Why the Carolinas? - Charlotte Regional Partnership

Transcrição

1
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www.charlotteusa.com
Seminar Presenters
Doing Business with Carolinas Workshop
May 2012
Agenda
I.
How to Do Business in North Carolina, South Carolina, and
Charlotte Region
Ronnie Bryant, Charlotte Regional Partnership
II. Legal Considerations
Mike Hawley and Marc Veilleux, K&L Gates LLP
III. Business and Tax Considerations
Rhyne Cannon, Elliott Davis
IV. Global Banking and Financing
Thomas Quigley, Wells Fargo
V. ‘‘Why the Carolinas?’’
Reinaldo Panico Peres, No Borders Consulting
VI. Wrap-up & Questions & Answers
Agenda
I. How to Do Business in North Carolina, South Carolina,
and Charlotte Region
Charlotte Regional Partnership
Market & Promote
the Charlotte Region
Characteristics of Success
Three principles:
1. Create opportunities for job growth and
capital
2. Connect people and resources
3. Support allies, investors and
organizations within the region’s
130 municipalities, 16 counties and two
states
Carolinas Location
NC and SC
North Carolina
• Population 9.2 million
• 10th largest state
• Labor force 4.5 million
• Strong university
system
• Largest employers
include Bank of
America, SAS, Duke
Energy, Goodrich, Sealy
• Known for strong IT,
R&D, banking sectors
South Carolina
• Population 4.7 million
• Labor force 2.1 million
• 8th fastest growing workforce
in U.S.
• Largest employers include
Boeing, BMW, Michelin and GE
• Known for strong workforce
training programs
International Business Center
2,250 foreign owned firms
323,700 employees
Charlotte Region: NC & SC
Charlotte USA (16-county region)
Total Population, 2010
2,687,799
Total Population, 2015
3,008,096
2000-2010 Population growth
12%
Labor Force, 2010
1,306,514
Labor Force, 2015
1,438,453
2010-2015 Labor Force growth
10%
Charlotte USA
• 2nd largest U.S. banking center
• 4th fastest growing MSA since 2000 (U.S. Census 2010)
• 17th largest city in the U.S. (U.S. Census 2010)
• Cost of living 93% of the U.S. avg. (ACCRA 2010)
• Regional population: 2.6 MM (ESRI 2010 )
• Workforce of 1.4 million (ESRI 2010)
• 7th busiest airport in the U.S. (ACI 2010)
• Avg. of 100,000 new residents per year
• 14 Fortune 1000 headquarters (2010)
• Carolinas account for 17th largest economy
Accolades
CNBC
#3 North Carolina ranked among America’s Top States for Business (2011)
Forbes
#3 North Carolina ranked among the Best States for Business (2010)
Site Selection magazine
#1 North Carolina (nine out of past 10 years) and #5 South Carolina ranked among Top 10 State
Business Climates in U.S.
Chief Executive Magazine
#2 North Carolina and #9 South Carolina – best states in which to do business
Next Generation Consulting
Charlotte among “Next Cities”– among best large or “super” cities to live and work
for young professionals
U.S. Census Bureau
#4 Fastest Growing Metro in the U.S.: Charlotte-Gastonia-Concord, NC-SC (2000-2010)
Advanced Manufacturing Center
• Highest density of manufacturing in the
Carolina’s
• Manufacturing strengths include:
 Advanced Textiles
 Automotive & Truck suppliers
 Plastics
 Food & Beverage
 Industrial Machinery
 Building & Construction Materials
• Non-Union workforce – lowest
unionization in U.S.
 NC 2.9% and SC 3.4% unionization rates. 1 & 2
lowest in US
Sales Office Location
• Numerous new international companies
begin with a sales office
• Sales office strengths include:
 Affordable Real Estate
 Lower initial investment
 Established presence in U.S.
 Address
 Telephone number
 International Airport
 Eastern Time Zone
Transportation Center
•
•
•
•
•
7th busiest airport in U.S.
US Airways largest hub
137 non-stop destinations served
700+ daily departures
International non-stops to:
•
•
•
•
•
•
•
•
•
Rio de Janeiro, Brazil
Munich & Frankfurt, Germany
London, England
Paris, France
Rome, Italy
Madrid, Spain
Toronto & Montreal, Canada
Mexico and the Caribbean
Over 100 U.S. cities
