Tulevaisuuden ostaja rakentaa kumppanuutta ja vaatii kilpailukykyä -tilaisuus 18.9.2008.
Tilaisuuden järjestäjä: Suomen itsenäisyyden juhlarahasto Sitra
Puolasta vai Romaniasta?
Hankinnat kilpailukykyisen kustannustason maista ja maavertailut
Sami Humala
Finpro ry
Responsive design is a hot topic in the world of web. Yet, will it ever realise to bring business benefits?
My insight at the AtBusiness.com Breakfast Seminar, June 14, 2012.
For a responsive site example, have a look at www.frantic.com and scale it down, please! :)
Designing for Digital: Processes + Planning for Powerful SolutionsLaura Baxter
Girl Geeks Toronto Meetup - November 2013
Navigate the complexities of digital media development with an understanding of: strategic planning activities and experience design methodologies, and how they intersect and contribute to the successful execution of digital media products.
• The standard digital media project process
• Why it doesn’t work
• The importance of strategic planning
• A more collaborative approach
• What this really means
Pelwhiz Technologies Pvt Ltd is a branding and marketing firm that offers strategic branding services to help small and medium enterprises grow their business. Their mission is to provide excellence in branding and marketing services by offering strategic branding advice to promote brands, increase sales, engage customers, and drive website traffic. Their vision is to be a top-notch branding firm by offering cutting-edge solutions. They follow a four step brand development strategy of defining, building, marketing, and establishing an image. Their services include website development, online marketing, identity design, and custom web applications. They have experience working with clients in various industries such as education, travel, and engineering.
Project Management in Digital Media AgencyTommi Pelkonen
The document discusses the expectations that digital media companies have for project managers. It begins with an introduction to Satama Interactive, a digital media company, and provides background on the author. It then defines digital media and outlines three key business areas: digital media content creation, digital media service creation, and software business. The rest of the document will explore what skills and abilities digital media companies expect their project managers to possess.
Tulevaisuuden ostaja rakentaa kumppanuutta ja vaatii kilpailukykyä -tilaisuus 18.9.2008.
Tilaisuuden järjestäjä: Suomen itsenäisyyden juhlarahasto Sitra
Puolasta vai Romaniasta?
Hankinnat kilpailukykyisen kustannustason maista ja maavertailut
Sami Humala
Finpro ry
Responsive design is a hot topic in the world of web. Yet, will it ever realise to bring business benefits?
My insight at the AtBusiness.com Breakfast Seminar, June 14, 2012.
For a responsive site example, have a look at www.frantic.com and scale it down, please! :)
Designing for Digital: Processes + Planning for Powerful SolutionsLaura Baxter
Girl Geeks Toronto Meetup - November 2013
Navigate the complexities of digital media development with an understanding of: strategic planning activities and experience design methodologies, and how they intersect and contribute to the successful execution of digital media products.
• The standard digital media project process
• Why it doesn’t work
• The importance of strategic planning
• A more collaborative approach
• What this really means
Pelwhiz Technologies Pvt Ltd is a branding and marketing firm that offers strategic branding services to help small and medium enterprises grow their business. Their mission is to provide excellence in branding and marketing services by offering strategic branding advice to promote brands, increase sales, engage customers, and drive website traffic. Their vision is to be a top-notch branding firm by offering cutting-edge solutions. They follow a four step brand development strategy of defining, building, marketing, and establishing an image. Their services include website development, online marketing, identity design, and custom web applications. They have experience working with clients in various industries such as education, travel, and engineering.
Project Management in Digital Media AgencyTommi Pelkonen
The document discusses the expectations that digital media companies have for project managers. It begins with an introduction to Satama Interactive, a digital media company, and provides background on the author. It then defines digital media and outlines three key business areas: digital media content creation, digital media service creation, and software business. The rest of the document will explore what skills and abilities digital media companies expect their project managers to possess.
