0
The Practical Toolkit for Doing Business in South East Asia       Thursday 18th October           The Kia Oval
Connecting your business to Asia                                 Banking Advice & Help                                 18 ...
Agenda• Introduction• Concerns and Challenges• Mitigating Risk• Trade Cycle and Working Capital• How can RBS/Natwest help?...
Concerns and Challenges       Potential Challenges for companies trading internationally      • Time      • Distance      ...
Mitigating Risk   Mitigating Risk              Exporter              Importer          rbs.co.uk/international
Trade Cycle and Working Capital      Trade Cycle and Working Capital      rbs.co.uk                   6     6
How can RBS/Natwest help?      What support can a banking partner provide?                 Managing Risk                  ...
How can RBS/Natwest help?     RBS / Natwest can help                                                                      ...
Helpful solutions and guidance forexporters/importersRob Kellerrbs.co.uk                            9
Innovations designed to help International trading businesses      Help with getting paid on time      •    Debt collectio...
Innovations designed to help International trading businesses   Investing in your business – importing machinery      •   ...
Government Schemes for Exporters    Help & Guidance     • Local experts & an ‘International’ Hotline 0800 210 0235     • G...
The Practical Toolkit for Doing Business in South East Asia       Thursday 18th October           The Kia Oval
LEGAL GUIDANCE                                           UKABC, UKTI & RBS 18 October 2012Business | Individual | Not for ...
Taylor Vinters LLP:                                                                Taylor Vinters LLP:     Our story      ...
Our story                  Environment     Set-up                                                           •• Legal syste...
Our story                  Environment     Set-up     • • Soft or hard landing?                                           ...
LAWYERS                                           WITH A                                         CAMBRIDGE                ...
LAWYERS                                           WITH A                                         CAMBRIDGE                ...
•• Key driver in                                                                    Key driver in     Our story           ...
LAWYERS                                           WITH A                                         CAMBRIDGE                ...
••   World-class networking                                                                  World-class networking     Ou...
• • Private vs public funding                                                                    Private vs public funding...
• • Hard or soft landing?                                                                  Hard or soft landing?     Our s...
•• Expat vs local?                                                                 Expat vs local?     Our story          ...
• • Generally aahighly                                                                     Generally highly     Our story ...
• • Emerging markets                                                                     Emerging markets     Our story   ...
The Practical Toolkit for Doing Business in South East Asia       Thursday 18th October           The Kia Oval
Doing Business in Southeast AsiaStrategic Planning and Risk AssessmentChris Torrens
Southeast Asia – risk environment                                     Divergent political, regulatory and                ...
Macro to micro: risks in Southeast Asia                                    Exposure to international regulation (e.g. FCP...
Key points for foreign companies – SMEs included• Single largest risk stems from anti-bribery legislation     • Private co...
Indonesia•   Sector risks                                   Challenges for business     • Nationalist political agendas ve...
VietnamOverview•Economy dominated by inefficient state sector•Double digit inflation – Dong devalued 6 times since 2008•Op...
MyanmarOverview•Reforms are real and will continue – but not a smooth process•Significant questions over political sustain...
Associated parties: spotting red flags Wants to be paid offshore Lacks appropriate professional qualifications or  exper...
Thank youchris.torrens@controlrisks.com+44 7595 966 970
The Practical Toolkit for Doing Business in South East Asia       Thursday 18th October           The Kia Oval
The University of Nottingham      Social and Cultural UnderstandingThe practical toolkit for setting-up business in South ...
Truly Global University•4 UK Campuses; 2 international Campuses•First UK University to establish in Malaysia (2003) andChi...
Importance of Social and Cultural Understanding - Our experience•Develops our specific local knowledge in each South East ...
Respecting religious and cultural traditionsImportance of pre-departure research•Respecting religious observances e.g. Ram...
Successful Meetings•Research attendees and identify most senior person•Ensure ‘like for like’ seniority•Gifts-small and ge...
Successful Meetings (cont’d)•Dress code-Generally business attire butexpectations differ•Dinner   •See dinner as part of t...
Importance of language•Differing levels of spoken English across SE Asiancountries-find out before•What does ‘Yes’ mean?•I...
