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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