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| Title: | 在俄羅斯開設台灣汽車零件貿易分公司的創業計畫
Business plan: Opening of Taiwanese automobile spare parts trading company branch in Russia |
| Authors: | 余藝
Mikhailov, Artem |
| Contributors: | 吳文傑
Wu, Jack
余藝
Mikhailov, Artem |
| Keywords: | 俄羅斯
台灣汽車
創業計畫
Russia
Taiwanese automobile
Business plan |
| Date: | 2016 |
| Issue Date: | 2016-06-01 13:51:20 (UTC+8) |
| Abstract: | This business plan aims to open a Russian branch of the Taiwanese company Spare-Parts Zone Co ltd, which specializes in the export of NON-OEM automobile spare parts such as bumpers, lights, hoods and fenders for passenger vehicles and trucks. Taiwan is a world leader in the NON-OEM spare parts industry and Russia is a very attractive market for Taiwanese exporters due to its large market, considerable market growth and comparatively low regulated import regime when compared to the European Union or United States of America. Moreover, Taiwanese spare parts have a good reputation among Russian consumers due to their reliability and lower price compared to OEM parts. Many export/import contracts have been signed between Taiwanese and Russian companies since 1991 when the economy of Russia liberalized and marketized. However, there are no strategic alliances or foreign direct investments to be found within the market. Taiwanese companies are still not represented in the Russian automobile market, neither in the form of their own branches nor in joint ventures.
A branch of the proposed Taiwanese company will have several significant advantages in comparison to the domestic importers.
1. Financial advantage. The import/export business for small and medium enterprises (SMEs) is always connected with considerable investments. Taking into account the current average bank-issued annual interest rate for companies in Russia at 26 per cent, Taiwanese head office will be able to leverage branch sales by using loans from Taiwanese banks where the annual interest rate for SMEs is normally no more than 5 per cent.
2. Payment delay advantage. Russia still lacks a clear legal system to resolve international law suits. This is why Russian importers usually do not experience any payment delays from their foreign suppliers and have to settle all payments before a telex-release (the exporter’s permission to handover container to the consignee) in the port of destination. At this point the branch will have a huge advantage in the Russian market using the head office payment to delay agreements with Taiwanese and Chinese manufacturers. The Russian branch will act as a discounter in the market. Using these systemic financial and payment delay advantages the branch will be able to set lower prices and sell items much faster than others. Taking into account that the delivery time from Taiwan to Moscow is typically one month and the normal payment delay usually takes two to three months, the branch will be able to receive goods, sell them, and send money back to head office account within only three months. In the ideal scenario capital investments will not be needed at all to purchase goods from the manufacturer.
3. Sourcing the right suppliers. This is one of the most complicated processes for domestic importers. However, for the benefit of the branch this function will be done by the head office which will have a better performance in this capacity than any supply chain department of a Russian domestic company.
Why do we need to penetrate the Russian market today?
Despite the current Russian economic crisis there are a number of reasons why now is the time to penetrate the Russian market.
1. The financial and payment delay advantages mentioned above will allow us to successfully compete with domestic Russian importers.
2. The market structure is much more attractive nowadays than in the previous years. Approximately 80 percent of sales in the industry are made by several major Internet shops. These companies became market leaders in B to C sales due to Internet technology breakthroughs and strong company-owned distribution branches in Russian regions with main warehouses located in Moscow. Using online stores as the key means of customer outreach, we will not need to have a marketing department nor build our own distribution network to deal with many clients. A small number of major customers will allow us to cut our operational costs and become an industry discounter. Moreover, it will allow us grow faster than traditional business models in the industry wherein the importer has to expand its customers database when searching for local wholesalers in the regions.
3. The considerable aggregate experience of the Spare-Parts Zone team in Taiwan and Russia should be able to gain a synergy effect in a short run. At the beginning stage we will not need to find new team members or teach them how to start the business.
All the international cooperation advantages mentioned above will bear fruit only if the Russian branch is able to run the business in an appropriate way to achieve the project’s goals. The performance of the Russian branch will have the same influence on the business as the head office has. Therefore, the purpose of this business plan is to create a strong business model based on the international cooperation that leverages the performance of the each side.
