Post on 26-Jul-2020
insider insider
AGENDABREXIT SURVEY
ADVERTISEMENTIN ASSOCIATION WITH
WHAT NEXT AFTER BREXIT?
What are your plans for capital expenditure over the next three years?
Do you export or plan to export?
23.1%0.0%
36.5%55.8%5.8%3.8%
53.8%7.7%5.8%3.8%
Acquire key targets
Flotation
Grow by export
Grow by new products and services
Hand over to family
Offshore production
Organic growth
Outsourcing
Sale to corporate
Sale to management team
External theft of customer data
External theft of IP / company confidential information
Nuisance malware & viruses
External attacks on reputation
Insider data theft
Other
of companiesexpect their business costs to rise in the next financial year?
What is the most important factor to you when consideringa funding facility?
What is your biggest energy headache?
Have your business costs led to any of the below cashflow challenges?
What area will you prioritise for cost savings next year?
What is the main cost to your business?
What is the main area you plan to invest in in the next financial year?
81.8%say that PAYBACK PERIOD is the most important consideration when assessing a capital investment into a long-term cost-saving solution?40.7%
72.7%
35.5%35.5%16.1%48.4%22.6%77.4%
63.6%18.2%54.5%9.1%STAFF
7.3%SALES
14.3% 12.2% 22.4% 12.2% 18.4%
15% 45% 12.5% 5% 22.5%
20.4%STAFF SALES MATERIALS EQUIPMENT PROPERTY ENERGY
UTILITIES
10.9%MATERIALS
1.8%EQUIPMENT
Unable to pay creditors
Unable to purchase new equipment
Unable to purchase new stock
Unable to undertake new projects
Unable to negotiate prompt payment discounts from suppliers
Unable to grow and expand the business
Energy-saving systems/softwareWater harvestingSolar generation
Biomass generation
1.8%ENERGY/UTILITIES
5.5%PROPERTY
Supp
lier i
ssue
s
Risi
ng c
osts
Com
plex
ity
Budg
et p
lann
ing
Redu
cing
con
sum
ptio
n
What initiatives do you undertake?
36.1%
30.6%5.6%
11.1%
11.1%5.6%
STAFF
INTEREST RATES
FLEXIBILITY
REQUIRED SECURITY
SALES
MATERIALS
EQUIPMENT
ENERGY EFFICIENCY/RENEWABLE TECH.PROPERTY
65.7%
45.5%39.4%15.2%
plan to raise the finance to invest in the next year by using the company’sown capital
25.4% 65.9% 29.3% 19.5% 41.5% 31.7%INCREASE CONSIDERABLY
34.4%1-5 YEARS
66.7% 30% 3.3%MORE CONFIDENT
0-10% 11-20% 21-30% 31-40% 41-50% 51-60% 61-70% 71-80% 81-90% 91-100%
LESS CONFIDENTTHE SAME
18.8%6-10 YEARS
15.6%11-15 YEARS
31.3%
25.4%REMAIN THE SAME
9.9%DECREASE SOMEWHAT
2.8%DECREASE
CONSIDERABLY
36.6%INCREASE SOMEWHAT
What are your plans for capital expenditure over the next three years?
What factors are important to the success of a new product?
0-10 per cent increase
10-25 per cent increase
25-50 per cent increase
50-75 per cent increase
75-100 per cent increase
Do you plan to recruit more staff, apprentices or trainees over the next three years?
How important is innovation to your business?
What is the greatest opportunity for your business in the next 12 months?
What would you like to see in food and drink training courses?
When employing young people, do they havethe right skills when leaving college?
When employing new staff, what is the main difficulty your company faces?
What would you like to approve with training?
What barriers do you face?
What are the barriers to innovation?
Do you intend to use innovation as a way of breaking into or developing overseas markets? If so, how?
How do you protect your innovations?
72.2%24.1%1.9%0.0%1.9%
Where have you sought legal advice in the last 12 months? Em
ploy
men
t
Cont
ract
ual d
ispu
tes
Inte
llect
ual p
rope
rty
Prop
erty
-rel
ated
tran
sact
ions
Heal
th a
nd s
afet
y
Do you plan to increase domestic sales over the next three years, if so mainly how?