• Average security wait less than 10
minutes
Accessibility
•
•
•
•
•
4 Interstates
2 Mainline Railroads
Air Cargo Services
3 hours to major port
300+ trucking companies
Workforce Information
• Regional workforce of 1.4 million residents, workforce growing at rate
•
•
•
•
•
of 8% each year
4th fastest growing jobs market in the US (Charlotte MSA, BLS 2010-2011)
Average production salary 2% lower than national average
Over 8,000 engineers employed throughout the region
Right to Work States
25 – 45 age group growing faster than national average
Carolinas vs. Florida: Access to Market
100, 200, 300 miles: Miami, FL
Within 200 mile
Within 300 mile
radius: Miami
radius: Miami
2010 Total Population
10,532,539
16,064,988
2010 Total Households
4,082,380
6,349,866
100, 200, 300 miles: Charlotte, NC
Within 200 mile
Within 300 mile radius:
radius: Charlotte
Charlotte
19,044,940
35,360,192
7,488,726
13,695,303
Carolinas vs. Florida: Access to Labor
20, 30, 40 minutes: Miami, FL
Within 20
minute Drive
time: Miami
Projected 2010-2015
Labor force Increase
1%
Within 30
minute Drive
time: Miami
2%
Within 40
minute Drive
time: Miami
1%
20, 30, 40 minutes: Charlotte, NC
Within 20 minute
Drive time:
Charlotte
10%
Within 30 minute Within 40
drive time:
minute Drive
Charlotte
time: Charlotte
13%
13%
Carolinas vs. Florida
Low Cost of Living
• Charlotte MSA: Apartment $752
• Charlotte USA Cost of Living Index: 93%
• Miami MSA: Apartment $1,376
• Miami MSA Cost of Living Index: 107.7%
Daytime Skyline of Uptown Charlotte
Carolinas vs. Florida
• Utilities
• Charlotte - 96% of US Average
• Miami - 110% of US Average
Country Club in Catawba County
International Business Center
• 900+ foreign owned firms from 45
countries (CUSA)
• Six Brazilian firms in CUSA
• Over 70 business and culture
organizations
• Extensive network of international
business professionals
• Language immersion programs /
academies
• Direct flights to numerous
International destinations
• Largest concentration of
international investment in the
Carolinas
Global Advantage
The FTZ program is a catalyst for companies
involved with international trade to improve their
competitiveness and profitability. By utilizing the
FTZ program, companies are able to defer,
reduce or eliminate Customs duties on products
admitted to the zone.
Duty Deferral
 Duties are paid only when the merchandise enters U.S.
customs territory (commerce).
Duty Elimination
 Goods may be exported from a zone duty free.
 Goods may be destroyed in a zone duty free.
Inverted Tariff (Reduction of Tariffs)
 Importer may elect to pay duties on raw materials
entered into the zone
or
 Importer may elect to pay duties on the finished product
as it is entered into U.S. commerce.
24
Notable Brazilian Firms in Charlotte USA
(Pilgram’s pride)
(Coteminas)
Recent Announcement: Providência
Investment: US$130 Million
Jobs: 84
http://charlotte.news14.com/content/top_stories/656324/charlotte-regional-partnership-looksat-brazil-for-increase-in-businesses
Brazilian Community in Charlotte USA
• Charlotte International Cabinet
• International House
• Brazilian Consulate General - Atlanta
• Latin American Chamber of Commerce - Charlotte
• North Carolina and South Carolina International Trade
• Smith Academy of International Languages
Recent Announcements
Fortune 500 Headquarters
Higher Education Center
• 37 Universities/Colleges & Community
Colleges with more than 50 campuses
region wide
• Over 47,000 students enrolled full-time
• UNC-Charlotte is the fastest growing
institution in the NC system – with over
25,000 students and nearly 5,000
graduate students
• Charlotte Research Institute – UNCC
Millennial Campus
• Charlotte School of Law
Technical Education Center
• 10 community colleges
•
•
•
with 15 campuses
Over 133,000 students
enrolled
Within 20 minutes of
any business location
in the region
Top 10 workforce
training programs in the
United States
Performing Arts
