Q1'18 MIDDLE MARKET INDICATOR | ACG WEBINAR - ACG Global · q1'18 middle market indicator....
Transcript of Q1'18 MIDDLE MARKET INDICATOR | ACG WEBINAR - ACG Global · q1'18 middle market indicator....
THE MARKET THAT MOVES AMERICAFINDINGS FROM THE NCMM’S Q1 '18 INDICATOR SURVEY
T h o m a s A . S t e w a r t , E x e c u t i v e D i r e c t o rT h e N a t i o n a l C e n t e r f o r t h e M i d d l e M a r k e t
Q1'18 MIDDLE MARKET INDICATOR | ACG WEBINAR | MAY 8th, 2018
THE MIGHTY MIDDLE MARKET2
2
THE NATIONAL CENTER FORTHE MIDDLE MARKET
www.middlemarketcenter.org
The National Center for the Middle Market is a collaboration between The Ohio State University’s Fisher College of Business, SunTrust Banks Inc., Grant Thornton, and Cisco Systems. It exists for a single purpose: to ensure that the vitality and robustness of Middle Market companies are fully realized as fundamental to our nation’s economic outlook and prosperity. The Center is the leading source of knowledge, leadership, and innovative research on the middle market economy, providing critical data analysis, insights, and perspectives for companies, policymakers, and other key stakeholders, to help accelerate growth, increase competitiveness and create jobs in this sector.
MIDDLE MARKET RESEARCH & DATA EXPERTISE & OUTREACH
EDUCATION
Quarterly Middle Market Indicator
Research and Expert Perspectives
Interactive Benchmarking Tools
Executive Programs
Webinars
Share Research & Discuss Trends
3
3
THE MIDDLE MARKET INDICATOR
4
MIDDLE MARKET INDICATOROVERVIEW
5
A Quarterly National Survey Cut by Geography and Industry
Q1'18 MIDDLE MARKET INDICATOREXECUTIVE SUMMARY
Source: 3Q’17 Middle Market Indicator Report6
• BY A SOLID MARGIN, THE MIDDLE MARKET CONTINUES TO LEAD THE U.S. ECONOMY IN REVENUE GROWTH AND JOB CREATION
• THE MIDDLE MARKET KICKED OFF 2018 WITH NEAR-RECORD HIGH JOB CREATION AND REVENUE GROWTH; NEARLY ALL COMPANIES HAVE PARTICIPATED IN THE GOOD RESULTS
• EXPECTATIONS FOR GROWTH AND JOB CREATION IN THE COMING YEAR ARE STRONG. CONFIDENCE IN THE GLOBAL AND LOCAL ECONOMIES HIT RECORD HIGHS; U.S. CONFIDENCE IS NEAR ITS RECORD; TALENT AND COST CHALLENGES ARE INTENSIFYING
• PRIVATE-EQUITY-OWNED COMPANIES OUTPERFORMED THE NATIONAL AVERAGES, AND EXPECT TO CONTINUE TO THRIVE
1
2
3
4
Q1'18 U.S. MIDDLE MARKETEXECUTIVE SUMMARY
CAPITAL INVESTMENT CONFIDENCE
82%GLOBAL ECONOMY
87%NATIONAL ECONOMY
94%LOCAL ECONOMY
REVENUE GROWTH
8.4%PAST 12 MONTHS
5.9%NEXT 12 MONTHS
EMPLOYMENT GROWTH
6.3%PAST 12 MONTHS
4.6%NEXT 12 MONTHS
1.9%SMALLBUSINESS
2.4%LARGEBUSINESS
Source: 1Q’18 Middle Market Indicator Report7
7.42%S&P 500 70%
WILL INVEST
Q1'18 MIDDLE MARKET INDICATORREVENUE GROWTH
-6.0%
-4.0%
-2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
U.S. MIDDLE MARKET S&P 500 PE-OWNED8
Source: 1Q’18 Middle Market Indicator Report*1Q numbers include only companies who have reported.
