ResearchMoz

Global Defense Survey 2012: Decreasing Defense Expenditure in the Global Defense Industry, Impact on Suppliers and Countermeasures

ICD Research
Published Date » 2012-01-28
No. Of Pages » 139
Synopsis

  • The report is based on primary surveys conducted by ICD Research accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements 388 industry executives are captured in our in-depth survey, of which 42% represent directors, C-level executives and departmental heads.
  • The geographical scope of the research is global – drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Africa and Middle East.
  • The report has also included opinions of respondents from defense departments and ministries; this would help defense suppliers to understand their buyers’ view point on most issues.
  • The report also classifies key emerging opportunities and changing priorities of defense supplier companies as global defense expenditure dips.
  • The report analyzes the expectations of future change in global defense expenditure and provides a break-downy by major countries
  • The report also identifies the critical impacts of decrease in defense budgets on defense companies and strategies adopted by them to counter the change.
  • The report also tries to understand the industry dynamics with respect to change in merger and acquisition (M&A), collaboration and outsourcing activities.
  • Key topics covered include category-level demand outlooks, revenue change expectations and market specific growth opportunities
Summary

Global Defense Survey 2012: Decreasing Defense Expenditure in the Global Defense Industry, Impact on Suppliers and Countermeasures” is a new report by ICD Research that analyzes the global defense industry’s view point on decreasing defense budgets. This report examines the effects of decrease in defense expenditure on the global defense industry and identifies its impact on revenue expectations of  global defense suppliers . It also analyzes business strategies of defense contractors and other suppliers, identifies new business opportunities and priorities, and forecasts  demand for key products and services. It also projects  expected change in global defense expenditure, region-level military budgets, merger and acquisition expectations, collaborative projects and outsourcing trends.

Scope

The report features the opinions of global defense industry respondents related to the following:

  • Expected change in global defense expenditure over the next two years
  • Key factors affecting military budgets
  • Critical impacts on global defense suppliers and revenue change expectations
  • Business strategies adopted by the global defense industry to counter changes
  • Change in business priorities of defense companies and emerging business opportunities
  • Key product segments and projects that are affected by budget slashes
  • Demand for various products and services, including key markets that will drive growth
  • Changes in merger and acquisition, collaboration and outsourcing activities
Reasons To Buy
  • Forecast changes in global defense expenditure over the next two years and identify key growth regions
  • Understand the critical impacts of declining military expenditure on global defense suppliers and the effect on major projects
  • Identify revenue expectations of defense organizations
  • Benchmark business strategies with industry leaders and identify new business opportunities and changing priorities in the defense industry
  • Formulate effective strategies through the identification of changes in mergers and acquisitions and collaborative activities
  • Identify preferred trends in outsourcing services and functions and devise business plans accordingly
  • Manage your business plans better by aligning product portfolio with the changing demand patterns for defense products and services
  • Understand the effect of decrease in defense budgets on other players and competitors in the industry.
Key Highlights
  • Delivering high customer service or satisfaction, increasing sales, establishing new relationships with governments and establishing new relationships in the commercial industry are the most important business priorities for defense companies.
  • Survey results show that 74% of respondents expect to see an increase in merger and acquisition activity due to a decrease in defense expenditure
  • Italy, Canada and the UK regions are expected to experience the greatest decline in the defense expenditure in the next two years.

Table of Content

1 Introduction

1.1.1 What is this Report About?
1.2 Definitions
1.3 Summary Methodology
1.4 Profile of survey respondents
1.4.1 Profile of buyer respondents
1.4.2 Profile of supplier respondents

2 Executive Summary

3 Decreasing Defense Expenditure

3.1 Change in Global Defense Expenditure 2012–2013
3.1.1 Change in global defense expenditure 2012–2013 – buyers
3.1.2 Change in global defense expenditure 2012–2013 – suppliers
3.1.3 Change in global defense expenditure 2012–2013 – region
3.1.4 Change in global defense expenditure 2012–2013 – turnover
3.2 Decline in Markets 2012–2013
3.2.1 Decline in markets 2012–2013 – buyers
3.2.2 Decline in markets 2012–2013 – suppliers
3.2.3 Decline in markets 2012–2013 – turnover
3.3 Key Factors Affecting Defense Expenditure
3.3.1 Key factors affecting defense expenditure
3.3.2 Key factors affecting defense expenditure – region
3.3.3 Key factors affecting defense expenditure vs. change in global expenditure

