International Business Bank English languages presentation.

1. Business Plan In this presentation we use some times: IBB for International Business Bank.
What will be the difference with International Business Bank and traditional bank? The difference will be that traditional bank operation is passive, International Business Bank operation will be active. International Business Bank will have thousands of bank representatives in hundreds of countries.
These representatives will search for clients, help clients with their banking needs at clients’ languages, place and time.
Thanks to this idea we will not need to have a big office network.
Plan is to have 4-5 offices in strategically locations around the world, to cover important license areas. The clients will be saving time and money, they can concentrate on making more money. Our clients will get the best possible international bank service that exist. Most part of the world in business banking the bank visits is only for to sign documents. Also to talk and get new products and information. Why a client need to spend entire day on to go to their bank for sign some papers? We bring the bank to the client for to sign the papers. Same time representative get to know the client and client’s needs, representative may offer client better banking services, and sign up client for other services.
The clients will be saving time and money, clients can concentrate on making more money. Thanks to this system the IBB operational cost can be kept on a low but very effective level. The effective ratio on each € will be very high. We will get more own capital, that make it possible to give better offer than other banks that need to lend money for to lend them to their clients. Representatives need to have 1 clients per week for to make some money, and deposits over 1 000 000 €. We look in 2 years to have more than 500 representatives around the world. 500 reps X 1 000 000€ deposit/client X 50 weeks =25 000 000 000 €/year. Off-course there will be institutional clients that go in for lots of more, and all representative may not get up to the goal. Lets calculate that only 50% will get to the goal = 12 500 000 000 €/ year. Or maybe only 10% = 2 500 000 000€ / year. I present this as risk calculation for investors or lenders.
Business goals / mission As an International Business Bank project obtaining a permanent place in a international marketplace is our primary goal. We wish to acquire international renown within the next year. We see it as our main mission to provide high quality, higher standards, lower prices, and a better service to the targeted markets. Basic corporate objective is reflected in everything that we do, which is to contribute to the enrichment of the quality of Business people around the world Business description IBB will be an international business bank in the broadest sense of the word. We will offer best possible service and market line of worldwide International Bank services. As more and more of the business population gain an interest in International Business Bank project the demand for our concept has also increased. To meet the expected demand for International Business Bank, as well as The IBB World Wide service concept, IBB is seeking the financing necessary to add launch IBB project worldwide. Business formation The company will start when funded. The company form is going to be, Joint Stock Company, according to

2. Austrian Banking act rules. The Registration will be in the country of Austria under city of Vienna, Austria, EU. In this include as well registration off bank offices in Hong Kong, China, and Latin America. This also include client and representative service office in Southern Spain. The company will employ 45 people in the head office, including the management team, who will run the project, +15 person in the service office, and total 10 persons in other bank offices. Business philosophies/identity By combining experience and great service IBB will be able to create a high satisfaction level. IBB will use advanced technology and offer a high quality product mix. Our corporate philosophies are embedded in our customer oriented management and operations, providing excellence in our products and services, continuous efforts to expand our future existing market and create new markets, commitment to care for end users by providing even better service after sale, pursuit of further globalization of IBB’s business fostering positive growth through diversification. These philosophies shall be incorporated at all levels of the company. Location We are planned to be located at Vienna Stock Exchange building, Vienna, Austria, EU. This location has been selected because of its low price, top location, esteem, size, visibility, and image. The world head office will be situated in a main business district. The location will provide our employees as well as our customers with the necessary accessibility. Geographical markets The primary market will be local and regional and international due to location of the business in the center of town close to the business district. IBB's international activities are enhanced through a range of co-operative relationships with entities such as: Legal & agent networks Governmental & diplomatic links Client branch & trade bodies International Chambers Of Commerce & credit reporting agencies Major financial institutions Vision of the future The planned company can look forward to a promising future, because of: our experienced staff, our careful planning, the potential of the targeted market segments, and worldwide representative network. Our pre-market research has shown the market to have plenty of room for a business such as IBB intends to run. The management style is flexible, progressive and energetic. Enthusiasm of the management as well as the employees will greatly stimulate the envisioned growth. Main objectives

