Global Business Locations – FDI, Cluster, Park…

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The impact of 2011 economic slowdown on the development of Airport Business Parks

Thursday, December 22nd, 2011

The Aviation industry is feeling the impact of the current global economic slowdown. That is having an immediate effect in the logistics sector; the airfreight volumes have fallen sharply and are not expected to recover soon. This has an impact on developments centered on logistics. Many plans are halted waiting for better times. Despite of that, other plans are based on a more diversified portfolio than logistics alone, and we still see major developments in progress in places like Berlin Brandenburg, London Gatwick and Zurich Kloten.

The vision of Dr. John Kasarda, as he lays down in his book “Aerotropolis, the way we will live next”, is not yet in full deployment, but there is a strong trend to select business locations on their connectivity by air, as we did in former days by ships, railroads and cars. Many of our current Metropolises originated from those junctions.

Airports try to arrange transport to the final destination of business travelers in a hassle-free manner, but success is limited and congestion always a risk. So more and more companies chose to shorten the total trip time by setting up operations at, or very close to, the airport. By modeling these locations as business parks we create a successful business environment, further enhanced by themed clustering. This also encourages Business Service providers to set up at these locations.

The outlook for air travel remains positive, of course motored by developing economies, but also Western airports expect continued growth. In the Far East there are good examples of newly constructed airports with room for economic development integrated in their design, in Europe we also find that at Berlin Brandenburg (new airport with integrated business area’s) and Paris Charles de Gaulle (as the result of the visionary design made decades ago). Places like Copenhagen, Amsterdam and Munich have ample room for similar developments. In the USA Detroit and Dallas-Fort Worth also focus on developing the airport as the motor for wide spread economic development.

If projects meet market’s demands, there is a huge interest in business locations combining excellent connectivity by air with good business environments.

 

By Ruud Storm, Founding Partner at Global-Arena.com and Captain Boeing 737 NG at KLM

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What ED professionals could learn from Israel’s invention tension, growth and competitive advantage

Thursday, September 1st, 2011

The engine for Israel’s competitive advantage and growth is not technology, it is creativity. So says Mr Margalit founder and chairman of Jeruzalem Venture Partner.

If you think about it, Israels technology sector cannot rely on its own market (the army) nor on its neighboring countries and markets for its growth. Companies have to be global by design. Some say that Israel’s success depends on a well funded scene of hyper smart elite entrepreneurs that can rely on a broad well educated mass of workers. To continue its growth Israel’s technology sector and entrepreneurial scene had to solve two problems; First, it had to become less dependent on ties with the army and; second, it had to transform its technology focus from clever technology to customer focussed innovation that moves global consumers.

Going forward, in the current economic climate, Israel must also be able to deal with less foreign funding for their entrepreneurial scene.

What is most interesting is that Israel’s entrepreneurial scene shows the power of FDI coming from leading global corporations buying startup companies. A lot of major Cities are focused on developing intellectual capital and talent but they lack focus on funding that was so instrumental to Israel’s technology success.

What do think are great examples of Cities that have balanced talent supply, technology transfer and venture funding?

To read more about this topic, please visit the article Israel: Invention tension, by Tobias Buck, published in Ft.com.

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Tackling the challenges in the Sales Operation Process

Friday, August 5th, 2011

A recent McKinsey&Company article, called Freeing up the Sales force for Selling, highlighted the vast amount of time that sales people spend dealing with internal systems, managers, processes and mandates.  These internal demands minimize the amount of time available for the customer and, consequently, for selling. The authors propose optimization of Sales Operations to correct the imbalance.

As deal complexity increases, efficient Sales Operations will improve sales productivity.   However, although the authors noted increasing deal complexity, they didn’t mention the role that organizational structure plays in diluting the time available for sales to spend with customers.

There are several situations that cause problems for sales. You have a problem if:

  • If the customer is an international organization and you are working in a multinational company. 

There will be internal fights about sales credit. (“We sold it in the UK, so we should get the commissions.”; “We have to support it in Singapore, so we need commissions.” “We proved the concept at the lab in the USA so..”; They would have installed it in the datacenter in Germany, but..”)

