>> MIM Speaks
INVESTING IN DEVELOPING ECONOMIES
OCT 26, 1997 -
THE STAR
By Chow Chee Yan
BE aware that you may not be able to obtain financing as
easily as in your home country. Many foreign property projects
(some Malaysian) in Yangon are stalled because of lack of
available finance.
Financing jigsaw
A couple of years ago, I was helping some investors to ensure
financing for a project in Yangon from some major banks in
Singapore. At the time, the Singapore government was bullish
on Yangon. But bankers took a different view and did not
consider Myanmar risks acceptable. It is not hard to
understand why.
The land laws are unclear. The agreement may not allow the
charging of the land, for example. Bankers will always be
prudent and ask for home country collateral. Similarly I was
involved in another project in Slovenia which also faced
similar problems.
Do your homework before you take the plunge. Don't sign an
agreement when your source of financing is not sorted out
first.
Your inability to carry out a project because of lack of
finance can strain relationship between the two countries, as
a Malaysian ambassador to an Asian country once told me. Make
sure the agreement you sign does not prohibit or jeopardise
your chances of obtaining finance.
Recently, it was reported that the agreement signed between
Asea Brown Boveri and Ekran for the Bakun dam project,
according to Ekran chairman Tan Sri Ting Pek Khing, was
"unbankable" - meaning it was difficult to obtain financing.
* Financial controls
Implement the tightest financial control you have and insist
on them. Merely importing your accounting and financial
control system may be insufficient. Come up with new reporting
requirements that will give you peace of mind. Remember the
value of monies is relative.
A "trusted" company driver in Kali: mantan who makes US$100
(RM350) a month may simply decide to run away with the
US$1,000 (RM3,500) you request him to cash at the bank. you
will probably have to buy a replacement car, too!
Frequent visits and audits are an effective deterrent. Educate
your managers with basic financial skills. When financial
reports are late, when bank reconciliations are improperly
done, and when explanations to numbers do not make sense, get
your audit team on the first plane out. React quickly, delay
will cost you dearly.
* Management personnel sent abroad
Are you sending the right people abroad? Emerging countries
are no place for novice managers. Send your most trusted and
experienced managers. Do not make the mistake of sending
staff who hold a lesser level of responsibilities at home,
simply because no one else wanted to go.
Use this as a training ground for your potential high-flyers.
Indeed, for companies serious about becoming a multinational,
it becomes invaluable for managers stationed at head office to
taste and experience living and working a few years in these
countries. Chart a clear career path for these managers in
your organisation.
Successful companies like Shell and Schlumberger make it a
point to post their senior managers to LDC and DC countries at
some time in their career. Select tough, experienced, "street
smart" management people.
Doing business in these countries is so complicated that the
"educational" experience can be costly. It is not a place for
beginners or weaklings.
Some places are unsafe and it is wise to take special
precautions. It was reported that two Malaysian businessmen
were abducted and held for ransom in Cambodia. Kidnapping is
an ever-present threat. Keep a low profile and warn children
to be alert.
* Hiring of locals
Invest time in hiring them. Always check their credentials. I
know of a case in Thailand where a crane operator caused
serious injury to others because he was simply not qualified
to operate the machine. Apparently, he forged his certificate
and the local manpower supply company did not bother to check.
Finally, make sure local employees are paid on time and
treated with respect. Ensure compliance with local labour
laws and regulations.
* Myth of a low-cost country
Many foreign investors do not realise that LDC and DC
countries can be expensive places to operate in. High import
tariffs, value-added tax, consumption tax, for example in
China, are hidden costs which the investors have to pay.even
before a single ringgit is earned.
In other places, land and rentals are incredibly expensive,
often paid upfront in US dollars. Electricity and telephone
rates for foreign-rented premises are often billed in US
dollars. For example, in Yangon, these utilities are many
times more expensive than local rates.
Coupled with expensive facilities and poor transportation
infrastructure, it makes the notion of these countries as
cheap labour nations misleading.
Office space can be exorbitantly high by any standard. In
Yangon, Jakarta, Bombay, Hanoi and Beijing, you can spend
US$8,000 (RM28,000) a month in rental for a moderate-size
office; pay one or two years' rental in advance and incur some
US$30,000 (RM105,000) in renovation costs without any
guarantee that the lease will be renewed.
In Yangon, you can only rent one year at a time. Operating an
office from converted residential houses or from hotel rooms
is not uncommon in these places.
Another costly factor is productivity which can be very low.