Successful longer term business•Engage with the right people-both key decisionmakers and those on a day to day basis•Role ...
Investment in social and cultural training•Constantly learning about social and cultural issues•Develop links with the hos...
Thank You         Jason Feehily   Head-Asia Business Centrejason.feehily@nottingham.ac.uk       @AsiaBusinessCtr
The Practical Toolkit for Doing Business in South East Asia       Thursday 18th October           The Kia Oval
fst // UKTI presentation // 2012prepared for // practical toolkit delegatespresented by // Craig Watson                   ...
fst //                       Why am I here?                       > Brand expert                       > Broad experience ...
fst // UKTI presentation 2012              Presentation focus…              > The SEA market              > Brand and it’s...
fst //                       Who are we?                       > fst is an integrated creative agency                     ...
fst //                       What fst stands for >                       free                       spirited              ...
fst //                              Section 1                              The SEA market fst // www.fstthegroup.com
fst // UKTI presentation 2012              Plans for SouthEast Asia              > What is your vision for this region?   ...
fst //                      Market complexities                      > Disparity of economies from super rich (Singapore i...
fst //                      ASEAN 10                      > The Association of SouthEast Asian Nations comprises          ...
fst //                  Research is key                  > Research as much as possible before you develop a              ...
fst // Intelligent Environments // 2012                                          Section 2                                ...
fst //                       The meaning of brand                       > Your brand has a crucial role in realising your ...
fst //                  Why brand matters                  “when your employees understand your brand                  the...
fst // UKTI presentation 2012              Views from the market              “Asian markets are driven by brand and relat...
fst //                  Brand power                  Looking at it another way – A good brand can help you to:            ...
fst //                       Great brands are…                       > simple                       > relevant            ...
fst // Intelligent Environments // 2012                                          Section 3                                ...
fst //                       What is a brand                       proposition?                       > It’s a succinct ph...
fst //                       Why do I need one?                       > It’s a base on which to build your marketing plan ...
fst // UKTI presentation 2012              What is your UK brand              proposition?              b              > W...
fst // Intelligent Environments // 2012                                          Section 4                                ...
fst // UKTI presentation 2012              Is your brand in shape              for SEA?              > What messages need ...
fst //         Developing a marketing         plan         Having done your research you should know the following;       ...
fst // UKTI presentation 2012              The ‘P’s’ of marketing              p              Based on E. Jerome McCarthy’...
fst // UKTI presentation 2012              Considerations              > Language / translation              > Customer CR...
fst // UKTI presentation 2012              Numbers and Colours              > The Chinese consider 8 a very lucky number  ...
fst //                Some potentially useful                brand comms tools…                > A ‘local’ website        ...
fst // Intelligent Environments // 2012                                          Section 5                                ...
fst // UKTI presentation 2012              Launch              > Visa, a valued client, presented an opportunity          ...
fst // UKTI presentation 2012              Progress              > Moved to own dedicated office in Kampong Glam          ...
fst // fst // www.fstthegroup.com
fst // fst // www.fstthegroup.com
fst //                Future                > To develop new website to better reflect our current                proposit...
The Practical Toolkit for Doing Business in South East Asia       Thursday 18th October           The Kia Oval
Upcoming SlideShare
Loading in...5
×

The practical toolkit for doing business in south east asia

630

Published on

UKTI Presentation given at the Practical Toolkit for Doing Business In South East Asia event at The Oval Kia, London on 18 October 2012.