PAST 12 MONTHS
8.4%U.S. MIDDLE MARKET
10.5%PE-OWNED FIRMS
7.42%S&P 500*
THE RISING TIDE CONTINUES TO LIFT ALMOST ALL BOATS
Source: 1Q ‘18 Middle Market Indicator Report9
1Q 2018 1Q 2017
Performance improved 72% 70%
Performance was unchanged 26 25
Performance deteriorated 3 5
24-1 14-1
Q1'18 MIDDLE MARKET INDICATORINDUSTRY REVENUE GROWTH
Source: 1Q’18 Middle Market Indicator Report10
8.2%
7.7%
8.7%
8.3%
7.3%
5.3%
4.5%
7.2%
5.2%
5.9%
8.2%
6.9%
7.9%
8.2%
9.6%
10.2%
Q1'18 MIDDLE MARKET INDICATORREVENUE GROWTH FORECAST
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
3Q '1
24Q
'12
1Q '1
32Q
'13
3Q '1
34Q
'13
1Q '1
42Q
'14
3Q '1
44Q
'14
1Q '1
52Q
'15
3Q '1
54Q
'15
1Q'1
62Q
'16
3Q'1
64Q
'16
1Q'1
72Q
'17
3Q'1
74Q
'17
1Q'1
8
U.S. MIDDLE MARKET PE-OWNED
5.9%U.S. MIDDLE MARKET
6.0%PE-OWNED FIRMS
NEXT 12 MONTHS
Source: 1Q’18 Middle Market Indicator Report11
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
U.S. MIDDLE MARKET LARGESMALL PE-OWNED FIRMS
PAST 12 MONTHS
6.3%U.S. MIDDLE MARKET
8.5%PE-OWNED FIRMS
Q1'18 MIDDLE MARKET INDICATOREMPLOYMENT GROWTH
1.9%SMALLBUSINESS
2.4%LARGEBUSINESS
Source: 1Q’18 Middle Market Indicator Report12
Q1'18 MIDDLE MARKET INDICATORINDUSTRY EMPLOYMENT GROWTH
Source: 1Q’18 Middle Market Indicator Report13
5.4%
5.9%
4.1%
8.7%
3.8%
5.7%
2.7%
4.7%
4.2%
6.3%
5.1%
5.9%
5.0%
8.7%
6.2%
8.1%
Q1'18 MIDDLE MARKET INDICATOREMPLOYMENT GROWTH FORECAST
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
U.S. MIDDLE MARKET PE-OWNED FIRMS
4.6%U.S. MIDDLE MARKET
5.5%PE-OWNED FIRMS
NEXT 12 MONTHS
Source: 1Q’18 Middle Market Indicator Report14
CONFIDENCE, INVESTMENT PLANS, AND CHALLENGES
15
Q1'18 MIDDLE MARKET INDICATORECONOMIC CONFIDENCE
16
20%
30%
40%
50%
60%
70%
80%
90%
100%
1Q '1
32Q
'13
3Q '1
34Q
'13
1Q '1
42Q
'14
3Q '1
44Q
'14
1Q '1
52Q
'15
3Q '1
54Q
'15
1Q '1
62Q
'16
3Q'1
64Q
'16
1Q'1
72Q
'17
3Q'1
74Q
'17
1Q'1
8
GLOBAL ECONOMY NATIONAL ECONOMY LOCAL ECONOMY
U.S. ECONOMY
87%87% PE-OWNED
LOCAL ECONOMY
94%92% PE-OWNED
GLOBAL ECONOMY
82%85% PE-OWNED
Source: 1Q’18 Middle Market Indicator Report
_____________________________________Confidence Remains Strong Across the Board
Q1'18 MIDDLE MARKET INDICATORCAPITAL INVESTMENT PLANS
40%
45%
50%
55%
60%
65%
70%
75%
80%
1Q '1
32Q
'13
3Q '1
34Q
'13
1Q '1
42Q
'14
3Q '1
44Q
'14
1Q '1
52Q
'15
3Q '1
54Q
'15
1Q '1
62Q
'16
3Q'1
64Q
'16
1Q'1
72Q
'17
3Q'1
74Q
'17
1Q'1
8
PE-OWNED U.S. MIDDLE MARKETSource: 1Q’18 Middle Market Indicator Report
17
WHAT WOULD YOU DO WITH AN EXTRA DOLLLAR OF REVENUE?
COSTS AND PRICES MAY BE BEGINNING TO STIR …
EXECUTIVES CITING A COST ISSUE AMONG TOP THREE INTERNAL CHALLENGES
17% 19% 21% 22% 20%
20171Q
20172Q
20173Q
20174Q
20181Q
Source: NCMM Middle Market Indicator 4Q 2017
42% 42% 40% 48% 45%
52% 50% 55% 48% 50%
6% 8% 5% 4% 5%
PRICE ACTIONS EXECUTIVESEXPECT TO TAKE THIS YEAR
Decrease
Stay the same
Increase
… BUT COMPANIES FEEL COSTS ARE UNDER CONTROL AND MARGINS SAFE
3.1%
2.4%
2.6%1.9% 2% 2.6% 3.1% 3.4%
5.9%
3.2% 3.2% 2.6%3.4%
2.3%
1.7%
1.6% 1.2% 1.1%
2.3% 2.1% 2.1%
4.3%
2%2.8%
1.5%2.3%
0%
5%
10%
15%
20%Profit Margins Cost Structure
Expected Change in
LONG TERM CHALLENGES
Talent retention and recruitment remain challenging at MM firms as the labor market continues to tighten.