In Yangon, you may require up to 50% more workers to do your
construction project than in Malaysia, for example.
Sending staff abroad - is more expensive than you think. Try
adding up how much it costs in posting a senior manager
overseas. Include higher salaries, fully furnished housing,
international schools for children, home leave passage,
medical and insurance, and income taxes (some countries have a
tax structure which increases the tax bill more than twice).
Compare it to the home country costs. It is many times more.
For many years, one of my key responsibilities was to manage
closely the expatriate costs of my company, which run into
millions annually. We invested in hiring local managers and
training them to eventually take over some of these expatriate
positions.
Do not make the mistake as many companies do in overpromoting
staff or Iocalising positions too early. This is a long-term
strategy. It often takes years to properly train a local to
assume the position of an expatriate.
Consider relocating some of these local managers to the head
office; it will be a positive transforming experience for them
as well as introducing them to your company's corporate
culture which is essential for the long-term success of your
investments overseas.
Be sure to factor in these extra costs in your feasibility
studies; and add a comfortable contingency number or
percentage for unforeseen events.
* Importance of effective cross border tax planning
Do not under-estimate the importance of professional strategic
tax planning and do not wait until your operations become
profitable before you do. Tax planning is like the subject of
joint venture.
It is highly complex even in developed countries. Like the
legal system, tax laws are usually in their infancy stages in
LDC and DC countries. Do not be surprised to find only a few
pages of tax laws available - often not specific enough and at
times ambiguous and contradictory. Tax consultants, though
plenty in number, will not be able to give you a written
reliable opinion.
India, on the other hand, is an exception. It is a case of too
many tax laws. Because of the complexity of these laws, do not
be too surprised that tax consultants do not actually give a
clear opinion on many "grey areas."
Managing your tax strategies between these extremes is tricky
business. What works in one place may not work in another. You
have to tailormake your strategies to suit each environment.
In one country, the best productive method may simply be to
meet with the Inland Revenue Department to "negotiate" a tax
amount and then submit your tax accounts to "reconcile" to
this agreed amount. Be sure that the person you meet has the
authority to decide.
In another country, documentation may have to be "perfect,"
particularly when it comes to intercompany transactions; and
you must be willing to defend it in tax court, if necessary.
Most tax planning strategies are proprietary to the companies.
A well researched and thought-out tax strategy for your
company, professionally implemented, can save you millions.
Follow these few simple guidelines:
* Know the tax laws in the country you invest in.
* Plan and implement your tax strategies ahead. Do not leave
it to the last moment when your strategies Become too late to
be implemented.
* Use a qualified, experienced and reputed tax consultant to
help you decide. Big firms have found that investing,in an
in-house tax department usually pays.
* Documentation is important particularly when it comes to
intercompany transactions. Do not short cut this exercise.
* Make sure you obtain every possible tax exemption and
benefit properly documented and from the relevant government
bodies before you make the investment.
* Always keep up with changes in tax laws. Emerging countries
often announce changes to tax incentives to make foreign
investments more attractive.
* What businesses are you investing in?
This begs an age-old management question. It is difficult
enough to venture into a new product or services in your own
country. Coping with the pitfalls and complexity of these
countries is tough enough without having-to worry about a new
product or service.
Resist venturing into something new. When you enter these
countries, you may be presented with plenty of investment
opportunities. Your entrepreneurial spirit may get the better
of you. Do not fall into this trap.
If you are not into mining, do not rush to get into it. Do not
hastily take up a banking if offered to you until you have
enough time to carefully evaluate it. Concen trate on the
areas you are competent in.
* How much investment can your company afford?
Investing in LDC and DC countries is not for the small player
or fainthearted. It is likened to oil exploration where the
risk of finding a dry or uneconomical well is more than SO%.
Each dry or uneconomical well can cost several million
dollars. only the likes of Shell, Esso or Petronas of this
world can survive this. If you are a RMlOOmil company at home,
can you afford to invest RM50mil in risky countries such as
Cambodia or Albania?
It is not "what you can gain," but rather "what you can afford
to lose." can you risk it?
The list of pitfalls I have presented is not exhaustive.
However, they are the most common ones I have encountered in
my years of managing operations in these countries.
Some appear to be common sense. But it does not surprise me
to hear of a company getting into trouble with its investment
in LDC and DC countries because it did heed "common sense"
rules.
I am bullish on many of these emerging economies and on the
opportunities for foreign investors to do business there. Do
not let these pitfalls discourage you, rather let it make you
wiser.
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