There will be internal fights about the price: “In Malaysia, they spend only US$10000; why should they get such a great price?” “In Argentina, that customer is simply a very loud and troublesome SME (Small-Medium Enterprise).”

There will be internal fights about support. (“Why did you let them buy the new XYZ38K, Rev 2 processor? That’s not supported in Botswanna.”)

  • If the customer wants a cross-Business Unit solution and you are a strong Business Unit company. 

Business Units (BUs) will have incompatible metrics. For example, if the customer want to buy product as a service (e.g. utility priced), the product BU won’t be able to recognize sales revenue; a rather massive show-stopper. Conversely, the services BU will discover that their (internal payment) isn’t counted as revenue by the product BU, so they can’t meet the customer requirement. The Finance organization won’t approve a non-standard solution. (Note: Financial creativity in Finance has been frowned upon since the Enron debacle… unless you’re a global bank.)

  • If your customer has no money.

Although this should be a show-stopper,  HQ staff, devoid of customer contact, will generate processes and procedures to ‘help’.  In one personal example, the approval process required endorsement by 18 people in 14 countries. As I said at the time: “This is a labyrinth, not a process.”

Remember the fundamental feature of a large corporation:  “There is an infinite supply of HQ staff who tell you exactly how to do something that they’ve never done themselves.”

Customer demand for a complex solution will rarely match established processes, procedures, structures and mechanisms of the selling organization. The successful sales person must be nimble and his organization must establish a (maze-free) way to bypass normality: sales and management must be empowered to commit for the good of the company as a whole.

 

By Dan Martin, CIO @Global-Arena.com

Strategy Challenges

Tuesday, July 12th, 2011

A recent article entitled “The perils of bad strategy”, written by  UCLA professor Richard Rumelt, presents several hallmarks of a bad strategy:

  • Failure to face problems
  • Mistaking goals for strategy
  • Bad objectives
  • Fluff

The hallmarks reflect a management tendency to make plans based on aspiration rather than facts on the ground. Strategy is long-term but business leaders are measured in the short-term. As the country manager of a large technology firm told me:

“When I took this job, I made an annual plan and presented an annual report. Then they asked for six month updates, quarterly updates and now monthly updates,” Hans noted.

“What have you done for me today?” I replied.

Financial results defined by burgeoning spreadsheets, proliferating MBAs and clueless analysts have created an environment that makes it difficult to define and implement an effective strategy. Moreover, the marked financial advantage of global supply chains has elevated cost reduction to a corporate mantra.  Although a company with billion dollar expenses has e ample opportunity to reduce costs, it is management’s task to know when the consequences of austerity outweigh the cost savings. Let’s face it, cutting fat improves competitiveness. Cutting muscle is more problematic. Some companies, bereft of common sense, continue by removing individual genes from DNA particles.

Rumelt also identifies “an inability to make decisions” as a major reason for so much bad strategy. This analysis is accurate. But, isn’t it management’s job to make decisions?   Management has abdicated responsibility and embraced strutting. Strategy has become Shakespearian:

Tomorrow, and tomorrow, and tomorrow,
Creeps in this petty pace from day to day,
To the last syllable of recorded time;
And all our yesterdays have lighted fools
The way to dusty death. Out, out, brief candle!
Life is but a walking shadow, a poor player,
That struts and frets his hour upon the stage,
And then is heard no more. It is a tale
Told by an idiot, full of sound and fury,
Signifying nothing.

 

By Dan Martin, CIO Global-Arena.com, also founder and owner of Dan Martin International.

 

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FDI in the Aerospace sector – prioritizing quality and guaranteed throughput

Thursday, May 19th, 2011

Airlines are now transporting more passengers at better yields and s they climb out of the doldrums caused by the global economic slump, changes – with relevance for the FDI market – are underway. As an insider of the airspace sector, I want to share with you my finding on the FDI trends within the sector – specifically in the areas of aircraft manufacturing and maintenance and repair organizations.

