Industrial Trends: On one hand and the other

We are tracking these stories…

One one hand:

Researched by Industrial Info Resources (Sugar Land, Texas)–Industrial Info is tracking more than 900 industrial projects worth an estimated $148.85 billion that are set to begin construction in Canada in 2013. A large portion of the spending is planned for the western half of the country, primarily due to the large oil sands projects set to kick off, which help make the Metals & Minerals and Oil & Gas Production industries the country’s top spenders.

And on the other:

Canada’s Mid-Sized Firms in Decline, BDC Study Shows

Manufacturing sector suffers biggest blow

Highlights

  • Canada’s number of mid-sized firms plummeted by 17% from 2006 to 2010. Mid-sized companies have 100 to 499 employees.
  • The worst-hit sector was manufacturing, which saw over half its mid-sized companies disappear from 2001 to 2010.
  • While every region saw declines, Ontario was hit hardest, with a 25% drop in its number of mid-sized companies followed by Quebec
  • Mid-sized businesses cited access to financing as the most important barrier to growth

MONTREAL, Feb. 13, 2013 /CNW Telbec/ – Canada’s mid-sized companies, a key motor of the economy, saw their numbers decline by 17% – 9,370 to 7,814 – from 2006 to 2010, according to a new study by the Business Development Bank of Canada (BDC).

Hardest hit was the manufacturing sector, which saw over half its mid-sized firms vanish between 2001 and 2010 from 2,807 to 1,381.

BDC undertook the study to fill an important research gap on mid-sized firms. The study is based on StatisticsCanada data and supported by survey results from market research firm Harris/Decima. The study is one of three that the BDC plans to release this year on economic issues of importance to Canadians.

“This decline should signal a call to action as mid-sized firms are vital to the Canadian economy,” says Pierre Cléroux, BDC Vice President, Research and Chief Economist and lead author of the study. “They’re few in numbers, yet their contribution to Canada’s economic prosperity cannot be overemphasized. They really do punch above their weight.”

Mid-sized firms represent 1% of the total number of companies, but contribute disproportionately to the Canadian economy, accounting for 16% of Canadian jobs, 12% of GDP and 17% of exports. It is worth noting that a greater portion of mid-sized firms have their head office in Canada, compared to large firms (90% versus 77%).

“During the last ten years, medium-sized firms have faced serious challenges from the rapidly appreciating Canadian dollar, financial crisis and recession,” added Cléroux.

The study also found:

  • 14% of mid-sized firms became small firms (below 100 employees) or closed down each year from 2006 to 2010. Only 1.4% grew to become large-sized corporations with 500 or more employees.
  • While mid-sized companies declined across the country, Ontario was hit worst, losing 25% of its number of mid-sized firms between 2006 and 2010 (from 3,810 to 2,861).

But the news is not all bleak, the BDC study found. Many CEOs are optimistic about their prospects during the economic recovery, with 64% of mid-sized firm leaders saying their annual sales will go up by 4.5% over the next three years.

Firm owners said the main obstacles standing in their way to becoming large companies are fierce competition, availability of financing and employee acquisition and retention.

Mid-sized firms with a board of directors or an advisory board are most likely to say they expect sales to go up.

“Canadian businesses will continue to face major challenges as competitive pressures will not disappear. As Canada’s development bank, BDC will look closely at how it can better support our mid-sized firms, particularly in the manufacturing sector, in order to help them make the investments required to increase their competitiveness,” Cléroux said.

For detailed study findings consult BDC’s “Analysis and research“. Do read the report.

 

Note the comment about fierce competitiveness. Canada has a huge domestic industrial construction market. We wonder if the introduction of innovative products and  effective, measurable marketing remains an underlying issue to the survival and growth of Canadian mid-sized firms.

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About Howard Oliver
The founder and CEO of What If What Next, Howard Oliver (holiver@whatifwhatnext.com) for more than 20 years has been an entrepreneur, writer, thought leader, PR Guru, business development strategist, technology evangelist, manager and consultant for numerous service, industrial and high technology companies. Howard provides leadership in the application of Agile and Lean project management methodologies for technology enabled social media marketing and PR campaigns that deliver revenue, customer and alliance engagement, and media buzz. Clients in technology and other industries recognize him as a driven, highly creative and disciplined thinker. He also created the WebVoyaging® brand, a market engagement methodology that optimizes the deployment of cloud based, best-in-class marketing automation solutions. The WebVoyaging® process is inspired by the great visionaries who conceived of and built history’s great sailing vessels, which helped establish trade routes and created huge wealth. An accomplished business educator, Howard has recently created the WebVoyaging® Master Class, a training program for organizations interested in implementing Lean marketing automation solutions. Howard holds an MBA from Wilfrid Laurier University, and a Bachelor of Commerce degree from McGill University. Howard is an avid sailor and collector of books.

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