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
630
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
30
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Introduction and welcome
  • Time 30 mins 15 - 20 mins presentation with a few slides to create an overview of key areas for consideration 10 - 15 mins debate / Q's - what do you want to know? Intro RG DS/RK We’ll talk a little about the Concerns and Challenges companies face when tradining overseas – e.g. risk of non payment We’ll cover a little about how support from your banking partner can help crystalise the risks, map out and support with the impact on cash flow and help, help you open accounts overseas, and highlight some innovations that will provide further assistance Discuss the Govt schemes provided through UK Export Finance to help the UK’s exporters
  • Common customer cash needs: Convenient and efficient settlement Balance and transaction visibility understanding what money is where and identify investment opportunities Ability to centralise cash to manage it effectively Offset borrowing and cash balances move money across boundaries cost-effectively invest surpluses to optimise returns and get the ‘right side’ of interest & exchange rate fluctuations Comprehensive, local banking services for example, to support overseas offices Common finance requirements for international trade: In principle no different from domestic requirements in some ways but the length of a trade transaction is extended and uniquely linked to underlying risks. Funding working capital (debtors, creditors, stock) Funding for asset purchase (often requires additional bank support)
  • Stress importance of understanding the trade timeline and how 'cashflow calculator' can support in this respect. Mention about cashflow calculator being showcased during the networking time
  • Working capital is simply the sum of all of your trades as illustrated by the transaction life cycles Export transactions are typically offering a higher profit margin but also have a longer life cycle than domestic transactions When devising financing plans: - negotiate extended terms with your suppliers where possible - Offer vendor finance - extended terms to your customers to get the contract - Consult with your International Trade specialist early , prior to negotaitions and during the process - Opportunity to discount / invoice finance/factoring - the right structure will support your cashflow needs - Liquidity is key
  • Notes per slide - suggest delivered by Neekesh
  • Features: Risk sharing between RBS & ECGD Exports have to be outside OECD developed markets Banks will be indemnified for risk sharing of up to 90% Exporters eligibility will be subject to our normal transactional due diligence No minimum contract value 20% of contracts must be UK Originated
  • Transcript of "The practical toolkit for doing business in south east asia"

    1. 1. The Practical Toolkit for Doing Business in South East Asia Thursday 18th October The Kia Oval
    2. 2. Connecting your business to Asia Banking Advice & Help 18 October, The Kia Oval, London.rbs.co.uk/international
    3. 3. Agenda• Introduction• Concerns and Challenges• Mitigating Risk• Trade Cycle and Working Capital• How can RBS/Natwest help?• Innovations designed to help International trading businesses• Government Schemes for Exporters• Q&Arbs.co.uk 3 3
    4. 4. Concerns and Challenges Potential Challenges for companies trading internationally • Time • Distance Risk Mitigation • Local business customs and practices • Ease and effectiveness of communication • Ability of the trading parties to meet their obligations • Trust Common Business Needs • ‘Plan B’ if something goes wrong? • Logistics • Insurance Finance Cash • Risks and risk management • Getting Paid rbs.co.uk/international 4
    5. 5. Mitigating Risk Mitigating Risk Exporter Importer rbs.co.uk/international
    6. 6. Trade Cycle and Working Capital Trade Cycle and Working Capital rbs.co.uk 6 6
    7. 7. How can RBS/Natwest help? What support can a banking partner provide? Managing Risk Working Capital • Understanding a Businesses Trade Cycle • Trade Products Developing the • Trade Finance – to match the Trade Cycle and Working Capital need right solutions • New forms of finance – UKEF supported facilities • Accounts domiciled in Asia in local currency • Access to various international payment mechanisms • Visibility and electronic delivery rbs.co.uk 7
    8. 8. How can RBS/Natwest help? RBS / Natwest can help • RBS is currently ranked among the top 10 Long History in Asia foreign banks in Asia We are present in 10 countries in the • We have 2,000 Electronic Channel Clients region, employing over 7,500 staff and and process more than 100,000 servicing over 75,000 accounts. transactions per day • We process more than 8 million cheques and issue over 23,000 Letters of Credit per Global Presence year in the region • Our Client Service is rated as one of the Best in Asia by our clients • Our local banking presence combined with our broad product capabilities and award- winning delivery channels have resulted in strong client relationships Branch/representative office; cash, clearing and trade capabilities Partner banks rbs.co.uk 8 8
