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Copyright 2016 - FireMatter, LLC
The “Dual-Company” Model
Matteo Fabiano
March 7, 2016
Copyright 2016 - FireMatter, LLC
About Me
Tech Scouting and Market Development Services
Aero Engineer (PoliMi), MBA (IMD Lausanne)
IBM, P&G, HP + a couple of startups
Lived and worked in 5 countries
In USA since 1998
2
Copyright 2016 - FireMatter, LLC
What is a “dual company”?
3
A non-US company, whose shareholders create a US holding
company for market development reasons, of which the
original non-US company becomes a subsidiary.*
• Typically a small company < $10 million sales
• Typically technology company
• Typically in Silicon Valley
• A form of reverse “corporate inversion”, minus the tax rationale
*Disclaimer: you won’t find it on wikipedia!
Copyright 2016 - FireMatter, LLC 4
Acme SpA
Acme Inc
Investors
IP / Patents
Proprietary Tech
Trademarks
Customer contracts
•R&D
•Engineering
•CEO
•Marketing
•Sales
How does it work?
Copyright 2016 - FireMatter, LLC
Why?
5
Photo credit: Modes Rodriguez
Copyright 2016 - FireMatter, LLC
1. The size of the US markets
6
• 1st market for software with 38% of global value
• 2nd consumer retail market worldwide at $3.3 trillion
• 1st in healthcare spending with 17% of GDP
• 4 of 10 largest banks by market value in the world
• Biggest oil producer, largest wind capacity
• $2.09 trillion manufacturing industry
Source: Gartner, EMarketer, World Bank, relbanks, Gartner
Copyright 2016 - FireMatter, LLC
2. Abundance of innovation resources
7
Source: McKinsey & Co and World Economic Forum, 2006
Copyright 2016 - FireMatter, LLC
3. Access to corporate/channel partners
8
Corporate
Accelerator
Partner with
Accelerators
Outposts
Copyright 2016 - FireMatter, LLC 9
Source:CityLab/Atlantic Monthly, Martin Prosperity Institute
4. Access to (venture) capital
Copyright 2016 - FireMatter, LLC
5. Stable legal environment and institutions
10
• Strong IP protection laws and system
• Legal certainty and (mostly) predictable justice system
• Reasonable regulatory burden in most industries
• US bureaucracy is simpler than in many countries
• Delaware has been corporate haven for 100 years
Copyright 2016 - FireMatter, LLC
6. Ability to selectively leverage resources
11
• Keep R&D costs in lower cost-base locales (e.g. engineers)
• Move revenues in higher-margin markets
• Better cost structure than “domestic” US competitors
• Up/down size in employer-friendly country
• Bypass or circumvent regulatory jurisdiction (e.g. privacy)
Copyright 2016 - FireMatter, LLC 12
Ultimately? Grow faster.
Copyright 2016 - FireMatter, LLC
What is the downside?
13
Photo credit: Robert Donovan
Copyright 2016 - FireMatter, LLC
1. You are effectively doing company “surgery”
14
• Significant structural changes (ownership, management…)
• New teams need to be formed/hired
• New contractual relationships, also at employee level
• If CEO relocates, potential sense of betrayal at home-base
• Change risky to employees morale
Copyright 2016 - FireMatter, LLC
2. Distances
15
• Teams need to learn to collaborate across time zones
• From face time to FaceTime
• Must overcompensate for lack of “water cooler” effect
• Technical and business development cycles lengthen
Copyright 2016 - FireMatter, LLC
3. A long-term investment horizon
16
• Sizable initial investment to set operations up
• Short-term expenses increase (e.g. travel, comms)
• Time-to-market often underestimated (e.g. proxy fallacy)
• Unit marketing investment often underestimated
• May test shareholders’ patience
Copyright 2016 - FireMatter, LLC
4. Legal and tax risk
17
• Increased scrutiny from home-base tax authority
• Possible tax implications of asset transfers (e.g. IP)
• Arms-Length issues in intracompany contracts
• Different definition of a “domestic” company in different
countries/states (e.g. “nexus”)
Copyright 2016 - FireMatter, LLC
Report: Challenges of International Tech Cos. in the US
18
Photo credit: TED Conference
FireMatter Views Survey Report
Challenges and Strategies of International Tech Companies in the US
Published in April 2015 by
5%
2%
7%
27%
59%
13%
13%
22%
53%
1 %
2 % 2 %
4 %
9 %
5 %
30 %
10 %
®
www.firematter.com/views FireMatter Views Survey Report - April 2015
20
! Companies in the survey come from 44 different countries
Q: Where is your company based or headquartered?