of companies will spend less than 10 per cent of their turnover on research and development and innovation over the next three years
expect their business to be more profitable in 2015
64.7%
65%3%
will spend between10 and 25 per cent of their turnover on research and development and innovation in the same period
*Types of breach include: ransomware, Trojan horse, phishing, bogus emails, spoofing attacks
31.4%
of companies*
are either planning toor are already repatriating parts of their supply chain*applicable companies
66.7%
11.7%
YES, ALREADY UNDERWAY
21.6%NO, BUT WILL DO
11.8%NO PLANS
NoBy increasing sales to existing customersBy finding new customers in existing marketsBy offering new products and/or servicesBy breaking into new domestic markets
Cost/access to finance
Skills
Lack of demand for innovative products
Time
Lack of support from outside organisations
Risk avoidance
NoExports
LicensingOverseas production
Joint venture
47%30%19%14%16%
NOT AWARE
AWAREAND
CLAIMING
AWAREAND NOTCLAIMING
5.9%62.7%72.5%49.0%35.3%
AFRICA ANDMIDDLE EAST
5.4%
EASTERNEUROPE (NON-EU)
5.4%
INDIAN SUBCONTINENT
5.4%FAR EAST
10.8%
SOUTH AMERICA10.8%
EUROPEANUNION
32.4%NORTH AMERICA27%
AUSTRALASIA2.7%
Are you looking to grow exports over the coming three years? If so, in whichregions?
Are you planning to invest in any product development or commercial research over the next three years?
31.2%NO
CONSIDERINGEXPORT
54.5%YES
14.3%
How long have you been exporting for?
What is the biggest challenge you face in growing exports?
Which market entry strategies are you adopting?
How important are skills to your business?
Western Europe
Germany
Mexico
Africa/South Africa
Benelux
France
Southern Europe
Eastern Europe
Indonesia
South Korea
DIRECT FROM THE UK
LOCAL DISTRIBUTORS
LOCAL AGENTS
LOCAL JOINT VENTURE
ACQUISITION OF LOCAL COMPANY
29.0%25.8%22.6%22.6%19.4%19.4%19.4%16.1%12.9%12.9%
Do you feel more or less confident about exporting than last year?
What percentage of your revenue is generated through overseas sales?
86.7%
43.3%
30%
26.7%
36.6%40.2%24.4%56.1%
13.4%
28.0%
MORE THAN 21 YEARS
Do you expect to apply for public sector funding or grants in 2015?
Do you expect to invest in staff training and development in 2015?
have encountered skills shortages in 2014 that have affected business growth
How do you expect turnover to change in 2015? Will you seek finance for
investment and growth?
Do you expect to employ more people in 2015?
1%POOR 12%
15% 75%10%
EXCELLENT
56%GOOD
82%13%
61% 17% 21%57%33%
33%43%
5%
YES NO UNSURE
YES 59% NO 25% POSSIBLY 16%
31%ACCEPTABLE
31%INCREASE OVER 10%
INCREASE OVER 10%
27%INCREASE 5-10%
22%INCREASE 0-5%
15%NO CHANGE
5%DECREASEBY 0-10%
64%
39%
YES NOUNSURE
YES24%
NO64%
UNSURE12%
Do you expect to seek external business advice or support during 2015?
If you don’t currently trade internationally, would you consider it in the next year?
Do you currently trade internationally?
YES 42% N0 48%UNSURE 10%
19% YES63% NO18% MAYBE
38% YES62% NO
What percentage of your turnover is spent on research and development?
If you are undertaking R&D, are you aware of and do you claim for tax incentives such as the R&D tax credit and enhanced capital allowances on R&D assets?
think this figure will increase over the next three years
routinely monitor external developments and trends among customers and competitors
8%
24% 26%
16%
7%
19%
Nothing
Less
than
1%1-
5 %6-
10%
11-2
0%20
%+
57% 36% 28% 36%
TRADEMARK REGISTRATION
DESIGN REGISTRATION
PATENTS
COPYRIGHT
KEEP THEM SECRET
WE DON’T
33%
21%
26%
36%
31%
42%
85% 50%have received support from government agencyfor their work on innovation?
Do you receive support with your innovations, ie. professional or academic expertise?84% 45%35%19%
are not aware that there is likely to be changes tothe Patent Box rules from 2016, which may make early election into the regime advantageous?
YES, I RECEIVE SUPPORT
NO, I DO NOT REQUIRE SUPPORT
NO, I DON'T KNOW WHERE TO FIND SUPPORT
33%
21%14%
46%
28%
Developing new products to supply existing clients orbreak into new markets
14%Moving to or looking
for new premisesto enable expansion
30%Widening the geographical reach of our products /exports
24%Meeting the needs of our customers interms of production
Premises/machinery are unable to copewith increasedcustomer demands
Getting staffwith the right competency and skills to meet company demands
More time spent on work experience in industry
Yes, they have all the skills that we require
36%No, we have to complete their education
61%They have the basic skills we need but require further training
35%The gaining of industry specific qualifications eg. HACCP, food hygiene
47% 17%have productpackaging protectedwith registered copyright
are not worried about copycats
Attracting young people into theindustry
Finding the right level offurther training to make new staff most effective
Distribution issuesto supply toadditional markets
Getting the right levelsof staff to meet theopportunities
Distinguishingourselves in a saturatedmarket
Staff development
Staff retention
Company productivity
Company development
Do you export or have plans to do so in the next 12 months?