4 Impact of Decreasing Expenditure on Defense Suppliers
4.1 Critical Impacts on Suppliers
4.1.1 Critical impacts on suppliers – supplier type
4.1.2 Critical impacts on suppliers – region
4.1.3 Critical impacts on suppliers – turnover
4.2 Revenue Change Expectations
4.2.1 Revenue change expectations – suppliers
4.2.2 Revenue change expectations – region
4.2.3 Revenue change expectations – turnover
4.2.4 Revenue change expectations vs. Change in defense expenditure
4.3 Effect of Budget Cuts on Key Projects
4.3.1 Effect of budget cuts on key projects – buyers
4.3.2 Effect of budget cuts on major projects – suppliers
4.3.3 Effect of budget cuts on key projects – region
4.4 Availability of Skilled Staff
4.4.1 Availability of skilled staff – suppliers
4.4.2 Availability of skilled staff – region
4.4.3 Availability of skilled staff – turnover

5 Global Defense Industry Actions - Coping with Decrease in Expenditure
5.1 Business Strategies to Counter Decreasing Expenditure
5.1.1 Business strategies to counter decreasing expenditure – buyers
5.1.2 Business strategies to counter decreasing expenditure – suppliers
5.1.3 Business strategies to counter decreasing expenditure – region
5.1.4 Business strategies to counter decreasing expenditure – turnover
5.2 Business Priorities for Suppliers in 2012
5.2.1 Business priorities for suppliers in 2012 – suppliers
5.2.2 Business priorities for suppliers in 2012 – region
5.2.3 Business priorities for suppliers in 2012 – turnover
5.3 Key Opportunities for Suppliers
5.3.1 Key opportunities for suppliers – buyers
5.3.2 Key opportunities for suppliers – suppliers
5.3.3 Key opportunities for suppliers – region
5.3.4 Key opportunities for suppliers – turnover
5.4 Demand for Products and Services in 2012
5.4.1 Demand for products and services in 2012 – buyers
5.4.2 Demand for products and services in 2012 – suppliers
5.4.3 Demand for products and services in 2012 – region
5.4.4 Demand for products and services in 2012 – turnover

6 Industry Dynamics
6.1 Change in M&A Expectations
6.1.1 Change in M&A expectations – buyers
6.1.2 Change in M&A expectations – suppliers
6.1.3 Change in M&A expectations – region
6.1.4 Change in M&A expectations – turnover
6.2 Collaborative Projects in 2012
6.2.1 Collaborative projects in 2012 – buyers
6.2.2 Collaborative projects in 2012 – suppliers
6.2.3 Collaborative projects in 2012 – region
6.2.4 Collaborative projects in 2012 – turnover
6.3 Key Measures to Decrease Program Overruns
6.3.1 Key measures to decrease program overruns – buyers
6.3.2 Key measures to decrease program overruns – suppliers
6.3.3 Key measures to decrease program overruns – region
6.3.4 Key measures to decrease program overruns – turnover

7 Change in Outsourcing
7.1 Change in Outsourcing
7.1.1 Change in outsourcing – buyers
7.1.2 Change in outsourcing – suppliers
7.1.3 Change in outsourcing – region
7.1.4 Change in outsourcing – turnover
7.2 Potential Outsourcing Activities
7.2.1 Potential outsourcing activities – suppliers
7.2.2 Potential outsourcing activities – region
7.2.3 Potential outsourcing activities – turnover
7.3 Key Advantages of Outsourcing
7.3.1 Key advantages of outsourcing
7.3.2 Key advantages of outsourcing – region
7.3.3 Key advantages of outsourcing – turnover

