ASEAN CEO Priorities for Growth Over the Next Three Years (2018 – 2020)

In the world of business, it is absolutely imperative that business owners have a futuristic perspective and strategy on the growth of the organization. This perspective and strategy are often expected to be in symmetry with the prevailing business conditions. However, numerous CEOs are demonstrating intentions of lowering their projections for the coming years with a commitment towards rejuvenating main strong points. In the bid to achieve this, intricate skill will be required to balance many issues of equal importance and immediate concern. A case in point is the fact that 90% of ASEAN CEOs are completely uncertain on how to transfer the issue of rising cost to their clients owing to rising prices.

The significant majority of ASEAN CEOs assert that they still hold on to innovation in goods, services and business operations as their major consideration in business. The issues of topmost concern for most of these enterprises still centers on ensuring the loyalty of clients, providing needed goods and services and improving current abilities with the view of ensuring a vibrant and productive younger population. Following an exhaustive interview, most of the CEOs investigated reveal an increase in profits and earnings as the basic goal for investment.

There is a widespread consensus amongst ASEAN and Singapore businesses towards the ownership of every process, activity, and resources that transfers product to the end consumer with the view of fostering robust business revolution. It becomes imperative to examine the approach through which this proposal will be implemented in the region.
In the bid to become an agile and robust business with an incredible ability to respond to fluctuating market conditions, CEOs across ASEAN encounter many challenges that affect their capacity to change, invent and unsettle various markets. A case in point is the fact that many ASEAN executives’ major concern is the task of being nearer to their clients.

The major problem for most businesses in 2017 was hinged on identifying and developing business operations around clients and segments of the population in domestic markets. Given this consideration, a significant number of Singaporean enterprises have embarked on spending on digital infrastructure. In contrast, as much as 81% of ASEAN executives dedicated most of their investment budget to risk and authority.

Executives in south-east Asia are self-assured that they have adequate insight into client desires and maintain that they are adequately aware of market signals. Every executive admits without hesitations on the importance of reliable data as being crucial to accomplishment. Various investigations also agree with the same facts. The issue of insufficient data is a major challenge is established upon by 67% of ASEAN executives. Furthermore, executives in ASEAN have a unanimous view that an affected grade of data quality has an impact on their client engagement and revenue. Interestingly, the pervasiveness of analytics for the development of new procedures, assessment of market indications, and forecast of skill unavailability, by ASEAN companies exceed the extent of use by executives in other parts of the world by 30%.

Consequently, there are four groups that became the focus from ASEAN and Singapore CEOs in the area of investment goals:

  • Bolstering profits by 87%
  • Bolstering client engagement by 87%
  • Consolidation business ability to recover from tough times by 78%
  • Bolstering efficiency by 73%

An exploration of industries that were affected by disruption reveals a significant rise in revenue and profit from the finding of a fresh market for big companies. The former research revealed that no executive was able to create an adaptable and innovative enterprise. Companies that were researched in 2017 did not concur with the idea of creating a compliant and pioneering enterprise, they desire to actively challenge and adjust the general idea at that characterizes their strategies for effective business operation.

A number of ways are available for the effective implementation of this growth strategy

  • The foremost line of action is to realize that major businesses do not suffer from time shortage but it is imperative to have a broader perspective that explores beyond existing clients. There is an incumbent need for businesses to focus on the bigger perspective. Therefore, aggressive marketing and advertising campaigns are undoubtedly at the centre of a growth strategy.
  • The following line of action is to make sure that the clients that are discovered are eager and welcoming of the disruptive business development. There are numerous approaches to this even though there is not a single method. Nonetheless, an optimistic mindset, a firm policy, and a resilient posture offer a heightened chance of striking gold.
  • In conclusion, there is a need to develop a business that is able to provide for existing customers in an adequate and sustained way. CEO’s must adopt a business approach that is focused on the need to harness data and resources for better operations.