· How to Do Business in North Carolina, ... • US Airways largest hub ... Planejamento de impostos baseado em fatos e

www.charlotteusa.com

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Seminar Presenters

http://www.thrivenc.com/


Doing Business with Carolinas Workshop May 2012


Agenda

I. How to Do Business in North Carolina, South Carolina, and

Charlotte Region

Ronnie Bryant, Charlotte Regional Partnership

II. Legal Considerations

Mike Hawley and Marc Veilleux, K&L Gates LLP

III. Business and Tax Considerations

Rhyne Cannon, Elliott Davis

IV. Global Banking and Financing

Thomas Quigley, Wells Fargo

V. ‘‘Why the Carolinas?’’

Reinaldo Panico Peres, No Borders Consulting

VI. Wrap-up & Questions & Answers


Agenda

I. How to Do Business in North Carolina, South Carolina,

and Charlotte Region












Charlotte Regional Partnership

Market & Promote

the Charlotte Region

Characteristics of Success

1. Create opportunities for job growth and

capital

2. Connect people and resources

3. Support allies, investors and

organizations within the region’s

130 municipalities, 16 counties and two

states

Three principles:

Carolinas Location

North Carolina • Population 9.2 million • 10th largest state • Labor force 4.5 million • Strong university

system • Largest employers

include Bank of America, SAS, Duke Energy, Goodrich, Sealy

• Known for strong IT, R&D, banking sectors

South Carolina • Population 4.7 million • Labor force 2.1 million • 8th fastest growing workforce

in U.S. • Largest employers include

Boeing, BMW, Michelin and GE • Known for strong workforce

training programs

NC and SC

International Business Center

2,250 foreign owned firms

323,700 employees

Charlotte Region: NC & SC

Charlotte USA (16-county region)

Total Population, 2010 2,687,799

Total Population, 2015 3,008,096

2000-2010 Population growth 12%

Labor Force, 2010 1,306,514

Labor Force, 2015 1,438,453

2010-2015 Labor Force growth 10%

• 2nd largest U.S. banking center

• 4th fastest growing MSA since 2000 (U.S. Census 2010)

• 17th largest city in the U.S. (U.S. Census 2010)

• Cost of living 93% of the U.S. avg. (ACCRA 2010)

• Regional population: 2.6 MM (ESRI 2010 )

• Workforce of 1.4 million (ESRI 2010)

• 7th busiest airport in the U.S. (ACI 2010)

• Avg. of 100,000 new residents per year

• 14 Fortune 1000 headquarters (2010)

• Carolinas account for 17th largest economy

Charlotte USA

Accolades

CNBC

#3 North Carolina ranked among America’s Top States for Business (2011)

Forbes

#3 North Carolina ranked among the Best States for Business (2010)

Site Selection magazine

#1 North Carolina (nine out of past 10 years) and #5 South Carolina ranked among Top 10 State

Business Climates in U.S.

Chief Executive Magazine

#2 North Carolina and #9 South Carolina – best states in which to do business

Next Generation Consulting

Charlotte among “Next Cities”– among best large or “super” cities to live and work

for young professionals

U.S. Census Bureau

#4 Fastest Growing Metro in the U.S.: Charlotte-Gastonia-Concord, NC-SC (2000-2010)

Advanced Manufacturing Center

• Highest density of manufacturing in the Carolina’s

• Manufacturing strengths include:

Advanced Textiles

Automotive & Truck suppliers

Plastics

Food & Beverage

Industrial Machinery

Building & Construction Materials

• Non-Union workforce – lowest unionization in U.S.

NC 2.9% and SC 3.4% unionization rates. 1 & 2 lowest in US

Sales Office Location

• Numerous new international companies begin with a sales office

• Sales office strengths include:

Affordable Real Estate

Lower initial investment

Established presence in U.S.

Address

Telephone number

International Airport

Eastern Time Zone

Transportation Center

• 7th busiest airport in U.S.