• Charlotte Symphony Orchestra
• The Philharmonic Orchestra
• Carolinas Concert Association
• Charlotte Repertory Theatre
• Theatre Charlotte
• North Carolina Dance Theatre
• Opera Carolina
• Charlotte Choral Society
• Children’s Theater
• Blumenthal Performing Arts Center
Cultural Museums
• Mint Museum
• Bechtler Museum of Modern Art
• Levine Museum
• Harvey B. Gantt Center
• The Charlotte Museum of History
• NASCAR Hall of Fame
• Charlotte Trolley Powerhouse Museum
• The Light Factory Contemporary Museum of
Photography & Film
Professional Sports
Lifestyles
Lake Living
Affordable Living
Urban Living
Rural Living
Suburban Living
Agenda
I.
Charlotte Region
Como Fazer Negócios nas Carolinas
Mike Hawley
Marc Veilleux
Copyright © 2011 by K&L Gates LLP. All rights reserved.
Fazendo Negócios – Rankings Econômicos
As economias são ranqueadas de 1 a 183, conforme
a facilidade de fazer negócios. Uma posição alta
nesse ranking significa que o ambiente regulatório
está voltado para o início das operações de uma firma
local. Esse índice é a média da porcentagem do
ranking em 10 tópicos, composto por vários
indicadores, com o mesmo peso para cada tópico. Os
rankings econômicos foram baseados em dados de
junho de 2011.
*Pesquisa e rankings feitos pelo Doing Business Project, uma publicação do World Bank
Group
38
Rankings Econômicos
Economia
Facilidade
para
Negócios
Começar um
Negócio
Obter Licença
de
Construção
Eletricidade
Registro de
Propriedade
Obter
Crédito
Proteção à
Investidores
Pagar
Impostos
Negociar
Fora do
País
Aplicação
de
Contratos
Resolver
Iinsolvência
Singapura
1
4
3
5
14
8
2
4
1
12
2
Hong Kong
SAR, China
2
5
1
4
57
4
3
3
2
5
16
Nova
Zelândia
3
1
2
31
3
4
1
36
27
10
18
Estados
Unidos
4
13
17
17
16
4
5
72
20
7
15
Dinamarca
5
31
10
13
11
24
29
14
7
32
9
Noruega
6
41
60
12
8
48
24
27
9
4
4
Reino Unido
7
19
22
60
68
1
10
24
13
21
6
Coréia
8
24
26
11
71
8
79
38
4
2
13
Islândia
9
37
34
1
11
40
46
35
81
3
11
Irlanda
10
13
27
90
81
8
5
5
21
62
10
Brasil
126
120
127
51
114
98
79
150
121
118
136
39
Facilidade para Fazer Negócios na Região de
Charlotte
 Ambiente regulatório voltado aos negócios na
Região de Charlotte
 Profissionais capacitados e experientes
(advogados, contadores, banqueiros, etc.) que
trabalham regularmente com companhias
internacionais
 Recursos de cidade grande, com ambiente
acolhedor de pequena comunidade de negócios
 Profissionais que constroem relacionamento com
clientes
 Profissionais que trabalham em equipe para
assegurar o sucesso dos clientes
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Alternativas para Entrar no Mercado Americano
 Operações “De Novo”
 Aquisição de um negócio já em operação nos
Estados Unidos
 Joint venture (com parceiros dos Estados Unidos
ou de países estrangeiros)
41
Formação de Entidade
 Seleção de Entidade
 Corporação
 Limited liability company (LLC)
 Formada a nível estadual.
 Pontos a serem considerados para selecionar o
estado de formação:
 Local físico dos escritórios, onde as operações nos EUA
serão conduzidas.
 Impostos
 Algumas outras considerações em relação aos negócios
42
Organização
 Importância em manter o status da entidade
separado de sua matriz
 Documentação Governamental
 Bylaws (Estatutos, regulamentos)
 Operating agreement (Contrato Operacional)
 Corpos Governamentais(ex.: conselho de
administração, gerentes)
43
Aquisição de Negócio
 Aquisição de ações vs. Aquisição de ativos
 Due diligence
 Documentação
44
Joint Ventures
 Escolhendo um parceiro
 Entidade legal apropriada (limited liability
company)
 Processo de gerenciamento
 Saídas estratégicas
45
Considerações Gerais- Impostos
 Planejamento de impostos baseado em fatos e
circunstâncias
 Nível federal– aplicação de tratados, classificação de
entidade, impostos de subsidiárias corporativas
 Nível estadual/local– geralmente calculados com referência
aos princípios de impostos federais (taxa baixa)
 Considerações adicionais de impostos