Tulevaisuuden ostaja rakentaa kumppanuutta ja vaatii kilpailukykyä 18.9.2008
Puhujat: Harri Jokinen, Juha-Pekka Anttila, Ismo Anttila, Sami Humala, Kaj Lindh, Mauri Heikintalo, Thomas E. Vollmann, Jari Osmala, Juha Vierros
Tilaisuuden videot: http://www.youtube.com/watch?v=B3HJe6nHJAQ , http://www.youtube.com/watch?v=LsjTlzLwgTI , http://www.youtube.com/watch?v=oZ_5jbXLZvM , http://www.youtube.com/watch?v=B4ourWI2q8w
Omistajanvaihdosten edistäminen Euroopassa: mitä opittavaa ja missä voimme ol...Suomen Yrittäjät
Omistajanvaihdosten edistäminen Euroopassa: mitä opittavaa ja missä voimme olla esimerkkinä?
EU:n omistajanvaihdosasiantuntijaryhmä, Juha Tall, Seinäjoen ammattikorkeakoulu
Resource-Based Internationalisation of Professional Business Services: Case ...Tommi Pelkonen
Objectives
Main objective of the research is to analyse the internationalisation patterns on professional business ser-vices. The special study focus is in the new media industry. Three objectives were set to the research:
• To identify the Finnish new media industry and its potential for internationalisation
• To analyse the new media industry’s internationalisation patterns in both company and industry lev-els
• To analyse the new media industry’s business network, its structure and its dynamics
In practice this meant answering to the following research questions:
1. What are the characteristics of new media industry as a professional business service?
2. What resources are new media companies utilising and lacking of in internationalisation?
3. What are the modes in use and to be used in internationalisation of the industry?
4. How can additional resources be obtained by utilising business networks?
Main findings
On the basis of the research seven conclusions of the situation of the Finnish new media industry could be drawn. These are in their logical order:
• New media business (interactive media service provision) is at its basics a professional business ser-vice and has similar problemacy in its international expansion to other service companies.
• New media business is by its birth very global and the companies operating in the industry carry heavy service and know-how export potential.
• The Finnish new media industry is already in some markets in “late starter“ situation. On the other hand the companies are able to arise to be “international among others“ by own actions and by technological advancement.
• The success of the industry is heavily dependant the companies’ capability to meet the requirements of the customers and leverage its existing customer relationships.
• Product innovation in the industry requires flexible coalitions crossing traditional industry barriers. The number of these will grow with technological advancements.
• The main resource shortage for the Finnish new media companies’ internationalisation is the lack of skilled personnel.
• Financial capital is available in the markets. Yet, the Finnish companies are not experienced to work with external financiers and high growth requirements
In addition, there were four hypotheses phrased and tested as well as a model analysing the new media industry’s business network. These are presented in the research conclusions.
Tulevaisuuden ostaja rakentaa kumppanuutta ja vaatii kilpailukykyä 18.9.2008
Puhujat: Harri Jokinen, Juha-Pekka Anttila, Ismo Anttila, Sami Humala, Kaj Lindh, Mauri Heikintalo, Thomas E. Vollmann, Jari Osmala, Juha Vierros
Tilaisuuden videot: http://www.youtube.com/watch?v=B3HJe6nHJAQ , http://www.youtube.com/watch?v=LsjTlzLwgTI , http://www.youtube.com/watch?v=oZ_5jbXLZvM , http://www.youtube.com/watch?v=B4ourWI2q8w
Omistajanvaihdosten edistäminen Euroopassa: mitä opittavaa ja missä voimme ol...Suomen Yrittäjät
Omistajanvaihdosten edistäminen Euroopassa: mitä opittavaa ja missä voimme olla esimerkkinä?