The Aircraft Manufacture and its risk-sharing partnerships

It may seem that commercial airplane manufacturing is dominated by two global organizations (Airbus and Boeing) surrounded by a handful  of, for the most part, regional aircraft in Brazil, Canada, China and Russia. However, aircraft development and production has evolved. All major players have put risk-sharing partnerships in place – partnerships that develop and build significant components and subsystems. This approach, which means that any component might be built anywhere, generates logical challenges while simultaneously offering significant business advantage. The approach provides opportunity for companies using innovative production techniques to become part of the supply chain of much larger manufacturers. The use of global supply chains makes it easier to rapidly utilize and and industrialize research anywhere in the world. An example is the cooperation between EADS (parent of Airbus) and GKN Aerospace to develop production of complex 3D shapes from powder material.  This was made possible by university research centers that created the ability to create lighter structures with less parts. Another good example is Stork Fokker in the Netherlands.

Maintenance and Repair Organizations (MRO’s)

Airlines are backing off from earlier approaches that pushed manpower-intensive maintenance to low-cost countries. The current preference is to keep maintenance close to the airline bases, in order to increase the availability of the airplanes. Higher wages for staff are one consequence of this change. The higher wages are offset using smart maintenance programs that are defined between airlines, aviation authorities and MRO’s. A smart maintenance program can provide significantly improved efficiency – especially for aging aircraft,. An example: Gol, Brazil’s largest airline, and Delta Airlines TechOps have a defined a cooperative effort wherein Gol will benefit from Delta’s quality standards and efficiency, while Delta benefits from high quality, but low-cost, maintenance performed on the Boeing 737 fleet in Brazil.

Component repair is another booming business as companies focus on very specialized work packages. This relentless focus allows these companies to optimize their specific area of expertise resulting in high quality, rapid delivery. The result are compelling enough to outweigh the logistics of having components sent to and from a remote facility.

The world is getting smaller. As long as an organization can deliver quality products that meet industry demand, they no longer have to be geographically close to their customers. Consistent quality and guaranteed throughput much more important. The aerospace industry is among the leaders in taking advantage of this change.

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FDI lead conversion – Fighting symptoms or addressing the root cause

Monday, December 13th, 2010

Today I was working with Erik from our team with a US client on implementing a trial for our online FDI lead generation solution DealMaker. The client informed us that he was about to outsource lead qualification and processing services from an FDI professional services provider. Outsourcing parts of the sales and marketing process is a trend in FDI promotion business development. The clients problem was that he received to much online inquiries to handle and most of them where considered to unserious to spend scarce agency capacity on them.

We debated if one should pump the water out or fix the dam. In real life FDI Agency work it is not that simple nor black or white. However, we do believe that the right online economic development strategy and FDI promotion and acquisition should prevent that unrealistic or unserious opportunities filter through. We also believe that the FDI inquiry response process can be optimized such that the workload of the inquiry response is minimized without the  risk of turning down serious opportunities. Finally, no agency wants to leave a bad impression if the requestor is serious but the requested solution or services are simply not in your portfolio. For these situations a delegation or link to another platform may be an elegant exit arrangement.

More and more Chinese companies are investing abroad, how to engage with them?

Wednesday, October 6th, 2010

Global Arena was at the China International Fair on Investment and Trade (CIFIT 2010) in Xiamen, China. This fair is organised by the Ministry of Commerce (MOFCOM).

As revealed in UNCTAD’s World Investment Report 2010, China and Hong Kong combined are the economy receiving the largest FDI inflow, the same report puts China at the third position for FDI outflow, only behind USA and France, with Chinese FDI outflow totalling 100 billion dollars.
To both China’s inflow and outflow of capital, the China Investment Promotion Agency (CIPA) is playing a pivotal role. Global-arena.com is starting a cooperation with CIPA to develop a Chinese version of our Online Business Location platform, optimised for use from within China, so exclusively aiming at Chinese companies looking for business locations outside China.

