Defense contractors must increasingly build closer relationships with foreign countries as military budgets tighten in traditional markets. To win contracts, they need to make long-term commitments like knowledge sharing, technology transfer, and local investment. This requires contractors to view themselves as partners in developing local defense industries rather than just exporters.
After decades of being the big players in a global pond, defense contractors must reinvent themselves as local businesses around the world. https://www.strategyand.pwc.com/trend/2017-defense-trends
Islamic Finance A Shariah Account on the Aviation Sector orchaviolet
From the perspective of the shariah scholar, our view reflects our role to safeguard the poor and protect the middle class. We represent economic inclusion and equality in wealth redistribution. Through the view of Islamic Finance and what it stands for, contracts and deals are structured to tap onto the growing Islamic financing market. In particular, the aspect of arbitraging, which is an inevitable feature of secular financial instruments
The document discusses factors to consider when acquiring a business aircraft. It covers operational needs, selecting the right aircraft type, financial considerations like loans vs leases, ownership structures, tax planning, developing an aircraft use policy, and whether to establish an in-house flight department or outsource operations to a management company. The key decision factors include the intended use of the aircraft, costs like operating expenses, financing options, and regulatory compliance. Careful planning is needed to determine the best aircraft, ownership structure, and operational approach for a company's needs.
This document provides an overview of derivative securities markets based on a chapter from a textbook on financial markets and institutions. It defines derivatives and describes their main uses for hedging and speculation. It also outlines various types of derivative contracts including forwards, futures, options, swaps, and discusses the key characteristics and uses of these contracts. The document concludes with tables showing the size of various derivative markets from 1999 to 2016.
This document provides an overview of securities firms and investment banks. It discusses how investment banks help corporations raise capital through underwriting new stock and bond issues. It also describes how securities firms facilitate secondary market trading of existing securities. The document outlines the size and structure of the industry as well as subgroups of national full-service firms. It explains various functions of securities firms like investment banking, venture capital, market making, and mergers and acquisitions advising. Regulatory bodies for the industry are also summarized.
External / Overseas sources of funds for MNCs by Anshika SinghAnshikaSingh141
MNCs require a lot of external sources of funding for their long term capital requirements.
International fund raising used to be the domain of multinational companies. MNCs not only source raw material across the world or sell products at many geographical regions, they are also scouting for capital all over the world and raise capital where it is cheaper. However with globalization and increased cross-border capital flows, smaller companies are enjoying the benefits of raising capital in the international market.
Here we would like to dwelve deeper into the different sources of funds of finance used by Multinational companies for their working capital and long term capital requirements.
The sources of finance researched are American Depository Receipts, Global Depository Receipts, Samurai bonds and Masala Bonds.
This chapter introduces key concepts about financial markets and institutions. It discusses why studying financial markets and institutions is important, as they are primary channels for allocating capital in society. The chapter defines different types of financial markets, including primary versus secondary markets, and money versus capital markets. It also introduces various financial instruments and derivative markets. Additionally, it provides an overview of different types of financial institutions and how they benefit both suppliers and users of funds. The chapter concludes with discussions around regulation of financial markets and institutions.
Defense contractors must increasingly build closer relationships with foreign countries as military budgets tighten in traditional markets. To win contracts, they need to make long-term commitments like knowledge sharing, technology transfer, and local investment. This requires contractors to view themselves as partners in developing local defense industries rather than just exporters.
After decades of being the big players in a global pond, defense contractors must reinvent themselves as local businesses around the world. https://www.strategyand.pwc.com/trend/2017-defense-trends
Islamic Finance A Shariah Account on the Aviation Sector orchaviolet
From the perspective of the shariah scholar, our view reflects our role to safeguard the poor and protect the middle class. We represent economic inclusion and equality in wealth redistribution. Through the view of Islamic Finance and what it stands for, contracts and deals are structured to tap onto the growing Islamic financing market. In particular, the aspect of arbitraging, which is an inevitable feature of secular financial instruments
The document discusses factors to consider when acquiring a business aircraft. It covers operational needs, selecting the right aircraft type, financial considerations like loans vs leases, ownership structures, tax planning, developing an aircraft use policy, and whether to establish an in-house flight department or outsource operations to a management company. The key decision factors include the intended use of the aircraft, costs like operating expenses, financing options, and regulatory compliance. Careful planning is needed to determine the best aircraft, ownership structure, and operational approach for a company's needs.
This document provides an overview of derivative securities markets based on a chapter from a textbook on financial markets and institutions. It defines derivatives and describes their main uses for hedging and speculation. It also outlines various types of derivative contracts including forwards, futures, options, swaps, and discusses the key characteristics and uses of these contracts. The document concludes with tables showing the size of various derivative markets from 1999 to 2016.
This document provides an overview of securities firms and investment banks. It discusses how investment banks help corporations raise capital through underwriting new stock and bond issues. It also describes how securities firms facilitate secondary market trading of existing securities. The document outlines the size and structure of the industry as well as subgroups of national full-service firms. It explains various functions of securities firms like investment banking, venture capital, market making, and mergers and acquisitions advising. Regulatory bodies for the industry are also summarized.
External / Overseas sources of funds for MNCs by Anshika SinghAnshikaSingh141
MNCs require a lot of external sources of funding for their long term capital requirements.
