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September 25, 2014

Merrick & Company International Start-up & Expansion. September 25, 2014. Merrick & Company Profile Why International? Developing an Approach? Internal Factors? External Factors? Lessons Learned Future Growth Questions. Discussion Topics. Continuing Merrick’s Legacy OCONUS.

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September 25, 2014

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  1. Merrick & Company International Start-up & Expansion September 25, 2014

  2. Merrick & Company Profile Why International? Developing an Approach? Internal Factors? External Factors? Lessons Learned Future Growth Questions Discussion Topics

  3. Continuing Merrick’s Legacy OCONUS • Merrick incorporated 1955 • Market leadership: GeoSpatial, Energy, Nuclear, Bio-Labs, National Security • Merrick revenue: $110M • 500+ staff, 75+ international • International highlights • Honduras GSS – 1994 • Mexico subsidiary – 2002 • Canada/Colombia – 2006 • International focus – 2011 • 2020 Vision – 20% of profit from international programs

  4. Why International? • Why? • Additional revenue source to replace declining government domestic markets • Well established (“older”) technologies and workflows are sometimes “cutting edge” OCONUS • Expands customer base • Increased profit margins • It’s a move successful businesses are making • Inserts new thought & generates enthusiasm Approach • Opportunisticleveraging skillsets/competencies • Create an organizational focus • Determine your ethical approach (compliance requirements) • Develop local teammates • Define success…multi-markets in region • Pipeline development • Leadership – Thought, Technology & CSR

  5. Internal Factors Don’ts… • Allow executive management to task this out like a project • Do it piecemeal • Disperse decision-making • Focus all in one budget • Bid before assessing the risk • Downplay compliance because it won’t apply to you • Go where you’re not comfortable eating their food or drinking their drink • Factors • Executive management involvement – more than buy in • A strategic plan – with goals • Go/NoGo decisions • Funding business development • Funding legal assessments & legal entity development • ITAR/EAR compliance • Deciding what cultural markets you are comfortable in

  6. External Factors • Factors • Focus on countries with strong USG (compatible) links – both government & commercial • Ensure multi-market capability • Business maturity – both market and dispute resolution • Tolerable tax regimes • Market & opportunity specific visibility • Language & culture Their perception of you • Unlimited financial resources • Arrogance • We force deals – and don’t look for win/wins • We don’t care about people (as much) • Most put high value on our culture of opportunity • The Gold Standard

  7. Balance Risk with Reward with Fit & Focus

  8. International Strategy - 2020

  9. Predictability is a moving target Success in one market does NOT necessitate success in another Patience is a necessity – expect long decision-making processes Adding value in “their mind” increases Pwin Not everyone who wants to work international should Start small & build on success in each market you access Metrics must match market reality Focus is critical Lessons Learned

  10. Expanding the LATAM market outside of our mature geospatial play Bio-research laboratories almost anywhere but focused on our areas of interest Energy in Africa Following USG National Security & Defense projects – including supporting our international partners Maintaining opportunistic growth while being more strategic Future Merrick Growth

  11. Questions or Comments? For more information contact: Richard Boehne Vice President – International Business +1-703-403-1584 Skype: rtboehne.now richard.boehne@merrick.com

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