VIRKSOMHEDERS LOKALISERINGSOVERVEJELSER
HVAD HAR BETYDNING FOR INTERNATIONALE VIRKSOMHEDERS PLACERING Markedstørrelse og afsætningspriser Omkostninger/produktivitet Arbejdskraft/kompetencer/talent Samarbejdspartnere/konkurrenter - klynger Infrastruktur tilgængelighed (viden og geografi) Politisk og økonomisk stabilitet Arbejdsretlige regler Incentives 2
UDENLANDSKE INVESTERINGER TIL NORDEN Land 2008 2009 2010 2011 Sverige 85 58 77 39 Danmark 53 34 26 16 Norge 23 17 14 12 Finland 42 15 23 14 Ialt 203 124 140 81 Ernest & Young Datamonitor 2011 3
HVOR KOMMER INVESTERINGERNE PRIMÆRT FRA 2008 2009 2010 2011 Tyskland 17 3 5 6 USA 9 8 6 3 England 5-2 1 Holland 3 3 2 1 Kina 3 1 1 - Schweiz 3-2 1 Japan - 2-1 Sverige 2 3 1 1 Frankrig 1 3 1 1 Luxembourg - - 2-4
INVESTERINGER TIL DANMARK PÅ FUNKTIONER Funktioner 2008 2009 2010 2011 Contact Center - 1 - - Education & Training 1 - - - Headquarters 7 5 1 - Logistics 1 2 1 1 Manufacturing 2 2 5 1 Research & Development 3 5-6 Sales & Marketing 38 19 18 8 Shared Services Centre 1 - - - Testing & Servicing - - 1-5
HVORNÅR OG HVORFOR VÆLGER VIRKSOMHEDERNE SKANDINAVIEN? Afhænger af om det er en markedsdreven eller kompetencedrevet investering Indiske og kinesiske sager er kompetencedrevne kombineret med markedsadgang, men altid med en eller flere andre lokationer i Europa Europa-sager er oftest markedsdrevne Skandinavien bliver ofte håndteret fra fx London indtil salget er stort nok til, at de etablerer sig. 6
LOKALISERINGSPROCESSEN Virksomhedens vækststrategi fastlægger nye markeder Opstilling af de virksomhedsspecifikke valgkriterier Long list af regioner, der opfylder de overordnet kriterier desk research (større investeringer) Short list af byer, besøgstur til få udvalgte byer, der opfylder de valgte kriterier Endelige beslutning afhængig af: Bedste opfyldelse af virksomhedens væsentlige kriterier fx tilgængelighed af arbejdskraft, samarbejdspartnere, arbejdsretlige regler og omkostninger Kultur, kemi, vejret, struktur på mødedagen og x-factoren spiller også ind 7
HVOR PLACERER VIRKSOMHEDEN SIG I REGION HOVEDSTADEN? Afhænger af, hvilke præferencer de har til: Nærhed til lufthavn Nærhed til kunder/samarbejdspartnere/universitet City center eller uden for byen image- eller omkostningsrelateret Nærhed til direktørens og medarbejderes bopæl Kvalitet af domicil Hvorfor placering i en specifik kommune implicit er givet af ovennævnte faktorer 8
COPENHAGEN CAPACITYS INDGANG TIL AT FORTÆLLE OM REGIONEN
SCANDINAVIA TOTAL POPULATION: 25 MILLION Country Population Denmark 5,550,000 Sweden 9,200,000 Norway 4,800,000 Finland 5,300,000 10
WHERE DO 25 MILLION SCANDINAVIANS LIVE? BUSINESS TO CONSUMER 11
BUSINESS CONCENTRATION IN SCANDINAVIA BUSINESS TO BUSINESS 5-99 FTE 12
BUSINESS CONCENTRATION IN SCANDINAVIA BUSINESS TO BUSINESS > 100 FTE 13
THE ØRESUND REGION THE CROSSBORDER REGION 3.5 million inhabitants 1.8 million active workers 8th richest region in Europe 3rd in Europe in terms of scientific output Copenhagen region: 1.7 million people 14
EASY MARKET ACCESS Direct flight connections, 2009 Intercontinental Europe Nordic Domestic Total Copenhagen 15 75 12 6 108 Stockholm 11 53 6 30 100 Oslo 4 58 7 24 93 Note: Scheduled flights only Source: Copenhagen Airport Passengers (millions), 2009 Copenhagen 21.5 Oslo 19.3 Stockholm 18.1 Source: Copenhagen Airport 15
LOCATION & SOCIAL SECURITY 16
CORPORATE TAX RATES Denmark has got 0% withholding tax on dividends and royalty transferred to the US Denmarks business entity APS is perfect for US Tick the box rules Source: IMD World Competitive Yearbook 2010, Table 2.2.08 COUNTRY RATE Denmark 25,00% Belgium 33,99% France 33,33% Germany 31,00% Poland 19,00% Switzerland 21,17% Austria 25,00% Netherlands 25,50% Sweden 26,30% Norway 28,00% UK 28,00% Germany 31,00% France 33,33% Belgium 33,99% 17
OFFICE RENTS IN SCANDINAVIA 500 400 300 200 100 0 Rent in EURO pr. m2 / Year in City Centre Source: DTZ, September 2010 18
HUSLEJE NIVEAUER FOR KONTOR I KLASSE A LEJEMÅL PÅ SJÆLLAND BY HUSLEJE I DKK PR. M2/ ÅR Roskilde 1000 Køge 1000 Ringsted 6-700 Næstved 900 Slagelse 600 Sorø 6-700 Source: Nybolig markedsrapport forår 2011 19
EMPLOYER S SOCIAL SECURITY RATES IN EUROPE Source: IMD World competitiveness Yearbook 2010, Table 2.2.10 Country Social security (paid by employer in %) Denmark 1.1 Switzerland 6.05 UK 7.23 Norway 14.1 Netherlands 15.20 Poland 18.61 Germany 19.47 Finland 19.47 Austria 31.19 Sweden 31.42 Belgium 32.18 France 51.56 20
LANGUAGE SKILLS 21