International fund raising used to be the domain of multinational companies. MNCs not only source raw material across the world or sell products at many geographical regions, they are also scouting for capital all over the world and raise capital where it is cheaper. However with globalization and increased cross-border capital flows, smaller companies are enjoying the benefits of raising capital in the international market.
Here we would like to dwelve deeper into the different sources of funds of finance used by Multinational companies for their working capital and long term capital requirements.
The sources of finance researched are American Depository Receipts, Global Depository Receipts, Samurai bonds and Masala Bonds.
This chapter introduces key concepts about financial markets and institutions. It discusses why studying financial markets and institutions is important, as they are primary channels for allocating capital in society. The chapter defines different types of financial markets, including primary versus secondary markets, and money versus capital markets. It also introduces various financial instruments and derivative markets. Additionally, it provides an overview of different types of financial institutions and how they benefit both suppliers and users of funds. The chapter concludes with discussions around regulation of financial markets and institutions.
This document provides information about an upcoming two-day specialized training workshop on Takaful (Islamic Insurance) in Lahore, Pakistan. It includes the presentation topic, presenter information, venue details, and an outline of the presentation framework covering the insurance industry in Pakistan, conventional insurance policies, and an introduction to Takaful. The presentation aims to provide an overview of the insurance sector in Pakistan, compare conventional insurance to the Islamic alternative of Takaful, and explain different Takaful products and operations.
This document provides an overview of financial markets and institutions. It defines key terms like primary and secondary markets, money markets, capital markets, and derivatives. It also discusses the roles and risks of various financial institutions. Additionally, it summarizes regulations and gives context on the global financial crisis and government responses.
This document discusses the various types of risks incurred by financial institutions. It describes credit risk as the risk of borrowers defaulting on loans. It also discusses liquidity risk, interest rate risk, market risk, off-balance sheet risk, foreign exchange risk, sovereign risk, technology risk, operational risk, and insolvency risk. For each risk, it provides details on how the risk can impact a financial institution's returns, balance sheet, and equity value. It includes examples and figures to illustrate different risks.
Overseas sources of finance for Indian corporate Sanika Yadav
The document discusses various overseas sources of finance available to Indian corporations, including international equity markets like ADRs and GDRs, international bond markets like Yankee bonds and Samurai bonds, INR denominated bonds known as Masala bonds, and external commercial borrowings. It provides details on each of these financing options, such as what they are, how they work, their advantages and disadvantages. It also lists some examples of Indian companies that have utilized these overseas financing sources and the trends of issuances over time.
Securities firms and investment banks help transfer funds from households to businesses. Investment banks are involved in raising capital through transactions like debt and equity underwriting. They also provide advisory services for mergers and acquisitions. Securities firms specialize in trading existing securities. The investment banking industry was impacted by the 2008 financial crisis, with some of the largest banks ceasing to exist. Regulations aim to protect investors and oversee the industry.
Chapter16 International Finance ManagementPiyush Gaur
This document provides sample answers to questions about foreign direct investment and cross-border acquisitions. It addresses topics such as motivations for foreign acquisitions of US firms, factors driving Japanese investment in Southeast Asia, reasons for Asian investment in Mexico after NAFTA, and explanations for China becoming a top destination for foreign investment. The document also summarizes several theories of foreign direct investment and discusses political and country risks related to international business.
Project Finance Atradius Dutch State Business (2016)Alexander Otten
This document discusses project finance insurance provided by Atradius Dutch State Business. It covers the following key points:
1. Atradius Dutch State Business provides project finance insurance to banks against repayment risks of project loans. This includes political and commercial risk coverage.
2. Eligible projects must have a minimum 20% Dutch export content. The insurance can cover up to 85% of the Dutch export contract value plus 30% of local costs.
3. Applications are assessed based on factors like cash flow analysis, country limits, Dutch content levels, and potential need for co-insurance with other export credit agencies. Environmental and social due diligence is also required.
Michael Buffham discusses the financial benefits of aircraft ownership. He argues that aircraft assets can provide steady returns for both corporations and individuals. While aircraft purchases are complex, involving residual value projections, financing options, and legal documentation, the value of aircraft has increased substantially over the past decade, outperforming other asset classes. Properly navigating the purchase process requires working with an experienced banking partner.
Takaful plays an important role in Islamic finance by providing protection against risks through mutual cooperation and solidarity. Takaful has evolved from early Islamic principles and existed throughout history in various forms. Today there are over 180 Takaful companies globally, with the market expected to grow significantly. Takaful helps address the low insurance penetration in many Muslim-majority countries and provides alternatives for both Muslims and non-Muslims. BancaTakaful allows banks to offer integrated financial and insurance services, hedging risks in Islamic finance transactions through specialized Takaful products. The Universal Insurance Company is well-positioned to expand its Takaful offerings in Pakistan and provide innovative Shariah-compliant micro-insurance.
Insurance companies play an important role in society by compensating policyholders for specified events in exchange for premiums. There are two main types of insurance companies: life insurers which provide protection for death, illness, and retirement, and property-casualty insurers which protect against accidents and liability. Both types of insurers pool risks, invest premiums, and must balance premium income with payouts to remain profitable. Strict regulation at the state level oversees insurance company operations and solvency.
Aftab Hasan Speaking at Trade Credit Insurance Summit - 2014Aftab Hasan
This document summarizes a presentation about the emergence of trade credit insurance in the Middle East market. It provides an overview of key concepts such as what trade credit insurance is, the origin and history of trade credit insurance, reasons to have it, major global underwriting markets and players, availability and practices of insurers, policy structures and coverages, prevailing market conditions, regional country coverages, the role of brokers, and concludes with noting the profile and services of Arya Insurance Brokerage Company in Dubai.