3. Business objectives Increase annual revenues with min. of 50% over the next 3 years Company growth by 250 % Become established as International Business Bank Financial objectives Obtain financing in the amount of € 75 000 000 Marketing objectives Start a / Improve the company presence on the Internet Expand marketing reach Increase brand name recognition
Measures and Targets
Revenues
Gross Profit
Expenses
Meas
• Stimulate company growth by grow the international representative network
• Optimize office locations to the market needs
• Improve sales force efficiency
• Improve existing partnerships with other financial institutions.
• Increase productivity by increasing the representative network
• Open up office in
Planned locations
• Open up office in: Hong Kong, China.
Targ
Revenues + 50% over 3 years
Operating cost 25%
to 50%
Key advantages
IBB is becoming a recognized industry leader because of the following key advantages:
A unique e-commerce marketing proposition strongly positioned.
Established partnerships with International Banks & Financial institutions & brokers.
Senior management has significant International Banking experience.
Maintains a high-quality real time financial information system.
IBB has consistently set and achieved financial measures in the areas of liquidity, and profitability and is positioned well for future growth.
IBB has no long-term debt.
IBB will be a closely held corporation with the potential to raise additional equity funds. While the founder(s) want(s) to maintain a majority control, they is interested in raising capital by selling stock to management, key employees and area business people and investors.
Strategic alliance & positioning
Strategic positioning

4. IBB differentiates and financial industry positions its business from the competitive offerings by build a reputation in servicing the financial industry with its products,
providing International Business Banking services, its concern for the environment, and its service (a no-questions- asked money-back guarantee of all products
Sold and the best-trained service personnel in the category).
Strategic alliance
IBB will be successful in establishing alliances with International and local Banking companies for collaboration. IBB will co-operate with Mayor world financial institutions.
IBB will be in charge of choice of product mix, purchasing and supply. The prices are determined by IBB / the co- operation.
Sales
IBB estimates first operative year sales to reach € 100 000 000, with net earnings of € 15 000 000 (15 percent of sales).
Sales are expected to reach € 2 500 000 000, with net earnings of € 500 000 000(20 percent), by the end of third operation year.
Sales MOU: Representatives will search and bring in clients. Representatives need to bring in at least one client a month to continue as representative.
If representative bring in less than one client / 1 000 000 € a week, representative will drop in the reward system, result much less paid.
Lots off already existing representatives have a ready network of clients. All numbers are based on that each representative bring in one client each week that deposit a minimum of 1 000 000 €.
On this we will off course get clients that want deposit instruments, commodities' and more. Main cash flow is calculated of amount of representatives each year x 1 client a week, = cash flow. On this will also be cash flow from services.
Licenses
IBB will obtained the following required licenses:
Full European Bank license
Hong Kong off-shore bank license, after 3 year full license.
Brazil, Full banking license.
Costa Rica, Off-shore banking license.
Directors
The Board of Directors consists of 3 President, and they have the principal responsibility for fulfillment of the company's mission and the legal accountability for its operations.
Our Board of Directors further ensures adequate human and financial resources and actively monitors and evaluates the organization's executive director/CEO, as well as the overall financial results.
The Board of Directors experience
Only for investors
Management

5. IBB’s management team has direct knowledge of the industry, extensive research experience, and professional administration skills. Our team includes the presidents and professionals
With International Banking experience.
IBB’s offers all its officers competitive salaries usually augmented by share options which are exercisable at the end of first operational year, and are contingent upon maintaining tenure for
5 years. These options represent 5% of the issued capital of IBB. Officers together can also subscribe for €3 750 000, in equity.
Funds required
International Business Bank need: 75 000 000 €uro for to start and run operations. 25 000 000 €uro is a deposit for to get EU license, Honk Kong license, Brazilian license,
Costa Rican license. In some of countries part of the license amount need to be deposited in that country’s central bank. Other countries need to have deposited the amount on any
top bank. The amount need to be fully available for the Directors of the bank.
Deposit funds will be returned after bank license is granted.
The directors want 3 year guarantee salary. This salary will be deposited in the bank, and will be connected to performance and result of the management team’s work.
Also there will be a trial time in hiring the management team.
We are aware of that there will be lots of High Professionals that will apply for to work in the IBB when all is operative.
We have select the best and cheapest options for the world head quarter.
We have also the cheapest and best options for other headquarters.
Plan is to get operative as fast as possible..
Marketing
The marketing service concept of IBB has been selected as follow:
The representatives will search for new clients
The representatives will serve the clients
The representatives will also be part of marketing.
With the information we get from representatives, market department will tailor made the market campaigns of each client’s needs. Representatives will present these to the clients in person and sign them up. We will also use social media, e-mail campaigns to clients that signed up for newsletter. We will also be some times in world’s leading financial magazines. Main marketing tools will be representatives, internet and social media.
Product mix
Products
Deposits, CDs, Asset management
Markets cheapest international transfer
Credit cards / Fast credits / Financing
Bank guarantees /Letter of credits
Financial instruments / Commodities
Financial platforms
Swap
Exchanges services
International legal, & accountant services
Provide international investments with the local knowledge
Mergers & acquisitions
Market analysis