• US Airways largest hub

• 137 non-stop destinations served

• 700+ daily departures

• International non-stops to:

• Rio de Janeiro, Brazil

• Munich & Frankfurt, Germany

• London, England

• Paris, France

• Rome, Italy

• Madrid, Spain

• Toronto & Montreal, Canada

• Mexico and the Caribbean

• Over 100 U.S. cities

• Average security wait less than 10 minutes

Accessibility

• 4 Interstates

• 2 Mainline Railroads

• Air Cargo Services

• 3 hours to major port

• 300+ trucking companies

Workforce Information

• Regional workforce of 1.4 million residents, workforce growing at rate

of 8% each year

• 4th fastest growing jobs market in the US (Charlotte MSA, BLS 2010-2011)

• Average production salary 2% lower than national average

• Over 8,000 engineers employed throughout the region

• Right to Work States

• 25 – 45 age group growing faster than national average

Carolinas vs. Florida: Access to Market

100, 200, 300 miles: Miami, FL 100, 200, 300 miles: Charlotte, NC

Within 200 mile radius: Miami

Within 300 mile radius: Miami

Within 200 mile radius: Charlotte

Within 300 mile radius: Charlotte

2010 Total Population 10,532,539 16,064,988 19,044,940 35,360,192

2010 Total Households 4,082,380 6,349,866 7,488,726 13,695,303

Carolinas vs. Florida: Access to Labor

Within 20 minute Drive time: Miami



Within 20 minute Drive time: Charlotte

Within 30 minute drive time: Charlotte

Within 40 minute Drive time: Charlotte

Projected 2010-2015 Labor force Increase 1% 2% 1% 10% 13% 13%

20, 30, 40 minutes: Miami, FL 20, 30, 40 minutes: Charlotte, NC

Carolinas vs. Florida

Low Cost of Living

• Charlotte MSA: Apartment $752

• Charlotte USA Cost of Living Index: 93%

• Miami MSA: Apartment $1,376

• Miami MSA Cost of Living Index: 107.7%

Daytime Skyline of Uptown Charlotte

Carolinas vs. Florida

• Utilities

• Charlotte - 96% of US Average

• Miami - 110% of US Average

Country Club in Catawba County

International Business Center

• 900+ foreign owned firms from 45 countries (CUSA)

• Six Brazilian firms in CUSA

• Over 70 business and culture organizations

• Extensive network of international business professionals

• Language immersion programs / academies

• Direct flights to numerous International destinations

• Largest concentration of international investment in the Carolinas

www.charlotteusa.com 24

Global Advantage

The FTZ program is a catalyst for companies

involved with international trade to improve their

competitiveness and profitability. By utilizing the

FTZ program, companies are able to defer,

reduce or eliminate Customs duties on products

admitted to the zone.

Duty Deferral

Duties are paid only when the merchandise enters U.S.

customs territory (commerce).

Duty Elimination

Goods may be exported from a zone duty free.

Goods may be destroyed in a zone duty free.

Inverted Tariff (Reduction of Tariffs)

Importer may elect to pay duties on raw materials

entered into the zone

or

Importer may elect to pay duties on the finished product

as it is entered into U.S. commerce.

Notable Brazilian Firms in Charlotte USA

(Pilgram’s pride)

(Coteminas)

http://www.mzweb.com.br/providencia/web/default_pti.asp?idioma=0&conta=45

Recent Announcement: Providência

http://charlotte.news14.com/content/top_stories/656324/charlotte-regional-partnership-looks-

at-brazil-for-increase-in-businesses

Investment: US$130 Million

Jobs: 84

http://charlotte.news14.com/content/top_stories/656324/charlotte-regional-partnership-looks-at-brazil-for-increase-in-businesses




















Brazilian Community in Charlotte USA

• Charlotte International Cabinet

• International House

• Brazilian Consulate General - Atlanta

• Latin American Chamber of Commerce - Charlotte

• North Carolina and South Carolina International Trade

• Smith Academy of International Languages

Recent Announcements

http://www.toshiba.co.jp/nuclearenergy/english/

http://pulse2.com/wp-content/uploads/2009/08/apple-logo-green.jpg


http://lanxess.com/en/home/

Fortune 500 Headquarters

Higher Education Center

• 37 Universities/Colleges & Community Colleges with more than 50 campuses region wide

• Over 47,000 students enrolled full-time

• UNC-Charlotte is the fastest growing institution in the NC system – with over 25,000 students and nearly 5,000 graduate students

• Charlotte Research Institute – UNCC Millennial Campus

• Charlotte School of Law

Technical Education Center

• 10 community colleges with 15 campuses

• Over 133,000 students enrolled

• Within 20 minutes of any business location in the region

• Top 10 workforce training programs in the United States

Performing Arts

• Charlotte Symphony Orchestra

• The Philharmonic Orchestra

• Carolinas Concert Association

• Charlotte Repertory Theatre

• Theatre Charlotte

• North Carolina Dance Theatre

• Opera Carolina

• Charlotte Choral Society

• Children’s Theater

• Blumenthal Performing Arts Center

Cultural Museums

• Mint Museum

• Bechtler Museum of Modern Art

• Levine Museum

• Harvey B. Gantt Center

• The Charlotte Museum of History

• NASCAR Hall of Fame

• Charlotte Trolley Powerhouse Museum

• The Light Factory Contemporary Museum of

Photography & Film

Professional Sports

http://www.facebook.com/photo.php?pid=3574500&id=155146672563

Lifestyles

Suburban Living

Lake Living Urban Living

Affordable Living Rural Living

Agenda


Charlotte Region












Copyright © 2011 by K&L Gates LLP. All rights reserved.