Companies based in Italy (19%), Germany (14%) and the United States (9%) were well represented among a diverse pool of respondents headquartered in 44 different countries across the globe.
Companies based in Europe, including the United Kingdom, Spain, the Netherlands, France, Austria, Belgium, Portugal, Norway and Bulgaria, accounted for the largest share of respondents (66%),
followed by Middle East and Asia (16%) and the Americas (12%).
30%
2%
2%
2%
3%
3%
4%
4% 4%
4%
9%
14%
19%
Italy Germany USA India Russia
UK Spain Israel Netherlands Singapore
France Austria ROW
www.firematter.com/views FireMatter Views Survey Report - April 2015
21
" We tapped into a young cohort of companies
Q: When was your company founded?
The respondent population strongly skews towards a young set of companies, with 60% founded within the last 3 years--in 2012,
2013, and 2014. 14% were founded between 2010 and 2011.
Approximately 1 in 5 were founded in the ten years between 2001 and 2010 and only 2% were founded before 2000, while 7% have
yet to be formally established.
2 %
2000 and earlier 2001 to 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Not Yet
Founded
10 %
1 %
2 % 2 %
4 %
9 %
5 %
20 %
30 %
10 %
7 %
A very young pool.
3 companies out of 4 in our survey were founded in the last 4
years, from 2010 to 2014. 30% were founded in 2013 alone.
74%
www.firematter.com/views FireMatter Views Survey Report - April 2015
22
#
As expected given the number of responses coming from early stage companies, 21%
represent micro firms with 1 to 3 employees and over half of companies represented
have staff ranging from 4 to 10 employees. 22% reported a headcount of between 11
and 50 employees and 5% have more than 50 employees.
5%
22%
52%
21%
Size of company?
1 to 3
4 to 10
11 to 50
50 +
A pool of micro and small tech companies.
95% or respondents told us that their company has less than 50
people on staff. If we consider companies founded in the last 3
years, that percentage grows to almost 99%!
95%
All
Founded in last 3 years
0% 25% 50% 75% 100%
Early stage and small companies
Q: How many people work at your company?
www.firematter.com/views FireMatter Views Survey Report - April 2015
23
| Selling remotely and market knowledge represents the toughest challenges
Q: What are the main marketing, sales and biz dev challenges in entering the US market?
Marketing and Sales challenges emerged as the most relevant concerns for companies entering
the US market. The challenges ranking 1st, 2nd and 3rd—“Difficult to manage sales opportunities
from a different timezone”, “Lack of knowledge of US market”, “Lack of local US business
development/channel partners”, respectively—highlight key issues in managing marketing
channels and sales due to unfamiliarity with the market and challenges in running operations
across time differences.
Difficult to manage sales remotely
Lack of knowledge of US market
Lack of local US channel partner(s)
Lack of local US investors/funding
Lack of local US team
Lack of knowledge of US legal issues
High cost of Human Resources
Product localization/adaptation to US
High cost of Marketing
Difficult to support customers remotely
High cost of Operations
Too much competition in the market
Product support/documentation for US
High cost of Professional Services
Too much competition for technical talent
Lack of understanding of cultural issues
Too much competition for marketing talent
Poor English language skills
There are no challenges
Too much competition for managerial talent
Other 5%
1%
3%
5%
7%
7%
9%
14%
16%
16%
16%
19%
19%
24%
25%
25%
26%
30%
31%
32%
34%
◎
It’s all about Marketing and Sales.
Other high-ranking marketing and sales-related responses included product
localization challenges (#8), marketing costs (#9), customer support (#10)
and product marketing (#12) issues.
High cost of doing business in the US matters.
Cost-related responses were also a material concern for many companies. 1 in
4 respondents selected high HR costs, such as salaries and benefits, and 1 in 5
pointed at marketing costs as key challenges in entering the US market.
Note: Respondents could select up to 5 answers.