This document provides an overview of Takaful (Islamic insurance) presented by Capt. M. Jamil Akhtar Khan at a 2-day workshop in August 2007. It begins with an introduction to Takaful, explaining its meaning and basis in Islamic principles. It then outlines objections to conventional insurance due to elements of uncertainty, gambling and interest. The presentation compares Takaful and conventional insurance, highlighting their different structures and principles. It provides a brief history of Takaful and describes some common Takaful models. The document gives context and background information on Takaful as an emerging Islamic alternative to conventional insurance.
The document discusses recent improvements in Indo-US defence relations, including key agreements signed. It focuses on the changing dynamics of the relationship, covering topics like the Defence Technology and Trade Initiative (DTTI) and identified "pathfinder projects" for co-production. The US recognizes India as a "major defence partner" and wants to increase bilateral trade to $500 billion by 2025. However, India prioritizes self-reliance and technology transfers through its "Make in India" program. Strengthening defence ties provides opportunities for both countries' defence industries and military capabilities.
INDIA'S INVESTMENT IN IMPROVING DEFENSE CAPABILITY: A COMPLEX OPPORTUNITYAnayasharma10
As per the SIPRI (Stockholm International Peace Research Institute) India was the second largest arms importer globally over the past few years and spends around 2.0% of its GDP on defense industry. In addition, recent border conflicts with Pakistan and China have intensified the need for India to shore up its defense arsenal. To further boost the defense sector, the Government of India (GoI) has planned to amend its procurement policy and expanding FDI (foreign direct investment) in the defense sector, both events believed to bring a keen interest to many of the government contracts clients.
This document discusses India's strategic partnership model for revitalizing its defence industrial ecosystem through partnerships with private companies. It outlines the following key points:
1) The strategic partnership model aims to encourage broader private sector participation in manufacturing major defence platforms beyond just DPSUs/OFB.
2) Private companies selected as strategic partners will play the role of system integrators and work with foreign OEMs to set up manufacturing in India involving technology transfer.
3) An initial selection process will shortlist potential Indian private companies and foreign OEMs in identified segments like fighter aircraft, helicopters, submarines and tanks.
4) Selected strategic partners will be responsible for establishing manufacturing infrastructure, an industrial ecosystem
Boeing has a strategic approach to pursuing international business that involves viewing clients as potential partners, establishing long-term relationships early on through local partnerships and technology transfers, and maintaining a public image as a benevolent commercial giant through charitable work. Unlike other defense contractors, Boeing integrates its commercial and defense businesses to leverage its brand recognition of commercial airplanes. Raytheon embraces its limitations and focuses on appearing like an accessible, diverse company of normal people in order to expand internationally faster than other US defense companies, starting with technical services and working up to bigger-ticket defense systems. General Dynamics lacks a unified international strategy and each business group operates independently, pursuing growth opportunities with a focus on US allied countries like Canada and the UK through
Mahindra & Mahindra's Defense divisions are one of the largest suppliers to the Indian government, designing and constructing armored vehicles. It supplies up-armored vehicles to the Indian military and police at a reasonable cost using state-of-the-art technology. The defense divisions also provide defense systems like sea mines, surveillance solutions, weapons, ammunition, and partner with other countries to provide defense solutions. The Indian defense industry and M&M face challenges unique to the defense industry and from the recent entry of private sectors.
1. Defence procurement markets are flawed due to limited orders, high barriers to entry, and reliance on home governments for funding.
2. The concepts of "value" and "success" in defence procurement are elusive with multiple stakeholders and dimensions of value beyond just military capability.
3. International cooperation in defence procurement takes many forms from simple bilateral purchases to multinational collaborative development, production, and support at different stages of a system's lifecycle.
Success Factors in Offset Deals: A Case Study Based ExaminationWaqas Tariq
This document summarizes a research paper on success factors in offset deals. It begins with an abstract that outlines the goals of examining success factors in offset projects between buyers, sellers, and participating industries. It then provides context on offsets, including definitions, advantages, and problems that can arise from unfulfilled offset obligations. The paper reviews literature on offsets and success factors, identifying limitations in success factor research. It uses Saudi Arabia as a case study to examine influencing factors for success from the buyer and seller sides. The goal is to define generic success factors that can help optimize the execution of offset projects and avoid problems.
GBS CH 8 FDI RELATED ENTRY MODE STRATEGY Shadina Shah
Foreign direct investment (FDI) can occur through mergers and acquisitions or various types of joint ventures and strategic alliances. When embarking on FDI, companies should analyze the level of competitiveness in the target market, conduct thorough market research, consider market expectations, and evaluate their own internal resources. Common forms of FDI include joint ventures, licensing agreements, cross-border mergers and acquisitions, and strategic partnerships.
Strategic Alliance Proposal between Mahindra Aerospace and Airbus MilitaryKaran Jaidka
The document proposes a strategic alliance between Mahindra Aerospace and Airbus Military to jointly manufacture transport aircraft for the Indian Air Force. It discusses the business case for the alliance, including favorable government regulations supporting increased FDI in defense and an upcoming contract for 56 new transport aircraft. Mahindra would benefit from Airbus' technology and expertise, while Airbus gains access to the Indian market. The document analyzes potential partners and selects Airbus Military, then outlines the negotiation process and considerations for managing the alliance long-term.
