Enterprise profiles

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This presentation was prepared as a briefing for ACCA's Financing Futures programme, which aims to extend a previous scenario analysis on the future of the financial services industry in order to find out how different types of businesses are likely to finance themselves in each of the scenarios developed therein.

The full report on the earlier scenario analysis, titled 'In Safe Hands?' can be accessed here: http://www.samiconsulting.co.uk/4insafehands.pdf
For more details on ACCA's Access to Finance thought leadership programme, see here: http://www.accaglobal.com/en/research-insights/access-finance.html
For more details on SAMI Consulting, see here: http://samiconsulting.co.uk/
For more details on L3F, see here: http://www.longfinance.net/lf-about.html#L3F

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Enterprise profiles

  1. 1. Financing FuturesEnterprise Profiles The global body for professional accountants
  2. 2. 1. The informal enterprisehttp://www.lendwithcare.org/entrepreneurs/index/2629 The global body for professional accountants
  3. 3. The global body for professional accountants
  4. 4. THE INFORMAL ENTERPRISE• 0 salaried employees, 100% x per capita GDP turnover• Has run a general store for the last 2 years• Growth is slow due to physical constraints• Financed from personal savings• Needs funds for new stock, more products and to begin expanding premises• Risks: quality of management, competition, customer spending and defaults, natural disasters, crime, compliance• Funding needs: 12.5 x per capita GDP The global body for professional accountants
  5. 5. 2. The Disruptive Enterprisehttp://www.didion.com/company.html The global body for professional accountants
  6. 6. The global body for professional accountants
  7. 7. THE DISRUPTIVE ENTERPRISE (I)• 0 salaried employees, 0 turnover• Developed a new technology for reclaiming and sorting scrap metal that could revolutionise the industry• Has used personal savings plus family funds to build a few prototypes• Technology needs testing, refinement, patenting. Won’t sell for another year• Risks: buyer interest, regulatory approval, imitators• Funding needs: 10x per capita GDP The global body for professional accountants
  8. 8. THE DISRUPTIVE ENTERPRISE (II)• 45 salaried employees, 300 x per capita GDP turnover, growing rapidly• New technology patented, in production and profitable, sold in multiple countries• VC investors but little leverage• Assets mostly patents, licences, stock• Needs funds for overseas expansion• Risks: imitators, regulatory policy• Funding needs: 3,000x per capita GDP The global body for professional accountants
  9. 9. 3. The steady-state family firmhttp://www.dw.de/dw/article/0,,6385455,00.html The global body for professional accountants
  10. 10. The global body for professional accountants
  11. 11. THE STEADY STATE FAMILY FIRM• 30 employees, 100x per capita GDP turnover• Mid-range furniture manufacturer, owned by same family for 100 years (3nd generation)• Slow but relatively steady growth• Financed from personal savings and some retained earnings• Needs funds for liquidity cushion and to upgrade two key pieces of machinery• Risks: customer spending and defaults, dependence on the owner-manager, governance, compliance• Funding needs: 15 x per capita GDP The global body for professional accountants
  12. 12. 4. The leading corporatehttp://www.unilever.com/ The global body for professional accountants
  13. 13. The global body for professional accountants
  14. 14. THE LEADING CORPORATE• 200,000 employees, 1m x HQ country per capita GDP turnover• Diverse portfolio of well known consumer goods in multiple locations• Share of consumer spending in most markets growing slowly.• 100 yrs old (some brands older), publicly listed• Plans to acquire popular local brands & advertise heavily in 10 promising new markets• Risks: managing acquisitions, understanding target markets, consistent consumer spending• Funding needs: 125,000 x per capita GDP The global body for professional accountants

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