    9. 9. Helpful solutions and guidance forexporters/importersRob Kellerrbs.co.uk 9
    10. 10. Innovations designed to help International trading businesses Help with getting paid on time • Debt collection service for open account trading in partnership with Atradius • 19 offices worldwide covering 40 countries • Nil cost to register for service • Upfront cost for each debt of £50-£100 • Success fee of between 4 & 30% A helping hand for Exporters • Creation of exporter’s documents - Invoices, Packing lists, Certificate of origin • Assistance in preparation of 3rd party documents (Insurance Certs, Bills of Lading, etc) • Follow-up with third party document providers rbs.co.uk/international
    11. 11. Innovations designed to help International trading businesses Investing in your business – importing machinery • Secure the machinery without having to pay up-front • Minimises risks of international trade via Letter of Credit • One stop shop: Asset Finance automatically pays the Import Letter of Credit facility • Budget with certainty: a payment structure tailored to the business’ needs Helping businesses secure export funding • Risk sharing between the banks and the government (up to 90%) • Most popular schemes: Bond Support Scheme & Export Working Capital Scheme • Conditions: 20% UK originated & exports to non-OECD countries • Speak to us or UK Export Finance at an early stage rbs.co.uk/international
    12. 12. Government Schemes for Exporters Help & Guidance • Local experts & an ‘International’ Hotline 0800 210 0235 • Guide to International Trade • Internet (Education & tools): www.natwest.com/international www.rbs.co.uk/international rbs.co.uk/international
    13. 13. The Practical Toolkit for Doing Business in South East Asia Thursday 18th October The Kia Oval
    14. 14. LEGAL GUIDANCE UKABC, UKTI & RBS 18 October 2012Business | Individual | Not for Profit 14 www.taylorvinters.com www.taylorvinters.com
    15. 15. Taylor Vinters LLP: Taylor Vinters LLP: Our story Environment Set-up •Cambridge, London and •Cambridge, London and Singapore Singapore •Technology, investment •Technology, investment and private wealth and private wealth •Focus on hi-growth tech •Focus on hi-growth tech Future Tax companies and MNCs in companies and MNCs in SE Asia SE Asia •In Singapore 33years •In Singapore years •Opened full-time office •Opened full-time office 2011 2011 Doing deals Networking Me: Me: •Technology lawyer •Technology lawyer •International practice •International practice •Strategic leadership •Strategic leadership Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 15 www.taylorvinters.com
    16. 16. Our story Environment Set-up •• Legal systems Legal systems •• IP protection IP protection •• Governance Governance and stability and stability Future Tax •• Approach to Approach to contracting contracting •• Attitude to rule Attitude to rule Doing deals Networking of law of law •• Reality of Reality of enforceability enforceability Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 16 www.taylorvinters.com
    17. 17. Our story Environment Set-up • • Soft or hard landing? Soft or hard landing? • • Documenting Documenting partnerships partnerships • • Corruption and Corruption and bribery compliance bribery compliance Future Tax • • Transparency & ease Transparency & ease of set up of set up • • Immigration Immigration • • Regulated sectors Regulated sectors need extra care need extra care Doing deals Networking • • Issues arise on Issues arise on transition transition • • Plan for evolution of Plan for evolution of your business your business structure structure Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 17 www.taylorvinters.com
    18. 18. LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 18 www.taylorvinters.com
    19. 19. LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 19 www.taylorvinters.com
    20. 20. •• Key driver in Key driver in Our story Environment Set-up choice of location choice of location •• Regime and Regime and incentives are incentives are equally important equally important Future Tax •• Corporation tax Corporation tax rates rates •• R&D tax relief R&D tax relief •• Personal tax rates Personal tax rates Doing deals Networking •• Treatment of Treatment of dividends & capital dividends & capital gains gains •• Withholding tax Withholding tax •• Double taxation Double taxation Talent Launching Funding treaties treaties LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 20 www.taylorvinters.com
    21. 21. LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 21 www.taylorvinters.com