8 Appendix
8.1 Full survey results
8.2 Methodology
8.3 Contact us
8.4 About ICD Research
8.5 Disclaimer

List of Tables


Table 1: Total Global Defense Industry Survey Respondents by Company Type, 2012
Table 2: Buyer Respondents by Job Role (%), 2012
Table 3: Buyer Respondents by Region (%), 2012
Table 4: Supplier Respondents by Job Role (%), 2012
Table 5: Supplier Respondents by Global Company Turnover (%), 2012
Table 6: Supplier Respondents by Region (%), 2012
Table 7: Change in Global Defense Expenditure: Buyers (%), 2012–2013
Table 8: Change in Global Defense Expenditure: Suppliers (%), 2012–2013
Table 9: Change in Global Defense Expenditure: Region (%), 2012–2013
Table 10: Change in Global Defense Expenditure: Turnover (%), 2012–2013
Table 11: Decline in Markets: Defense Organizations (%), 2012–2013
Table 12: Decline in Markets: Defense Contractors (%), 2012–2013
Table 13: Decline in Markets: Other Service Providers (%), 2012–2013
Table 14: Key Factors Affecting Defense Expenditure (%), 2011–2012
Table 15: Key Factors Affecting Defense Expenditure: Region (%), 2011–2012
Table 16: Key Factors Affecting Defense Expenditure vs. Change in Global Expenditure (%), 2011–2012
Table 17: Critical Impacts on Suppliers (%), 2012
Table 18: Critical Impacts on Suppliers: Region (%), 2012
Table 19: Critical Impacts on Suppliers: Turnover (%), 2012
Table 20: Revenue Change Expectations: Suppliers (%), 2012
Table 21: Revenue Change Expectations: Region (%), 2012
Table 22: Revenue Change Expectations: Turnover (%), 2012
Table 23: Revenue Change Expectations vs. Change in Defense Expenditure (%), 2012
Table 24: Effect of Budget Cuts on Key Projects: Buyers (%), 2012
Table 25: Effect of Budget Cuts on Key Projects: Suppliers (%), 2012
Table 26: Effect of Budget Cuts on Key Projects: Region (%), 2012
Table 27: Availability of Skilled Staff: Suppliers (%), 2011–2012
Table 28: Availability of Skilled Staff: Region (%), 2011–2012
Table 29: Availability of Skilled Staff: Turnover (%), 2011–2012
Table 30: Business Strategies to Counter Decreasing Expenditure: Buyers (%), 2012
Table 31: Business Strategies to Counter Decreasing Expenditure: Suppliers (%), 2012
Table 32: Business Strategies to Counter Decreasing Expenditure: Region (%), 2012
Table 33: Business Strategies to Counter Decreasing Expenditure: Turnover (%), 2012
Table 34: Business Priorities: Suppliers (%), 2012
Table 35: Business Priorities: Region (%), 2012
Table 36: Business Priorities: Turnover (%), 2012
Table 37: Key Opportunities: Buyers (%), 2012
Table 38: Key Opportunities: Suppliers (%), 2012
Table 39: Key Opportunities: Region (%), 2012
Table 40: Key Opportunities: Turnover (%), 2012
Table 41: Demand for Products and Services: Defense Organizations (%), 2012
Table 42: Demand for Products and Services: Defense Contractors (%), 2012
Table 43: Demand for Products and Services: Other Service Providers(%), 2012
Table 44: Change in M&A Expectations: Defense Organizations (%), 2012
Table 45: Change in M&A Expectations: Suppliers (%), 2012
Table 46: Change in M&A Expectations: Region (%), 2012
Table 47: Change in M&A Expectations: Turnover (%), 2012
Table 48: Collaborative Projects: Defense Organizations (%), 2012
Table 49: Collaborative Projects: Suppliers (%), 2012
Table 50: Collaborative projects: Region (%), 2012
Table 51: Collaborative projects: Turnover (%), 2012
Table 52: Key Measures to Decrease Program Overruns: Defense Organizations (%), 2012
Table 53: Key Measures to Decrease Program Overruns: Suppliers (%), 2012
Table 54: Key Measures to Decrease Program Overruns: Region (%), 2012
Table 55: Key Measures to Decrease Program Overruns: Turnover (%), 2012
Table 56: Change in Outsourcing: Buyers (%), 2012
Table 57: Change in Outsourcing: Suppliers (%), 2012
Table 58: Potential Outsourcing Activities: Defense Contractors (%), 2012
Table 59: Potential Outsourcing Activities: Other Service Providers (%), 2012
Table 60: Potential Outsourcing Activities: Region (%), 2012
Table 61: Potential Outsourcing Activities: Turnover (%), 2012
Table 62: Key Advantages of  Outsourcing (%), 2012
Table 63: Key Advantages of  Outsourcing: Region (%), 2012
Table 64: Key Advantages of  Outsourcing: Turnover (%), 2012
Table 65: Full Survey Results

