How to prepare for a financing meeting

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Since 2005 we have had the privilege of attending more than 2,000 introductory meetings with companies. Based on that experience, here are few tips to help founding teams prepare for a financing meeting.

Plan to bring at most three people. The CEO and a cofounder, if applicable, and the chief technical person will be enough. The person who understands the market opportunity and the competition best should attend. Some bring their chief financial officer, which is not necessary. Your CEO should be able to speak to financial questions.

This presentation should look very different from the pitch you give to sales prospects. We are not buying your product. You need to demonstrate how great your team is, where your company fits into the world, and how well your group is suited to capitalize on the opportunity.

Come well prepared with a compelling deck, but don’t let the presentation and the plans you have for this meeting take over. A robust two-way discussion is the best. We will tell you what investors are looking for.

It’s important that the meeting not run over its allotted time, typically an hour. Therefore, your deck should take no more than 30 minutes to deliver when not interrupted; with introductions, questions, and discussion, you should be right on time. The CEO should deliver the bulk of the presentation, with others responding to questions.

Any initial meeting is a two-way street. Come prepared, not just with information about your company but with what you are looking for in a financing partner. A second meeting will be your reward to prepare your business expansion. Contact us now, the first meeting is free of charge.

Singapore Market Opportunities

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Exporters will find a promising market for the following industry sectors in Singapore: Aviation and defense, ICT and digital technologies (fintech, e-commerce, smart cities, smart grids), energy and environment (oil and gas, water), healthcare and medtech.

The following are major infrastructure projects, significant government procurements and business opportunities in Singapore:

  • Construction of Singapore Changi Airport Terminal 5 and a third runway scheduled for completion around 2030;
  • Singapore’s Next Generation Port Vision for Tuas Terminal to be constructed in 4 Phases; with Phases 1 and 2 tenders awarded; there will be two more phases of tenders to complete the future port by 2040;
  • Deep Tunnel Sewerage System Phase 2 targeted for completion in 2025;
  • Singapore Government ICT tenders of more than US$1.9 billion and other Smart City projects;
  • Major redevelopment of Singapore’s oldest and largest hospital, renamed the Outram Campus and Community Hospital, is set to take place from 2025 to 2035 and a New National Cancer Center will be housed there;
  • Over the medium term, five new public hospitals and up to twelve more polyclinics will be built by 2030 and there are plans to build new and replacement nursing homes to bring the total to 25 by 2020;
  • A new US$135 million National Heart Center building is currently being built at the Singapore General Hospital and scheduled for completion in 2020;
  • Other infrastructure projects include the Woodlands Health Campus and the existing Tan Tock Seng Hospital.  These are scheduled to progressively come on stream between 2020 and 2036;
  • Advanced water technology and infrastructure in areas such as filtering and purifying machinery and apparatus, technologies involving wastewater recycling and treatment, and desalination technologies;
  • US$8.0 million pilot project to determine feasibility of floating solar panels on reservoirs to generate electricity;
  • Singapore Power’s US$22.55 million Center of Excellence is seeking to develop next generation network technology for better reliability and efficiency for electricity/gas transmission and distribution.

Since 2005 we help companies enter Singapore market. You want to know more about our services, please contact us. The first hour of consultation is free of charge.

How can you enter new markets ?

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No one market entry strategy works for all international markets. There will be a number of factors that will influence your choice of strategy, including, but not limited to, tariff rates, the degree of adaptation, marketing and transportation costs. The following strategies are the main entry options open to you.

Direct exporting is selling into the market you have chosen using you own resources. Once you have established a sales program, distributors will represent you further in that market. They become the face of your company and thus it is important that your choice is handled the same way you would hire a key staff person.

Licensing is a relatively sophisticated arrangement where you can transfer the rights to the use of your product to another firm. It is a particularly useful strategy if the purchaser of the license has a relatively large market share in the country you want to enter.

Partnering is a particularly useful strategy in those markets where the culture, both business and social, are substantively different than your own, as local partners bring local market knowledge, contacts and customers.

Joint ventures are a particular form of partnership that involves the creation of a third independently managed company. Two companies agree to work together in a particular market, either geographic or product, and create a third company to undertake this. Risks and profits are normally shared equally.