Reinventing the Global Defense and Aerospace Industry-Rachel Braun, Paramount...marcus evans Network
Interview with: Rachel Braun, Vice President, Paramount Group.
Braun is a speaker at the marcus evans Aerospace & Defense Manufacturing & R&D Summit 2018, in California, March 1-2.
This document provides information about an upcoming two-day specialized training workshop on Takaful (Islamic Insurance) in Lahore, Pakistan. It includes the presentation topic, presenter information, venue details, and an outline of the presentation framework covering the insurance industry in Pakistan, conventional insurance policies, and an introduction to Takaful. The presentation aims to provide an overview of the insurance sector in Pakistan, compare conventional insurance to the Islamic alternative of Takaful, and explain different Takaful products and operations.
This document provides an overview of financial markets and institutions. It defines key terms like primary and secondary markets, money markets, capital markets, and derivatives. It also discusses the roles and risks of various financial institutions. Additionally, it summarizes regulations and gives context on the global financial crisis and government responses.
This document discusses the various types of risks incurred by financial institutions. It describes credit risk as the risk of borrowers defaulting on loans. It also discusses liquidity risk, interest rate risk, market risk, off-balance sheet risk, foreign exchange risk, sovereign risk, technology risk, operational risk, and insolvency risk. For each risk, it provides details on how the risk can impact a financial institution's returns, balance sheet, and equity value. It includes examples and figures to illustrate different risks.
Overseas sources of finance for Indian corporate Sanika Yadav
The document discusses various overseas sources of finance available to Indian corporations, including international equity markets like ADRs and GDRs, international bond markets like Yankee bonds and Samurai bonds, INR denominated bonds known as Masala bonds, and external commercial borrowings. It provides details on each of these financing options, such as what they are, how they work, their advantages and disadvantages. It also lists some examples of Indian companies that have utilized these overseas financing sources and the trends of issuances over time.
Securities firms and investment banks help transfer funds from households to businesses. Investment banks are involved in raising capital through transactions like debt and equity underwriting. They also provide advisory services for mergers and acquisitions. Securities firms specialize in trading existing securities. The investment banking industry was impacted by the 2008 financial crisis, with some of the largest banks ceasing to exist. Regulations aim to protect investors and oversee the industry.
Chapter16 International Finance ManagementPiyush Gaur
This document provides sample answers to questions about foreign direct investment and cross-border acquisitions. It addresses topics such as motivations for foreign acquisitions of US firms, factors driving Japanese investment in Southeast Asia, reasons for Asian investment in Mexico after NAFTA, and explanations for China becoming a top destination for foreign investment. The document also summarizes several theories of foreign direct investment and discusses political and country risks related to international business.
Project Finance Atradius Dutch State Business (2016)Alexander Otten
This document discusses project finance insurance provided by Atradius Dutch State Business. It covers the following key points:
1. Atradius Dutch State Business provides project finance insurance to banks against repayment risks of project loans. This includes political and commercial risk coverage.
2. Eligible projects must have a minimum 20% Dutch export content. The insurance can cover up to 85% of the Dutch export contract value plus 30% of local costs.
3. Applications are assessed based on factors like cash flow analysis, country limits, Dutch content levels, and potential need for co-insurance with other export credit agencies. Environmental and social due diligence is also required.
Michael Buffham discusses the financial benefits of aircraft ownership. He argues that aircraft assets can provide steady returns for both corporations and individuals. While aircraft purchases are complex, involving residual value projections, financing options, and legal documentation, the value of aircraft has increased substantially over the past decade, outperforming other asset classes. Properly navigating the purchase process requires working with an experienced banking partner.
Takaful plays an important role in Islamic finance by providing protection against risks through mutual cooperation and solidarity. Takaful has evolved from early Islamic principles and existed throughout history in various forms. Today there are over 180 Takaful companies globally, with the market expected to grow significantly. Takaful helps address the low insurance penetration in many Muslim-majority countries and provides alternatives for both Muslims and non-Muslims. BancaTakaful allows banks to offer integrated financial and insurance services, hedging risks in Islamic finance transactions through specialized Takaful products. The Universal Insurance Company is well-positioned to expand its Takaful offerings in Pakistan and provide innovative Shariah-compliant micro-insurance.
Insurance companies play an important role in society by compensating policyholders for specified events in exchange for premiums. There are two main types of insurance companies: life insurers which provide protection for death, illness, and retirement, and property-casualty insurers which protect against accidents and liability. Both types of insurers pool risks, invest premiums, and must balance premium income with payouts to remain profitable. Strict regulation at the state level oversees insurance company operations and solvency.
Aftab Hasan Speaking at Trade Credit Insurance Summit - 2014Aftab Hasan
This document summarizes a presentation about the emergence of trade credit insurance in the Middle East market. It provides an overview of key concepts such as what trade credit insurance is, the origin and history of trade credit insurance, reasons to have it, major global underwriting markets and players, availability and practices of insurers, policy structures and coverages, prevailing market conditions, regional country coverages, the role of brokers, and concludes with noting the profile and services of Arya Insurance Brokerage Company in Dubai.