&
Only 3% of respondents found “no challenges” in entering the US market.
www.firematter.com/views FireMatter Views Survey Report - April 2015
24
| US funding and channel partners are seen as key to success
Q: What are the main actions you took (or plan to take) to address your top challenges?
Securing funding from US investors was the highest ranking response--almost 1 in 2 respondents
(46%) see US investors as key to addressing the challenges they face in the US market. In addition,
respondents seemed to favor two broad approaches to addressing their individual issues: seeking
local partnerships and establishing local operations.
Seek funding from US investors
Seek US distribution/channel partners
Create a US subsidiary
Transfer permanently (part of) our team to the US
Hire a US-based sales team
Seek US advisors
Join a US business incubators/accelerator
US-based law firm
Attend seminars/training about business in the US
Hire a US-based marketing team
Hire a US-based CEO
No specific action
Hire a US-based CMO
US-based consulting firms
Hire a US-based CFO
Hire a US-based product/engineering team
Hire a US-based CTO
Other 4%
0%
2%
4%
5%
7%
10%
14%
16%
16%
20%
26%
30%
31%
32%
39%
40%
46%
'
Local partnerships are key.
As far as partnerships are concerned, securing US distribution/channel
partners ranked 2nd overall with 40% of respondents. Seeking out US
advisors and joining US business incubators—two particular types of
partnerships—ranked 6th and 7th respectively.
Setting up local operations is a priority.
As for establishing operations in the US, the most popular actions are to create
a local subsidiary and “transfer permanently” a team to the US (39% and
32% of respondents respectively).
(
Hiring key sales positions and across the board.
Other responses focused on local hiring and staffing. Hiring a US sales team
was clearly a priority in this regard, with almost one third of respondents
indicating this as a key action.
♂
Note: Respondents could select up to 5 answers.
Copyright 2016 - FireMatter, LLC
Key Takeaways
25
• Dual company model allows smaller companies to
overcome challenges of US market entry
• Dual company main purpose is to grow faster
• Can have significant advantages compared to pure-export
and domestic competitors
• (Potential) access to capital is still a major factor
• It is like doing company “surgery”: Handle with care!
Copyright 2016 - FireMatter, LLC 26
Thank You
mf@firematter.com

@matteofabiano
+1 415 412 6210

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The Dual Company Model: Pros and Cons

  • 1. Copyright 2016 - FireMatter, LLC The “Dual-Company” Model Matteo Fabiano March 7, 2016
  • 2. Copyright 2016 - FireMatter, LLC About Me Tech Scouting and Market Development Services Aero Engineer (PoliMi), MBA (IMD Lausanne) IBM, P&G, HP + a couple of startups Lived and worked in 5 countries In USA since 1998 2
  • 3. Copyright 2016 - FireMatter, LLC What is a “dual company”? 3 A non-US company, whose shareholders create a US holding company for market development reasons, of which the original non-US company becomes a subsidiary.* • Typically a small company < $10 million sales • Typically technology company • Typically in Silicon Valley • A form of reverse “corporate inversion”, minus the tax rationale *Disclaimer: you won’t find it on wikipedia!
  • 4. Copyright 2016 - FireMatter, LLC 4 Acme SpA Acme Inc Investors IP / Patents Proprietary Tech Trademarks Customer contracts •R&D •Engineering •CEO •Marketing •Sales How does it work?
  • 5. Copyright 2016 - FireMatter, LLC Why? 5 Photo credit: Modes Rodriguez
  • 6. Copyright 2016 - FireMatter, LLC 1. The size of the US markets 6 • 1st market for software with 38% of global value • 2nd consumer retail market worldwide at $3.3 trillion • 1st in healthcare spending with 17% of GDP • 4 of 10 largest banks by market value in the world • Biggest oil producer, largest wind capacity • $2.09 trillion manufacturing industry Source: Gartner, EMarketer, World Bank, relbanks, Gartner
  • 7. Copyright 2016 - FireMatter, LLC 2. Abundance of innovation resources 7 Source: McKinsey & Co and World Economic Forum, 2006
  • 8. Copyright 2016 - FireMatter, LLC 3. Access to corporate/channel partners 8 Corporate Accelerator Partner with Accelerators Outposts
  • 9. Copyright 2016 - FireMatter, LLC 9 Source:CityLab/Atlantic Monthly, Martin Prosperity Institute 4. Access to (venture) capital
  • 10. Copyright 2016 - FireMatter, LLC 5. Stable legal environment and institutions 10 • Strong IP protection laws and system • Legal certainty and (mostly) predictable justice system • Reasonable regulatory burden in most industries • US bureaucracy is simpler than in many countries • Delaware has been corporate haven for 100 years
  • 11. Copyright 2016 - FireMatter, LLC 6. Ability to selectively leverage resources 11 • Keep R&D costs in lower cost-base locales (e.g. engineers) • Move revenues in higher-margin markets • Better cost structure than “domestic” US competitors • Up/down size in employer-friendly country • Bypass or circumvent regulatory jurisdiction (e.g. privacy)
  • 12. Copyright 2016 - FireMatter, LLC 12 Ultimately? Grow faster.