Vendas/Use tax
Impostos trabalhistas
Impostos de Franchise (franquia)
Impostos de propriedade real e pessoal
Impostos especiais de consumo
46
Considerações Gerais – Regulamentação
Governamental
 Regulamentação federal:
 Tipo de negócios sendo operados
 Algumas leis/regulamentações que se aplicam apenas para
empresas estrangeiras
 Regulamentação local e estadual
 Qualificação para fazer negócios
 Licenças e autorizações de negócios
 Licenças profissionais
47
Considerações Gerais - Emprego
 Questões de classificação
 Contratantes independentes– requer termos claros de
contrato
 Empregados - at will v. longer term
 Importantes considerações legais




Leis anti-discriminatórias
Benefícios, ERISA
OSHA
FMLA
48
Considerações Gerais - Imigração
 Cidadãos não-americanos devem obter
autorização para trabalhar legalmente nos EUA
 Classificações:
 Non-immigrants Não imigrantes (vistos e licenças para
trabalhar)
 Permanent residents Residentes Permanentes (green card
status)
 Visas - business visitors Vistos – visitantes de negócios,
specialty workers trabalhadores técnicos, intra-company
transferees transferidos de uma mesma empresa,
“extraordinary ability” workers trabalhadores portadores de
“abilidades extraordinárias”, etc.
49
K&L Gates Prática Internacional

K&L Gates LLP possui aproximadamente 2,000
advogados que atuam em 41 escritórios em 4
continentes.

Atende clientes internacionais orientando-os em
diversas questões legais, incluindo:
i.
Formação/operação de entidades de negócios
ii. IP protection
iii. Imigração
iv. Impostos
v. Relações governamentais