This document provides an overview of Takaful (Islamic insurance) presented by Capt. M. Jamil Akhtar Khan at a 2-day workshop in August 2007. It begins with an introduction to Takaful, explaining its meaning and basis in Islamic principles. It then outlines objections to conventional insurance due to elements of uncertainty, gambling and interest. The presentation compares Takaful and conventional insurance, highlighting their different structures and principles. It provides a brief history of Takaful and describes some common Takaful models. The document gives context and background information on Takaful as an emerging Islamic alternative to conventional insurance.
The document discusses recent improvements in Indo-US defence relations, including key agreements signed. It focuses on the changing dynamics of the relationship, covering topics like the Defence Technology and Trade Initiative (DTTI) and identified "pathfinder projects" for co-production. The US recognizes India as a "major defence partner" and wants to increase bilateral trade to $500 billion by 2025. However, India prioritizes self-reliance and technology transfers through its "Make in India" program. Strengthening defence ties provides opportunities for both countries' defence industries and military capabilities.
INDIA'S INVESTMENT IN IMPROVING DEFENSE CAPABILITY: A COMPLEX OPPORTUNITYAnayasharma10
As per the SIPRI (Stockholm International Peace Research Institute) India was the second largest arms importer globally over the past few years and spends around 2.0% of its GDP on defense industry. In addition, recent border conflicts with Pakistan and China have intensified the need for India to shore up its defense arsenal. To further boost the defense sector, the Government of India (GoI) has planned to amend its procurement policy and expanding FDI (foreign direct investment) in the defense sector, both events believed to bring a keen interest to many of the government contracts clients.
This document discusses India's strategic partnership model for revitalizing its defence industrial ecosystem through partnerships with private companies. It outlines the following key points:
1) The strategic partnership model aims to encourage broader private sector participation in manufacturing major defence platforms beyond just DPSUs/OFB.
2) Private companies selected as strategic partners will play the role of system integrators and work with foreign OEMs to set up manufacturing in India involving technology transfer.
3) An initial selection process will shortlist potential Indian private companies and foreign OEMs in identified segments like fighter aircraft, helicopters, submarines and tanks.
4) Selected strategic partners will be responsible for establishing manufacturing infrastructure, an industrial ecosystem
Boeing has a strategic approach to pursuing international business that involves viewing clients as potential partners, establishing long-term relationships early on through local partnerships and technology transfers, and maintaining a public image as a benevolent commercial giant through charitable work. Unlike other defense contractors, Boeing integrates its commercial and defense businesses to leverage its brand recognition of commercial airplanes. Raytheon embraces its limitations and focuses on appearing like an accessible, diverse company of normal people in order to expand internationally faster than other US defense companies, starting with technical services and working up to bigger-ticket defense systems. General Dynamics lacks a unified international strategy and each business group operates independently, pursuing growth opportunities with a focus on US allied countries like Canada and the UK through
Mahindra & Mahindra's Defense divisions are one of the largest suppliers to the Indian government, designing and constructing armored vehicles. It supplies up-armored vehicles to the Indian military and police at a reasonable cost using state-of-the-art technology. The defense divisions also provide defense systems like sea mines, surveillance solutions, weapons, ammunition, and partner with other countries to provide defense solutions. The Indian defense industry and M&M face challenges unique to the defense industry and from the recent entry of private sectors.
1. Defence procurement markets are flawed due to limited orders, high barriers to entry, and reliance on home governments for funding.
2. The concepts of "value" and "success" in defence procurement are elusive with multiple stakeholders and dimensions of value beyond just military capability.
3. International cooperation in defence procurement takes many forms from simple bilateral purchases to multinational collaborative development, production, and support at different stages of a system's lifecycle.
Success Factors in Offset Deals: A Case Study Based ExaminationWaqas Tariq
This document summarizes a research paper on success factors in offset deals. It begins with an abstract that outlines the goals of examining success factors in offset projects between buyers, sellers, and participating industries. It then provides context on offsets, including definitions, advantages, and problems that can arise from unfulfilled offset obligations. The paper reviews literature on offsets and success factors, identifying limitations in success factor research. It uses Saudi Arabia as a case study to examine influencing factors for success from the buyer and seller sides. The goal is to define generic success factors that can help optimize the execution of offset projects and avoid problems.
GBS CH 8 FDI RELATED ENTRY MODE STRATEGY Shadina Shah
Foreign direct investment (FDI) can occur through mergers and acquisitions or various types of joint ventures and strategic alliances. When embarking on FDI, companies should analyze the level of competitiveness in the target market, conduct thorough market research, consider market expectations, and evaluate their own internal resources. Common forms of FDI include joint ventures, licensing agreements, cross-border mergers and acquisitions, and strategic partnerships.
Strategic Alliance Proposal between Mahindra Aerospace and Airbus MilitaryKaran Jaidka
The document proposes a strategic alliance between Mahindra Aerospace and Airbus Military to jointly manufacture transport aircraft for the Indian Air Force. It discusses the business case for the alliance, including favorable government regulations supporting increased FDI in defense and an upcoming contract for 56 new transport aircraft. Mahindra would benefit from Airbus' technology and expertise, while Airbus gains access to the Indian market. The document analyzes potential partners and selects Airbus Military, then outlines the negotiation process and considerations for managing the alliance long-term.
Reinventing the Global Defense and Aerospace Industry-Rachel Braun, Paramount...marcus evans Network
Interview with: Rachel Braun, Vice President, Paramount Group.