  • 13. Copyright 2016 - FireMatter, LLC What is the downside? 13 Photo credit: Robert Donovan
  • 14. Copyright 2016 - FireMatter, LLC 1. You are effectively doing company “surgery” 14 • Significant structural changes (ownership, management…) • New teams need to be formed/hired • New contractual relationships, also at employee level • If CEO relocates, potential sense of betrayal at home-base • Change risky to employees morale
  • 15. Copyright 2016 - FireMatter, LLC 2. Distances 15 • Teams need to learn to collaborate across time zones • From face time to FaceTime • Must overcompensate for lack of “water cooler” effect • Technical and business development cycles lengthen
  • 16. Copyright 2016 - FireMatter, LLC 3. A long-term investment horizon 16 • Sizable initial investment to set operations up • Short-term expenses increase (e.g. travel, comms) • Time-to-market often underestimated (e.g. proxy fallacy) • Unit marketing investment often underestimated • May test shareholders’ patience
  • 17. Copyright 2016 - FireMatter, LLC 4. Legal and tax risk 17 • Increased scrutiny from home-base tax authority • Possible tax implications of asset transfers (e.g. IP) • Arms-Length issues in intracompany contracts • Different definition of a “domestic” company in different countries/states (e.g. “nexus”)
  • 18. Copyright 2016 - FireMatter, LLC Report: Challenges of International Tech Cos. in the US 18 Photo credit: TED Conference
  • 19. FireMatter Views Survey Report Challenges and Strategies of International Tech Companies in the US Published in April 2015 by 5% 2% 7% 27% 59% 13% 13% 22% 53% 1 % 2 % 2 % 4 % 9 % 5 % 30 % 10 % ®
  • 20. www.firematter.com/views FireMatter Views Survey Report - April 2015 20 ! Companies in the survey come from 44 different countries Q: Where is your company based or headquartered? Companies based in Italy (19%), Germany (14%) and the United States (9%) were well represented among a diverse pool of respondents headquartered in 44 different countries across the globe. Companies based in Europe, including the United Kingdom, Spain, the Netherlands, France, Austria, Belgium, Portugal, Norway and Bulgaria, accounted for the largest share of respondents (66%), followed by Middle East and Asia (16%) and the Americas (12%). 30% 2% 2% 2% 3% 3% 4% 4% 4% 4% 9% 14% 19% Italy Germany USA India Russia UK Spain Israel Netherlands Singapore France Austria ROW
  • 21. www.firematter.com/views FireMatter Views Survey Report - April 2015 21 " We tapped into a young cohort of companies Q: When was your company founded? The respondent population strongly skews towards a young set of companies, with 60% founded within the last 3 years--in 2012, 2013, and 2014. 14% were founded between 2010 and 2011. Approximately 1 in 5 were founded in the ten years between 2001 and 2010 and only 2% were founded before 2000, while 7% have yet to be formally established. 2 % 2000 and earlier 2001 to 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Not Yet Founded 10 % 1 % 2 % 2 % 4 % 9 % 5 % 20 % 30 % 10 % 7 % A very young pool. 3 companies out of 4 in our survey were founded in the last 4 years, from 2010 to 2014. 30% were founded in 2013 alone. 74%
  • 22. www.firematter.com/views FireMatter Views Survey Report - April 2015 22 # As expected given the number of responses coming from early stage companies, 21% represent micro firms with 1 to 3 employees and over half of companies represented have staff ranging from 4 to 10 employees. 22% reported a headcount of between 11 and 50 employees and 5% have more than 50 employees. 5% 22% 52% 21% Size of company? 1 to 3 4 to 10 11 to 50 50 + A pool of micro and small tech companies. 95% or respondents told us that their company has less than 50 people on staff. If we consider companies founded in the last 3 years, that percentage grows to almost 99%! 95% All Founded in last 3 years 0% 25% 50% 75% 100% Early stage and small companies Q: How many people work at your company?