6. At IBB the following tools are used to analyze and to explore the market: inquiries with existing and potential customers request information from branch organization and / or union collect reports of international / national bank market collect information of strategy and operation of competitors The size of the Financial service market worldwide is estimated at € Trillions annually. IBB will captured about 1% of the worldwide market. Mr Jussi Myllymaa undertook substantial research prior to start IBB project. The focus of this research was to see the needs of this kind of service in the worldwide market. Result was very positive.
Market share objectives The number of direct competitors is estimated at 10. Competitor A: HSBC and competitor B: DB are to be considered market leader.
Market coverage Our clients will originate from many business sectors such as:
Banking & insurance 10 %
International trade 10 %
Single wealthy people 5 %
International business corporates 50 %
International trading companies 20 %
Others 5%
Marketing goals
An important part of IBB’s marketing goals and strategies is maintaining its level of quality and associated services. IBB has decided on a strategy in the
International market is at least that of a top 10 bank.
IBB aims to have an turnover in 2017 to € 65 500 000 000 and to realize an annual increase of at least 25 % in the next 5 years.
We also wish to further build up the company’s reputation in the targeted market areas. Maintaining / lowering the cost at its present level is also a primary goal.
To realize a higher gross profit margin of up to 250%.
Steadily increase turnover by at least 100% each year for the next 3 years.
Eliminate complex and time-consuming procedures.
Enlarge the recognition factor of the brand name.
Increase revenues.
Marketing strategies
Increase the worldwide representative network to 250 countries and territories. Increase the collaboration network of financial brokers, institutions. Start promotional actions reaching more potential customers. Sponsor non-profit organizations, charities and community programs. Keen sales communication.

7. Keep in contact with existing customers. Market research projects to determine target groups.
Personnel and the marketing concept The employees must be able to carry out the philosophy and the strategy of the company. This will be emphasized until the strategies are carried out as planned and the results are obvious. All new strategies are to be forwarded and discussed with the employees on a regular basis during the weekly & monthly meetings.
Competitive research
The strong points of IBB in comparison to these competitors: product line 1: Representative service product line 2: Worldwide local knowledge product line 3: Flexibility
These strengths can be maintained without/only with modification of the current strategies.
The weak points of IBB in comparison to these competitors: product line 1: Management product line 2: Organization product line 3: Own market platform
These weaknesses form [a/no] threat on the short term, {but most definitely on the longer term}.
Pricing strategy
Pricing strategy In the IBB branch of business there is an overall tendency to consider the competitive offers as well as the degree of acceptance by the customers when planning a pricing strategy. IBB follows this tendency.
Pricing policy IBB’s products are priced at a slight premium over competitive offerings. Extensive promotional activity, including free trial, free account set up help to ensure that customers perceive that they are receiving higher quality products and prompt, courteous service in exchange for the slight premium in price. Our prices are calculated as follows: The IBB will be a bank, and bank main income come from commissions. IBB charge commissions from all services. However for institutional clients there will be less charges and fees.
Sales management Sales promotion plays an important part in the role of the modern international banking services. The demonstration, sales, of the products goes together with maximum customer loyalty. To be able to fulfill such a function we need:
to be accessible
the proper product mix
the correct levels of pricing

8. to present the products (correct merchandising)
professional and ready to please personnel
The best method to sell a customer is by personal contact. In order to get the customer interested and motivated we combine an advertising and promotion plan with active acquisition.
Distribution The distribution function of IBB consists of the following:
Banking services
Financial services
Broker services
Business services
Legal services
Main distribution line will be through worldwide representative network. Other distribution will be through worldwide collaboration networks, internet & social media.
Distribution channels
Distribution channel
Sales in Million €uro
Percent total sales
Rank in sales
Average sales per month Million €uro
Own sales force internal
600
3
50
Own sales force external
900
2
75
Representative network
1200
1
100
Representative network
120
4
10
Independent brokers
12
6
1
Other financial institutions
48
5
4
Independent non reg brokers
12
6
1
Other channels
12
6
1
Sales on commission