Como Fazer Negócios nas Carolinas

Mike Hawley

Marc Veilleux

38

Fazendo Negócios – Rankings Econômicos

As economias são ranqueadas de 1 a 183, conforme a facilidade de fazer negócios. Uma posição alta nesse ranking significa que o ambiente regulatório está voltado para o início das operações de uma firma local. Esse índice é a média da porcentagem do ranking em 10 tópicos, composto por vários indicadores, com o mesmo peso para cada tópico. Os rankings econômicos foram baseados em dados de junho de 2011.

*Pesquisa e rankings feitos pelo Doing Business Project, uma publicação do World Bank Group

39

Rankings Econômicos

Economia

Facilidade

para

Negócios

Começar um

Negócio

Obter Licença

de

Construção

Eletricidade Registro de

Propriedade

Obter

Crédito

Proteção à

Investidores

Pagar

Impostos

Negociar

Fora do

País

Aplicação

de

Contratos

Resolver

Iinsolvência

Singapura 1 4 3 5 14 8 2 4 1 12 2

Hong Kong

SAR, China 2 5 1 4 57 4 3 3 2 5 16

Nova

Zelândia 3 1 2 31 3 4 1 36 27 10 18

Estados

Unidos 4 13 17 17 16 4 5 72 20 7 15

Dinamarca 5 31 10 13 11 24 29 14 7 32 9

Noruega 6 41 60 12 8 48 24 27 9 4 4

Reino Unido 7 19 22 60 68 1 10 24 13 21 6

Coréia 8 24 26 11 71 8 79 38 4 2 13

Islândia 9 37 34 1 11 40 46 35 81 3 11

Irlanda 10 13 27 90 81 8 5 5 21 62 10

Brasil 126 120 127 51 114 98 79 150 121 118 136

40

Facilidade para Fazer Negócios na Região de Charlotte

Ambiente regulatório voltado aos negócios na Região de Charlotte

Profissionais capacitados e experientes (advogados, contadores, banqueiros, etc.) que trabalham regularmente com companhias internacionais

Recursos de cidade grande, com ambiente acolhedor de pequena comunidade de negócios

Profissionais que constroem relacionamento com clientes

Profissionais que trabalham em equipe para assegurar o sucesso dos clientes

41

Alternativas para Entrar no Mercado Americano

Operações “De Novo”

Aquisição de um negócio já em operação nos Estados Unidos

Joint venture (com parceiros dos Estados Unidos ou de países estrangeiros)

42

Formação de Entidade

Seleção de Entidade Corporação

Limited liability company (LLC)

Formada a nível estadual.

Pontos a serem considerados para selecionar o estado de formação: Local físico dos escritórios, onde as operações nos EUA

serão conduzidas.

Impostos

Algumas outras considerações em relação aos negócios

43

Organização

Importância em manter o status da entidade separado de sua matriz

Documentação Governamental

Bylaws (Estatutos, regulamentos)

Operating agreement (Contrato Operacional)

Corpos Governamentais(ex.: conselho de administração, gerentes)

44

Aquisição de Negócio

Aquisição de ações vs. Aquisição de ativos

Due diligence

Documentação

45

Joint Ventures

Escolhendo um parceiro

Entidade legal apropriada (limited liability company)

Processo de gerenciamento

Saídas estratégicas

46

Considerações Gerais- Impostos

Planejamento de impostos baseado em fatos e circunstâncias Nível federal– aplicação de tratados, classificação de

entidade, impostos de subsidiárias corporativas

Nível estadual/local– geralmente calculados com referência

aos princípios de impostos federais (taxa baixa)

Considerações adicionais de impostos Vendas/Use tax

Impostos trabalhistas

Impostos de Franchise (franquia)

Impostos de propriedade real e pessoal

Impostos especiais de consumo

47

Considerações Gerais – Regulamentação Governamental

Regulamentação federal: Tipo de negócios sendo operados

Algumas leis/regulamentações que se aplicam apenas para

empresas estrangeiras

Regulamentação local e estadual Qualificação para fazer negócios

Licenças e autorizações de negócios

Licenças profissionais

48

Considerações Gerais - Emprego

Questões de classificação Contratantes independentes– requer termos claros de

contrato

Empregados - at will v. longer term

Importantes considerações legais Leis anti-discriminatórias

Benefícios, ERISA

OSHA

FMLA

49

Considerações Gerais - Imigração

Cidadãos não-americanos devem obter autorização para trabalhar legalmente nos EUA