Buying an existing local company may be the most appropriate entry strategy. Because the purchased company has substantial market share and is a direct competitor to you. It is certainly the most costly, and determining the true value of a company in a new market will require due diligence. On the plus side this entry strategy will immediately provide you the status of being a local company and you will receive the benefits of local market knowledge, an established customer base and be treated by the local government as a local firm.

Turnkey projects are particular to companies that provide services such as consulting, architecture, education, construction and engineering. A turnkey project is where the facility is built from the ground up and turned over to the client ready to go.

Since 2005 we help companies to enter new markets in Europe and Asia. 200 over companies trusted our services in over 25 countries. Want to know more about how to enter new markets. Contact us now, the first hour of consultation is free of charge.

Building the Banking Organization of the Future

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In the future banking ecosystem, there needs to be an integration of what is the best-of-breed within banking, as well as the best that we can find in other industries. Here are some key components of this vision:

  • Simple, fast and secure engagement: The most used apps on most people’s phones are those that are easiest to use, well-designed and can accomplish a task in the fastest and most secure manner.
  • Personalized view of finances: Rather than requiring the consumer to search for the information they want, it will be either easy to find or proactively delivered without asking.
  • Access to financial and non-financial data: If a banking organization wants to be at the center of a consumer’s life, it must be able to share all the insights it has surrounding a consumer’s life. This goes far beyond financial insights, to include eCommerce history, travel history, medical information, insurance and investment data, warranties and legal documents.
  • Advisor recommendations: Beyond simply providing basic financial services advisory capabilities, a banking organization of the future will need to also provide purchase recommendations, health and dietary recommendations, travel and hospitality advice.
  • Digital concierge: With extensive insight into the way a customer conducts their life, it will be important for the bank of the future to provide reminders that are based on historical trends.
  • Digital beyond mobile: Developers need to move beyond mobile, developing solutions that can be delivered across channels that may not exist today, such as AR and VR.

The future of the banking industry will depend on its ability to leverage the power of customer insight, advanced analytics and digital technology to provide services that help today’s tech-savvy customers manage their finances and better manage their daily lives.

We help financial services embrace a broader vision of the banking ecosystem. In doing so, banks will gain the valuable consumer insight, delivering what today’s consumer will expect. Contact us now to get your 1-Hour Free consulting to see how we can support your expansion.

Who want to embrace the future of banking?

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Big-tech organizations are capturing more and more of the banking value chain, providing services such as payments, checking and even savings accounts that could erode much of the traditional bank revenues in the future. These new entrants pose a threat to banks by raising service expectations and coming between banks and their customers. So, who want to embrace the future of banking? The response goes far beyond making current services “more digital.” Instead, banks need to provide permanent assistance. Today customers don’t want to go to branches, they want the ability to transact fingertip-ready.

Instead of selling, the bank of the future will interact like Amazon and Google, gaining insight and getting smarter with each interaction. Opportunities will be presented in real-time, based on what is happening in on mobile devices. By tapping into the wealth of transactional data consolidated on the consumer’s behalf, the bank of the future will reach out to the right third-party providers to build a digital customer experience combining mobile, big data, analytics, digital marketing, ticketing and more.

In addition, the bank of the future will be able to do this while reducing back-office costs, improving speed of solution delivery, increasing revenues and building fewer of these solutions in-house. They will leverage APIs and the cloud to deliver a portfolio of solutions personalized to the consumer’s situation. This will include multiple options for the consumer to choose from, some of which may be provided by organizations that were once competitors.

Consumers enjoy an improved experience that saves them time and money, with a much more personalized relationship. They expand their relationship because no other bank possesses the right insights. Service providers also benefit from the bank’s customer insights through improved offer targeting and increased sales volumes. By acting as a digital value aggregator, the bank is rewarded with deeper relationships, increased loyalty and improved profitability due to a higher volume of lower-cost transactions and additional service fees.

Banks need to develop the digital partnerships to deliver new services and enhanced engagement for the consumer. By collaborating with partners as opposed to competing, the bank can be re-positioned at the center of the customer’s daily life, becoming integral to both financial and non-financial needs. The bank of the future could have relationships with more segments of consumers at an efficient cost.

You want to know more about how to find the right partners and to enter new markets, please contact one of our 11 offices worldwide.