Contate nosso escritório para obter o guia de 80 páginas
entitulado: “Doing Business in the United States”
50
Charlotte, North Carolina Office
K&L Gates LLP
Hearst Tower, 47th Floor
214 North Tryon Street
Charlotte, NC 28202
Mike Hawley
Britt Doolittle
P: +1.704.331.7438
P: +1.704.331.7483
F: +1.704.353.3138
F: +1.704.353. 3183
[email protected] [email protected]
Sao Paulo Office
K&L Gates LLP
Rua Iguatemi 151, conjunto 281
Ed. Spazio Faria Lima
São Paulo, SP 01451-011
Marc Veilleux
P: 55.(0)11.3704.5702
[email protected]
51
Agenda
I.
Charlotte Region
Investing in the Carolinas
Business and Tax Considerations
Rhyne Cannon
[email protected]
704.808.5268
© 2012 Elliott Davis, PLLC © 2012 Elliott Davis, LLC
Foreign Direct Investment into the U.S.
FDI into the U.S. by Country , 2010
Despite world economic turmoil,
global inflows of foreign direct
investment (FDI) rose by 17% in 2011
to USD 1.5 trillion. America
remained the largest recipient of
foreign investment attracting USD
210.7 billion, but down 8% from the
previous year. *
Billions of Dollars**
In 2010 , 84% of FDI into the U.S.
came from eight countries. Six
percent came from other European
countries and 10% form other
regions (the Caribbean, Brazil and
Australia)
*http://www.economist.com/node/21543571 The Economist January 28th 2012
**http://www.esa.doc.gov/sites/default/files/reports/documents/fdiesaissuebriefno2061411final.pdf U.S. Department of Commerce
54
Business and Tax Considerations
•
•
•
•
•
Corporate Formation
Taxation of U.S. Operations
Regulations
Customs/Duty and Tariffs
Owning or Leasing Facilities
55
Entity Formation
The following are general factors in entity formation. Please
consult a professional for specifics.
Entity Type
Corporation
Partnership
Limited Liability
Company
Legal and
Administrative
Costs
(+/-)More
Complicated and
Costly
(+)Lowest Legal
and
Administrative
Cost
(+)Relatively Easy and
Low Cost
Limited Liability
(+) Yes
(-) No for general
partner
(+) Yes
Taxation
(+/-) Income is
taxed at the
corporate and
shareholder
levels
(+) “Pass
through” income
taxation
(+) “Pass through”
income taxation
Stability for the
remaining owners
(+) Continuity of
life may promote
long term stability
(-) No “continuity (-) No “continuity of life”
of life” may
may threaten long-term
threaten longstability
term stability
56
Taxation of U.S. Operations
• U.S. entities must pay tax on
worldwide income, including
branches
• Profits from overseas
subsidiaries are generally not
taxed
• Foreign income of domestic
companies is taxed at regular
U.S. tax rates
• To avoid double taxation, a
foreign tax credit is available for
foreign income taxes paid
• The taxability of income can
vary based upon bilateral
income tax treaties
Treaty Withholding Tax Rates
Recipient
Interest paid by
US obligors
Dividends paid
by US corp.
General
Dividends
qualifying for
direct dividend
rate
Royalties*
Canada
0
15
5
30/0/10/0/0
China
10
10
10
10/10/10/10/10
France
0
15
5
30/0/0/0/0
Germany
0
15
5
30/0/30/0/0
India
15
25
15
10/15/15/15/15
Japan
10
10
5
30/0/0/0/0
Luxembourg
0
15
5
30/0/0/0/0
Mexico
15
10
5
10/10/10/10/10
Netherlands
0
15
5
30/0/30/0/0
Spain
10
15
10
8/10/8/5/10
Sweden
0
15
5
30/0/0/0/0
United Kingdom
0
15
5
30/0/0/0/0
Italy
10
15
5
5/8/8/0/8
Other Countries
30
30
30
30/30/30/30/30
Regulatory Environment
The business activity in the U.S. is subject to Federal and state
laws and regulations issued by varies agencies and legislative
bodies within the governments. The rules address issues
ranging from food safety and environmental concerns to the
financial system.
A general reference can be found at the link below.
http://www.usa.gov/Topics/Reference-Shelf/Laws.shtml
Customs / Duty and Tariffs
U.S. Customs and Border Protection (CBP) an agency of the Department of
Homeland Security is responsible for safeguarding the U.S. borders against
high-risk cargo, contraband and unsafe imports.
CBP oversees the importation and exportation process. They
additionally administer Foreign Trade Zones. Foreign-Trade Zones are
secure areas legally outside the customs territory of the US. Foreign or
domestic merchandise may enter these areas without a formal customs
entry or the payment of customs duties or government excise taxes and
without a thorough examination.
Owning or Leasing Facilities
Many factors impact the buy versus lease decision. To properly analyze the
financial aspect a net present value cash flow is required.
Pros and Cons
Buy
Lease
Cash Outlay
10 to 25% of Purchase
Price
First and Last Month’s
Rent
Opportunity Cost
Cash Tied Up
Alternative Investment
Rate of Return
Property Management
Your Responsibility
Part of Lease Agreement
Appreciation
Potential
No
Tax Factors
Depreciation Deductions
and Interest Expense
Payment is usually fully
deductible
Agenda
I.
Charlotte Region
Banking in the Carolinas – Tips for a Successful
Overseas Expansion
Thomas F. Quigley
Senior Vice President | Regional Manager
Global Banking Group | International Division
Wells Fargo Bank NA
Wells Fargo Bank, N.A. Member FDIC.
Confidential – For Discussion & General Information Purposes Only
Banking from a Global Perspective
Brazilian Banks are recognized in the World’s Top 15 by Market Capitalization
Market Value
($MM)
Dec 31, 2011
1)
ICBC
$228.3
2)
China Construction Bank
$175.0
3)
Wells Fargo & Company
$145.3
4)
HSBC Holdings plc
$136.8
5)
Agricultural Bank of China
$135.6
6)
JP Morgan Chase & Co.
$126.3
7)
Bank of China
$121.5
8)
Commonwealth Bank of Australia
$83.2
9)
Itau Unibanco Holding, S.A.
$79.9
10)
Citigroup, Inc.
$76.9
11)
Royal Bank of Canada
$74.9
12)
Toronto-Dominion Bank
$68.9
13)
Banco Santander, S.A.
$66.3
14)
Westpac Banking Corporation
$65.3
15)
Banco Bradesco, S.A.
$62.2
Global Rank by Market Value (US$ millions)
$250.0
$200.0
$150.0
$100.0
$50.0
$0.0
FT Global 500 as of Dec 31, 2011
Figures are in US$ millions
63
Banking from the US Perspective
U.S. Banks are larger than Brazilian banks but, at least in our case, easier to do business – for example:
• The US ranks 4th easiest country to obtain commercial credit (compared to Brazil at 98).
•
Most Carolinas banks divide their commercial banking into three primary segments:
• Business Banking ($5-20mm)
• Commercial Banking ($20-50omm), and
• Large Corporate ($500mm+).
•
Over 70% of our lending is in the “middle market” – i.e. $40-500mm companies – and they:
• Are handled by local, in-market experienced bankers
• Receive the same level of financial product sophistication as larger corporations.
USA Rank by
Market Value
($MM)
Dec 31,
2011
USA Rank by Market Value ($M)
$160.00
1)
Wells Fargo*
$145.3
2)
JP Morgan Chase*
$126.3
3)
Citigroup
$76.9
$100.00
4)
Bank of America*
$56.4
$80.00
5)
US Bancorp*
$51.6
$60.00
6)
PNC Bank*
$30.3
7)
Bank of NY Mellon
$24.1
8)
State Street
$19.8
9)
Capital One
$19.4
10)
BB&T*
$17.5
$140.00
$120.00
$40.00
$20.00
$0.00
FT Global 500 as of Dec. 31, 2011
Figures are in US$ millions
* Denotes active in the Carolinas
64
United States vs Brazil – A Overview of Interest Rates
US interest rates are expected to remain low and stable
(Europe is the question mark)
20
Federal Reserve is willing to keep rates low through the
end of 2014. Hence, promoting investment in riskier
assets (i.e. other than Treasuries) and aiding the housing
market.
18