Classificações: Non-immigrants Não imigrantes (vistos e licenças para

trabalhar)

Permanent residents Residentes Permanentes (green card

status)

Visas - business visitors Vistos – visitantes de negócios,

specialty workers trabalhadores técnicos, intra-company

transferees transferidos de uma mesma empresa,

“extraordinary ability” workers trabalhadores portadores de

“abilidades extraordinárias”, etc.

50

K&L Gates Prática Internacional

K&L Gates LLP possui aproximadamente 2,000 advogados que atuam em 41 escritórios em 4 continentes.

Atende clientes internacionais orientando-os em diversas questões legais, incluindo:

i. Formação/operação de entidades de negócios

ii. IP protection

iii. Imigração

iv. Impostos

v. Relações governamentais

Contate nosso escritório para obter o guia de 80 páginas entitulado: “Doing Business in the United States”

51

Charlotte, North Carolina Office K&L Gates LLP

Hearst Tower, 47th Floor

214 North Tryon Street

Charlotte, NC 28202

Mike Hawley Britt Doolittle

P: +1.704.331.7438 P: +1.704.331.7483

F: +1.704.353.3138 F: +1.704.353. 3183

[email protected] [email protected]

Sao Paulo Office K&L Gates LLP

Rua Iguatemi 151, conjunto 281

Ed. Spazio Faria Lima

São Paulo, SP 01451-011

Marc Veilleux

P: 55.(0)11.3704.5702

[email protected]

Agenda


Charlotte Region












Investing in the Carolinas

Business and Tax Considerations

Rhyne Cannon

[email protected]

704.808.5268

© 2012 Elliott Davis, PLLC © 2012 Elliott Davis, LLC

mailto:[email protected]

Foreign Direct Investment into the U.S.

*http://www.economist.com/node/21543571 The Economist January 28th 2012 **http://www.esa.doc.gov/sites/default/files/reports/documents/fdiesaissuebriefno2061411final.pdf U.S. Department of Commerce

54

Despite world economic turmoil, global inflows of foreign direct investment (FDI) rose by 17% in 2011 to USD 1.5 trillion. America remained the largest recipient of foreign investment attracting USD 210.7 billion, but down 8% from the previous year. * In 2010 , 84% of FDI into the U.S. came from eight countries. Six percent came from other European countries and 10% form other regions (the Caribbean, Brazil and Australia)

FDI into the U.S. by Country , 2010 Billions of Dollars**

http://www.economist.com/node/21543571

Business and Tax Considerations

• Corporate Formation

• Taxation of U.S. Operations

• Regulations

• Customs/Duty and Tariffs

• Owning or Leasing Facilities

© 2012 Elliott Davis, PLLC © 2012 Elliott Davis, LLC 55

© 2012 Elliott Davis, PLLC © 2012 Elliott Davis, LLC 56

The following are general factors in entity formation. Please consult a professional for specifics.

Entity Type Corporation Partnership Limited Liability Company

Legal and Administrative

Costs

(+/-)More Complicated and

Costly

(+)Lowest Legal and

Administrative Cost

(+)Relatively Easy and Low Cost

Limited Liability (+) Yes (-) No for general partner

(+) Yes

Taxation (+/-) Income is taxed at the

corporate and shareholder

levels

(+) “Pass through” income

taxation

(+) “Pass through” income taxation

Stability for the remaining owners

(+) Continuity of life may promote long term stability

(-) No “continuity of life” may

threaten long-term stability

(-) No “continuity of life” may threaten long-term stability

Entity Formation

Taxation of U.S. Operations

• U.S. entities must pay tax on worldwide income, including branches

• Profits from overseas subsidiaries are generally not taxed

• Foreign income of domestic companies is taxed at regular U.S. tax rates

• To avoid double taxation, a foreign tax credit is available for foreign income taxes paid

• The taxability of income can vary based upon bilateral income tax treaties

Recipient Interest paid by

US obligors

Dividends paid

by US corp.