9. Service and Support These have the potential to contribute to the gross profit margin of IBB and are therefore part of the marketing strategies. We consider direct contribution to the size of the gross profit and direct contribution to the reputation of considerable importance.
Our client service department has to maintain and serve clients 24/7 in the
Worldwide clients main languages..
Other is our representative service. Our representative department will
Also serve worldwide representatives and country leaders 24/7.
Each country will have a country leader that will take care of main
Institutional clients in the capital. Country leader will also be in charge
Of the representatives in his country. Top representative will be country leader.
Mobile technology IBB will use latest technology in mobile banking, as well on the field. Representatives will use mobile app,
or mobile website for to register new clients, and for to show clients our services in each client’s own languages. Representatives and other field workers will use IBB own mobile app system. Clients will also have
Access to a secure app system. The app will support forms data, images and even videos. All our mobile information flows are password protected using LDAP login technology,
are encrypted using the latest encryption standards, are secured using the HTTPS protocol and use
the highest level of remote device management available today.
Data is stored in XML and CSV formats to ensure compatibility with the back-end server as well as
Popular data formats widely used. IBB will be using the following providers and services:
Each representative use their own mobile with IBB representative app
IBB field workers will use international good reputation operators. Operations IBB’s identity The identity of the company will be made clear by its interior furnishings, decoration, its shop window(s) and outside sign (board). Because our products are International Financial services the design will be modern / classical / high tech/ and this will be reflected in our services and marketing.

10. Operating hours The business will be 24 hour a day, 7 days a week, and will NOT be closed for Christmas, Thanksgiving, the Fourth of July and other national holidays.
Location We are going to be located at Vienna Stock Exchange building, Vienna, Austria, EU. This location has been selected because of its low price, top location, esteem, size, visibility, and image. The office will be situated in a business district. The location will provide our employees as well as our customers with the necessary accessibility. Premises IBB will in the beginning rents, 1400 m2 building(s) with a combination of Bank office and VIP space. Our major investment in equipment is for servers, PCs, copiers, net servers, security system, office furniture's, VIP department design, furniture, communication equipment, mobile communication equipment. This equipment will be leased & owned.
Security The office will be outfitted with a state of the art security system in addition to smoke alarms and a sprinkler system. This will include a CCTV (closed circuit television) system for surveillance of the entire store, as well as all corridors, elevators and stock area. Hand-picked security guards will be securing High level clients security.
Access Visitors will be picked up at airport. VIP will be flied in.
Advertising and Promotion
We will have an advertising and promotion expenditures10% of the annual turnover.
The main promotion and advertising is direct contact with the clients. Our representatives and country leaders will contact clients directly, give possible clients all necessary information.
Sign up clients.
In the projections in 2014 10% and in 2017 5% of the annual turnover is reserved for advertising and promotion goals.
IBB’s promotional plan is diverse and includes a range of marketing communications.
We will have a Grand Opening on date which will be advertised in
local newspapers, and local radio channels. To support expansion efforts,
IBB considers using popular media, such as TV, radio, newspapers
and the Internet to advertise.
Advertising and Promotion goals The following goals and strategies will be used for the next 3 years and are to be implemented in a detailed advertising and promotion plan.
Increase of initial sales or requests for a quote.
Strategies:
Five trade show per year

11. Direct marketing: per customer group and per product type & target
Regional & International advertising campaigns
Increase of repeat sales
Strategies:
bimonthly leaflets to regular customers (by e-mail)/sms/mms
planned repeat visits outside sales force
Enhance the company name within each segment of the market
Strategies:
encourage regular customers to spread your fame
keep the press informed, special media department
Trade shows Company representatives attend and participate in several trade shows such as International financial & banking exhibitions. IBB Will also arrange own exhibitions and invite collaboration companies and groups.
Print advertising and article publishing IBB’s print advertising program includes advertisements in retail trade publications such as WSJ. NY Times. Times. Billionaire. Banker. And many others direct mail pieces, brochures and other print media.
Public relations Press releases are issued to both trade journals and publications such as local and regional newspapers, retail magazines, retail directories and some of world biggest financial newspaper.
Internet In line with current trends IBB is developing a Web site through which it will be possible to order and to obtain information about the products. The Web site will offer video and slideshow presentations to enhance the visitor’s experience and to stimulate an online banking services. The client can chat by various different systems direct with the sales department. The media mix next year
Media
Expenditures p/year
Frequency of ad
Advertisement size
Newspaper
500 000
Weekly
Magazines
100 000
Monthly
Radio
0
non
Direct mail
250 000
Weekly

