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Singapore companies operating in international markets are reporting better results (revenue trends, or profit trends, or both) than those concentrating on their domestic market, according to evidence from the Regus Global Survey, which polled opinion from over 12,000 companies around the world. 

These findings indicate that foreign expansion is good for business and should be considered urgently by domestically-focused companies who do not want to be left behind in fiercely competitive markets.

Evidence from the survey emphasises the need for a shake-up in attitudes at domestically-focused firms.  There is a divergence between the outlook of Singapore companies already operating internationally – where 87% intend to expand still further – and those solely operating in home markets – where only 77% intend to expand abroad over the next few years.

The report notes that 53% of firms say the biggest obstacle to overseas expansion are the challenges of setting up a physical presence in  a foreign country.

Three-fourths (75%) of companies also say that property commitments have to be very short term when setting up a foreign operation, as they do not know how quickly or slowly they will grow.

Meanwhile, opinion is split over where senior management for overseas operations should hail from, with 63% favouring a mother country manager, and 37% opting for a local manager.

A division also occurs over management language skills, with 43% of respondents demanding local language fluency.

“This report provides hard evidence that in the current economic climate, Singapore firms that have diversified overseas are faring better than those who have stayed with their home markets," says William Willems, Regional Vice-President for Regus Australia, New Zealand and South-east Asia.

"This applies to companies both large and small and should act as a wake-up call for those still solely focused on domestic markets to find effective and cost-efficient ways of moving cross-border in order to enhance their earnings and spread their risk." 

Willems adds that in Singapore exports reportedly rose in November 2011 and with the proximity of rapidly developing markets, it is not exactly difficult for Singapore companies to open up cross-border markets.

Willems further notes that while ‘property’ and ‘people’ are perceived as potentially major challenges, the wide availability of flexible workspace options around the globe make the ‘property’ element more perception than reality. The ‘people’ issues however do require very considerable judgement. 

"Decisions about whether to install a local manager or install one from the mother country are critical and, we believe, rest heavily on whether sales are mainly being handled through a few major distributors, or whether direct contact with a wide range of customers is required,” adds Willems.

Regarding export-led growth in leading markets, Willems notes that interestingly, the only exception amongst the major economies of the world is China.  There, state-sponsored infrastructure investment and development is providing disproportionate domestic market opportunity for Chinese firms.

“Nevertheless, such infrastructure development will ultimately turn out to be finite, and we suspect that into the next decade, Chinese firms will once again be looking for export-led growth,” notes Willems. 

 
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