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September 2024

Business Radar 2024 Understanding the businesses that drive Australia's economy

The Business Radar report canvasses the trends, challenges and opportunities experienced by Australia’s middle market businesses. Independently commissioned, our most recent survey captured the sentiment of 142 owners and leaders across a range of growth stages, states and industries. 

Here, you’ll read how business leaders feel about the current and future success of their businesses and what that could indicate for Australia’s economy. 

We also deep dive into succession – are Australian middle market leaders planning for it or just seeing how it goes? And are they leaving themselves enough time to plan? 

Key findings

  • Confidence is steady and boosted by solid demand, but still being chipped away by increased costs. 
  • Australia’s middle market is thinking about succession planning but may not be leaving themselves enough time.   
  • Succession planning discussions are being put off – how to have the hard conversation.

Read on to learn how you can proactively address these challenges and ensure your business continues to thrive or access a PDF version here.

July 2024

Business confidence

Efficient tech and higher demand soften the blow of increased costs

Are we on the up?

After some ups and downs, business confidence is refreshingly steady in our latest Business Radar report, with the slightest suggestion of an upward trend.

In our previous Business Radar survey, confidence continued to dip from the spikes of mid-2023. Still higher than pre-pandemic figures, the numbers seemed to present an adjustment back to normality rather than more troubling omens. Our latest report seems to confirm that assessment, with confidence levels barely moving since earlier in the year.

Image show a Business Radar graph depicting business confidence. On 'current success of the business' from those surveyed, figures are as follow: 2019 - 7.24, 2021 - 7.61, 2022 - 7.42, Feb 2023 - 7.70, Jun 2023 - 8.25, Sep 2023 - 8.11, Feb 2024 - 7.77, Jul 2024 - 7.91. For 'future success of the business: 2019 - 7.26, 2021 - 7.68, 2022 - 7.69, Feb 2023 - 7.73, Jun 2023 - 8.44, Sep 2023 - 8.14, Feb 2024 - 7.84, Jul 2024 - 8.14.

Demand benefits and cost worries hold steady

In the last Business Radar report, demand for products and services took the top spot of positive influencing factors – 43% naming it as their top influencing factor.

This is over double the number of respondents who placed it in their top three in September 2023.

Similarly, tech advancements and consumer preferences as positive influencing factors have held steady since the last report.

However, just as in the last survey, that rosy picture is marred by continuing increases in business costs. In fact the top four factors negatively impacting business confidence all still relate to cost: changing interest rates, inflation and increased labour and operating costs.

Quote tile from our respondent, that says:

Higher demand, higher costs, better tech

In the last 12 months the factors most affecting business confidence have largely been shuffling around the top five.

Since late 2023, we’ve seen ESG initiatives and changing interest rates give way to increased demand for products and services and increasing operating costs.

Digging into the detail we can see that positive factors like increased demand (43%) or tech advancements (37%) slightly outweigh negative factors such as increased operating costs (42%) or inflation (34%).

Image shows two graphs: 1) Positively affecting confidence - Demand for products and services - 43% - Technology advancements - 37% - Consumer tastes and preferences - 31% 2) Negatively affecting confidence - Changing interest rates - 24% - Inflation - 34% - Increased labour and operating costs - 42%

Business leaders breathe easier

In the last Business Radar report, we expected to see a gentle decline in overall confidence levels as the year progressed and the market resettled after 2023’s bump. This report’s results offer a slightly different picture – not so much a steady decline, but steady as she goes.

It’s telling that these stable numbers appear across the board – a sign that business leaders are navigating the current business environment well after four years of uncertainty.

Download the full report to learn more about the trends and challenges affecting business leaders’ confidence.

July 2024

Succession planning

How will Australia's middle market business owners hand over the reins?

What is succession planning?

For this report, we have defined succession planning as the process of preparing for a transfer of business ownership or identifying and growing talent to fill business-critical positions in the future.

Keeping the success in succession

Australian business owners and leaders in the trenches of business-as-usual could be excused for delaying succession planning. This is certainly the case for some of our 142 middle market leaders.