5-Year Treasury rates are within 10bps of all-time lows.
12

Continued improvement in the labor market or higher
inflation rates could prompt the Fed to modify their
position.
10


16
14
8
6
In the Carolina’s region, commercial rates are ranging
around 2.25-3.25% (Libor + 2-3%).
4
2
We understand that interest rates in Brazil are expected to…

0
Jan-07
May be reduced further to stimulate the economy:

Central Bank reduced the SELIC rate from 9.75% to
9.0% on April 18, 2012 (record low is 8.75%).

Policy makers left room for further reductions.

Based upon Wells Fargo’s research, middle market
companies in Brazil are borrowing rates in the 11-13%
range.

Jan-09
US 5-Year Treasury Yield
Jan-10
Jan-11
Jan-12
Brazil 5-Year Gov't Bond Yield
30
25
20
This significant interest rate differential may provide your
company the following “food for thought”:

Jan-08
15
Expanding in the Carolinas may be a great opportunity –
in part due to the lower cost of capital in the US. As my
colleagues have and will point out, there are many other
reasons.
10
5
In addition, the lower US borrowing costs may be
sufficient to offset other cross border cost differentials
such as labor, raw materials, etc.
0
May-02
May-04
May-06
US 1-Month LIBOR
65
May-08
May-10
BRL 1-Month Swap Rate
Carolinas Banking made Easy
In many respects, banking in the US is much easier than in other parts of the world because…

While US banks tended to operate more regionally from a historical perspective, many banks have
developed or are developing national footprints.

In addition to US GAAP (Generally Accepted Accounting Principles) audited financial statements,
US banks are increasingly accepting IFRS (International Financial Reporting Standards)
financial statements.

Laws regarding loan collateral/security are well defined allowing for “ blanket perfection” in
collateral supporting commercial loans (accounts receivable/inventory/fixed assets/real estate).

Market segmentation (business banking, commercial banking, corporate banking) ensures
companies are supported by bankers familiar with the day-to-day needs of the company.

Banks in the US have product capabilities to serve a wide variety of financing needs.
Choosing a bank with International Experience may prove crucial to success.


Understanding cross border parent/subsidiary interdependency is critical for banks to:

Develop a “global view;” this is especially important in start-up situations.

Ensure that transfer pricing and other tax related issues are considered when developing
the most appropriate subsidiary capital structure.