NORDIC PEOPLE IN THE CAPITAL REGIONS Stockholm Skåne Copenhagen Oslo Helsinki Øresund Region Danes 3.651 24.054-3.676 381 Swedes - - 8.786 10.912 2.659 Norwegians 6.779 2.014 8.262-334 Finnish 32.356 7.416 2.015 1.282 - NB: 18.000 Daily commuters from Skåne to Copenhagen in 2009 Source: Danmarks Statistik, /Statistiska Centralbüron / Statistiska Sentralbyrå, 2009 22
HOW SCANDINAVIANS SPEAK FOREIGN LANGUAGES % speaking other languages than Scandinavian English German French Copenhagen 86 58 12 Oslo 85 N/A N/A Sweden 89 30 11 Helsinki 63 18 3 Source: Eurobarameter, 2006 23
SKILLS 24
DENMARK IS THE SECOND MOST INNOVATIVE NATION IN THE EU Source: Innovation Union Scoreboard, European Commission 2010 25
DANISH PRODUCTIVITY 26
A CULTURE THAT BREEDS EFFICIENCY Efficiency of small and medium-size enterprises 1. Austria 2. Switzerland 3. Denmark 4. Germany 6. USA 7. Netherlands 9. Sweden 10. Finland 13. Belgium 16. Norway 23. United Kingdom 35. France In spite of the Danes working fewer hours, they are more productive. This is shown in the amount of profit we generate per working hour. It is three times higher here in Denmark, where we have a better educated and more motivated workforce Pete George Former Nordic President of CSC IMD World Competitiveness 2010 27
GLOBAL LEADER IN FLEXICURITY Country Hire-Fire Ranking Average Length of Employment (Measured in years) Sick Days (full time employee p.a.) Denmark 4 8.1 6,1 Sweden 37 10.7 8,4 Norway 26 9.8 13,9 Finland 24 10.8 8,5 UK 20 9.0 5,1 France 39 11.7 7,4 Germany 42 11.3 6,6 The Netherlands 31 11.3 9 Source: IMD 2010, OECD Stat 2010 and Eurostat Labour Force Survey 2010 respectively 28
BENCHMARK ANALYSIS
BENCHMARKING ANALYSIS The benchmarking tool is developed by IBM Global Business Services in Brussels and based on more than 200 consultancy projects done by IBM for international clients over a number of years The data in the tool is based on international sources like IMD, Watson Wyatt etc. in total 90 sources It compares the cities in question for a new organisation. The benchmark gives an idea of the cities competitive position based on costs (labour & property) and a priority of qualitative factors. 30
A NEW ORGANISATION Position Number of people Country Manager 1 Key Account Manager 3 Sales Representative 2 Marketing Manager 1 Marketing Coordinators 3 Financial Controllers 2 Customer Services Representatives 4 31
SALARY AND REAL ESTATE COST FOR THE SET-UP IN MIO EURO PER YEAR 1,1 1,1 1,3 1,2 Copenhagen Helsinki Oslo Stockholm Total real estate costs Total labour costs 32
QUALITATIVE FACTORS - PRIORITISED BY COPENHAGEN CAPACITY CAN BE CHANGED BY COMPANY General business environment - 5% Local potential to recruit skilled staff 25% Language Skills 10% Flexibility of labour & regulations 35% Infrastructure & communications 20% Living environment - 5% 33
QUALITATIVE SCORE OF THE CITIES 7,0 5,9 5,5 6,5 Copenhagen Helsinki Oslo Stockholm Living environment Infrastructure & communications Flexibility of labor & regulations Language skills Local potential to recruit skilled staff General business environment 34
Qualitative score Copenhagen Capacity COST/QUALITY BENCHMARK FOR THE CITIES 7,50 7,00 6,50 6,00 Services project Copenhagen Stockholm Helsinki Copenhagen is the best performing city quality-wise and the second cheapest city. Stockholm is a more expensive city compared to Copenhagen, and do not have a business quality as good as Copenhagen. 5,50 Oslo 5,00 110 105 100 95 Operating cost index (average = 100) 90 35
HVORDAN VI ARBEJDER MED FASTHOLDELSE OG UDVIDELSER 36
HVORNÅR BRUGE COPENHAGEN CAPACITY? Når du står overfor nedenstående udfordringer: Du skal forsvare dit danske set-up overfor din koncernledelse Regionalisering/centralisering af de nordiske aktiviteter er på din virksomheds agenda for at effektivisere og spare omk. Nye funktioner er i spil i koncernen, og du vil gerne udvide din danske forretning med fx. R&D (afdeling eller projekter), shared services/center of excellence inden for finans, HR, IT eller tiltrække nordisk distribution. 37
COPENHAGEN CAPACITY HJÆLPER MED AT UDARBEJDE BUSINESS-CASEN Sammenlignende analyser på nordisk og europæisk plan på omkostninger og kvalitative parametre. Identifikation af de teknologiske kompetencer, forskning og udvikling i regionen, der relaterer sig til virksomheden. Erfaringsudveksling med os og vores partnere på best practice niveau. Input til de overvejelser de fleste internationale hovedkontorer gør sig, når de skal placere regionale funktioner do s and don ts. 38
FASTHOLDELSE GØR EN STOR FORSKEL Koncentrer jer om at være i dialog med de vigtigste virksomheder i jeres kommune målt fx på antal ansatte eller omsætning Supporter de klynger I allerede har eller får identificeret, da klynger kan tiltrække investeringer 39