    22. 22. •• World-class networking World-class networking Our story Environment Set-up cities cities • • Britcham Britcham • • Amcham Amcham • • Eurocham Eurocham • • Business development Business development culture culture • • Centres for conference Centres for conference Future Tax activity activity • • Transport hubs Transport hubs Doing deals Networking Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 22 www.taylorvinters.com
    23. 23. • • Private vs public funding Private vs public funding Our story Environment Set-up • • Smaller-name investment Smaller-name investment funds and angels funds and angels • • Government remains aa Government remains major source of funding major source of funding • • Check industrial policy Check industrial policy • • Legally complex Legally complex Future Tax Doing deals Networking Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 23 www.taylorvinters.com
    24. 24. • • Hard or soft landing? Hard or soft landing? Our story Environment Set-up • • Due diligence and Due diligence and documentation documentation • • Service vs Product Service vs Product businesses businesses • • Commitment Commitment Future Tax • • Brand and credibility Brand and credibility vital vital • • Relationships will Relationships will take time take time • • Local Local Doing deals Networking partners/employees partners/employees important important • • Regional strategy Regional strategy Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 24 www.taylorvinters.com
    25. 25. •• Expat vs local? Expat vs local? Our story Environment Set-up •• Immigration Immigration •• Check where you Check where you sit with industrial sit with industrial policy policy Future Tax •• Brand and Brand and credibility vital to credibility vital to recruitment recruitment •• Light-weight Light-weight Doing deals Networking employment employment protection protection •• Churn issues Churn issues •• Reward and Reward and remuneration remuneration Talent Launching Funding •• Expat tax Expat tax LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 25 www.taylorvinters.com
    26. 26. • • Generally aahighly Generally highly Our story Environment Set-up sophisticated market sophisticated market • • Process more Process more important than important than contract contract • • Discipline Discipline Future Tax • • Take care with Take care with negotiation style negotiation style • • Anticipate face to Anticipate face to face negotiation face negotiation • • Use of intermediaries Use of intermediaries Doing deals Networking • • Some specialised Some specialised areas may require areas may require you to educate the you to educate the market market Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 26 www.taylorvinters.com
    27. 27. • • Emerging markets Emerging markets Our story Environment Set-up building legal building legal infrastructure infrastructure • • Improvements in IP Improvements in IP protection and protection and enforcement enforcement Future Tax • • Polarisation of choice Polarisation of choice of law of law • • Singapore and HK Singapore and HK will dominate dispute will dominate dispute forum forum Doing deals Networking • • Shift away from trade Shift away from trade protectionism protectionism • • Move towards Move towards tightening of tightening of immigration rules immigration rules Talent Launching Funding LAWYERS WITH A CAMBRIDGE ATTITUDEBusiness | Individual | Not for Profit 27 www.taylorvinters.com
    28. 28. The Practical Toolkit for Doing Business in South East Asia Thursday 18th October The Kia Oval
    29. 29. Doing Business in Southeast AsiaStrategic Planning and Risk AssessmentChris Torrens
    30. 30. Southeast Asia – risk environment  Divergent political, regulatory and legal systems  Mix of resource, manufacturing and service economies  Unified by FDI-fuelled growth  Big Brother China is watching – strategic importance 1
    31. 31. Macro to micro: risks in Southeast Asia  Exposure to international regulation (e.g. FCPA) Transnational risk  Risks at export destination  Embargoes and sanctions  Political risk Country risk  Operational risk  Regulatory risk  Sector-specific regulatory risk Sector risk  Appropriation risk  Operational risk  Ownership structure Corporate risk  Related party transactions  Corporate governance  Fraud and corruption risk Human Capital risk  Political exposure  Reputational risks  Natural disasters Event risk  Civil and workforce unrest  M&A events 1
    32. 32. Key points for foreign companies – SMEs included• Single largest risk stems from anti-bribery legislation • Private companies as well as public ones • Passive as well as active bribery • Extra-territorial reach • Corporate failure to prevent bribery: you can’t outsource corruption, and ignorance is no defence• Remember: • Know your partner/customer/vendor/supplier: due diligence • Tone from the top • Get your dirty washing out: listen to local manager problems • Create and maintain code of conduct/business integrity principles • Communicate policies • Create mechanisms for disclosing • Be clear on facilitation payments