Long Term Internal Challenges54%
19%
15%
10%
7%
48%
25%
15%
9%
20%
6%
4%
4%
4%
Talent managementEmployee retention
Talent acquisition/recruitment
Management/leadership
Training
Core Business IssuesMaintaining growth (sales, expansion, new
client acquisition, innovation)Managing capital (cash flow, cost/availability
of capital, profitability/margins)
Technology/IT
CostsCosts/increasing costs (unspecified)
Cost of health care
Cost of labor/rising wages/minimum wage increase
Construction/infrastructure costs
TALENT CHALLENGES HAVE INTENSIFIED STRONGLY
Talent retention and recruitment remain challenging at MM firms as the labor market continues to tighten.
40%45%
35%38% 40% 39% 40% 39% 40%
43%48% 47% 48%
43%47%
39%45%
40% 41% 39% 38% 40%
50% 51% 50%54%
14%17%
12%
19%15%
18% 18% 16% 17% 19% 21% 22% 20%
20151Q
20152Q
20153Q
20154Q
20161Q
20162Q
20163Q
20164Q
20171Q
20172Q
20173Q
20174Q
20181Q
Core Business Issues Talent Management Costs
RISK AND RESILIENCE
7
22
23
• Understand the prevalence and impact of different types of business disruptions among middle market companies
• Create a comprehensive picture of the major risks companies face
• Assess companies’ resilience to withstand disruptions
ABOUT THE RESEARCH
• Administered to more than 1,000 C-level executives in December 2017
• Completed in the aftermath of Hurricanes Harvey and Irma and the northern California wildfires
• www.middlemarketcenter.org
RESEARCH OBJECTIVES SURVEY FACTS
Source: NCMM, Risk & Resilience in the Middle Market, 2018
24
Industry consolidation, disruptive technology, global megatrends, changing regulations or economic conditions, changes in ownership
THREE TYPES OF BUSINESS DISRUPTIONS
STRATEGIC DISRUPTION OPERATIONAL DISRUPTION DIGITAL DISRUPTION
Natural disasters, supply-chain issues, port closures, strikes, facility shutdowns
Cyber breaches, data-integrity issues, system downtime, compatibility issues
Source: NCMM, Risk & Resilience in the Middle Market, 2018
25
Industry consolidation, disruptive technology, global megatrends, changing regulations or economic conditions, changes in ownership
THREE TYPES OF BUSINESS DISRUPTIONS
STRATEGIC DISRUPTION
EXAMPLES OF PAST AND FUTURE STRATEGIC DISRUPTION:• Significant changes in industry competitive dynamics, such as the effectof Amazon and others on brick-and-mortar retail• The impact of demographic changes—such as Baby Boomer retirementsand Millennials maturing—on the talent pool• A change in company capital structure and ownership due to retirementor sale• Major changes in regulations, international trade agreements,or macroeconomic conditions
» Most prevalent» Hardest to prevent» Biggest impact» Most difficult recovery
Source: NCMM, Risk & Resilience in the Middle Market, 2018
26
THREE TYPES OF BUSINESS DISRUPTIONS
OPERATIONAL DISRUPTION
Natural disasters, port closures, strikes, facility shutdowns
EXAMPLES OF OPERATIONAL DISRUPTION:• Hurricanes, earthquakes, fires and other
disasters• Strikes or other labor actions• Product recalls due to quality, safety, or health
problems• Supply chain breakdowns
» Most prepared» Highest likelihood of complete recovery» Impact is greatest on operationsand people
Source: NCMM, Risk & Resilience in the Middle Market, 2018
27
THREE TYPES OF BUSINESS DISRUPTIONS
DIGITAL DISRUPTION
Cyber breaches, data-integrity issues, system downtime, compatibility issues
EXAMPLES OF DIGITAL DISRUPTIONS:• Data breaches affecting a company, its employees, its customers,or its suppliers• Widespread malware attacks such as 2017’s “WannaCry”• IT system failures like those that grounded hundreds of United,Delta, and British Airways flights in 2016 and 2017
» Least prevalent—reportedly» Quickest recovery» Greatest impact on informationsystems
Source: NCMM, Risk & Resilience in the Middle Market, 2018
28
BUSINESS DISRUPTIONS ARE COMMON —THEIR IMPACT IS SUBSTANTIAL