1. General reasons description 1
1.1. The idea to establish this business 1
1.2. Going through the economic crises 2
1.3. Spare-Parts Zone Co ltd 5
1.4. Why do we need international alliances? 10
1.5. Goals and objectives of the Russian subsidiary 12
1.6. Coming market changes and our competencies 13
2. Product 16
3. Marketing plan 20
3.1. General industry description. Global aftermarket automobile spare parts industry from Porter’s five forces model point of view. 20
3.2. Russian aftermarket from Porter’s five forces model’s point of view 25
3.3. Russian spare parts market research 29
3.4. Product features and benefits 34
3.5. Customers. Segmentation and positioning 36
3.6. Competitors analysis 42
3.7. Competitive strategy, positioning 46
3.9. Sales force strategy 47
3.9.1. Sales structure 47
3.9.2. Sales process 48
3.9.3. Buyers behavior in B to B segment 50
4. Operational Plan 53
4.1. Purchasing 53
4.2. Transportation 54
4.3. Warehousing 55
4.4. Inventory and seasonality 62
4.5. Credit policies 63
4.6. Website sales 64
4.8. Legal environment 65
4.9. Working hours 66
5. Management and organization structure plan 66
6. Financial plan 71
6.1. Start-up expenses 71
6.2. Fixed costs and variable costs 75
6.3. Sales forecast 92
6.3.1. Realistic scenario 92
6.3.2. Pessimistic scenario 95
6.3.3. Break-even Analysis 98
6.3.4. Projected Profit and Loss 99
6.3.5. Projected Cash Flow 101
6.3.6. Projected Balance Sheet 103
6.3.7. Business ratios 103
Conclusion 106
Appendix 1: Direct cost of sales 107
Appendix 2: Personnel Plan 107
Appendix 3: Pro Forma Cash Flow 108
Appendix 4: Pro Forma Balance Sheet 109 |
| Reference: | 1. David Rodriguez and Ilya Spivak. (2014, November 11) Russian Ruble Plummets and Forces Policy Change - Capital Controls Next? Retrieved from https://www.dailyfx.com/forex/fundamental/article/specialreport/2014/11/11/Ruble-Drop-Forces-FX-Policy-Regime-Change-Are-Capital-Controls-Next.html
2. Sergey Blinov (2015, January 1). Rake of smooth devaluation. Russia. Published in Expert Online. Retrieved from http://expert.ru/2015/01/3/grabli-plavnoj-devalvatsii/
3. John D. Daniels, Lee H. Radebaugh, Daniel Sullivan(2014). International Business. Global Edition. England. Pearson Education Limited
4. Christopher A. Bartlett (2001, July 25). Microsoft: Competing on Talent. Harvard Business School
5. Paul W. Beamish, Chwo-Ming (Joseph) Yu (2016) Giant Inc.: Formation of the A-Team., Harvard Business Review.
6. Philip Kotler, Gary Armstrong. (2012) Principles Of Marketing., Pearson Education Limited.
7. About the Aftermarket. Auto care association. (2012) Retrieved from www.autocare.org.
8. Camaron Kao (2014, September 1). Depo expects revenue to climb in 2016., Taipei Times. Retrieved from http://www.taipeitimes.com/News/biz/archives/2014/09/01/2003598722
9. Passenger vehicle sales statistics. (2015, September 15). Retrieved from http://www.1gai.ru/autonews/515491-statistika-prodazh-legkovyh-avtomobiley-vo-vsem-mire.html
10. Statistics of road accidents in Russia. (2016, February 9), Retrieved from http://www.1gai.ru/516270-statistika-dtp-v-rossii-za-yanvar-dekabr-2015-goda.html
11. Sergei Tselikov. (2014). Russian market auto component capacity. Moscow. Autostat analytic agency.
12. How many cars registered in Russia? (2015, February 19), Retrieved from http://www.1gai.ru/publ/514260-skolko-avtomobiley-zaregistrirovano-v-rossii.html
13. Michael Treacy and Fred Wiersema, (1993, January 5), Customer Intimacy and Other Value Disciplines., Harvard Business Review., p. 84
14. Kenneth Laudon, Jane Laudon (2014) Management Information Systems. Global Edition, Pearson Education.p.310 |
| Description: | 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
103933048 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G1039330481 |
| Data Type: | thesis |
| Appears in Collections: | [國際經營管理英語碩士學程IMBA] 學位論文
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