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62 Corporate | Profits<br />

Profits squeeze<br />

Competition for global corporate profits is heating up, so businesses must adjust<br />

their long-term strategies to earn their fair share of future gains<br />

The past 35 years have marked the<br />

longest run of rising profits in the<br />

post-war era. According to research<br />

by the McKinsey Global Institute, from<br />

1980 to 2013 global corporate post-tax<br />

operating profits grew 30% faster than<br />

global GDP; today they stand at 9.8%<br />

of global GDP, up from 7.6% in 1980.<br />

But McKinsey says this is the peak and<br />

corporate profit growth will slow to 1% a<br />

year over the next decade – a fifth of the<br />

average rate over the past 35 years.<br />

Global production and labour costs are<br />

rising, while the competitive landscape<br />

is becoming more complex. Established<br />

businesses are being challenged by<br />

innovation, new digital technologies and<br />

fast-growing newcomers from the sharing<br />

economy and fintech sectors. In the<br />

meantime, Amazon, Google, Facebook<br />

and Apple continue to increase their<br />

global reach and have begun entering<br />

travel, mortgage, insurance, telecoms,<br />

food delivery and automotive markets.<br />

Also, although North American<br />

and Western European companies<br />

now capture more than half of global<br />

profits, McKinsey predicts they will<br />

face slower profit growth as emerging<br />

market companies continue to muscle<br />

in on the global profits pool. In 2013,<br />

these companies accounted for 32%<br />

of global profits already, with China<br />

leading the way (14%).<br />

Political climate<br />

The effects of international politics in the<br />

years to come may dampen corporate<br />

profits, too. Michael Mayer, professor of<br />

strategy at the University of Bath’s School<br />

of Management, says: ‘The political<br />

environment will be less predictable<br />

and potentially more salient than at<br />

any other time since the Second World<br />

War. The multi-polarity and fragility of<br />

relationships is likely to play a greater<br />

role in disrupting sector developments,<br />

as well as company strategies.’<br />

In this landscape of fiercer<br />

competition, some businesses and<br />

sectors are likely to do better than<br />

Accounting and Business 07/2016

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