EU:n omistajanvaihdosasiantuntijaryhmä, Juha Tall, Seinäjoen ammattikorkeakoulu
Resource-Based Internationalisation of Professional Business Services: Case ...Tommi Pelkonen
Objectives
Main objective of the research is to analyse the internationalisation patterns on professional business ser-vices. The special study focus is in the new media industry. Three objectives were set to the research:
• To identify the Finnish new media industry and its potential for internationalisation
• To analyse the new media industry’s internationalisation patterns in both company and industry lev-els
• To analyse the new media industry’s business network, its structure and its dynamics
In practice this meant answering to the following research questions:
1. What are the characteristics of new media industry as a professional business service?
2. What resources are new media companies utilising and lacking of in internationalisation?
3. What are the modes in use and to be used in internationalisation of the industry?
4. How can additional resources be obtained by utilising business networks?
Main findings
On the basis of the research seven conclusions of the situation of the Finnish new media industry could be drawn. These are in their logical order:
• New media business (interactive media service provision) is at its basics a professional business ser-vice and has similar problemacy in its international expansion to other service companies.
• New media business is by its birth very global and the companies operating in the industry carry heavy service and know-how export potential.
• The Finnish new media industry is already in some markets in “late starter“ situation. On the other hand the companies are able to arise to be “international among others“ by own actions and by technological advancement.
• The success of the industry is heavily dependant the companies’ capability to meet the requirements of the customers and leverage its existing customer relationships.
• Product innovation in the industry requires flexible coalitions crossing traditional industry barriers. The number of these will grow with technological advancements.
• The main resource shortage for the Finnish new media companies’ internationalisation is the lack of skilled personnel.
• Financial capital is available in the markets. Yet, the Finnish companies are not experienced to work with external financiers and high growth requirements
In addition, there were four hypotheses phrased and tested as well as a model analysing the new media industry’s business network. These are presented in the research conclusions.
Eurobest 2014: Google Trends and Insight Tools for Planner and StrategistsTommi Pelkonen
The workshop provided an overview of Google's tools for understanding consumer trends and insights. Attendees learned how to use Google Trends, Public Data Explorer, and Consumer Barometer to analyze search patterns, demographic data, and consumer attitudes. The tools can help identify seasonal trends, compare interest across regions and categories, and understand the consumer journey. Mastering these tools was said to help attendees better form ideas, justify concepts with data, and create effective solutions through the creative process with client work.
4. Finpro – Finnish business partner globally
We help you to succeed
• Customized consulting services
• All phases of
internationalization
• “One-stop shop”
• Analyzed market information
& networking
• Partner network at your
service: in Finland and target
markets
The International Trade Centre (ICT), a joint technical cooperation agency of the United Nations and
the World Trade Organization WTO, awarded Finpro as the best trade promotion Organization of the
developed countries as well as the Best of the Best TPOs in the world in 2008.
6. FINPRO – Your Partner in International Success
Our services are based on recognized
expertise.
The International Trade Center chose Finpro
as the best of the best Trade Promotion
Organizations in the world in 2007
Excellent local market knowledge;
Over 50 Trade Centers in over 40 countries.
Best expertise in internationalization processes
Hundreds of success stories completed
Global industry teams
Great value for money
Cost-efficient pricing in multi-country projects
Strong drive for results and success
Reliable partner in all stages of
internationalization
Independent, positively Finnish, honest,
Finpro – opens
professional and success-oriented opportunities
organisation
worldwide!
11. CSEE: Attractive Business Region
Fresh and upcoming EU
members
Growing economic interdependence
with Western Europe
Improving business climate
Rising living standard
Lower transaction costs
Developing infrastructure
Less regulatory barriers
Cultural similarities
EU funds to development of knowledge
based economies
Cost advantages
Favorable Location Employment costs still 20-40 % lower than in the
Central location in Europe Western Europe
Geographic proximity to Finland Centralization of supporting activities bring cost
Good transportation possibilities advantage e.g. buying of goods, services or logistics
Tax benefits for investments
Fast growing markets
GDP growth rates 4-9 % before 2009 Westernization of customer behavior
crash
•Appreciation of western products and life-style
Attractive location for any business operations! /
14. GDP – forecast for 2009
Recovery is expected to realise in 2010 in most of the counties in CSEE region
15. Among OECD countries, business in CSEE is feasible
NOTE: Eastern European countries are compared, too: see the website!
