Article

23.09.2020

Internationalisation: which strategy should you apply?

Conquering international markets is an indispensable growth lever for companies. Such a project can take different forms or follow different paths: from e-commerce to mergers and acquisitions.

International expansion can be an important growth factor for your company and an undeniable source of opportunities – both commercially and in terms of innovation or resilience. After a complete assessment of your current situation, an inevitable question follows: which strategy should you apply to realise your project? There's no magic formula or mapped-out path: in reality, you often adopt a wide-ranging approach based on various strategies. Nevertheless, we do see some broad outlines. And each has its own strengths and limitations. Whatever you decide, your choice should fit into an overall thinking and be in line with the current situation and the future of your business. The objective? Increasing your chances of success and keeping the risks under control as much as possible. 

1. Direct and indirect export

This is naturally one of the most widely used strategies for conquering foreign markets. You can sell your products abroad through one or more channels:

  • E-commerce: E-commerce is a fast and accessible solution to get 'far' with limited resources. Internet sales have grown very strongly in recent years but have a significant impact on the logistical workload. This includes not only technology and conformity, but also the commercial aspect. You are far from your target market and must deal with competitors from all over the world, while the internet knows no borders – and that's both an asset and an obstacle.
  • A local intermediary: A gamble without too many risks, because you make use of the power of local sales – your agent delivers the customer's orders locally and you transfer them. The only thing left to do is to decide how to distribute your products. In this regard, it's important that you make full use of your knowledge of the foreign market. Think, for example, of consumers' consumption habits and expectations. Although this approach does not require major investments (payments on commission), it isn't entirely without risk. The success of your project is entirely in the hands of your local contact, leaving you to count on that partner's reliability.
  • Commercial distribution: A similar approach to conquering the international market. This strategy can be implemented quickly and is the result of cooperation with independent distributors who are based in your target area. They buy the goods and then sell them, enabling you to benefit from their expertise and network. Unlike the intermediary, this distributor takes several tasks off your hands (invoicing, collection, marketing costs or import costs). Choosing the right partners and determining the terms of the contract is no easy task. After all, your project's success depends on it...
  • Transfer of patents or technology: This is a way to make your know-how or technology pay off, not your products. This transfer of skills gives a foreign entity the right to use your methods or innovation within the framework of a previously established contract (geographical area, duration, etc.). An opportunity to go international where you 'outsource' production, sales and distribution. Contract preparation is one of the stumbling blocks of this approach.

2. Local establishment 

Another model for internationalisation is to establish your business abroad. This means that you go local: you establish your entire value chain in another country, or you produce, distribute or sell your products there yourself. This geographical approach necessarily requires greater investment, but it also gives you more clout. This approach is also a way of reinforcing your resilience: the financial and commercial risks, as well as the pressure on your value chain, are spread over several areas. Over the years, a more flexible approach has also been introduced, allowing companies to move more flexibly in line with the international situation. Various options are also available here:

  • Subsidiary or branch: In both cases, it's a matter of establishing a firm and lasting foothold in the local market. However, the project requires a solid foundation and a long-term vision. You should also think carefully about the legal status: do you opt for a subsidiary or for a branch? Consequently, when making this decision, take into account various factors: the degree of autonomy, the desired degree of decentralisation or consultation, the legal and tax implications, whether or not to produce locally (to take advantage of cheaper raw materials, for example), the financial resources that you can mobilise, and so on. In any case, a perfect lever for applying the well-known formula 'think globally, act locally'.
  • International joint venture: This principle is based on the creation of synergies. Your company joins a company that already has a local presence and both companies complement each other. Each company benefits from the other's strengths while sharing the activity's risks, control and common costs. Such a joint venture or partnership often requires a customised legal structure. As you can see, a joint venture is not an easy marriage. It's therefore crucial that you find the right partner and come to an agreement with them concerning each party's input and responsibilities.
  • Merger or acquisition: This growth strategy offers a few advantages. What's the greatest advantage? A merger or acquisition is a method of consolidating and diversifying your business. It's also a 'quick' way to conquer a new market by exploiting the local company's competitive advantages (technological, commercial, etc.). Such a project naturally entails not only potential benefits, but also risks. For example, you may misjudge the sources of value creation or the risks, or have difficulty integrating.

As you can see, your international project's success depends on many factors. And, first and foremost, on your own strategic choices and your ability to develop a clear vision of exactly what you want to achieve. From the development of a commercial partner network to a sustainable local presence, there are many options that deserve not only thorough consideration, but also professional guidance.

 

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Article

16.09.2020

A full 'assessment' before you go abroad

We can no longer deny the benefits of internationalisation. But is your business ready for it? A thorough assessment to measure your project's success is therefore a must before you cross the border.