To make global-arena.cn most effective, it needs to be hosted in China, optimised for the Baidu search engine (China’s equivelent for Google) and be in the Chinese language. In the very near future we will start offering our Premium clients with a Complete profile the facility to be active on the Chinese FDI Marketplace, once this is established, we will also offer Start and Plus clients the opportunity to effectively promote their location in China for a modest fee.
I welcome your comments, recommendations and questions about attracting investments to your location from Chinese companies

Would it not be easier to buy some Google Adwords such as FDI…

Wednesday, May 19th, 2010

I just talked to a potential client and he raised the following challenge: “I believe it may be easier/more effective to buy some keywords in Google such as “FDI” and “Europe” to increase the visibility of our website.”

That’s a very valid and important question. Would it? I am sure it could but it would cost you a fortune and huge management effort to control the Adwords budget and keyword selection and placement positioning. Not because Adwords is difficult but because FDI is VERY GENERIC. Google would love you for placing that keyword – axe your Adwords credit line and you would end up competing heavily for FDI add placemen at high cost and marginal effect. Not a good idea at all.

What would work is that we agree with you – our Investment Promotion Agency or Location Promotion Agency client – to place Adwords against your profile page on Global-Arena.com. That would bring more effect and more impact for less cost. Way less. And, not at last, we could also tell you by our extensive ongoing FDI research what keywords fit your location advantages and investor acquisition strategy and in what countries it should run. It requires a lot of FDI global market insight to do this right. And that’s the only option you have considering the drain potential of this instrument on your marketing budget. Adwords the Tyrannosaurus Rex running around in your marking budget and department. Its impressive but hungry all the time.

I could go on for another 2 pages on this great topic in more relevant detail. We should. We will dive in to it in more detail in next articles.

Cheers – time to go to bed.

Should you be at MIPIM 2010 next week than please visit us at booth 20.17

Thursday, March 11th, 2010

We are very pleased that many FDI and real estate executives accepted our personal invitation to hear how we connect FDI with real estate projects and opportunities at Global-Arena.com
At MIPIM we will also publish the findings of our market research on global FDI networking communities and platforms.
I hope that MIPIM is an opportunity to meet face to face.
kind regards
Peter Storm

Taking the complexity out of global resource allocation in FDI initiatives

Monday, February 22nd, 2010

Understanding marketplace positioning is crucial; Whether referring to traditional business and marketing strategies or online strategy… Call it what you want; marketplace analysis is crucial for business strategy development and critical to business margins. Gathering FDI insight is therefore -or should be- established as an ongoing process in the Foreign Direct Investment decision making process.

Marketplace analysis and systematic development of FDI insight helps identify opportunities for growth from discovering gaps in the market that competitors aren’t exploiting. In strategic terms, marketplace analysis helps identify gaps where customer segments aren’t well served by existing propositions.

Despite all the rich data available from web analytics and media consumption, companies and their decision makers do not dispose over the necessary tools to structure all available data! It seems to me that this core part of FDI decision making is often hindered due to the fact that multi dimentional managerial input cannot be reduced to an objective one dimentional managerial output.

On Global–Arena.com we give our users acces to GlobalArenaRank, the scientific algorithm developed to identify business locations which best meet the differing requirements of parties -FDI supply and demand- involved in Foreign Direct Investment initiatives. GlobalArenaRank draws upon a large amount of data from authoritative sources and reduces it to relevant results only using statistical reduction methodology.

The GlobalArenaRank scientific algorithm calculates rankings of countries within their regions, and of locations within their countries. GlobalArenaRank also drills deeper into locally-specific rankings of locations which have upgraded their profile presentation through purchase of Global Arena’s premium FDI Marketplace services.

On our website users assign their own weightings to any combination of nine location factors – Labour Cost, Labour Productivity, Infrastructure, Education, Labour Availability, Labour Market Flexibility, Market Attractiveness, Socio-Political Stability and Cost of Living – to receive an overview report that shows rank by country and lists locations within each. From here, users can start to access deeper levels of information and perform systematic business location search and analysis.

Companies from all sizes can now conduct their own resource allocation and location longlisting processes without the need for subscription based expensive online FDI data analysis systems and or FDI services from location consultants or global consultancies. Global-Arena.com saves you time and money while providing you the best answers when you need them for your business needs.

We hope this helps your company or location compete effectively in the global economy.