ROY STEENMAN

Transcription

1 LOCAL TO GLOBAL & GLOBAL TO LOCAL MAKE OR BUY?, BUY OR BUILD?, OFFSHORE? Investment Strategies What s on your CEO s Mind? C-Level Issues an integral approach SHORT VERSION Managing Growth BV, December 2011 ROY STEENMAN roy.steenman@managinggrowth.com SPECIALIST ADVISOR TO GROWING BUSINESSES

2 LOCAL TO GLOBAL & GLOBAL TO LOCAL Investment Strategies Questioning approach Who are you? What are we going to discuss? The W s Who is going to invest? Why a foreign country/ region? What is the subject of the investment? (understanding the motive for going international/ global) Which investment strategy? Where? When (the timing)? (understanding a specific foreign country/ region or culture)? The How A logic and structured approach The spectrum of Investment Strategies Preparing to enter a foreign country Launching your business abroad Can we assist you? Advise, Roadmap Development (Business Case to Execution)

3 Some Global trends FINANCING USA

4 Global repositioning Something to think about: In 1820, China was 33 % of the world s GDP In 1900, China was 11 % of the world s GDP In 1980, China was 2 % of the world s GDP In 2008, China was 11 % of the world s GDP FD Research, Angus Maddison, Un. Groningen and IMF Global Repositioning Estimate of world s largest economies in 2050 Trillions of Dollars China Russia 5.87 U.S Britain 3.78 India Germany 3.60 Japan 6.67 France 3.15 Brazil 6.07 Italy 2.06

5 Recent developments in Emerging Countries such as Brazil, China, India and Russia, force the Western World such as the EU, the USA and Japan to a new Industrial Masterplan and to cope with a fast changing (global) landscape We have to recognize the Zeitgeist. before it bites our ass!

6 Who are you? Why going international/ global? A string of choices needed before decision making THE ENTREPENEUR Mission, Vision & Identifying the opportunity THE LEADER (Corporate) Strategies & Creating collaboration THE MANAGER (Business) Tactics & Managing the processes THE OWNER(S) OF THE INVESTMENT IDEA Input for decision making 1. Idea booster, inspirator and motivator and managing creativity, ideas and innovation (conductor of an orchestra) 2. Basic strategy: specialism, niche and market 3. Competences, core and non core activities, market-, growth- portfolio- and integration strategies, defensive or offensive 4. Use of technology : pioneering-creating/ imitating/ improving/ substitution/ innovation creating & clustering 5. Targeting : positioning (products/services), markets (communities/countries) sales & service 6. Sourcing : the processes up to the delivery 7. Your bottom-line motives : Value Creation market leadership/ scale/ copying/ tacking currency volatility/ price.?

7 Why going international/ global? A leader focusing on Value Creation: which earnings and cost drivers? Research & Development (product growth) Cost-effective growth Direction / Following with Customers / Target Group Accelerated Growth / Combined Opportunities (ex. internetmarketing + demographic/market growth) (Synergistic) Cost Reductions Cross-selling Up-selling

8 What is going international/ global? Your motives & investment strategy building Transformation of Value Creation in a Value Chain, Supply Chain, Eco-system/ Network and Business Model VALUE CHAIN : FIGHTING ARENAS Clients Sales Sourcing Production Distribution Maintenance Service Client retention Company X Company Y Company Y ARENAS

9 What and Why going international/ global? A possible investment strategy. The verdict COST REDUCTIONS (EXAMPLE) MANUFACTURING Calculated PRICE Product: Prime Costs (Labour, Materials and Expenses) Strategy 1 Make Locale Captive Strategy 2 Buy International Outsource IN LOW COST COUNTRY (Labour, Materials and Product: Prime Overhead (IndirectLabour, Materials and Expenses) Other Overhead Costs Selling, Admin, Research & Development, Logistics, Transaction Costs, Profit The make up of total costs PRICE PER UNIT CIF incl. cost,insurance,freight Strategy 3 11? 10? 9? Make International Captive IN LOW COST COUNTRY

10 What and Why going international/ global? A global strategy. The future is driven by questions, not by answers. innovation, research & development USA? admin & software development INDIA? trading, marketing & sales, coordination of delivery, export, support (legal, tax, managerial) assembling & services CEE? to? countries and areas new media & internet marketing: leads generation & sales production of goods SE ASIA?