    33. 33. Indonesia• Sector risks Challenges for business • Nationalist political agendas versus •Creaking infrastructure business pragmatism •Persistent and entrenched corruption • Reactive regulation – business/politics nexus • Licensing problems and appropriation risk •Difficulty of doing business – 129 out• Corporate risks of 183 in World Bank Index • Who owns the business, really? •Complex regulatory environment • Is the company’s plan really aligned with •Terrorism and natural disasters - your investment? though not a major concern for• Human capital risks business • Where’s your money and what was it used •More remote regions pose greater for? challenges • What happens if that “well-connected” •Health risk issues company is no longer so connected? • Reputational risk eg environmental damage
    34. 34. VietnamOverview•Economy dominated by inefficient state sector•Double digit inflation – Dong devalued 6 times since 2008•Opportunities: • Export-focused manufacturing expanding • Fragmented FMCG market ripe for consolidation • Infrastructure under-invested (and dominated by Japanese investors)Key risks•Ongoing economic reform initiatives face political opposition•Ad-hoc approach to policy-making – economic volatility•Endemic corruption à la China • ownership structures opaque • supply chains complex•Legal fragility: poorly defined laws patchily enforced
    35. 35. MyanmarOverview•Reforms are real and will continue – but not a smooth process•Significant questions over political sustainability, especially 2015•Economic reform complex and difficult – managing expectations•Hard and soft infrastructure severely lacking•New foreign investment law will help – but it remains a highly-challenging business environmentKey risks•Under-developed foreign investment environment•Opaque ownership structures – links to leadership•Fraud and malpractice widespread•Investor enthusiasm far ahead of reality – political, operational andinfrastructure challenges remain 1
    36. 36. Associated parties: spotting red flags Wants to be paid offshore Lacks appropriate professional qualifications or experience Recommended by the government official with whom you’re negotiating Close personal links with politicians, officials Asks for extra payment for ‘special services’ Promises services that are ‘impossible’ Damaging press reports or questionable reputation in the market place Seems to be in financial difficulties
    37. 37. Thank youchris.torrens@controlrisks.com+44 7595 966 970
    38. 38. The Practical Toolkit for Doing Business in South East Asia Thursday 18th October The Kia Oval
    39. 39. The University of Nottingham Social and Cultural UnderstandingThe practical toolkit for setting-up business in South East Asia
    40. 40. Truly Global University•4 UK Campuses; 2 international Campuses•First UK University to establish in Malaysia (2003) andChina (2006)•42,000 students -One of the largest internationalstudent communities •4,800 in Malaysia •5,500 in China •9,000 international students in the UK
    41. 41. Importance of Social and Cultural Understanding - Our experience•Develops our specific local knowledge in each South East Asian country•Helps us engage appropriately with existing and aspiring students•Improves and enhances the ‘The Nottingham Experience’•Enhances our relationship building with decision makers, institutionsand individuals•Promotes effective communication at all levels•Improves business etiquette when working with industry
    42. 42. Respecting religious and cultural traditionsImportance of pre-departure research•Respecting religious observances e.g. Ramadan•Know key festival and holiday dates e.g. Lunar New Year;National Days•Respect and use titles e.g. Tan Sri; Dato’•Drink and dietary obligations•Personal greetings
    43. 43. Successful Meetings•Research attendees and identify most senior person•Ensure ‘like for like’ seniority•Gifts-small and generally wrapped•Prepare business cards with as much detailas possible including academic titles•Expect informalities at the beginning •Address responses to the most senior person •Calm and engaged-maintain ‘face’ •Posture•Do not push too hard for a decision
    44. 44. Successful Meetings (cont’d)•Dress code-Generally business attire butexpectations differ•Dinner •See dinner as part of the meeting •Develop the relationship, bring in more personal information •Be aware of hosts dietary obligations
    45. 45. Importance of language•Differing levels of spoken English across SE Asiancountries-find out before•What does ‘Yes’ mean?•Indirect language conveying bad news•Clarify for what is expected or required•Using Interpreters •Professional interpreters; students •Brief and share presentation well before meeting •Clarify technical terms •Debrief after the meeting