12. SWOT analysis
Strengths
Weaknesses
Business climate
Growth in consumer spending is fueling growth in visitor numbers.
An overcapacity in the industry has resulted in a deterioration of trading conditions.
Internal organization
Flexibility
Professional
Political factors
Non
Non
Social factors
Flexibility
Low consumer expenditure.
Workforce
Flexibility
Capacity in high peak.
Economic
Our International strategy is flexibility. If some area suffer from crisis, we can switch over to other area.
Due to overcapacity in the sector profit margins are squeezed to the minimum.
Service
Direct client service
Non
Problems and Possibilities
Problems / Threats
Possibilities / Opportunities
Economic
In times of recession people may be inclined to spend less.
Offer monthly target promotions.
Internal organization
Collaboration
Fast changes
External factors
New laws
Flexibility (Fast changes)
Personnel
Finding qualified personnel can be a tedious task.
Motivate current personnel.
Product line mix price quality customers competitors
The mix of product line will always be according to clients needs. The product line may not in the beginning be so large as competitors.
During the time we will offer larger product mix, with more products to our clients. This will increase put us on higher level than competitors.

13. Management and personnel
Age
Experience in years
Highest qualification
Salary €/month
Date joined
Management
President
President: Bank of America
150 000
President
President: Euroclear
150 000
Head of Representatives
Jussi Myllymaa
Financial market & sales leader
10 000
J
Doctor
10 000
Service/Support
High IT Inventor
10 000
Educated by MS
5000
Sales & Marketing
M S
See CV
8000
Personnel analysis and expenditures first operative year.
Total number of staff 45 Total number of sales staff 20 Total number of non-sales staff 150 Total expenditures for staff € 2 160 000 Expenditures for the sales staff € 960 000 Expenditures for the non-sales staff € 150 000 Expenditures for the sales staff in % of sales 0.5-2% Expenditures for the non-sales staff in % of sales 1-5% Administrative organization The administration is done by Administrators. They will also produce the annual profit and loss account and balance sheet as well as file our tax return. The day to day bookkeeping is done by computer.
Contingency In the event anything might occur that prevents the director/the proprietor to conduct his/her business the following persons will ensure the continuation of the company: President and Vice Presidents. Information IBB has systems in place to provide the appropriate information needed by staff and board to make sound financial decisions and to fulfill IRS requirements.

14. Accounting principles The projections have been prepared using generally accepted accounting principles that IBB expects to use when preparing its financial statements. IBB maintains a perpetual inventory method, whereby the inventory account is updated with each sale and purchase. We will know the value of our inventory at any given time during the year. We take a periodic inventory at the end of the year, and adjust the purchase, inventory and cost of services sold accounts at that time. We write the inventory down at this time and make one entry to record the inventory value less the write- down.
Insurance IBB will have suitable insurance coverage which is periodically reviewed to ensure that the appropriate levels and types of coverage are in place.
Fire insurance
Building insurance
Liability insurance
Burglary & dishonesty insurance
Risk management
Risk management is managed by Presidents and Vice Presidents, and also in digital way. All transactions in and out will be digitally monitored. Mister AS responsibility will be to monitor all transactions, deals, and management team. Mister AS will be in contact with Jussi Myllymaa many times during the day. Mister AS will monitor all offices around the world, and will travel when needed. Mister AS will collaborate together with PK, the organization will be hand-picked, and will have the highest security level. Each department will be digitally monitored. Each leader need to know exact what their workers do, when and why. Everything will be digitally monitored for to secure that no leaks, risk, or crimes. Management team is first responsible for any risks, managers need always think about the risks when they make any decisions in the organization. Financial plan
Economy
In €uros
Cash Flow
2014
2015
2016
operation activities
+800 000 000
+20 000 000 000
+60 000 000 000
financial activities
+80 000 000
+2 000 000 000
+6 000 000 000
Investment activities
0
+10 000 000
+500 000 000
Net Cash flow =
+880 000 000
+21 980 000 000
+65 500 000 000
Operational cost
-100 000 000
-150 000 000
-200 000 000
Investments
0
-150 000 000
-200 000 000
Operational total =
-100 000 000
-300 000 000
-400 000 000
Ending Balance =
+760 000 000
+21 680 000 000
+65 100 000 000