Source: Doingbusiness.org, 2008
16. Corruption exist in the region, but is manageable
57: GR
58.TR
62: CR
70: RO
72: BG, MAC
85: ALB, CG
85: SRB
Total 180 countries
Source: Transparency International, 2008; Target, 3/2009 NOTE: ranking is based on
perceived corruption
17. Capitals are the key growth locations – but other options exist
The number of companies expecting to locate in European cities
Expats tend to like to work in the region – it is a
NOTE ALSO: Budapest ranked among top20 favourable
challenging but rewarding business area!
expatriate locations globally!
Source: European Cities Monitor, Cushman and Wakefield, 2007; FDi Magazine, 2008
18. Macro-economy and rankings can give an overview
Yet – the most critical issue for companies looking for growth and success:
Finding local partners, employees and customers!
19. Example: ICT-sector hot spots in Romania
Cluj Napoca: 500 Iasi: 125
Targu Mures: 150
Timisoara: 500
City-based rankings and micro-level Bukarest: 800
partner analyses reveal the realistic
potential for the company
wanting to establish operations =annual graduation number of
software development engineers
31. 2. Main findings from Finpro Pulse 09 survey
Notes:
• Scaling at sector performance from 1 (deep recession) to 7 (healthy growth)
• Scaling at sector openness from 1 (no opportunities to launch new technologies & business model)
to 7 (lucrative business to come up with new technologies & business models)
32. 2. Main findings from Finpro Pulse 09 survey
Notes:
• Scaling at sector performance from 1 (deep recession) to 7 (healthy growth)
• Scaling at sector openness from 1 (no opportunities to launch new technologies & business model)
to 7 (lucrative business to come up with new technologies & business models)
34. CME and ME region is very heterogenous in ICT
Characteristics
• Mobile telecoms in major
enabler role
• Increasing/booming
internet markets
• Lower labour costs in
most markets
• Emerging economies in
transition, looking for
business opportunities
• Attraction of FDI
• Tax-benefits possible
• ICT seen as significant
Central and Eastern Europe
•New EUmember states
area for development and •Ukraine in transition
economic growth
•Recovering ex-Jugos
Middle East
•Oil-backed emerging counties
•Oil-powered tigers
•Mass-market Turkey
•Ababic giants
•War Zones
Opportunites remain there– more to come •High-Tech Israel
•Developing nations
when the growth restarts!
35. ICT Market Attractiveness
SRB
EXPECTED BG
TR
MARKET 0,47bn €
2,3bn €
GROWTH
5,2bn €
RO
HIGH GROWTH SK
Fast
SIMILAR MARKETS
CZ 2.1bn € 5,7bn €
7,9bn € HU HIGH GROWTH
HR NON-FAMILIAR MARKETS
FI
6,6bn € 1.3bn €
AT SI
10.4bn € 1,8bn €
SLOW GROWTH
15,8 bn € NON-FAMILIAR MARKETS
Forecasted
Slow 1,0bn € IT speding 2008
in billion €s
SLOW GROWTH MARKET ACCESSIBILITY
SIMILAR MARKETS = MARKET READINESS
= Level of development; value chains,
Easy Challenging funding availability, clients capability to
adapt new solutions and services
In the ICT-sector, the CSE+ME region is growing clearly faster than Finland
Sources: EITO, EIU, BMI (2007&2008)