Of those surveyed, 28% have a formalised succession plan and only 4% say they don’t need one. That leaves two thirds who need to get moving.

Worryingly, 20% of respondents either don’t know if they have a succession plan in place or haven’t started one. This is especially concerning, given that the ‘silver tsunami’ is on the horizon. This will be the biggest transfer of wealth in Australian history as 5.7m people prepare to retire in the next 10 years. These Baby Boomers own 40% of SMEs, meaning 1m business owners will be looking for an exit.

Is there a succession plan in place?

Dig further, and the data suggests that some leaders may be underestimating the time and complexity involved in passing on the torch.

For example, when split by business turnover in the accompanying graph, these figures show larger businesses are propping up the averages.

Over two-thirds of businesses turning over more than $10m have a rough or formal plan.

Only 45% of businesses with under $10m turnover have the same – and a far higher proportion than the average believe they don’t need one at all (10% vs 4%).

In our full report we investigate how these figures are affected when segmented based on size, from less than 100 employees, 100 – 200 employees, and over 200 employees.

Image shows two pie charts: 1) Less that $10m turnover - 20% - Yes, we have a fully developed and formalised succession plan. - 25% - Yes, we have a rough plan, but it is not fully developed or formalised. - 15% - We are in the process of developing a succession plan - 27% - No, we have not started deveoping a succession plan - 10% - No, we don't need one - 3% - Don't know 2) Over $10m turnover - 34% - Yes, we have a fully developed and formalised succession plan. - 33% - Yes, we have a rough plan, but it is not fully developed or formalised. - 21% - We are in the process of developing a succession plan - 10% - No, we have not started deveoping a succession plan - 0% - No, we don't need one - 2% - Don't know

For many, change is coming soonare they ready?

A surprisingly high percentage (27%) of businesses said they expect to change owners or senior leaders within the next 12 months. An even greater percentage of businesses turning over more than $10m expect a change soonerone third are anticipating a change within 12 months and a further third in this group think that change is coming within the next three years.  

However, Pitcher Partners sees a disconnect between these numbers and the respondents’ expected timings. Our experts suggest that succession planning normally takes between 5 to 10 years as part of a larger strategic plan, so we would have expected a far higher percentage of these businesses to have one formalised plan in place. 

Image shows a graph for Business Radar on if there is a succession plan in place? - 10% - It is happening currently - 17% - Within the next 12 months - 29% - 1-3 years - 19% - 3-5 years - 11% - 5-10 years - 9% - Over 10 years - 5% Don't know. Average of 3.6 years.

Succession outcomes

In general, Australian middle market businesses plan to pass their business on to someone they know – a family member, internal candidate or co-owner. Interestingly, smaller businesses are more likely to hand over to family (28%) while mid-sized businesses are more likely to hand over to an internal candidate (25%).

Despite these expectations, 43% of businesses don’t have even a rough plan in place to ensure a successful transition outcome.Having a discussion with a professional will help guide a business through the myriad of options, obstacles and potential traps throughout the succession process.

Chart showing the Top 5 likely outcome of a change in ownership/leadership: - 20% Owner/s transferring their business to family - 19% Internal candidate/s will replace the existing leader/s - 15% One owner to be bought out by other owners - 12% Owner/s selling the business but staying on in a leadership role for a period of time - 10% External candidate/s will replace the existing leader/s - 22% of businesses with over 200 employees are considerably more likely to have an external candidate replace the existing leaders.

Replacing leaders internally often stems from organic growth and cultural alignment within the business. However, this might require revising remuneration and profit-sharing agreements during the transition to equity succession. While internal candidates understand the company culture, outsiders can introduce fresh energy and skills needed for advancement. Identifying these skill gaps with modern leadership is essential and may take years of preparation rather than responding hastily to retirement or another trigger event.