South West only
Most of England
Wales, Scotland and/or Northern Ireland / Eire
Mainland Europe
US / Americas
Asia
Australasia
Other countries / regions not listed above
28%52%45%21%21%10%7%3%
Company reputation
Branding
Distinctive packaging
Price
Innovation
Quality 50%say industry needsto work more closely with education when designingvocational coursesto attract young people
72%CRITICAL
2%USEFUL BUT
NOT ESSENTIAL
1%NOT VERY
IMPORTANT
25%IMPORTANT
Do you feel you currently have the right skills to enable you to implement your future plans?
are aware of the Employer Levy 2017 say they need
more information
49%YES
51%
50% 19%
NO
Is your business planning to do any of the following?
What type of training has been done in the past year?
plan for the replacement of specialist expertise
add additional capacity
innovate and develop products/services
increase productivity
gain (or retain) a competitive edge
grow talent
upskill existing staff
address staff recruitment and retention
undertake a detailed skills audit
Not applicableManagement/leadership
Finance, payroll and/or HRCustomer service
Sales and marketingSpecialist training
Accredited courses
33%64%58%65%49%76%72%38%8%
How much of your turnover is spent on staff development and upskilling?
Is your business looking to provide goods/services to Hinkley?
NOTHING3%
MORE THAN 20%1%
LESS THAN 1%20%
1-5%55%
6-10%15%
11-20%6%
24%YES
54%NO 23%
NOT SUREAT THISSTAGE
Are you more concerned about cyber security now than you were 12 months ago?
Is cyber security on the board agenda for your business?
Of those attacked, what was the extent of the impact, financial or otherwise?
Which security threats are most relevant to your organisation?
Which information security areas are the highest priority for your organisation?
Have you suffered a cyber-security breach in the past 12 months, including phishing or social engineering?
76% 70%YES
20%NO86% 7%
51.1%36.2%68.1%25.5%19.1%4.3%
Business continuity / disaster recovery
Company data loss prevention
Customer data loss prevention
Information security processes
Insider theft risks
IT security operations (antivirus, patching etc)
Security testing (eg penetration tests)
Staff mobile access to IT networks
Staff security awareness and training
31.9%19.1%36.2%17.0%6.4%44.7%4.3%10.6%25.5%
7%2%
YES
LESS CONCERNED
22%FEEL THE SAME
42%NO35%
DON’T KNOW
23%*YES
LOW MED
IUM
MAJ
OR
2%-5%23%
35%41%35%15%3%44%53%
Gain entry to new overseas markets
Gain entry to new domestic markets
Reduce costs and improve efficiency
Demand from a key customer
Catch up with key competitors
Maintain market position
Become dominant player in a market
What is your current spend
on R&D and innovation, as a percentage
of turnover?
In what areas of innovation are you primarily investing?
How long will it take to get a return on investment oncurrent R&D spend?
What are the main reasons you carry out R&D?
39%19%26%26%16%7%
Are you working with a third party on R&D/innovation?
2%-5%
19%
23%
19%5%-10%
MORE THAN 10%
21%ZERO
18%0-2%
NEW SERVICES
37% NEW PRODUCTS(NON-FINANCIAL)
EFFICIENCY AND PRODUCTIVITY
12%OTHER12%
24%SOFTWARE
15%
21%LESS THAN A YEAR
47%ONE TO TWO YEARS
35%TWO TOFIVE YEARS
3%MORE THANFIVE YEARS
No
Key client
Key supplier
Another business or individual (non-supplier)
Academic institution (university/college)
Research institution
45%17%21%17%55%17%
What are the main barriers to getting R&D into commercial production?
Ensuring an appropriate return on investment
Market resistance
Securing intellectual property protection
Regulation
Securing funding
Other
100%76%69%54%46%46%39%31%23%23%15%8%
InvoicingSales pipeline
Contact databaseDocument creation
Tasks and to do listsSocial media integration
Internal communications channelProject management tools
Content library and intranetBulk email
Events managementOther (please specify)
How many employees do your company have?