Just because your business is doing well in our country doesn't mean that you can just jump into the export market. An international breakthrough is an important strategic (and necessary) choice that requires extensive preparation. The first step is to take a detailed look at the state of affairs of your company. Because that way you can:

  1. Highlight your strengths and success factors: a specific skill, your expertise, your brand image, etc.;
  2. Identify your weaknesses: both internal (poor knowledge of the target market, need for funding, etc.) and external factors;
  3. Prepare your structure for 'new' demands: in terms of human resources and in financial, organisational, legal or commercial terms;
  4. Draw up your roadmap: make the necessary changes, maximise your assets and find the right solutions for your weaknesses.

 

A COMPLETE TOOLKIT

Such an assessment is not market research in the literal sense of the word, although some elements will eventually overlap or complement one another. The assessment should also enable you to gain insight into existing opportunities (competitive advantage, commercial trends, etc.) and threats (changes in legislation, major competition, etc.). To do that, you must be able to look at your foreign target group with the necessary distance.

There are many tools for this. Examples include the SWOT analysis, Porter's five forces model, the Boston Consulting Group matrix or the PESTEL analysis to measure the influence of macro-environmental factors. So, feel free to use those tools, but also remember the importance of step-by-step guidance.  

 

A MUCH-NEEDED SELF-ANALYSIS

Give attention to different elements. To achieve a relevant assessment, you must also find answers to a series of important questions:

  1. Create your 'identity card'
    Take an unbiased look at your organisation. What are your values, culture, references, image, etc.? How are you perceived by others? Does your positioning match your identity? Through these questions, you'll also gain insight into the reasons for your successes and failures on the international market. It's interesting to repeat the positive points and learn from your mistakes. 
  2. Analyze your position on the domestic market
    Take stock of your commercial position. Examine the evolution of your recent results and your weighting in your segment (market share, competition, degree of dependency, etc.). Find out what stage your products and services are in (launch, growth, saturation or decline). Next, you can consider your market's prospects and future: how will it evolve? A very important question at a time where the challenges of the sustainable transition are radically changing many sectors.
  3. Assess your products and services
    Each country has its own specific obligations and standards. So, ask yourself whether your products and services are 'compliant', both commercially and legally. Perhaps you need to adapt them? Or maybe your production or delivery method needs to change (e.g. to respect the cold chain and guarantee reasonable delivery times)? In other words, are you ready for the step from a commercial point of view?
  4. Lay bare your capabilities
    If you want to conquer foreign markets, you must be able to cope with that growth rate on an operational level as well. Can you increase or adapt your production capacity to the new demand? Are you ready for that in terms of supply and logistics? Also take into consideration the reliability of your partners and suppliers. And don't forget that your inventory will increase, and you must also have guarantees in that regard as well.
  5. Examine your financial situation carefully
    Going international means a big investment for your company. So, take a close look at your finances and see whether you have enough funds to bring the project to a successful conclusion. You need these resources, for example, to launch commercial initiatives locally (while waiting for the first revenues), to 'transform' your company in the necessary areas, to support your activity in your own country or to recruit additional staff.
  6. Carry out an analysis in the area of human resourcesTo export, you need qualified and skilled staff (production, sales teams, communication, after-sales service, R&D, etc.). You may also need to train staff or recruit new talent with international experience. Although internationalisation can be an extra motivation for your employees, it will also require additional efforts from them. So, don't lose sight of the 'human' factor either!

 

This complete audit of your structure gives you everything you need to make the right choices. Have you got the commercial strengths, the human and financial resources, the operational capabilities and the necessary experience to take the step? Do you need some extra support to adjust certain parameters? Or are you postponing the launch to find the right solutions for some weak spots? The adventure can begin once you're ready!

 

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Article

10.05.2022

Are you the next 'Entrepreneur of the Year'?

Will your business succeed Aertssen and Odoo as ‘Enterprise of the Year 2022'? Who knows! Apply now and perhaps your company will snap up this prestigious award.

A dazzling event honouring the very best companies

The annual awards ceremony is an initiative of EY in collaboration with De Tijd/L’Echo and BNP Paribas Fortis. Last year, Aertssen, was crowned ‘Onderneming van het Jaar’ and Odoo ‘Entreprise de l’Année’. Deliverect was named 'Scale-up of the Year' for Flanders and Cowboy for the French-speaking part of Belgium. The winners of the 2022 awards will be announced on 5 and 6 December.

More than just numbers

The 'Entrepreneur of the Year' award has become a tradition as well as a quality label. The award recognises unique Belgian companies that demonstrate excellent entrepreneurial acumen and successful management. Companies that have weathered the storms of recent years, charting an impressive course. Because entrepreneurship is about more than just numbers, something the jury is keenly aware of. A company’s size and turnover therefore play less of a role in the assessment. Finalists are selected on the basis of criteria such as the company’s growth and financial results, entrepreneurship, internationalisation, innovation and good governance.