One clear outlier is businesses with over 200 employees, 22% of these surveyed leaders or owners expect to be succeeded by an external candidate. This starkly contrasts with their smaller counterparts – 4% of businesses with fewer than 100 employees expect to hand over to an external party, and 8% of businesses with 100-200 employees. Pitcher Partners Perth Executive Director Robert Prince speaks to why this pattern exists in the quote to the right. We further unpack the considerations that should be made when deciding who to pass the reins too in our full report.

Quote tile from Robert Prince, Executive Director, Pitcher Partners Perth:

Case Study – Akubra

Akubra, the iconic Australian brand, had seen five generations of family ownership and internal leadership succession, with support from a six member board. One regular topic of conversation was – what does the future look like and what does succession mean to Akubra?

The family recognised the need for fresh ideas and additional infrastructure to sustain the Akubra legacy. It was important they found someone who would protect the company, support longstanding staff, create jobs, and invest in its future, ensuring the growth of Australian manufacturing.

With guidance from Pitcher Partners, Akubra established a solid framework and plan to be in a position to seize the right opportunity, which came at the end of last year bringing together two iconic brands – RM Williams and Akubra.

Grant Parish, Partner, Pitcher Partners Sydney

A lady and her two daughters on a farm smiling.

Planning puts success back in succession

Effective succession can’t be improvised. It can be a complex process that’s often underestimated or misunderstood, so a succession plan is critical – whether you’re hoping to sell to an external party or hand over to a staff or family member. It’s best to start the planning process as early as possible, with the support of succession experts, so when it’s time to exit, you’ll maximise the value you extract and minimise your stress. In the meantime, your plan can become a valuable part of your strategic planning and decision-making.

For detailed steps in developing an effective succession plan visit our full report here.

February 2024

The pressures of productivity

What the middle market can do to move the needle

Productivity shifts

In our survey of middle market businesses from early 2024, we found a surprising overall increase in reported productivity.

Almost two thirds of the middle market businesses reported that, by comparison, their business operations were more productive than two years prior.

While the snapshot canvassed over 150 businesses across industries, sizes and states, the sample did have some bias towards those industries most likely to see overall productivity growth, according to the Australian Bureau of Statistics.

Despite the generally positive view on productivity gains, middle market business leaders are still worried.

  • What are driving these concerns?
  • What factors have most impacted businesses productivity.
  • The key areas of prioritisation to improve productivity.
  • What the middle market can do to move the needle.

Read the full report here.

Image shows levels of productivity from our Business Radar respondents versus two years ago: - 20% Increased significantly - 44% Increased slightly - 25% Remain unchanged - 6% Decreased slightly - 4% Decreased significantly

Strong supply chains making a big difference

Perhaps more a comment on their industry than their outlook, 28% of respondents who’d seen productivity gains agreed supply chain dynamics were an influential factor, compared with only 16% of those who’d seen no gains.

Supply chain dynamics also featured stronger in respondents’ top three (32% vs 24%), along with a lack of leadership focus on productivity (28% vs 19%).

Dive into the report for the extended insights.

Business Radar quote from respondents:

Lady in a blue shirt leaning against a farm gate with sheep in the background.

Productivity panics

Despite the generally positive view on productivity gains, our middle market business leaders are worried. 52% are extremely or very concerned about the levels of productivity in their business, although larger businesses are less so (33% are not concerned vs 22% overall). So, what’s driving these concerns?

We asked leaders to name the internal factors that most impact their productivity, and labour issues are looming large. They see difficulty attracting and retaining talent as the greatest challenge to productivity (30%), with employee burnout and engagement issues taking two more of the top five spots. These labour issues are likely amplified by labour market shortages and skills gaps, identified as the key external factors impacting productivity

Quote tile

A nuanced view from those with productivity gains

For those who’d seen no productivity gains, labour was top of mind: difficulty attracting and retaining talent and employee burnout. Respondents agreed that major external factors included skills shortages and complacency in Australian society. Institutional training gaps were also a top factor (24%), echoing recent comments from Productivity Commissioner Catherine de Fontenay.