List of Figures


Figure 1: Change in Global Defense Expenditure: Buyers (%), 2012–2013
Figure 2: Change in Global Defense Expenditure: Suppliers (%), 2012–2013
Figure 3: Change in Global Defense Expenditure: Region (%), 2012–2013
Figure 4: Change in Global Defense Expenditure: Turnover (%), 2012–2013
Figure 5: Decline in Markets: Defense Organizations (%), 2012–2013
Figure 6: Decline in Markets: Defense Contractors (%), 2012–2013
Figure 7: Decline in Markets: Other Service Providers (%), 2012–2013
Figure 8: Decline in Markets: Turnover (%), 2012–2013
Figure 9: Key Factors Affecting Defense Expenditure (%), 2011–2012
Figure 10: Key Factors Affecting Defense Expenditure: Region (%), 2011–2012
Figure 11: Critical Impacts on Suppliers (%), 2012
Figure 12: Critical Impacts on Suppliers: Region (%), 2012
Figure 13: Critical Impacts on Suppliers: Turnover (%), 2012
Figure 14: Revenue Change Expectations: Suppliers (%), 2012
Figure 15: Revenue Change Expectations: Region (%), 2012
Figure 16: Revenue Change Expectations: Turnover (%), 2012
Figure 17: Effect of Budget Cuts on Key Projects: Buyers (%), 2012
Figure 18: Effect of Budget Cuts on Key Projects: Suppliers (%), 2012
Figure 19: Effect of Budget Cuts on Key Projects: Region (%), 2012
Figure 20: Availability of Skilled Staff: Suppliers (%), 2011–2012
Figure 21: Availability of Skilled Staff: Region (%), 2011–2012
Figure 22: Availability of Skilled Staff: Turnover (%), 2011–2012
Figure 23: Business Strategies to Counter Decreasing Expenditure: Buyers (%), 2012
Figure 24: Business Strategies to Counter Decreasing Expenditure: Suppliers (%), 2012
Figure 25: Business Strategies to Counter Decreasing Expenditure: Region (%), 2012
Figure 26: Business Strategies to Counter Decreasing Expenditure: Turnover (%), 2012
Figure 27: Business Priorities: Suppliers (%), 2012
Figure 28: Business Priorities: Region (%), 2012
Figure 29: Business Priorities: Turnover (%), 2012
Figure 30: Key Opportunities: Buyers vs. Suppliers (%), 2012
Figure 31: Key Opportunities: Suppliers (%), 2012
Figure 32: Key Opportunities: Region (%), 2012
Figure 33: Key Opportunities: Turnover (%), 2012
Figure 34: Demand for Products and Services: Defense Organizations (%), 2012
Figure 35: Demand for Products and Services: Defense Contractors (%), 2012
Figure 36: Demand for Products and Services: Other Service Providers(%), 2012
Figure 37: Demand for Products and Services: Region (%), 2012
Figure 38: Demand for Products and Services: Turnover (%), 2012
Figure 39: Change in M&A Expectations: Defense Organizations (%), 2012
Figure 40: Change in M&A Expectations: Suppliers (%), 2012
Figure 41: Change in M&A Expectations: Region (%), 2012
Figure 42: Change in M&A Expectations: Turnover (%), 2012
Figure 43: Collaborative Projects: Defense Organizations (%), 2012
Figure 44: Collaborative Projects: Suppliers (%), 2012
Figure 45: Collaborative projects: Region (%), 2012
Figure 46: Collaborative projects: Turnover (%), 2012
Figure 47: Key Measures to Decrease Program Overruns: Buyers (%), 2012
Figure 48: Key Measures to Decrease Program Overruns: Suppliers (%), 2012
Figure 49: Key Measures to Decrease Program Overruns: Region (%), 2012
Figure 50: Key Measures to Decrease Program Overruns: Turnover (%), 2012
Figure 51: Change in Outsourcing: Buyers (%), 2012
Figure 52: Change in Outsourcing: Suppliers (%), 2012
Figure 53: Change in Outsourcing: Region (%), 2012
Figure 54: Change in Outsourcing: Turnover (%), 2012
Figure 55: Potential Outsourcing Activities: Defense Contractors (%), 2012
Figure 56: Potential Outsourcing Activities: Other Service Providers (%), 2012
Figure 57: Key Advantages of  Outsourcing (%), 2012
Figure 58: Key Advantages of  Outsourcing: Region (%), 2012
Figure 59: Key Advantages of  Outsourcing: Turnover (%), 2012