Oxygen for the economy

Didier Beauvois, Head of Corporate Banking & Member of the Executive Board, is proud that BNP Paribas Fortis has been a partner of this event from the outset. "Businesses face many challenges today. After the coronavirus pandemic, geopolitical challenges are now forcing companies to be more flexible. Sustainability also continues to be an important topic. Our mission is to help companies become future-ready because entrepreneurs are the driving force behind the Belgian economy. This also explains why we like to put these innovators in the spotlight every year and why we encourage Belgian companies to apply."

Why take part?

Winning the ‘Entrepreneur of the Year' or 'Scale-up of the Year' award offers numerous benefits to your company. These awards enjoy heightened national and international prestige and raise your company's profile. The awards ceremony attracts a great deal of media interest, both for winners and finalists, in addition to offering excellent networking opportunities. A place in the final is also a huge morale booster for your employees.

Interested? Apply now by surfing to the EY website Onderneming van het Jaar 2022 / Entreprise de l’Année 2022. Here you will find all the information about the criteria, the selection procedure and the registration process.

Source: image + text EY.com

Article

02.05.2022

Opt for a more sustainable mobility offer thanks to bicycle leasing

Sustainability isn't a hype – it's a must. The transition is also in full swing in terms of mobility. With bicycle leasing, you offer your employees a high-quality bicycle package and choose a more sustainable mobility offer. And it's tax efficient.

Cycling to work is popular

Not only our way of working has become hybrid; so too has the way we travel to work. More and more people are seeing the benefits of cycling to work, whether or not electric. An e-bike or speed pedelec is no longer just a gadget. Thanks to these, you can now comfortably cycle longer distances. So, bicycles are certainly part of a sustainable mobility policy. Bicycle leasing allows you to offer your employees a healthy and sporty option that reduces your organisation’s carbon footprint.

How does bicycle leasing work?

Bicycle leasing is much more than just financing bicycles. Maintenance, repairs, breakdown service and insurance are all included in the package. With Bike Lease, our mobility partner Arval offers an operational, full-service solution for 36 months. With over 120 brands and all types of bicycles, the range is extensive: city bikes, sports bikes, e-bikes, speed pedelecs, mountain bikes, folding bikes, etc. Your employees choose the bicycle that suits them best. An annual maintenance budget is provided for maintenance and repair by professionals. Bike Lease also includes indemnity for accidents, theft and vandalism of the bicycle with a fixed excess based on the value of the lease bike. And finally, a 24/7 breakdown service is provided within 45 minutes, anywhere in Belgium.

Good for everyone

Including bicycles in your mobility offer offers both your company and your employees many advantages.

  • Tax-efficient

The leasing costs are deductible for your company if your employees use their bikes to commute. By using this bike to commute, they avoid a taxable benefit in kind.

  • Healthy

Cycling makes healthier and fitter employees who suffer less from stress. And your company benefits from this as well.

  • Affordable

A bicycle is a cheaper alternative or complement to a company car for short to medium-distance trips. You save on fuel, maintenance and parking costs. It also allows you to offer mobility to a wider target group.

  • Flexible

Once your employees have chosen a type of bicycle, they decide for themselves when they pedal to work. Through all kinds of weather, when the sun is shining or when there are too many traffic jams and a bicycle is the perfect alternative to a car. They can also enjoy their bikes in their free time.

  • Sustainable

A bicycle has of course a low ecological footprint and fits perfectly in a sustainable mobility policy. By offering your employees a bicycle, your company emits less CO2 and your organisation becomes more socially responsible.

Are you open to including bicycles in your mobility offer? Your relationship manager will be happy to explain the options to you. Please don't hesitate to contact us.
Operational leasing is offered by Arval Belgium SA/NV, with the intervention of BNP Paribas Fortis SA/NV – Montagne du Parc/Warandeberg 3, B-1000 Brussels, Brussels Register of Companies VAT BE0403.199.702.
The information provided here does not constitute an offer. An offer is made only after your file has been accepted and is always subject to Arval Belgium SA/NV's General Terms and Conditions.
Article

23.12.2021

Electric cars are gradually becoming the norm

As of 2026, a favourable tax regime will only apply to electric company cars. This is an important step towards more sustainable mobility – and an extra reason to go all out in greening your fleet.

The evolution towards a greening of company cars has now also been laid down by law. Thanks to a number of tax changes, electric company cars or e-cars will be the most interesting choice from now on. The perfect time to start electrifying your fleet already today.