    46. 46. Successful longer term business•Engage with the right people-both key decisionmakers and those on a day to day basis•Role of contracts•Importance of the team•Focus on the relationship not the current problem•Spend time in the host country•Maintain contact formally and informally
    47. 47. Investment in social and cultural training•Constantly learning about social and cultural issues•Develop links with the host country •Interns; Studentships•Attend events and network with visiting delegations•Spend time with your customers through visitingand hosting
    48. 48. Thank You Jason Feehily Head-Asia Business Centrejason.feehily@nottingham.ac.uk @AsiaBusinessCtr
    49. 49. The Practical Toolkit for Doing Business in South East Asia Thursday 18th October The Kia Oval
    50. 50. fst // UKTI presentation // 2012prepared for // practical toolkit delegatespresented by // Craig Watson Brand and marketing planning for Southeast Asia Speaker notes for UKTI practical toolkit for doing business in Southeast Asia fst // www.fstthegroup.com
    51. 51. fst // Why am I here? > Brand expert > Broad experience of sales and marketing knowledge > Some experience of SouthEast Asia market fst // www.fstthegroup.com
    52. 52. fst // UKTI presentation 2012 Presentation focus… > The SEA market > Brand and it’s potential role > Defining a brand proposition > Communicating your brand proposition / taking your brand to market > Our experience fst // www.fstthegroup.com
    53. 53. fst // Who are we? > fst is an integrated creative agency > We partner our clients to deliver inspiring ideas and creative > Established 20 years ago, fst currently employ around 50 people > fst opened the Singapore office March 2011 fst // www.fstthegroup.com
    54. 54. fst // What fst stands for > free spirited thinkers fst // www.fstthegroup.com
    55. 55. fst // Section 1 The SEA market fst // www.fstthegroup.com
    56. 56. fst // UKTI presentation 2012 Plans for SouthEast Asia > What is your vision for this region? > What countries in the region do you want to target? > What do want to achieve? > How are you going to get there? fst // www.fstthegroup.com
    57. 57. fst // Market complexities > Disparity of economies from super rich (Singapore in top 5) to very poor (Cambodia -141st out of 183 listed countries)* NB. UK ranked 22 > Resourcefulness – in this region if they can buy cheaper or do it themselves they will > There are around 18,000 Indonesian islands, speaking 725 different languages. They do however have the 4 th largest population in the world at around 238m *World bank ranking 2005-11, Wikipedia list of countries by GDP per capita http://en.wikipedia.org/wiki/List_of_countries_by_GDP_%28PPP%29_per_capita fst // www.fstthegroup.com
    58. 58. fst // ASEAN 10 > The Association of SouthEast Asian Nations comprises Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, Vietnam > They combine to offer the world’s 4th largest single market fst // www.fstthegroup.com
    59. 59. fst // Research is key > Research as much as possible before you develop a marketing plan. > UKTI very helpful with the macro support, but only you can manage the micro details required > Shopping habits, credit card penetration, internet accessibility > Know your market; your customers; your agent or distributors; your competitors fst // www.fstthegroup.com
    60. 60. fst // Intelligent Environments // 2012 Section 2 Your brand fst // www.fstthegroup.com
    61. 61. fst // The meaning of brand > Your brand has a crucial role in realising your dream > Much, much more than a logo > Brand is a cluster of values and associations > Brand encompasses imagery, design, language and behaviour to ideally deliver an emotional message fst // www.fstthegroup.com
    62. 62. fst // Why brand matters “when your employees understand your brand they sell your brand when your customers engage with your brand they buy your brand and when your competition fears your brand you win” Richard Gray, Creative Director fst fst // www.fstthegroup.com
    63. 63. fst // UKTI presentation 2012 Views from the market “Asian markets are driven by brand and relationship. Good branding is an essential component of launch – and that goes way beyond just a logo” Tim Pullan – Head of Technology & Outsourcing Asia at Taylor Vinters “We are selling innovative and revolutionary technology to world class organisations. Thanks to fst, our new brand sends out the right message and corporate profile to our target audience. I believe this will help to play a vital part in realising our business plans in SouthEast Asia and beyond” Jerry Lee Barber – Chief Executive Officer at Optitune fst // www.fstthegroup.com