Upcoming Reports:

Bioremediation Technologies And Services Market - Global Industry Analysis, Size, Share, Growth, Trends And Forecast, 2013 - 2019
By - Transparency Market Research
Bioremediation is a scientific waste management process that uses various, fungi, microorganisms, green plants and their enzymes to reinstate the environment to its original state after removing pollutants from a contaminated site. Bioremediation of water and soil, which is polluted by oil and other industrial waste; is performed by a variety of microorganisms that survive on hydrocarbons. Degradation of pollutants by bacterial microorganisms breaks down the hazardous substances into less toxic biodegradable substances. However, not all pollutants and contaminants are treated by...
Poland: market of electric bakeries and biscuit ovens
By - Williams and Marshal Strategy
This report presents a comprehensive overview of the electric bakeries and biscuit ovens market in Poland and its state as of January 2014. It provides detailed analysis of the industry, its dynamics and structure. The purpose of the report is to describe the state of the electric bakeries and biscuit ovens market in Poland, to present actual and retrospective information about the volumes and dynamics of production, imports, exports and consumption, the characteristics of the market for the period 2008-2012 and to build a forecast for the market development until 2018. In the same way,...
Urolithiasis Management Devices Market - Global Industry Analysis, Size, Share, Growth, Trends And Forecast, 2013 - 2019
By - Transparency Market Research
Urolithiasis refers to formation and accumulation of stones in the ureter. This is different from nephrolithiasis and cystolithiasis. The names for these conditions are given to the stone formation and accumulation depending upon the location of accumulation. When stones are accumulated in the kidney, it is termed as nephrolithiasis, while that in the urinary bladder is referred to as cystolithiasis. Urinary stones are classified depending upon their chemical composition into struvite, calcium containing and uric acid stones. Calcium oxalate is the most common type of stone formed. ...

Research Assistance

We will be happy to help you find what you need.
Please call us or write us:

866-997-4948 (Us-Canada Toll Free)
Tel: +1-518-618-1030
Email: sales@researchmoz.com
Select License type:

Share this report

Related News

Ford Recalls 65,000 Fusion Models Due to Issues in Ignition Key
Nov 20, 2014  
If anything defines the world of automobiles currently, it would be recalls. It seems that a flood of automobiles has surrounded the global automobiles industry, which once represented a flourishing and highly profitable industry.  The current automobile giants ordering yet another recall is Ford Motors Co. Ford declared on Tuesday that it is recalling nearly 65,000 sedans from...
3D Printed Heart Model for Better Cardiological Treatment
Nov 20, 2014  
According to research carried out by the American Heart Association’s Scientific Sessions 2014, surgeons will be able to treat complex heart disorders in patients, with the help of a three dimensional experimental printed model of the heart. For surgical planning, most cardiac surgeons make use of two dimensional images of the heart taken by MRI, ultrasound, and X-ray. But the problem is...
Los Angeles Auto Show Kicks Off
Nov 20, 2014  
The Los Angeles Auto Show kicked off on Wednesday with a rather upbeat mood. Motoring machines, industry metrics, and hybrid models – the show has lived up to its reputation once more. The Los Angeles Auto Show has begun touring North America from the Los Angeles Convention Center, and the commencement has already had an impact on the market. Gasoline prices dropped under US$3...
Scottish Government to Inject 200 Million Pounds in the Housing Sector
Nov 19, 2014  
The construction and the housing industries of Scotland will get a major financial boost from the Scottish government in terms of additional funding worth 200 million pounds. The main rationale of such a financial boost is to stimulate the housing sector and also safeguarding employment in the construction industry. The housing minister of Scotland has requested the housing leaders to work...
Quarterly Dividend of $0.10 Declared by Tyson Foods, Inc.
Nov 19, 2014  
A quarterly dividend on November 18th was declared by Tyson Foods, reported Analyst Ratings Network.com. The shareholders of the February 27th record will be awarded a dividend of 0.10 per share on March 13th.  This represents a yield of 0.94% and a $0.40 dividend on an annualized basis. However, the ex-dividend date of this particular dividend is February 25th.  Such...