STRATEGIC DISRUPTION
OPERATIONAL DISRUPTION
DIGITAL DISRUPTION
PREVALENCE IMPACT RECOVERY
27%OF COMPANIES
14.2%OF ANNUAL REVENUE
40%RECOVER
COMPLETELY*
21%OF COMPANIES
8.8%OF ANNUAL REVENUE
77%RECOVER
COMPLETELY*
17%OF COMPANIES
11.7%OF ANNUAL REVENUE
60%RECOVER
COMPLETELY*
40%
46%
14%
77%
21%2%
60%
38%
2%
Recovered completely
Recovered partially
Not recovered at all
*As of survey date
Source: NCMM, Risk & Resilience in the Middle Market, 2018
29
FEW COMPANIES FEEL WELL PREPARED FOR STRATEGIC RISKS
Source: NCMM, Risk & Resilience in the Middle Market, 2018
Preparation to Deal with Event
Impacted by
4% 2% 1%
16%4% 11%
47%
33%34%
26%
41% 32%
7%19% 22%
S TRA TEGIC OPERA TIONA L CYBER
Extremely well prepared
Very well prepared
Somewhat well prepared
Not very well prepared
Extremely/Very well prepared
Not prepared at all
30
THREE OUT OF TEN COMPANIES LACK A CONTINUITY PLAN
Total Middle Market
COMPANY HAS ESTABLISHED, UP-TO-DATE BUSINESS CONTINUITY PLAN
71%
Source: NCMM, Risk & Resilience in the Middle Market, 2018
31
DEGREE OF PLANNING VARIES BY SIZE AND INDUSTRY
31
Company Has Established, Up-to-Date Business Continuity Plan
64% 76% 80%
Total MMRevenue Segment
$10M -<$50M $50M -<$100M $100M - <$1B
Services Manufacturing Wholesale Trade Retail Trade Construction Financial Services Healthcare
71%
76% 72% 61% 74% 73% 83% 75%
Source: NCMM, Risk & Resilience in the Middle Market, 2018
32
DEGREE OF PLANNING VARIES BY SIZE AND INDUSTRY
Total MM $10M -<$50M $50M -<$100M $100M - <$1B
Base: Have Business Continuity Plan in Place
(364) (117) (71) (176)
Back-up power sources
Alternate facilities/locations
Associate training
Line of credit
Alternate supplier
Other
32
Plan in Place – By Revenue Segment
57%
43%
38%
37%
36%
4%
52%
35%
41%
44%
39%
2%
60%
48%
37%
19%
31%
8%
62%
50%
36%
35%
35%
4%
Source: NCMM, Risk & Resilience in the Middle Market, 2018
33
A FRAMEWORK FOR MANAGING RISK
STRATEGIC
SHARPENINGRECONNAISSANCE
IMPROVINGRESILIENCE
PREPARING FOR RECOVERY
DIGITAL
OPERATIONAL
34
Annual board-level assessment of known, known-unknown, and unknown-unknown threats: Industry changes, potentially disruptive technology, impact of megatrends, impact of outside factors (e.g., government)
Review financial cushions, flexibility, preparedness, and relationships
Develop “fight or flight” plans to respond to most likely strategic risks
Review and strengthen key-person relationships and succession plans
Review key customer/ supplier relationships and contracts
Create strategic options via R&D, M&A readiness
Ensure long-term investor support
Develop capability to create/execute restructuring plans
STRATEGIC
SHARPENINGRECONNAISSANCE
IMPROVINGRESILIENCE
PREPARING FOR RECOVERY
A FRAMEWORK FOR MANAGING RISK
35
A FRAMEWORK FOR MANAGING RISK
Annual board-level assessment of vulnerabilities to all operations from natural events, disruption in supply or distribution, etc.
Include possible disruptions from and to communities in which you do business
Review insurance
Review banking relationships
Build redundancy into key operations and supply chains
Maintain an up-to-date business continuity plan
Have plans in place for employees, business partners, and community
Run fire drillsOPERATIONAL
SHARPENINGRECONNAISSANCE
IMPROVINGRESILIENCE
PREPARING FOR RECOVERY
36
DIGITAL
Annual board-level risk assessment and review of cybersecurity strategy
Real-time threat monitoring
Ensure backups of all data either with own orcloud resources
Have a disaster recovery plan
Pre-identify internal and external resources needed for recovery
Run fire drills
Fully train all employees
Establish protocols for communication with vendors/customers/authorities
Review and update legal risks
Review and update insurance
SHARPENINGRECONNAISSANCE
IMPROVINGRESILIENCE
PREPARING FOR RECOVERY
A FRAMEWORK FOR MANAGING RISK
MIDDLEMARKETCENTER.ORG37