Braun is a speaker at the marcus evans Aerospace & Defense Manufacturing & R&D Summit 2018, in California, March 1-2.
Counter trade refers to exchanging goods or services for other goods or services instead of money. There are several variants of counter trade including barter, switch trading, counter-purchase, buybacks, and offsets. Offsets involve one company agreeing to purchase a certain amount of products from another country in the future in exchange for a major contract. Counter trade is commonly used to expand into foreign markets, increase sales, access blocked funds, build relationships, and gain future contracts. However, it also presents financial, industrial, and commercial challenges that require careful planning. Trends suggest counter trade is growing in emerging markets and military deals and that obligations are becoming more difficult and costly for companies to fulfill.
Armouring india indigenisation of india’s defence needsRaj Narayan
India is the largest importer of defence equipment in the world. It is therefore evident that the domestic industry is not being optimally utilized to meet the country’s defence requirement.
“A STUDY ON THE GROWTH OF DERIVATIVES MARKET IN INDIA”IRJET Journal
This document provides an overview of derivatives markets in India. It defines different types of derivatives such as options, futures, forwards, and swaps. Futures contracts and forward contracts are described as agreements to buy or sell an asset at a future date and price, with the key difference being that futures contracts are standardized and exchange-traded, while forwards are customized over-the-counter contracts. The document discusses how these derivatives can be used for hedging, speculation, and gaining exposure to different asset classes or markets.
2015 Feb 06 India Aerospace & Defence Sector Report - Centrum FICCIManish Kayal, CFA
The document discusses opportunities for growth in India's aerospace and defense sector over the next decade. It notes that while India is one of the largest defense importers currently, government initiatives aim to increase domestic manufacturing through higher foreign direct investment caps, technology transfers, and offset policies. This is expected to shift the sector from one dominated by public sector undertakings and imports to a growing role for private companies and exports. The defense budget is also projected to increase to support modernization and counter potential threats. Overall the sector is seen as poised for strong secular growth as India develops its industrial base and also becomes an important supplier to global defense firms seeking to cut costs.
This document provides sample answers to questions about foreign direct investment and cross-border acquisitions. It addresses topics such as motivations for foreign acquisitions of US firms, factors driving Japanese investment in Southeast Asia, reasons for Asian investment in Mexico after NAFTA, and explanations for China becoming a top destination for foreign direct investment. The document also discusses theories of internalization and product lifecycles in relation to foreign direct investment.
This document announces an upcoming conference on US Defence Contracting and DFARS Compliance in Europe. The conference will cover topics such as strategies for gaining contracts and funding for R&D projects amid decreased government spending, upgrading cybersecurity programs to meet new demands, and detecting counterfeit parts in supply chains. It encourages attendance from professionals in contracting, compliance, procurement, and government relations to hear from policymakers and benchmark with defense industry experts.
A Systematic Approach to Optimizing CollateralCognizant
The document discusses establishing a robust collateral management and optimization infrastructure. It outlines that creating centralized collateral management can achieve savings of $1-4 billion annually by eliminating silos. Currently, operational silos and lack of standardized data hinder optimal collateral usage. The document recommends a three-pronged approach: 1) create a central agency to improve efficiency by 7-10%, 2) optimize portfolios with analytical tools to gain 5-7% efficiency, and 3) use portfolio transformation techniques to address remaining shortfalls.
This document outlines a 1 hour 15 minute lesson plan on the defense industry landscape. The lesson will compare differences between large, medium, and small defense companies and their product focuses. Students will learn about the evolution of the US defense industry from early arsenals to today's large defense contractors and how budget changes impact company strategies.
This document provides an overview of complex international contracts. It discusses that complex international contracts have become essential means for large-scale scientific, technical, and industrial development projects that exceed the capabilities of individual companies. It notes that these contracts usually involve multiple parties from different countries and are carefully drafted to facilitate cooperation between the parties. The document also examines key characteristics of complex international contracts, such as their long duration, technical complexity, uncertainty, sensitivity to disruption, number of involved parties, and emphasis on cooperation between parties.
While foreign contractors need to fulfil certain obligations under the Indian defense offset, it is also essential that the offset partner for Indian defense is also up to the mark, and has the substantial capabilities in the field.
The document discusses the future of America's aerospace and defense industry. It notes that the current peak is the 5th generation of fighter jets like the Lockheed Martin F-22 Raptor. The U.S. Air Force Research Laboratory envisions the 6th generation, exemplified by a conceptual jet called the F-X. This jet would have capabilities like flying at hypersonic speeds over 5 times the speed of sound and using high-energy lasers. It would also have "hyperconnectivity" allowing it to receive real-time sensor data and potentially be unmanned and remotely controlled.
The document discusses some interesting facts about Air Force One. It notes that Air Force One is actually a call sign referring to any aircraft carrying the President, not a specific plane. Currently, two Boeing VC-25 aircraft serve as Air Force One. The article highlights that Air Force One has an interesting history and the document encourages readers to learn more on the author's website.
The aviation industry is working towards providing cheaper flights and developing flying cars. Terrafugia, acquired by Geely, aims to release a flying car by 2019. Other companies like Toyota, Google, and Airbus are also attempting to develop flying cars. Additionally, companies are working on hybrid electric planes like Zunum Aero's design to make domestic flights cheaper, faster, and greener by 2022. The industry has made progress in reducing fuel consumption and emissions by making planes lighter and engines more efficient while also using biofuels.