36. Profiloimme tuoreessa katsauksessa 11 maan ICT-markkinat
http://markkinoille.com/2009/06/02/ict-sector-insight-to-opportunities-in-CSEE/
38. Mitä siis myydään kv.markkinoille?
Ohjelmisto- ja digimedian palveluiden tuotteiden viennissä on
pelkistäen kyse siitä, että palveluja tuottava ja tarjoava yritys
hakee lisätuloja myymällä lisää:
1. Käyttöoikeuksia/aikaa, lisenssejä (€/CPU, €/käyttäjä, €/kk) =
ohjelmistoja
2. Työaikaa (€/h, €/pv, €/lisäarvo) = konsultointia
3. IPR- ja formaattioikeuksia (€/kuluttaja, €/käyttäjä, €/oikeuden käyttö) =
sisältöjä
Useimmiten erityisesti IT-yrityksen palvelumalli pohjautuu näiden
tulomallien hybridiin, myydään jossain määrin oikeuksia, jossain
määrin omaa aikaa projekteina.
Kansainvälistymisessä haasteellisinta useasti onkin se, että itse
tuotteen lisensseillä ei ole asiakkaalle niin suurta arvoa kuin
niihin tarvittavilla räätälöinneillä ja muutoksilla. Ja tämä
palvelutyö on sitten kyettävä tuottamaan paikallisesti, useasti
myös paikallisella kielellä. Tarvitaan siis useimmiten
kumppaneita, jotta kansainvälistyminen on ylipäätänsä
mahdollista.
Kyettävä vakuuttamaan asiakkaat siitä, että tuote/palvelu sopii juuri heille
39. Palkkakustannuksissa ja ulkoistamlla voi säästää.
Tulisi tarkkaan miettiä paljonko niillä on aikaa toimia eri
aikavyöhykkeillä olevien kumppanien kanssa ja voisiko
se siten saada riittävää kustannushyötyä jo pelkästään
ns. ”halvemman” - ei siis ”halvimman” - kustannustason
maista,
Palkkatasot vaihtelevat suuresti maittain, vuosittain, suhdanteista riippuen ja
paikkakunnittain. Alue on pääosin ns. halvemman kustannustason keskittymä.
40. Maat eroavat kilpailun ja osaamisen eri alueilla
Support for IT
Human Legal R &D industry
Global rank Country Overall score Environment IT Infrastructure capital environment environm ent development
FACTOR WEIGHT 100% 10% 20% 20% 10% 25% 15%
13 Finland 61.5 89.7 61.8 67.2 85.0 21.8 85.2
21 Austria 56.1 88.3 61.2 54.9 85.0 15.3 77.8
26 Slovenia 45.5 68.6 38.1 63.5 73.0 4.4 66.3
28 Hungary 40.6 80.3 17.0 59.7 71.0 5.8 58.1
29 Czech Republic 40.4 75.3 27.3 54.7 67.5 4.0 58.1
31 Slovakia 39.5 76.3 30.0 52.5 67.5 1.6 54.8
33 Greece 38.2 74.0 11.3 61. 67.5 1.7 60.8
38 Turkey 32.4 77.6 6.5 44.8 57.5 0.2 57.2
39 Romania 32.3 67.0 12.1 48.2 56.0 0.6 52.1
41 Croatia 31.6 55.6 3.2 51.9 62.0 2.4 54.6
45 Bulgaria 30.2 61.3 6.8 47.4 56.0 1.1 49.3
Ranking Country Score
6 Finland 5.53
16 Austria 5.22
31 Slovenia 4.57
32 Czech Republic 4.53
33 Cyprus 4.52
41 Hungary 4.28
43 Slovak Republic 4.19
49 Croatia 4.09
55 Greece 4.00
58 Romania 3.97
61 Turkey 3.91
62 Ukraine 3.88
68 Bulgaria 3.80
69 Poland 3.80
71 Montenegro 3.79
74 Russian Federation 3.77
79 Macedonia, FYR 3.67
84 Serbia 3.62
99
105
Moldova
Albania
3.30
3.23 PIKATULKINTA: Maissa on osaamista, mutta infrassa
106 Bosnia and Herzegovina
Sources: WEF, 2009 & EIU, 2009
3.23
ja tuotekehitysosaamisssa on petrattavaa
41. CASE: Unkari – vahva teleosaaminen, uusia haasteita
Väestö:10 miljoonaa, 3,6m ICT-markkinoiden koko ja kasvu 2008:
kotitalout ta 2,387 b€, 8,4 % GAGR
BKT/capita : 15 132 €
Laajakaistatiheys 2008: 11,7 % Mainosmarkkinoide n koko 2008:2,148 bnEUR
Nettikäyttäjien määrä väestöstä: Verkkomainonnan osuus mainonnasta: 2,2%
35%
Mobiilitiheys 2008: 99,7 % WEF Ranking: 41 / 132; EIU Ranking: 28 / 66
maata
Erityispiirteitä:
• Nokian, NSN:n ja Sanoman
merkittävä rooli
Unkarin keskeinen sijainti,
• Suomalaisiin suhtaudutaan hyvä infrastruktuuri ja
erityisen positiivisesti
osaamistaso pitävät maan
• Paljon Share Service
Center:eita talousongelmista huolimatta
• EU:n teknologian kiinnostavana sijaintikohteena,
tutkimuske skus, European
Institute of Techology, EIT, erityisesti telealan
aloittaa 2009 tuotekehitykselle ja
• Kielellisesti alueen vajavaisin,
vie raita kieliä osataan
ohjelmointityölle.
heikost i
Tuote-/palvelu-myynti Alihankintatoiminta ja Tuotekehitys- Muita mahdollisuuksia
-kumppanuudet asemapaikka
• Erityise sti • Unkarissa on • Telealan • EIT, European Institute of
vähittäiskaupan alue ella vakiintuneita IT-alan tuot ekehitys- Technology, aloittaa
lähes kaikki alihankkijoita ja vahva osaaminen Budapestissa 2009
kansainväliset ketjut tätä tukeva kulttuuri vahvaa • Palkkataso kakkos-
aktiivisia –ehkä • Osaajien saatavuus on • Unkarilainen kaupungeissa voi olla
mahdollisuus lähestyä kohtuullisen hyvä, ohjelmoija on erittäin kilpailukykyinen
• Unkari hyvä mutta hintataso luova ja osaava • Unkarin kielialue suurempi
sijaintipaikka erityisest i Budapestissa • Nokialla kuin maan väestö, myös
alueellisille päämajoille, nousee edelleen Euroopan suurin naapurimaissa suuria
joita useit a • Paikallinen kumppani tehdas vähemmistöjä =
lähes välttämätön Komáromissa. työvoimapooli suurempi
42. Vertailu: Keski-ja Kaakkois-Eurooppa
Maa Muuta Maa Muuta
Itävalta Itävalta on turvallinen ja rikas sijaintipaikka Serbia Serbia tulee todennäköisesti nousemaan ICT-
erityisesti finanssialaan keskittyville yrityksille. Sen toimialalla huomioitavaksi toimijaksi vahvojen
yrityksillä on merkittävä rooli Kaakkois-Euroopan verkostojensa takia. Sillä tuntuu olevan kova halu
bisneksessä. palauttaa asemansa maailmassa.
Tsekki Tsekin korkeatasoinen ICT osaaminen pitää voida Romania Romanialla on merkittävä mahdollisuus kasvaa
hyödyntää ennen kaikkea R&D toimintojen volyymiltaan, ja myös kotimarkkinoiltaan,
ulkoistamisena tai kehittyneenä laadukkaana suureksi IT-maaksi. Päähaasteena on
alihankintana. Tsekin vahvat sidokset Saksaan on infrastrukturin heikkous
hyödynnettävissä myös ICT alalla
Bulgaria Bulgaria havittelee ottavansa merkittävän roolin
Slovakia Slovakia on maantieteellisesti kenties keskeisin ja alihankintaprojekteista ja BOT-operaatioissa. Sen
kustannustehokkain maa, jossa on teollisen haasteena on saada maansa rajalliset resurssit
alihankinnan perinteet ja mahdollisuus myös tehokäyttöön
soveltuvien ratkaisujen tarjoamiseen paikalliselle
Kreikka Kreikka voi muodostua yllättävänkin nopeasti
autoteollisuudelle
tärkeäksi alueelliseksi toimijaksi IT-sektorilla.