The tax deductibility for newly ordered non-emission-free vehicles (diesel, petrol and hybrid cars) will gradually be phased out. Up to 2026, however, this will be 100% for emission-free vehicles (purely electric or hydrogen-powered cars). Afterwards, this deductibility will gradually decrease to 67.5% by 2031.

Electric driving isn’t just more tax-efficient

Electric cars are already 100% tax-deductible. And yet most fleets aren't really green yet. One reason is that the purchase price of an electric or hybrid car is considerably higher than that of a comparable car with a combustion engine. There’s been a noticeable evolution here due to the market mechanism, though, and prices are now less far apart.

But the purchase price isn’t the only factor to consider. In making this choice, it’s actually better to look at the TCO (Total Cost of Ownership). This includes all expected costs: consumption, maintenance, CO2 contribution and tax deductibility. And these four elements are all more favourable for electric cars. If you use the TCO rather than purchase price as a yardstick, you’ll see that a green fleet of e-cars will be the most advantageous choice for your company in the future.

Progressive switch

Even though electric driving is the future and it’s clearly time for a new mobility, the tax scheme for cars powered by fossil fuel won’t change overnight.

  • Until 30 June 2023
    For company cars ordered before 1 July 2023, the current conditions regarding tax deductibility will continue to apply. For company cars that are leased or rented operationally and for which the beneficial ownership is not transferred, the closing date of the lease or rental contract is considered. The costs of a diesel, petrol or hybrid car remain 50 to 100% deductible, while the costs of electric cars remain 100% deductible.
  • Between 1 July 2023 and 31 December 2025
    For non-emission-free vehicles ordered as of 1 July 2023 until 31 December 2025, a transition period will apply, and the deductibility is gradually phased out. From a maximum of 75% in 2025, to 50% in 2026, to 25% in 2027, and ultimately 0% deductibility in 2028. As of 2025 the minimal deductibility of 50% is abolished. The CO2 contribution for these cars will also increase significantly each year. Emission-free cars will remain 100% deductible.
  • As of 1 January 2026 onwards
    Non-emission-free vehicles ordered as of 1 January 2026 will no longer be deductible. Only emission-free vehicles such as electric cars will then be 100% deductible. But this favourable scheme will also be gradually phased out over the next few years, to 95% for vehicles ordered in 2027, to 90% in 2028, to 82.5% in 2029, 75% in 2030 and eventually to 67.5% in 2031.
  • Plug-in hybrids (PHEV)
    For plug-in hybrids (PHEVs) ordered as of 1 January 2023, the tax deductibility of petrol and diesel costs will be limited to 50%. Electricity and other costs are not covered by this restriction. This measure is designed to encourage the use of electric motors and PHEV. Otherwise, PHEVs will continue to follow the non-emission-free vehicle rules.

And for your employees?

If you allocate a company car that your employee can also use privately, this benefit will be taxed as a fixed benefit in kind that depends on the list price and CO2 emissions and the fuel type. The status of the company car as an alternative remuneration will remain in place until after 2030. For the time being, therefore, nothing will change in the benefit in kind of the company car with respect to the employee. Although electric vehicles generally have a higher list price, zero emissions can make up for the difference and in many cases, turn out favourably for your employee.

What about charging?

To help your employees make the most of an electric car, you can have a charging station installed at their home if possible. Both the device and the installation at your employee's home are 100% tax deductible and there is no additional tax benefit for them.

As a company, you can, under certain conditions, benefit from an increased cost deduction for the installation of charging stations on your company premises. This amounts to 200% for investments made in the period from 1 September 2021 to 31 December 2022 and 150% for depreciations relating to investments made in the period from 1 January 2023 to 31 August 2024. A condition is that the charging station is depreciated linearly over at least five taxable periods and at the earliest as of the fiscal year that is linked to the taxable period during which the charging station is operational and publicly accessible.

Switch to an electric fleet

In addition to favourable tax conditions, there are many other excellent reasons to opt for electric cars today.

  • It is an environmentally friendly solution that leads to 17-30% less CO2 emissions than the emissions from ICE (Internal Combustion Engine) vehicles throughout the entire life cycle of the vehicle.
  • A wide range of new models is already on the market today and will only increase in the coming years.
  • Most new models already have a driving range of 300 to 600 km.
  • Advantageous Total Cost of Ownership (TCO).
  • Electric driving is pleasant and causes much less street noise.
  • The public charging infrastructure is expanding rapidly.
  • Access to low-emission zones and cities that ban diesel vehicles.

Nowadays, responsible fleet management is built around sustainability. Don't wait any longer to electrify your fleet and reduce your company’s ecological footprint. Our mobility partner Arval will help you to green your fleet and support you in your transition to electric vehicles.

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