Businesses reporting productivity gains also agreed the skilled labour shortage was a factor (34%). However, this group seems to have a more nuanced view. They’re concerned with getting more from existing employees and see innovation as important as labour issues. 27% named both declining employee engagement and the absence of employee training programmes as influencing factors.

Respondents agreed that a lack of focus on innovation and limited investment in tech was impacting productivity.

Quote tile from some of our Business Radar respondents:

No silver bullet

Interestingly, no single factor was put in the top three by more than a third of respondents. This spread of factors suggests there’s no easy productivity fix for middle market businesses. With different situations requiring different solutions, it’s paramount that business leaders look deeply at their processes across the whole spectrum of their business. They should seek external analysis to understand what is occurring more broadly, and to help uncover their unique productivity roadblocks.

Business insights

Mind your Ps: processes, platforms and people

People will always form the core of business productivity, especially those in service industries. Motivating, engaging, and supporting are key. However, these will only take you so far.

Once your team is working at its peak, your productivity gains are capped. Pushing beyond this can often be counterproductive – you burn through goodwill, minimising future efficiency, engagement and retention.

The answer is to build systems, processes and technology around your people to help them work smarter. These innovations don’t even need to be ground-breaking – they just have to help your people do more with less.

Two smiling ladies, one a business owner processing a sale with a credit card and her iPad.

Actions you can take

  • Review your business processes, especially your supply chain management, to uncover any that are slow, redundant, are too manual or are prone to error.
  • Get a leadership team in place that takes a strategic and clear-eyed view of your business and makes productivity a priority.
  • Build KPIs around productivity indicators like production output, sales conversions and customer service response times. This will help keep everyone focused and let you spot issues early.
  • Invest in good financial management processes, people and systems.
  • Collect and analyse your production, sales, inventory and customer data to spot inefficiencies and bottlenecks.
  • Look into your software systems, tools and equipment – are the platforms effective? Does the data flow freely between systems? Is the equipment reliable and in good repair? When your tools, both analogue and digital, work as they should, your people spend less time plugging gaps and managing delays.
  • Pay attention to customer feedback and complaints – any that come up often around product quality, delivery times, customer service or more may highlight where you can improve.
  • Invest in your people – schedule regular performance reviews, build upskilling and team building into your business as usual, and take steps to support their health and wellbeing.
  • Build a culture of innovation. This begins with leadership setting specific innovation goals and objectives, then training people in creativity and experimentation, allocating resources, and rewarding and communicating innovative improvements.
  • Check against industry benchmarks and your competitors. These may highlight where you can improve.
  • Learn from others. Engage in conversations with fellow business leaders, gaining insights into their experiences and the strategies they’ve employed to enhance productivity.
  • Get external help – a fresh expert pair of eyes may see productivity-boosting opportunities you might have missed.

Meet our middle market businesses

This report defines middle market businesses as typically employing 20–200 people with annual revenue of $2–$500 million. While their operating models, sizes and industries vary widely, these businesses can be categorised into four lifecycle stages.

A range of business structures: Private, Public and Not-for-profit

A range of business lifecycle stages: Seed (<2years operating), Growth (Gaining traction), Mature (consistent and stable), Transition )focus on evolving)

Business profile 25% 20-200 $2-$500m Contribute approximately 25% of Australia’s total revenue Typically employ 20-200 staff annual revenue with a growth mindset and the ability to adapt quickly

Download a PDF copy of the Business Radar report on Business Succession.

Our experts

Chris Hanna

Chris Hanna

Principal

Adelaide


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Gavin Debono

Gavin Debono

Partner

Melbourne


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Kylie Lamprecht

Kylie Lamprecht

Partner

Brisbane


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Peter Lawrence

Peter Lawrence

Partner

Newcastle and Hunter


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Robert Prince

Robert Prince

Executive Director

Perth


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Jyotika Rangel

Jyotika Rangel

Partner

Sydney


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Karen Frenkiel

Karen Frenkiel

Senior Manager

Pitcher Partners Melbourne


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