Unkari Unkarin keskeinen sijainti, hyvä infrastruktuuri ja Sillä on suunnitelmallisuutta, verkostoja ja pääomia
osaamistaso pitävät maan talousongelmista toteuttaa muuttaa maan asemaa digi-/IT-toimijana.
huolimatta kiinnostavana sijaintikohtena, erityisesti
Turkki Turkista tullut on yksi suurimmista ICT-
telealan tuotekehitykselle ja ohjelmointityölle.
kasvumarkkinoista Euroopassa. Sen merkitys
Slovenia Slovenian markkinat voivat olla erinomainen paikka tulee kasvamaan myös jatkossa.
testata innovaatioita. Maassa on tiukasti
keskittynyttä osaamista ja halua vaurastua.
Muut maat Nopeasti kehittyvä maa, silti vielä hieman sekaisin:
Kroatia Kroatia nousee pian tärkeäksi IT-osaajien maaksi. Bosnia
Sen mahdollisuudet liittyvät erityisesti jatkuvaan Halvan ohjelmoinnin maa: Moldova
tulovirtaan turismista. Maa on myös vahva teollisen Pikkuvaltiot IT-alalla: Albania,. Montenegro,
valmistamisen osaaja – tälle alueelle voidaan Kosovo
ennustaa vakaata kasvua
43. Kehittyvät mutta aliarvioidut markkinat
Alan kasvuluvut voivat olla jopa kymmeniä prosentteja
vuosittain ja siten tuoda kiinnostavia mahdollisuuksia, myös
suomalaisille digimedia- ja IT-yrityksille. Lamavuodet voivat
olla yksi parhaita hetkiä rakentaa uusia kuvioita tällä
kasvualueella.
Uusia asiakkuuksia ja merkittäviä kustannusetuja
Eurooppalaiset yritykset ovat siirtäneet alueelle useita
toimintojaan (kuten taloushallinnon, asiakaspalveun,
ostotoimintoja tms.). Nämä keskukset voivatkin olla erittäin
kiinnostavia asiakkaita suomalaisyrityksille, samoin kuin
alueella toimivat kansainväliset ja paikalliset yritykset.
Suomalaiset ICT-yritykset voivat saavuttaa suoria
kustannushyötyjä alihankkimalla ja ulkoistamalla toimintojaan.
On syytä huomata, että alueella löytyy monta eri maata, missä
tarpeet ja mahdollisuudet poikkeavat toisistaan suuresti
45. Region is the leading growth market in Europe
Growth will return, besides the global challenges
In selected sectors, CSEE is still growing and markets are very
attractive to new operations and operational development
The downturn makes timing excellent for new busines development
and partner seeking
Finns can gains cost savings, but also get new customers
Salary and other cost difference still exists, but less than in the
past. Yet, the difference can be significant e.g. in manufacturing
business
European and also global companies have and still are shifting their
global & regional service centers to the CSEE region. This can
open up interesting opportunities for Finnish service providers.
Moreover, there is a constant flow of FDIs to the region. This
enable international and to growing extent local sales to be realised
IN SHORT: Time to act is today!
46. Each market needs to be understood as a local market.
Act locally and:
1. do not accept the first person you meet
to be your exclusive agent/representative
2. check the background of whatever
potential partner
3. learn cultural matters and pay attention
to cross-cultural communication
4. adapt yourself to each particular market
5. plan and allocate enough time, money
and human resources
Finpro is locally present to help Finnish
companies to tackle these challenges!
47. We have created a regional source portal
www.netvibes.com/finproict