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Strategic Planning in Africa

Daniel Melo
Daniel Melo

The counterpoint to the Chinese Model for an Infrastructure Engineering Company. Strategic approach to coexist in the infraestructure segment in frica.

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STRATEGIC PLANNING IN AFRICA Daniel Melo Project Finance & Business Development The counterpoint to the Chinese Model for an Infrastructure Engineering Company
Arenas Where to be active? Countries with certain political stability. Countries with consolidated peace process, democratized or about to be democratized. Private and Mixed companies established on the continent with concessions (In operation, about to start operations or participating in bidding processes) How to get there? Joint Ventures with local partners Local/tactic acquisitions How to obtain its returns? Quality for price. Maximize value through creative and global solutions (engineering, technology, resources, funding and guarantees, tax efficiency, enduring presence) Strategic Diamond Model for an Infrastructure Engineering company acting in Africa Daniel Melo Project Finance & Business Development VehiclesStaging Differentiators Economic Logic (*) Hambrick and Fredrickson Strategic Diamond Model Local/tactic acquisitions Strategic alliances with local suppliers and projects designers companies. What will be the speed and sequence of moves? 1. Consolidate presence in markets with operations, reinvesting a portion of the profits. 2. Enter new markets by analyzing local partnerships, with the possibility of JV in the short term and develop PPPs and Concessions structures. 3. Brand consolidation; work to be perceived and identified as a "multinational corporation definitely headquartered in the country." How to win? Works of high technical complexity, "customized" and containing technology transfer. Innovative solutions. Ability to create business structures, including financing and funds allocation. Employ and train local labor force (Taking advantage of regional agreements) 1

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Strategic Planning in Africa

  • 1. STRATEGIC PLANNING IN AFRICA Daniel Melo Project Finance & Business Development The counterpoint to the Chinese Model for an Infrastructure Engineering Company
  • 2. Arenas Where to be active? Countries with certain political stability. Countries with consolidated peace process, democratized or about to be democratized. Private and Mixed companies established on the continent with concessions (In operation, about to start operations or participating in bidding processes) How to get there? Joint Ventures with local partners Local/tactic acquisitions How to obtain its returns? Quality for price. Maximize value through creative and global solutions (engineering, technology, resources, funding and guarantees, tax efficiency, enduring presence) Strategic Diamond Model for an Infrastructure Engineering company acting in Africa Daniel Melo Project Finance & Business Development VehiclesStaging Differentiators Economic Logic (*) Hambrick and Fredrickson Strategic Diamond Model Local/tactic acquisitions Strategic alliances with local suppliers and projects designers companies. What will be the speed and sequence of moves? 1. Consolidate presence in markets with operations, reinvesting a portion of the profits. 2. Enter new markets by analyzing local partnerships, with the possibility of JV in the short term and develop PPPs and Concessions structures. 3. Brand consolidation; work to be perceived and identified as a "multinational corporation definitely headquartered in the country." How to win? Works of high technical complexity, "customized" and containing technology transfer. Innovative solutions. Ability to create business structures, including financing and funds allocation. Employ and train local labor force (Taking advantage of regional agreements) 1