: Asian manufacturers, especially in Japan and China, are more likely to pursue aggressive growth strategies.

2. Focus on organic growth

• Preference for organic growth: 61% of respondents prefer organic growth over M&A, with Asian countries showing a higher inclination towards M&A.
• Speed to market: Despite the preference for organic growth, manufacturers expect to see results within 3 years.

3. Entering new geographic markets

• Expansion efforts: 87% of manufacturers have entered new geographic markets in the past 2 years, and 92% plan to do so in the next 2 years.
• Cost and market access: The primary drivers for international investments are cost reduction (43%) and market access (34%).
• Emerging markets: India and China are leading in international investment for market access, with 44% and 47% of respondents respectively.

4. Strategic investments in new products and services

• Innovation focus: Manufacturers are investing in new or improved products and services to drive growth.
• Breakthrough innovations: Over half of the respondents plan to make significant investments in new products, while 39% plan to launch new services.
• Customer-centric approach: Successful product and service development requires understanding the customer's value chain and leveraging enterprise capabilities to deliver real value.

Key Takeaways

• Growth is a high priority: 74% of manufacturers expect growth to be a high priority over the next two years.
• Aggressive strategies: Manufacturers are adopting aggressive growth strategies to capture market share.
• Organic growth preference: While M&A is still a strategy, there is a strong preference for organic growth.
• Geographic expansion: Entering new markets is a key strategy, particularly in Asia.
• Technology and innovation: Leveraging technology and innovation is essential for creating new value and maintaining competitiveness.

About the Survey

• Methodology: Conducted in early 2016 by Forbes Insights, the survey included 360 senior executives from six industry sectors.
• Geographic distribution: Respondents were fairly evenly distributed across the Americas, Europe, and Asia.
• Interviews: KPMG International conducted interviews with leading manufacturers to provide context to the survey findings.

Industry Insights

Doug Gates

• Role: Global Sector Chair, Industrial Manufacturing and Head of Aerospace and Defense at KPMG.
• Key Insight: Asian manufacturers are expected to intensify their efforts to capture market share, leading to increased competition.

Tom Mayor

• Role: Principal, Strategy Practice Industrial Manufacturing at KPMG in the US.
• Key Insight: Manufacturers must focus on adding new value to customers and using available technologies to deliver that value quickly.

Erich L. Gampenrieder

• Role: Global Head of Operations Advisory and Global Head of Operations Center of Excellence at KPMG.
• Key Insight: Disruptive business models often integrate technologies and strategies from multiple sectors, necessitating collaboration with new and traditional players.

Dr. Nicholas Griffin

• Role: Head of the KPMG Global Strategy Group.
• Key Insight: Sector convergence is creating new opportunities and threats, and manufacturers need to be bold in their strategies and have a clear vision for the future.

In Their Words

GE Digital: Digital Industrial

• Khozema Shipchandler: GE is leveraging data from its products to offer more valuable services to customers.
• Strategy: GE is building a robust partner ecosystem and focusing on digital transformation to stay competitive.

Johnson Controls: Market Entry in China

• Kim Metcalf-Kupres: China is a key market due to its growing urbanization and consumer class.
• Strategy: Johnson Controls uses joint ventures and partnerships to enter and grow in Asian markets, particularly in China.

Japanese Conglomerate: Portfolio Changes

• Jun Okamoto: A major Japanese industrial conglomerate is rethinking its product and service portfolio.
• Strategy: The company is focusing on R&D, bio healthcare, and core technologies to drive growth, while also considering both organic and inorganic growth methods.

Conclusion

The report underscores the necessity for manufacturers to be proactive in their growth strategies, emphasizing the importance of innovation, geographic expansion, and collaboration. It highlights that while organic growth is preferred, the competitive landscape, especially from Asian manufacturers, is intensifying, requiring a strategic and agile approach to remain relevant and successful.