ANNUAL BUSINESS DEVELOPMENT PLAN 15:15-16:45 www.wavteq.com 2 - - PowerPoint PPT Presentation

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SESSION 5: DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

15:15-16:45

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Overview of key business development techniques

W A V T E Q

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BUSINESS DEVELOPMENT TECHNIQUES

Lead generation techniques overview

Trade Shows and Events Special Events

THE END GOAL

Road Shows In-Market Representation

Lead Generation

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Meetings with qualified investors

You will be meeting companies pre-qualified as having investment opportunities. Note that the actual size and timing may only be revealed during the meeting

90%

Industry knowledge

By speaking with investors you can get good knowledge of the opportunities and challenges facing the industries of companies you are meeting

50%

Raising brand / location awareness & image

This will only be for investors you meet face to face. But companies speak to

• ther companies so if you make a great impression it can be good promotion

25%

PROS AND CONS OF OVERSEAS MISSIONS

Why conduct Road Shows?

Networking with a high number of investors

You typically can meet 8-15 companies on a 1 week road show depending on number of cities you are visiting, locations of investors, congestion & logistics etc. Always focus on quality not quantity and always arrive to meetings early!

40%

Meeting decision makers for location expansion

You will be meeting senior decision makers at their HQ. Note that the level of seniority may depend of the seniority of people you send to meet the company

95%

Source: WAVTEQ experience

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PROS AND CONS OF OVERSEAS MISSIONS

Developing a Road Show strategic plan

Source: WAVTEQ

Companies highly time conscious with barriers to

• entry. If you can get

meeting with decision makers very good but often they prefer to meet at major trade shows instead

Middle East

Business is almost always done face-to- face and only after many meetings and lunches typically

China

Essential to meet the full team at the companies

• ffice with

consensual decision making culture

USA

Always appreciated by investors but many decision makers also happy to do virtual meetings

Japan

Japanese business proverb: “you need to sell your face before your product” . Virtual meetings rarely take place or work well

Germany

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Networking with a high number of investors

Attending major trade shows allows the EDO/IPA to meet with a high number of investors – “walking the floor” can result in typically 20-50 investor conversations

90%

Meetings with qualified investors

Typically 10-15 meeting should be setup in advance with pre-qualified investors. The pool of investors is limited by which companies attend the show. Furthermore, meetings are often very short – a bit like speed dating!

50%

Meeting decision makers for location expansion

C-Level and President/SVP level executives generally do not attend trade shows. In most trades shows the objective is to get a referral to the decision-maker

25%

PROS AND CONS OF OVERSEAS MISSIONS

Why attend Trade Shows?

Raising brand / location awareness & image

Having a booth at the show and related marketing and PR activities can raise the profile of the location subject to: (1) high impact booth; (2) high profile participants from the EDO/IPA; (3) excellent marketing. Typically big budget needed to stand out.

40%

Industry knowledge

Attending leading industry specific trade shows is a great way to keep up-to-date with the latest industry trends

95%

Source: WAVTEQ experience

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PROS AND CONS OF OVERSEAS MISSIONS

Developing a Trade Show strategic plan

Source: WAVTEQ

Very effective as Germany is leading hub for trade shows and the Germany economy is decentralized with no central business hub

Middle East

Major hubs attract high number of companies – good for targeting FDI from this diverse region

China

C-level executives often

• attend. Generally

hard to setup meetings pre- show

USA

Vast number of shows & companies attending. Typically not decision makers

Japan

Decision-makers for FDI rarely

• attend. Japanese

firms prefer 1:1 meetings/seminars

Germany

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Networking with a high number of investors

Great way to network with investors – and investors you have specifically targeted to attend the seminar/event so should be the right companies

90%

Meetings with qualified investors

You can often arrange meetings with investors around a seminar or event – either during or after a big event on in the days after a smaller seminar but it is not as effective as conducting direct visits to the company HQ

50%

Industry knowledge

The seminar is more about your presenting the industry-specific opportunities in your location but you should always invite your existing investors to speak at the seminar and this can impart good industry knowledge

25%

PROS AND CONS OF OVERSEAS MISSIONS

Why organize Special Events?

Meeting decision makers for location expansion

You will invite senior decision makers to attend but who actually attends is not

• guaranteed. Normally a mix of senior and middle management

40%

Raising brand / location awareness & image

Great way to raise the brand of your location in a specific market especially if combined with PR and media interviews and you have high level speakers. Can be an effective way to first enter a market as part of an FDI promotion strategy

95%

Source: WAVTEQ Effectiveness

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PROS AND CONS OF OVERSEAS MISSIONS

Which countries are best for doing Events in?