11 Market potential : business environment in a specific country/ region Low Country attractiveness High Divest Invest COUNTRY Size of GDP?? Selective Approach Rate of growth Infrastructure (energy, transport, banking,...) Trade barriers Regulations Economic stability Political stability BUSINESS Opening of markets Next generation Market share growth Technology Quality Distribution Goverment initiatives Low Business Attractiveness High

12 So, the good news is : The Opportunity (as identified / targeted by the entrepeneur)

13 How to go international/global? A logic and more structured decision approach. Strategy Efficiency Scan & Transformation Tracks Investment Scans Decision Strategic Analysis: - Trends: macro (.), meso (industry) and micro (business) level - Product Life Cycles - Core non core? keep core activities Benchmarking: -Earnings -Costs -Scale -Reductions Investment Strategies: -Make or buy -Buy or build -Local or int./ global Supply Chain Checklist Considerations: -Upside potential -Downside risks -Solutions Readiness Checklist Strategic Criteria Choices Country/ Region and LOCATION -Business environment; business attractiveness country attractiveness and location benchmarking study -Cultures -Legal and Tax issues -Capital market Considerations: -Flexiblity -Change and Control -Investment level -Potential candidates? Decision on Investment Strategy Realising

14 Basic Strategies and Key Issues MAKE OR BUY, BUY OR BUILD MAKE OR BUY Cost of captive production per unit (Make) BUY OR BUILD Cost of attaining new revenues X (Build - organic growth) versus versus Cost of outsource per unit (Buy) Cost of acquiring new revenues X (Buy - M&A) same output (quality etc.) same output (quality etc.)

15 How to go international/global? The spectrum of Investment Strategies including Onshore or offshore Investment Strategies Captive (Make) (Build or Buy- M&A) Alliances (unbundled to bundled) Outsource / Assured Output (Buy) Local Onshore Captive Onshore In-source Onshore Partnering Onshore Shared Services Onshore Joint Venture Onshore Outsource Onshore Assured Output International / Global (including Nearshoring) Offshore Captive Offshore In-source Offshore Partnering Ofsshore Shared Services Offshore Joint Venture Offshore Outsource Offshore Assured Output in and / or and?

16 Going international/ global, the bad news is : Are investment strategy, targeting and sourcing, managable? (managing the processes)

17 How? Preparing to enter a foreign country : Create Supply Chain Checklists & Compare investment strategies 1-3 ISSUES (CASE 3) UPSIDE POTENTIAL DOWNSIDE RISK SOLUTION Sourcing 1, 2, 3 X.example Availability labour costs Production Goods and Services 1, 2, 3.X example Quality standard pioneer references Delivery 1, 2, 3.X example Lead times Incorporation of the new activities or new structures 1, 2, 3.X example Intellectual Property Specific Critical Succes Factors 1, 2, 3.X example Governance, Culture time-to-market copy problem political risk corruption fast follow-up of innovations?

18 How? Preparing to enter a foreign country : Readiness checklist for an Investment Strategy / Go - Not Go Strategic Criteria / Business Opportunities - Targets: Enhancing (group) Continuity: Innovation (group) leadership, Competition (group) improvement & secure existing or enhancing (group) Market leadership Product or service creation: time-to-market, quality, cost Sales & services: geographical spread and client retention Revenue potential & Forecasted margins Investment level & Pay-back period Strategic Criteria / Control: Feasability & Predictability Risk Management: Business risks such as Reliance in partners & Information on decision risk, Environmental risks (such as market and political risk), risk of Failure & Contingency (maximum loss), Spread of risks (group) Corporate Social Responsibility & Corporate Governance (Global) Supply Chain (cost price, quality & sustainability) Legal framework: Ownership, Tax, Brand and Trade names, Intellectual Property Appropriate industrial or office site, excellent locational factors & Sourcing Sufficient capacity and realistic efforts for own people

19 Understanding a specific country or region Differences in Perspective, (Communication) Protocols Building your organization: Channel your thoughts carefully (focus) Build your house brick by brick and build general support Use of INTERFACES to bridge gaps between systems (and perceptions) An interface is an intermediary between two systems: 2 legal systems, 2 financial systems, 2 language systems, 2 cultural systems etc. Dutch Interface Vietnamese (example)

20 What is basically on a CEO s mind when investing cross border? Business environment : cultures, capital markets and legal and tax issues Match with (Corperate) Group issues and timing Management of the New Business Unit and which investment strategy?

21 Good leadership Decision with focus/ do not guess : 1. Supply chain checklist: upside potential / downside risk, analysis an solutions. 2. Compare the various investments 3. Contingency: if everything goes wrong, what is the effect on finance and your group s continuity (max. loss) 4. Cope with the main succes factors as identified (other then your core business issues) 5. Focus on acceptance by everybody

22 Good leadership - Goethe Whatever you can do or whatever your dreams are, just do it! Boldness is the proof of a genius, power and magic. (driven by curious human beings these are the feeding elements of creativity & innovation)

23 Can we assist you? Advise on Business Case, from Roadmap Development to Hands-on Execution SPECIALIST ADVISOR TO GROWING BUSINESSES DRS. R. STEENMAN (ROY) MOBILE + 31 (0) TEL + 31 (0) FAX + 31 (0) WEB ROY.STEENMAN@MANAGINGGROWTH.COM CORR P.O. B0X 183, 1860 AD BERGEN (NH), THE NETHERLANDS Managing Growth BV, December 2011