Schweizer Softwareschokolade im Wüstensand

425 views

Published on

Netcetera CEO Andrej Vckovski talks about software export at event by swiss made software on 12 March 2013.

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

  • Be the first to like this

No Downloads
Views
Total views
425
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Schweizer Softwareschokolade im Wüstensand

  1. 1. Schweizer Softwareschokolade im WüstensandAndrej Vckovski 2013-03-12
  2. 2. Zuerst kleine Umfrage: http://nca.me/l Netcetera | 2
  3. 3. Netcetera | 3
  4. 4. Netcetera | 4
  5. 5. Netcetera | 5
  6. 6. Netcetera Gruppe heute Netcetera D|ONE Braingroup 282 19 24Zürich 1996 151 19 18Skopje 2001 102Dubai 2006 4Vaduz 2007 7Bern 2007 18Brno 2011 6 Netcetera | 6
  7. 7. Netcetera Business Revenue by sector Revenue by type Energy Transport FP 5% 15% Projects Finance & 30% Insurance 49% Other 8%PublicService 3% T&M SLAPayment Projects (Maint.)& Cards 54% 9% 12% SLA (Ops.) Health License 4% 8% 3% Netcetera | 7
  8. 8. Zwei MärkteAbsatz Talente Zürich, Bern Vaduz Skopje, Brno Dubai Netcetera | 8
  9. 9. Wieso Dubai? 2005: Corporate Strategy 2006 – 2008 3 Management Summary  During the period 2006 to 2008, the Netcetera Group pursues a growth strategy in three dimensions:  people (~ +10-15% p.a.)  profit (~ +1-2% p.a. of turnover)  planet (international)  We will provide full life-cycle services (plan-build-run) in the high-end ICT area to  customers in finance, geo-information, and emerging domains (event management, healthcare, government)  as well as to everyone in the field of payment technology Kriterien 1. Wenig Mitbewerb, nicht-gesättigter Markt 2. Realistische Preisbereitschaft, auch für “CH-Levels” 3. Genügend Nachfrage 4. Erreichbar Netcetera | 9
  10. 10. 2006: Business Plan Netcetera in the Gulf region 2 Netcetera in the Gulf region 3 Business Idea Business Idea (cont.)  There is a potential demand for Netcetera Services in Gulf  The region is rather homogeneous in terms of business Region, even though they might be comparatively expensive culture, demand and language. After a successful start, e.g., with respect to local or Asian competition: in Dubai, the services could be extended to:  Swiss Quality brand: High quality might be expensive  Other emirates upfront, but total cost of ownership is probably lower  Bahrain, Qatar, Oman  Netcetera experiences and track record in certain  Egypt domains allow fast and reliable implementation and thus  Saudi Arabia reducing cost  A presence in Middle East could in the long term also serve as a hub or exchange point with the growing and strong IT  With adequate partnering (local IT and consultancy industry in India for companies) we can support market entry and market  Recruitment knowledge  Partnering Netcetera | 10
  11. 11. Wo ist das? Netcetera | 11
  12. 12. 2006:ErstesProjekt Netcetera | 12
  13. 13. 2007: Office opening Netcetera | 13
  14. 14. Wo stehen wir heute?• 4 Personen vor Ort, dringender Bedarf nach mehr• Hauptsächlich im Gesundheitssektor, aber auch andere• Tal der Tränen ist durchschritten, Berg des Schweisses steht an (hohe Nachfrage) Netcetera | 14
  15. 15. ErkenntnisseKriterien1. Wenig Mitbewerb, nicht-gesättigter Markt2. Realistische Preisbereitschaft, auch für “CH-Levels”3. Genügend Nachfrage4. Erreichbar Netcetera | 15
  16. 16. Erkenntnisse Hofstadters Law: It always takes longer than you expect, even when you take into account Hofstadters Law. Business Case Law:It always takes longer and costs more than you expect, even when you take into account Business Case Law. Netcetera | 16
  17. 17. Team! Netcetera | 17
  18. 18. Präsenz Netcetera | 18
  19. 19. Kulturchampion-fromherz4-edited-for-dubai.JPG Netcetera | 19
  20. 20. Schweiz ist Europa ist Schweiz Netcetera | 20

×