The document discusses several notable aviation visionaries and trailblazers throughout history. It mentions the Wright Brothers as the first to achieve powered and sustained flight. Charles Lindbergh was the first to fly solo non-stop across the Atlantic Ocean. Amelia Earhart was the first woman to fly solo across the Atlantic and set other records before disappearing over the Pacific Ocean. Steve Fossett set several global flight records. Jimmy Doolittle led the first air raid on Tokyo during World War II.
There is an inherent risk in every place where colossal machinery can be found. Airplane hangars are no exception. https://sites.google.com/site/scottbealeaviation/blog/safety-precautions-in-airplane-hangars
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2017 aerospace and defense trends
1. 2017 Aerospace and
Defense Trends
By Randy Starr and Anurag Garg
After decades of being the big players in a global
pond, defense contractors must reinvent
themselves as local businesses around the world.
Military budgets continue to tighten in the traditional big markets.
Emerging nations seek to protect themselves and their growing
economies. Thus defense contractors — most of which have roots in the
United States or Western Europe — are looking in new places for
customers. Instead of, for example, familiar territory like the North Atlantic
Treaty Organization (NATO) allies, the growth arena for weapons
manufacturers is mostly in places such as Saudi Arabia, India, South
Korea, and Japan. This shift, in turn, requires landmark changes in the
way defense companies approach new business and manage their
customer relationships.
2. Perhaps the most notable challenge is that defense contractors must
increasingly negotiate on a country-by-country basis. In a multipolar world,
the U.S. and its largest allies are no longer the arbiters of who buys
weapons and how much equipment they can stockpile. Individual nations
are now making these decisions for themselves as they find their footing in
the geopolitical maze, which means that the rules and etiquette that
defense contractors must navigate are much more unwieldy than ever
before. These empowered countries have unique histories, politics,
alliances, threats, economic goals, and ways of awarding contracts — and
3. they are using their clout as military equipment purchasers to put their own
imprint on contract negotiations.
To thrive in this environment, defense contractors can no longer rely on a
classic arm’s-length framework, in which a U.S.-based defense company,
for instance, does business with a foreign country only as an exporter of
products. Instead, defense contractors will be building closer relationships
with more countries: assessing each market individually, deciding which
are appropriate to do business with, and designing programs tailored to
each country for business development, industrial participation by local
businesses, and long-term investment. This is particularly important for
U.S. contractors, which are somewhat hamstrung by the strong dollar. As
U.S. products become more expensive than similar equipment produced
in non-dollar denominated countries, American defense companies will
have to “sell” cooperation and collaboration as a valuable benefit that
makes it worthwhile and affordable for foreign customers to access U.S.
military devices and technology.
Defense ministries are relaxing foreign direct investment constraints and
asking defense contractors from outside their borders for commitments to
their countries that go well beyond traditional short-term, relatively mild
offset agreements (contract-related givebacks in the form of minimal
intellectual capital transfers and the use of local suppliers, among many
other things). The ministries now want broad-based, explicit, and often
extensive skills and knowledge transfer to build up their own industrial and
military capabilities and diversify their economies. Their goal is to evolve
from being an importer of technology to having the indigenous capability to
develop and export their own defense products and services.
One example of this type of deal is the joint venture between Boeing and
Tata Advanced Systems in India. The companies have agreed to co-
produce Boeing AH-64 Apache helicopter fuselages and other aero
structures. The Hyderabad-based production facility will eventually be the
sole global producer of AH-64 fuselages. In a similar vein, a Northrop
Grumman joint venture in Saudi Arabia is designing systems and
technology for high-end security systems to protect critical infrastructure in
the area. In this arrangement, U.S.-derived technology and staffers are
augmented by Saudi engineers and selected partners from other Saudi
defense-related enterprises. In Japan, Lockheed Martin, Mitsubishi, and
Sampa Kogyo K.K. have formed a joint venture that will work with
4. government military experts to design combat systems for the Japan
Maritime Self-Defense Force (JMSDF). And another Saudi arrangement
involves Britain’s BAE Systems, which has a wide-ranging deal to provide
electrical engineering know-how, IT systems, and training for both military
and industrial development in Saudi Arabia.
Defense contractors can no longer rely on a
classic arm’s-length framework. Instead, they
need to build closer relationships with more
countries.
Winning lucrative international defense
contracts will increasingly require long-term,
knowledge-sharing commitments, including
technology transfer, intellectual property
licensing, and more.
Winning lucrative international defense contracts will increasingly require
these long-term, knowledge-sharing commitments, including technology
transfer, intellectual property licensing, co-production arrangements, local
sourcing, and training of local workers in skills that allow them to handle
engineering and production responsibilities. Consequently, extensive
industrial cooperation with governments and other contractors will become
the price of entry into the game for all defense companies. The potential
benefits to defense contractors go beyond merely gaining access to new
customers. Strong, localized relationships in developing markets could
ultimately help defense contractors lower global supply chain costs,
improve competitiveness, and play a role in determining where defense
capabilities can spread.
To succeed in framing their approach to a diverse landscape of multiple
local markets, we believe defense contractors should focus on the
following six critical rules.
5. 1. Think long-term
Investment and partnerships in the local economy are now a cost of doing
business long before any defense contract is signed. Gone are the days
when a company could simply show up and bid on a lucrative contract.