How confidentare you in your future business success following the UK’s vote to leave the European Union?
Which of these do you think could benefit your company following the exit vote?
Has your growth forecast increased or decreased since the referendum?
Say that EU withdrawal will pose a very significant challenge to their businessWhat sort of information
is important to your company?
Which of these are crucial to the running of your business?
What are the biggest issues you face with your current system(s)?
Amou
nt o
f tim
esp
ent o
n pr
ojec
ts
Cont
act i
nfor
mat
ion
for
keyp
eopl
e &
orga
nisa
tions
Cust
omer
que
ries
and
com
plai
nts
Cust
omer
satis
fact
ion
leve
ls
Deta
ils o
f int
erac
tions
with
cus
tom
ers
Empl
oyee
time
shee
ts
Invo
ice
stat
uses
Prog
ress
upd
ates
on
proj
ects
and
task
s
Sale
s le
ads
and
pipe
line
Staf
fex
pens
es
Staf
f hol
iday
entit
lem
ent a
nd u
sage
None
Lack
of i
nteg
ratio
nac
ross
sof
twar
e sy
stem
s
Havin
g cu
stom
er in
form
atio
nsp
lit a
cros
s m
ultip
le s
yste
ms
Inab
ility
to ta
ilor s
oftw
are
to y
our o
rgan
isatio
n
Poor
repo
rting
and
anal
ytic
al c
apab
ilitie
s
Poor
com
mun
icat
ion
betw
een
team
s us
ing
diffe
rent
sof
twar
e
Staf
f wor
king
betw
een
syst
ems
Othe
r (pl
ease
spe
cify
)
VERYIMPORTANT
27%Concerns about time to train staff
14%Staff are resistant to change
18%IT is not a priority
36%The long term benefits don’t outweigh theshort term effort of changing
18%Tied into contracts with other systems
IMPORTANT
NOTIMPORTANT
NO OPINION
42%0-5
17%
8%
5-10
17%10-50
%%17%
1,000+
100-250
What software does your company use?
11%MORE CONFIDENT
62%
20.5%
LESS CONFIDENT
23%NEITHER MORE NOR
LESS CONFIDENT
4%DON’T KNOW
5%INCREASED43%
NO GROWTH/FORECAST HAS
REMAINED THE SAME
52%DECREASED 11%
3%36%14%47%12%
Exporting to EU countries
Importing from EU countries
Less Brussels red tape
Control over workers' rights
My business will not benefit
Don’t know
“Greatest direct impact will be the impact on wider economy”
“We work with global businesses, who may cut back on the services we offer if the economy declines”
“Massive administrative work due to change”
“There will be a significant reduction in the level of inward property investment to the UK”
“Clients using our services from abroad will decrease, as will funding”
“ Uncertainty causing economic recession or at least slowdown”
“ External foreign investment will be affected in the short term,hopefully not in the long term”
“Collapse in client confidence.Orders will drop”
“ Lack of trust and resentment from EU businesses”
“ Uncertain renegotiation of our laws and regulations”
“Removal of EU procurement legislation”
“People wanting to wait before they make decisions about their energy contracts will temporarily slow sales”
Which of these do you think could be a barrier for your company following the exit vote?
Key concerns
Key concernsHow will Brexit affect your investment decisions?
7%INCREASE
INVESTMENT
43%DECREASE
INVESTMENT
12%DON’T KNOW
38%REMAIN THE SAME
In which areas do you plan to increase
investment?
20%4%18%47%31%26%26%33%
EXPORTING
IMPORTING
ACQUISITIONS
STAFF
R&D
PROPERTY
NEW EQUIPMENT
IT/TECHNOLOGY
In which areas do you plan to decrease
investment?
9%10%35%80%20%38%45%29%
EXPORTING
IMPORTING
ACQUISITIONS
STAFF
R&D
PROPERTY
NEW EQUIPMENT
IT/TECHNOLOGY
38%
25%
20%
14%
32%
25%
11%
Hiring staff from EU countries
Exporting to EU countries
Importing from EU countries
Increased regulation
Accessing funding
There will be no new barriers
Don’t know
What should be the priority for the British government when negotiating the UK’s withdrawal from the EU?
Overall, do you believe your business/organisation will be better or worse off once the UK has left the EU?
62%7%Restricting
free movement
2%Other
Maintaining access to the single market
29%Regaining power for the
UK’s parliament and courts to determine its own legislation
Do you feel your business/organisation would be made better or worse off by the restriction of free movement?