Ensure legal enforceability, especially when parental loan guarantees are required.
Clearly defined relationships with Brazilian correspondent banks, enables US financial
institutions to develop lines of communication with in-country parent company banks.
66
Establishing a US Banking Relationship – How to Get Started
The Three R’s – Research, research and research…
 Network. Use your contacts and learn from their experiences.
 Seek professional advice. Accountants, lawyers, bankers, etc.
 Use government & private resources. Foreign Embassies, Consulates and Chambers of Commerce
are invaluable sources of information and contacts. BACC-SE – Brazilian American Chamber of
Commerce of the Southeast has an affiliate in Charlotte.
Engage your current Bank(s), Accountants and Lawyers early in the investment process:
 Discuss your US project, potential financing and other banking requirements with your local
Brazilian bank.
 Ask for recommendations and a letter of introduction to your Bank’s US correspondent
relationships.
 Determine what level of credit support your local bank is willing to provide in the form of Bank
Guarantees/ Standby Letters of Credit. This support may be crucial, especially in start-up
situations.
Prepare a detailed Business Plan for your US project to include:
 Brief description and history of Company.
 Detailed Ownership and Management structure.
 Detailed analysis of products and/or services provided as well as industries served.
 Do a complete Competitor and Customer Analysis as well as:
 Preliminary capital structure and financing requirement.
 Historical/future financial analysis: include three years of audited financial statements and
financial projections.
67
Rules of the Road – Do’s and Don’ts in making a successful overseas investment.
Keys to a successful overseas expansion.
 Stay focused. Allow professional advisors to help manage issues with finance, tax, and
legal while you manage the business.
 Start developing relationships with local banks early in the process. Take time to
educate financial partners on your business, your industry, and your expansion plans
 Make sure you understand your tax position prior to making an investment. There
may be restrictions on financing with loans rather than equity capital.
 Choosing a bank which understands your business/trade cycle is extremely important
when evaluating financial alternatives.
 Develop a contingency plan. What can go wrong, will go wrong. Plan for unforeseen
delays which may impact initial financial performance.
 Set Up Good Aftercare. Think carefully how you will manage business after
agreements are executed. Determine if you will need your own people on the ground.
 Understand local employment/business practices.
68
Rules of the Road – Do’s and Don’ts in making a successful overseas investment.
Avoid common mistakes…
 Is your product right for the market at which you are targeting?
 Don’t underestimate the costs establishing a overseas operation.
 Don’t underestimate the time it will take to build relationships with local financial
partners. Leaving banking requirements as a last minute decision may create
unnecessary delays.
 Don’t underestimate your local competition. They will compete to maintain
relationships.
 Don’t assume to local way is the wrong way. Be prepared to adopt local business
customs.
69
Agenda
I.
Charlotte Region
© 2010 – No Borders Consulting Group – All Rights Reserved
71
Por que a região de Charlotte e o
estado da Carolina do Norte podem
ser ideal para empresas Brasileiras?
Reinaldo Panico Peres
Maio2012
President & CEO
No Borders Consulting Group
Case Study
• Em 2005 o Grupo Sabó reconheceu a importância de
reduzir a sua cadeia estendida para os EUA.
– Estávamos financiando as nossas vendas até 140 dias da data da
fatura ao seu pagamento:
•
•
•
•
•
•
•
2 a 3 dias da fábrica ao Porto de Santos
7 a 15 dias aguardando o embarque
2 a 5 dias para passar a Aduana Americana
2 a 3 dias de trânsito até o armazém do cliente
30 a 60 dias de estoque de “segurança”
2 a 3 dias de trânsito do armazém do cliente a sua fábrica
45 a 50 dias de prazo de pagamento (2º dia do 2º mês)
• Portanto, o nosso Conselho me instruiu a buscar uma
localidade na América do Norte para instalar a nossa
primeira fábrica nesse continente.
72
Por que não México?
• A minha primeira preocupação foi preparar-me
para responder a essa pergunta inevitável.
• Visitei todas as cidades mais prováveis para esse
projeto:
–
–
–
–
–
Guanajuato (GM)
Queretaro (Delphi)
Puebla (VW)
Silao (AAM)
E até Cuatla (na região de Cuernavaca) que não tinha
nenhum grande fabricante, mas tínhamos um
conhecido
73
• Determinei que haviam “oásis” onde poderíamos nos
beneficiar da presença de requerimentos críticos com
facilidades similares as dos EUA:
– Os parques industriais com grandes empresas americanas
(ou européias) contavam com:
• Segurança (até o porteiro falava inglês)
• Logística (vimos caminhões da Ryder – companhia americana –
entregando e pegando cargas)
• Infra-estrutura
– Vários parques tinham a sua própria central elétrica
– Todos tinham disponibilidade de banda larga para conexões via Internet
» Com capacidade de transmissão de dados
» Com capacidade de telefonia e videoconferência
74
•
•
Infelizmente essas facilidades “desapareciam” uma vez que saíamos desses
parques industriais.
Uma vez que a Sabó é Tier 1 (ou seja, fornece diretamente para as montadoras)
não queríamos nos instalar nos mesmos parques (oásis) donde elas estavam
porque:
–
–
•
Aumentaria consideravelmente a possibilidade de sindicalização da nossa fábrica e, com isso, o risco
de parada de linha (com o propósito de prejudicar a montadora), e
Poderíamos tornar-nos “incubadores” de engenheiros – ou seja, preocupamo-nos com a
probabilidade de desenvolver esses profissionais para vê-los “literalmente” atravessar a rua por
“$2.00 dólares a mais” de salário.
Além desses pontos, levantamos as seguintes reservas:
–
–
A produtividade mexicana é bem inferior a americana.
Após os ataques de 11 de setembro a cadeia estendida de uma fábrica no México atendendo a
fábricas nos EUA aumentou consideravelmente; já que a travessia da fronteira passou de horas para
dias.
• Com isso, fui autorizado a procurar uma localidade nos EUA.
75
Critérios para a busca nos EUA
•
O nosso primeiro passo foi estabelecer as premissas para esse projeto:
–
–
–
–
–
–
–
–
Custo trabalhista competitivo – levando a produtividade em consideração. Por exemplo, a Sachs
produz 6 milhões de amortecedores em Kentucky com 450 funcionários e um pouco mais de 2
milhões em Guadalajara com mais de 2.000 funcionários.
Disponibilidade de mão-de-obra (volume e qualidade)
Baixo custo de construção ou aluguel
Doação do terreno (área)
Incentivos fiscais do condado/cidade/estado
Reembolso de treinamento
Baixa atividade sindical – só estados “right-to-work” foram considerados
Localização estratégica – por exemplo, fácil acesso:
•
•
•
–
–
Estradas do tipo “Interstate”
Porto
Aeroporto de calibre internacional – com freqüentes vôos a Detroit
Avaliação do fluxo de entrada e saída de fabricantes (Montadoras e Tier 1)
Qualidade de vida para os funcionários – especificamente considerando que poderíamos trazer
alguns Gerentes e Diretores da matriz brasileira
76
Avaliação dos resultados da Matriz
•
Começamos o processo com 11
estados estrategicamente localizados
quanto aos nossos clientes e
fornecedores:
–
–
–
–
–
–
–
–
–
–
–
Indiana
Virginia
Michigan
Carolina do Norte
Carolina do Sul
Kentucky
Ohio
Pensilvânia
Tennessee
Geórgia
Alabama
•
•
•
•
•
Eliminamos 5 estados por não serem
“right-to-work”.
Sobraram: Virginia; Carolina do
Norte; Carolina do Sul; Tennesse;
Geórgia; e Alabama.
Gostamos muito de Atlanta na
Geórgia; Knoxville no Tennesse; e
Charlotte na Carolina do Norte.
Atlanta não estava disposta a ceder
nada – os incentivos fiscais eram
quase nulos e eles não doariam a
área para construção da fábrica
Knoxville foi prejudicado pela falta de
um aeroporto de porte
• Portanto, a região de Charlotte
(Lincolnton no condado de
Lincoln) foi a escolhida.
79
Carolina do Norte
80
Carolina do Norte
81
Alguns Fatos Econômicos relacionando o
Brasil com os EUA e a Carolina do Norte
• Em 2009, os EUA importaram $15.7 bilhões de
dólares do Brasil e exportaram $20.2 bilhões de
dólares para o Brasil.
• A Carolina do Norte exportou $592.1 milhões de
dólares para o Brasil em 2009:
– As três maiores exportações foram Produtos Químicos ($217.4
milhões de dólares); Equipamento para Transporte ($173.3 milhões de
dólares); e Equipamento em Geral (exceto Elétrico) ($62.3 milhões de
dólares) – representando 76,5% das exportações.
– A área Têxtil foi a que mais cresceu em 2009 (444.4%) por ter uma
base inicial pequena.
82
Três anos e meio depois…
• O condado (e o estado) cumpriram todos os compromissos
assumidos.
• Nos beneficiamos de uma mão-de-obra competitiva (somos
os terceiros mais competitivos no Grupo Sabó; atrás da
Hungria; e Mogi-Mirim – e na frente de São Paulo). Além de
competitiva a nossa mão-de-obra é muito dedicada.
• Nos beneficiamos de treinamentos de primeira qualidade
(apoiado pelas faculdades e reembolsados pelo governo).
• Nos beneficiamos de viver numa região tranqüila e ao mesmo
tempo com muito para fazer.
83
OBRIGADO!
• Por favor, nos contatem se pudermos ajudá-los:
No Borders Consulting Group
137 Cross Center Rd #328
Denver, NC 28037
(828) 994-7001
www.nobordersconsulting.com
84
Questions & Answers
Thank You

Why the Carolinas? - Charlotte Regional Partnership

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