Source: WAVTEQ

Highly effective for lead generation and general promotion of your

• location. After work

events are generally best. G2B meeting best at company offices

China

Very effective. Given volume of companies, large scale events

• possible. G2B

meetings can be done at events

UK

Can be effective, especially Roundtables and Seminars but note that drop-

• ut rates are
• ften high

USA

Can work well especially in key clusters (e.g. San Fran). Typically straight after work. Logistics very important so easy to get to the venue

Germany

Generally not very effective and hard to get decision makers to attend

Japan

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BKPM’S BUSINESS DEVELOPMENT PLAN

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Annual plan for proactive investment promotion activities (lead generation and marketing. Typical structure includes:

• 1. Key sectors to be targeted
• 2. Key markets (countries) to be targeted
• 3. Strategic target investors
• 4. Conferences/trade shows that will be attended
• 5. Road shows that will be conducted overseas
• 6. FDI promotion seminars that will be held overseas
• 7. FDI conferences that will be held in Indonesia
• 8. Marketing & communication activities
• 9. Clear schedule of when activities and events will take place
• 10. Key Performance Indicators (FDI and activity targets)

DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

Template for a one-year business development plan

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Divide into groups. Please complete each of the following section of the BKPM 2018 business development plan (assume it is December 2017 so you are planning for the whole year):

• 1. Key sectors and countries to be targeted (suggest 5 minutes spent on this)

+ Identify top 5 priority target sectors & countries as well as secondary target sectors & countries

• 2. Conferences/trade shows that will be attended (suggest 10 minutes spent on this)

+ Identify 5-10 key trade shows to attend for target sectors (you can use the Internet!)

• 3. Road shows that will be conducted overseas (suggest 5 minutes spent on this)

+ In which countries will you conduct overseas road shows? (these will require significant

• rganization & time of senior BKPM senior staff to attend so the number should be manageable)
• 4. FDI promotion seminars that will be held overseas (suggest 5 minutes spent on this)

+ In which countries will you conduct overseas Seminars (note these require significant planning, time and money so be realistic in terms of what is possible )

• 5. Clear schedule of when activities and events will take place (suggest 10 minutes)

+ Please prepare a month by month 2018 plan indicating which activities will be conducted when

• 6. Key performance indicators (suggest 10 minutes)

+ How many investor meetings will you expect to be conducted in total based on your plan? + How many high quality FDI prospects to you expect to identify in total? + Assuming good follow-up of prospects by BKPM, how many announced FDI successes do you expect within 12-24 months after the above activities? + Roughly how many jobs and how much capital investment ($million) will result?

• You have 45 minutes to prepare and 5-10 minutes for each group to present

DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

Group exercise - BKPM’s business development plan

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Key sectors to be targeted

• Top 5 priority target sectors

+ Tourism + Infrastructure – energy and transportation + Digital economy + Import substitution manufacturing + Automotive + Electronics

• Secondary target sectors

+ Xx + Xx + Xx + Xx + xx

DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

Group exercise - BKPM’s business development plan

Key countries to be targeted

• Top 5 priority target countries

+ China + Japan + US + Singapore + Korea

• Secondary target countries

+ Germany + UK + France + Australia + xx

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Conferences/trade shows that will be attended

• Sector A

+ Xx + Xxx + Xx

• Sector B

+ Xx + Xx + Xx

• Sector C

+ Xx + Xx + Xx

• Sector D

+ Xx + Xx + Xx Decide if a booth is really needed and will give an ROI Setup meetings in advanced with pre-qualified investors Results driven

DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

Group exercise - BKPM’s business development plan

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Road Shows and Seminars that will be conducted overseas

• Road Shows (Countries)

+ Around President overseas missions (but not sector focused or targeted on FDI) + 5-6 road shows to key target markets meeting leading investors in the sector – ideally as part of a strategic company targeting program + Xx + X + X

• Seminars(Countries)

+ China + Japan + Korea + Singapore (can also promote to intermediaries) + ASEAN organized seminars (but low numbers of investors)

DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

Group exercise - BKPM’s business development plan

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Schedule of activities

• January
• February
• March
• April
• May
• June
• July
• August
• September
• October
• November
• December

DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

Group exercise - BKPM’s business development plan

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Key performance indicators

• Number of investors meetings

+ Xx + Xxx + Xx

• Number of high quality FDI prospects

+ Xx + Xx + Xx

• Number of announced FDI successes within 12-24 months

+ Xx + Xx + Xx

• Jobs and capital investment in Indonesia within 12-24 months

+ Xx + Xx + Xx

DEVELOPING BKPM’S ANNUAL BUSINESS DEVELOPMENT PLAN

Group exercise - BKPM’s business development plan

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Closing comments Q&A

W A V T E Q

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