5% A LOT BETTER OFF
A LOT BETTER OFF
MOST IMPORTANT
SECOND-MOST IMPORTANT
THIRD-MOST IMPORTANT
7% SLIGHLTY BETTER OFF
SLIGHLTY BETTER OFF
37%NO DIFFERENCE
NOCHANGE
36%SLIGHTLYWORSE OFF
SLIGHTLYWORSE OFF
15%A LOT WORSE OFF
A LOT WORSE OFF
Do you feel your business/organisation would be better or worse off with limited or no access to the single market?
Has the decision to leave the EU prompted you to review your business strategy?
1% A LOT BETTER OFF
5%SLIGHLTY BETTER OFF
28%NO DIFFERENCE
33%SLIGHTLYWORSE OFF
33%A LOT WORSE OFF
26% 34%40%YES NO NOT YET
9%14%
19%
38%
20%
EU funding
A recession
Labour markets
International trade
Interest rates
Consumer spending
Property values
Bank lending
Exchange rates
Which of the following are you most concerned about since the UK’s vote to leave the EU?
Which would be your preferred Brexit strategy based on the existing models below?
NORWAYMODEL
29%SWISSMODEL
6%CANADAMODEL
13%WTO MODEL31%
NEW BRITISHMODEL
21%
The EU referendum result caught many South East businesses by surprise – but what does it mean for their prospects?
“Brexit means Brexit,” Theresa May told the nation when she replaced David Cameron as prime minister, the latter having fallen on his sword after the vote to leave the EU.
But what does Brexit mean for business-es across the South East? Insider teamed up with law firm Cripps to learn how com-panies will be affected – for good or ill – and whether it will change their strategies.
Overwhelmingly, the major issue for respondents was access to the single market, with 62 per cent stating that maintaining this was the top priority when negotiating the withdrawal from the EU.
This compares with just 7 per cent who believed that restricting free movement was the number one priority, while 29 per cent believed that regaining the power for the UK parliament and courts to determine UK legislation was the biggest issue.
Compounding this, almost two thirds of respondents (66 per cent) said that their business would be either “a lot worse off” or “slightly worse off” should the UK lose access to the single market. Just 6 per cent stated that they would be “a lot better off” or “slightly better off”.
Mayor of London Sadiq Khan and First Minister of Scotland Nicola Sturgeon are among those calling for access to the sin-gle market to remain during the process.
One of the most telling statistics was that 40 per cent of respondents said the Brexit vote had already made them review their business strategy, despite no clear path being given yet by the government. Some 26 per cent said there had been no review and 34 per cent said “not yet”.
Reflecting this, the overall sentiment in the region was negative: 58 per cent said their business would be either “slightly” or “a lot” worse off after leaving the EU, 19 per cent felt it would make no difference and 23 per cent expected to be either “a lot” or “slightly” better off. In June, 51.8 per cent of South East voters had backed Brexit, but the voice of commerce in the region is clear: leaving will be bad for business.
The message from businesses in the South East is clear. Almost two thirds say that the government should focus on maintaining access to the single market and allow the UK to continue trading with members of the EU without restrictions or tariffs. Supporting this position, a similar proportion believes their business would be worse off if this is not achievable.
Less than one in ten businesses thought restricting freedom of movement should be the government’s priority with 88% saying their business would be either unaffected or worse off by restricting movement. This view is supported by some of our clients who rely quite heavily on employees from outside the UK. This is in stark contrast to the media’s portrayal that migration was a major factor for many Brexit supporters.
If you cannot have access to the single market without accepting freedom of movement, what could Brexit look like? The WTO model was supported by 31% of respondents, whilst 29% preferred the Norwegian model. Reflecting the diversity of opinion on what Brexit should mean, a fifth of business leaders proposed new ideas including variations on existing models; free trade agreements with Commonwealth countries; single market access and acceptance of free movement of labour but not residents; and, negotiating a new EU template for all.
Uncertainty resulting from Brexit has caused the value of the pound to fall and the markets remain cautious. Our survey results reflect this, with respondents listing the fear of a recession and weaker sterling, as their primary concerns. Conversely, we have seen our international clients in some sectors, maintaining or increasing their interests in the UK since the referendum.
Almost one in four businesses responding felt that they would be better off after Brexit, so a significant challenge for the government is to reassure businesses and the broader electorate that Britain will be stronger in the long term.
Brexit and beyond
GAVIN TYLERMANAGING PARTNER
Gavin TylerManaging PartnerCripps LLP
T: +44 (0)1892 506 155E: gavin.tyler@cripps.co.uk
www.cripps.co.uk
Cripps 3rdV.indd 1 23/09/2016 10:07