    64. 64. fst // Brand power Looking at it another way – A good brand can help you to: Become Rich AND Successful fst // www.fstthegroup.com
    65. 65. fst // Great brands are… > simple > relevant > consistent > unique fst // www.fstthegroup.com
    66. 66. fst // Intelligent Environments // 2012 Section 3 Brand proposition fst // www.fstthegroup.com
    67. 67. fst // What is a brand proposition? > It’s a succinct phrase or sentence that encapsulates what your brand promises… For example: We partner our clients to deliver inspiring ideas and creative fst // www.fstthegroup.com
    68. 68. fst // Why do I need one? > It’s a base on which to build your marketing plan and marcomms activity > It’s the essence of your brand > It’s top of your brand triangle fst // www.fstthegroup.com
    69. 69. fst // UKTI presentation 2012 What is your UK brand proposition? b > What is the compelling reason for your customers to want to buy your product or service in the UK. What are your values and benefits? > Will this work in SEA? > Which of the following do you have or need: a brand proposition: descriptor: tag line: elevator speech fst // www.fstthegroup.com
    70. 70. fst // Intelligent Environments // 2012 Section 4 Taking your brand to market fst // www.fstthegroup.com
    71. 71. fst // UKTI presentation 2012 Is your brand in shape for SEA? > What messages need to be delivered to this region? > What marketing tools can you utilise or will have to produce? fst // www.fstthegroup.com
    72. 72. fst // Developing a marketing plan Having done your research you should know the following; -which country / countries you’re starting with - is there definitely a need for my product or service in this country? -how and where you’re going to produce and deliver your product or service - which elements of the marketing mix are available and relevant in the region You are now in a position to develop your marketing plan to realise your business plan fst // www.fstthegroup.com
    73. 73. fst // UKTI presentation 2012 The ‘P’s’ of marketing p Based on E. Jerome McCarthy’s 4 p’s of marketing devised in 1960, there are now a few more… b > Product > Place > Positioning > Promotion > Price > People > Passion > Planet > Profit > Profile fst // www.fstthegroup.com
    74. 74. fst // UKTI presentation 2012 Considerations > Language / translation > Customer CRM / segmentation > Meanings of colours and numbers > Religious sensitivities and events > Avoid colloquialisms > Cultural differences > During Q4 of 2010, it is estimated that there were 4.02 billion search queries in China of which Baidu had a market share of 56.6%. Google who? fst // www.fstthegroup.com
    75. 75. fst // UKTI presentation 2012 Numbers and Colours > The Chinese consider 8 a very lucky number > Conversely, 4 is bad – car number plates with 4’s in are avoided > The Chinese consider red to convey good fortune and joy > White is the colour associated with death and mourning in China, but symbolizes purity in Thailand and Korea fst // www.fstthegroup.com
    76. 76. fst // Some potentially useful brand comms tools… > A ‘local’ website > SEO, PPC and social media campaigns > Advertisement (TV, radio or trade) > A video, motion graphic or animation explaining what you do > Exhibition stand > Company brochure > Speaker events fst // www.fstthegroup.com
    77. 77. fst // Intelligent Environments // 2012 Section 5 Our experience fst // www.fstthegroup.com
    78. 78. fst // UKTI presentation 2012 Launch > Visa, a valued client, presented an opportunity for us to open an office in Asia Pacific > Feasibility study and planning from September 2010 > Local agent appointed December 2010 > UKTI assisted launch event, Singapore March 2011 > Marketing collateral, website and business cards available for launch > Had a tactical Regis Office, Raffles Place fst // www.fstthegroup.com
    79. 79. fst // UKTI presentation 2012 Progress > Moved to own dedicated office in Kampong Glam February 2012 > Appointed medium weight designer 4 th June 2012 > SEO and networking has broadened client base from just Visa to include… Avis, Bosch, Bridgestone, Singapore Turf Club, Optitune and Transcendent. > We are recruiting 2 new members of staff fst // www.fstthegroup.com
    80. 80. fst // fst // www.fstthegroup.com
    81. 81. fst // fst // www.fstthegroup.com
    82. 82. fst // Future > To develop new website to better reflect our current proposition > To develop an international network of regional associates > To demonstrate thought leadership and educate SEA clients in the value of highly considered design and branding > To grow a work force of excellent local talent > To develop fst SEA as a stand alone integrated creative agency > To open other international offices in Middle East and USA fst // www.fstthegroup.com
    83. 83. The Practical Toolkit for Doing Business in South East Asia Thursday 18th October The Kia Oval
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×