For access, companies need to demonstrate commitment to the military
and industrial base and a willingness to transfer technology and skills
beforehand. Given that the return on this kind of investment might be 10
years or more, some companies will struggle to justify the expense. But at
least a few contractors see this as a winning strategy. For example, Rolls-
Royce has established an engineering center in India to train 1,500 locals,
just one part of a deep involvement in the country that the company
believes will bolster its defense aviation business. As India places more
emphasis on its “Make in India” campaign, it will “allow companies like us
to further support the country’s modernization needs,” said Kishore
Jayaraman, Rolls-Royce president for India and South Asia, in an article
on the website Aviation & Defence Universe.
2. Study history
A fine-tuned appreciation of the political and economic terrain is essential.
This includes a broad understanding of a country’s history — its colonial
past, wars, rivals, and alliances — and how this “burden of history” guides
a country’s current political and military decisions toward new threats or
conflicts, such as the fight against terror or, for Asian countries, the
increasing assertiveness of China in the South China Sea. Because of the
complex array of geopolitical and military considerations that each
government confronts, it’s often necessary for defense contractors to enlist
officials from their home government to offer guidance — and to speak on
behalf of the company to counterparts in the other country. This kind of
government-to-government communication can be critical to assure the
buyer that the provider will be able to continue supplying weapons in the
event of war.
6. 3. Know whom to know
It’s very important to develop the right relationships in each country in
order to understand when the RFIs (requests for information) are coming
and how the procurement process works. Which staff in the Ministry of
Defense or the Finance Department are the best touch points? And who
are the unofficial influencers (rarely named in the official negotiated
document, but holding sway nonetheless) who must be cultivated or at
least taken into account? In India, for example, defense contractors ignore
the impact of the state-owned Defence Research and Development
Organisation (DRDO) at their peril. This past summer, India’s Ministry of
Defence rejected the plans of France shipbuilder DCNS to develop a local,
fully owned subsidiary to manufacture air-independent propulsion
submarine systems on the advice of DRDO, which is developing similar
equipment, according to Defense News.
4. Develop relevant capabilities
Evolving from an export and transactional business model to a
“localization” approach requires defense companies to improve some of
their skills and develop new ones. For example, defense contractors need
to be able to cooperate with and train local companies they partner with to
make sure that components and parts procured locally are built to the
same specifications and standards that the defense contractor is
accustomed to in other parts of its supply network. In some cases, this is
extraordinarily hard work; many local businesses are starting from scratch
and must be taught every aspect of production systems to meet A&D cost,
quality, and delivery expectations.
One compelling reason to share intellectual
property could be to improve a country’s
7. capability to manage threats, particularly if
that country is an ally of the company’s home
country.
5. Decide what intellectual
property to share and what to
develop
There is a natural tension between foreign governments’ desire for
defense contractors to transfer technology skills and knowledge and
defense contractors’ desire to maintain control over their intellectual
property. Each defense contractor must decide how much access it will
grant to these technological secrets, which are potentially the most
valuable assets it owns. Both parties need to look at these arrangements
as long-term partnerships and not one-time transactions. In other words,
for defense contractors, sometimes sharing more than is instinctual is a
good business practice with substantial rewards, and it can be good public
policy as well.
One compelling reason to share intellectual property could be to improve a
country’s capability to manage threats, particularly if that country is an ally
of the company’s home country, such as, for U.S. companies, Japan,
South Korea, or Israel. This may help ensure that the market remains
stable and advantageous for defense contractors. For example, the U.S.
and Israeli militaries have a long history of working together to jointly
finance, develop, test, and use advanced weapons systems — a boon for
defense contractors in both countries. In addition, for Western defense
companies, codeveloping intellectual property facilitates the transfer of
skills and knowledge to industrial partners in other countries and, in some
cases, allows Western contractors to export technology that might
otherwise be prohibited by trade restrictions.
6. Control costs
8. Although defense contractors can still turn to developing countries for new
contracts, lower commodity prices and shrinking government coffers are
pinching military budgets from these regions. This means that defense
contractors must be cost competitive wherever they seek new markets. As
long as most of their factories remain in Western countries, this will be
difficult, though. An aging workforce in the West is creating a scarcity of
skilled A&D workers and driving up costs. Because of this, forming
meaningful joint ventures in developing nations and localized procurement
strategies is a quick and relatively painless way to lower labor costs and
sustain savings across the supply chain. Achieving this, companies must
view emerging countries not just as markets but also as an avenue for
talent arbitrage, a newly expanding and thus far less expensive labor
force. However, when the required skills are lacking in developing
countries, joint ventures will not instantly supply the sophisticated labor
pool that A&D companies are seeking. In those cases, companies must be
willing to help develop and train these local employees to achieve higher
standards.
2017 Aerospace and Defense
Trends
Download 0.52 MB, PDF
Shifting
corporate
identity
9. Defense contractors must wrestle with their own
identity in this new environment. Will they
continue to view themselves as exporters
engaged in transactional relationships, or will
they evolve to become long-term partners and
active players in the development of local
economies? In our view, success depends on a
smart migration into this new, less transactional
role — and, importantly, their survival depends
on having a clear strategy to adopt the six
strategic rules covered in this article. This is a
serious challenge, and contractors must develop
fresh operating models that can adapt to
compete as emerging markets continue to
evolve and develop their own capabilities. It is
essential to have a long-term blueprint to
become a local competitor globally and an
industrial participant around the world.
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