  • 23. www.firematter.com/views FireMatter Views Survey Report - April 2015 23 | Selling remotely and market knowledge represents the toughest challenges Q: What are the main marketing, sales and biz dev challenges in entering the US market? Marketing and Sales challenges emerged as the most relevant concerns for companies entering the US market. The challenges ranking 1st, 2nd and 3rd—“Difficult to manage sales opportunities from a different timezone”, “Lack of knowledge of US market”, “Lack of local US business development/channel partners”, respectively—highlight key issues in managing marketing channels and sales due to unfamiliarity with the market and challenges in running operations across time differences. Difficult to manage sales remotely Lack of knowledge of US market Lack of local US channel partner(s) Lack of local US investors/funding Lack of local US team Lack of knowledge of US legal issues High cost of Human Resources Product localization/adaptation to US High cost of Marketing Difficult to support customers remotely High cost of Operations Too much competition in the market Product support/documentation for US High cost of Professional Services Too much competition for technical talent Lack of understanding of cultural issues Too much competition for marketing talent Poor English language skills There are no challenges Too much competition for managerial talent Other 5% 1% 3% 5% 7% 7% 9% 14% 16% 16% 16% 19% 19% 24% 25% 25% 26% 30% 31% 32% 34% ◎ It’s all about Marketing and Sales. Other high-ranking marketing and sales-related responses included product localization challenges (#8), marketing costs (#9), customer support (#10) and product marketing (#12) issues. High cost of doing business in the US matters. Cost-related responses were also a material concern for many companies. 1 in 4 respondents selected high HR costs, such as salaries and benefits, and 1 in 5 pointed at marketing costs as key challenges in entering the US market. Note: Respondents could select up to 5 answers. & Only 3% of respondents found “no challenges” in entering the US market.
  • 24. www.firematter.com/views FireMatter Views Survey Report - April 2015 24 | US funding and channel partners are seen as key to success Q: What are the main actions you took (or plan to take) to address your top challenges? Securing funding from US investors was the highest ranking response--almost 1 in 2 respondents (46%) see US investors as key to addressing the challenges they face in the US market. In addition, respondents seemed to favor two broad approaches to addressing their individual issues: seeking local partnerships and establishing local operations. Seek funding from US investors Seek US distribution/channel partners Create a US subsidiary Transfer permanently (part of) our team to the US Hire a US-based sales team Seek US advisors Join a US business incubators/accelerator US-based law firm Attend seminars/training about business in the US Hire a US-based marketing team Hire a US-based CEO No specific action Hire a US-based CMO US-based consulting firms Hire a US-based CFO Hire a US-based product/engineering team Hire a US-based CTO Other 4% 0% 2% 4% 5% 7% 10% 14% 16% 16% 20% 26% 30% 31% 32% 39% 40% 46% ' Local partnerships are key. As far as partnerships are concerned, securing US distribution/channel partners ranked 2nd overall with 40% of respondents. Seeking out US advisors and joining US business incubators—two particular types of partnerships—ranked 6th and 7th respectively. Setting up local operations is a priority. As for establishing operations in the US, the most popular actions are to create a local subsidiary and “transfer permanently” a team to the US (39% and 32% of respondents respectively). ( Hiring key sales positions and across the board. Other responses focused on local hiring and staffing. Hiring a US sales team was clearly a priority in this regard, with almost one third of respondents indicating this as a key action. ♂ Note: Respondents could select up to 5 answers.
  • 25. Copyright 2016 - FireMatter, LLC Key Takeaways 25 • Dual company model allows smaller companies to overcome challenges of US market entry • Dual company main purpose is to grow faster • Can have significant advantages compared to pure-export and domestic competitors • (Potential) access to capital is still a major factor • It is like doing company “surgery”: Handle with care!
  • 26. Copyright 2016 - FireMatter, LLC 26 Thank You mf@firematter.com
 @matteofabiano +1 415 412 6210