General

Dividends

qualifying for

direct dividend

rate

Royalties*

Canada 0 15 5 30/0/10/0/0

China 10 10 10 10/10/10/10/10

France 0 15 5 30/0/0/0/0

Germany 0 15 5 30/0/30/0/0

India 15 25 15 10/15/15/15/15

Japan 10 10 5 30/0/0/0/0

Luxembourg 0 15 5 30/0/0/0/0

Mexico 15 10 5 10/10/10/10/10

Netherlands 0 15 5 30/0/30/0/0

Spain 10 15 10 8/10/8/5/10

Sweden 0 15 5 30/0/0/0/0

United Kingdom 0 15 5 30/0/0/0/0

Italy 10 15 5 5/8/8/0/8

Other Countries 30 30 30 30/30/30/30/30

Treaty Withholding Tax Rates

Regulatory Environment

The business activity in the U.S. is subject to Federal and state laws and regulations issued by varies agencies and legislative bodies within the governments. The rules address issues ranging from food safety and environmental concerns to the financial system.

A general reference can be found at the link below.

http://www.usa.gov/Topics/Reference-Shelf/Laws.shtml




Customs / Duty and Tariffs

U.S. Customs and Border Protection (CBP) an agency of the Department of

Homeland Security is responsible for safeguarding the U.S. borders against high-risk cargo, contraband and unsafe imports.

CBP oversees the importation and exportation process. They additionally administer Foreign Trade Zones. Foreign-Trade Zones are secure areas legally outside the customs territory of the US. Foreign or domestic merchandise may enter these areas without a formal customs entry or the payment of customs duties or government excise taxes and without a thorough examination.

Owning or Leasing Facilities

Many factors impact the buy versus lease decision. To properly analyze the

financial aspect a net present value cash flow is required.

Pros and Cons Buy Lease

Cash Outlay 10 to 25% of Purchase Price

First and Last Month’s Rent

Opportunity Cost Cash Tied Up Alternative Investment Rate of Return

Property Management Your Responsibility Part of Lease Agreement

Appreciation Potential No

Tax Factors Depreciation Deductions and Interest Expense

Payment is usually fully deductible

Agenda


Charlotte Region












Banking in the Carolinas – Tips for a Successful Overseas Expansion

Confidential – For Discussion & General Information Purposes Only

Wells Fargo Bank, N.A. Member FDIC.

Thomas F. Quigley

Senior Vice President | Regional Manager

Global Banking Group | International Division

Wells Fargo Bank NA

Banking from a Global Perspective

63

FT Global 500 as of Dec 31, 2011 Figures are in US$ millions

Brazilian Banks are recognized in the World’s Top 15 by Market Capitalization

Global Rank by Market Value (US$ millions) Dec 31, 2011

Market Value ($MM)

1) ICBC $228.3

2) China Construction Bank $175.0

3) Wells Fargo & Company $145.3

4) HSBC Holdings plc $136.8

5) Agricultural Bank of China $135.6

6) JP Morgan Chase & Co. $126.3

7) Bank of China $121.5

8) Commonwealth Bank of Australia $83.2

9) Itau Unibanco Holding, S.A. $79.9

10) Citigroup, Inc. $76.9

11) Royal Bank of Canada $74.9

12) Toronto-Dominion Bank $68.9

13) Banco Santander, S.A. $66.3

14) Westpac Banking Corporation $65.3

15) Banco Bradesco, S.A. $62.2

$0.0

$50.0

$100.0

$150.0

$200.0

$250.0

Banking from the US Perspective

64

U.S. Banks are larger than Brazilian banks but, at least in our case, easier to do business – for example: • The US ranks 4th easiest country to obtain commercial credit (compared to Brazil at 98).

• Most Carolinas banks divide their commercial banking into three primary segments: • Business Banking ($5-20mm) • Commercial Banking ($20-50omm), and • Large Corporate ($500mm+).

• Over 70% of our lending is in the “middle market” – i.e. $40-500mm companies – and they: • Are handled by local, in-market experienced bankers • Receive the same level of financial product sophistication as larger corporations.

USA Rank by Market Value ($M)

Dec 31, 2011

USA Rank by Market Value

($MM)

1) Wells Fargo* $145.3

2) JP Morgan Chase* $126.3

3) Citigroup $76.9

4) Bank of America* $56.4

5) US Bancorp* $51.6

6) PNC Bank* $30.3

7) Bank of NY Mellon $24.1

8) State Street $19.8

9) Capital One $19.4

10) BB&T* $17.5

$0.00

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

$160.00

FT Global 500 as of Dec. 31, 2011

Figures are in US$ millions * Denotes active in the Carolinas

65

United States vs Brazil – A Overview of Interest Rates

US interest rates are expected to remain low and stable (Europe is the question mark)

Federal Reserve is willing to keep rates low through the end of 2014. Hence, promoting investment in riskier assets (i.e. other than Treasuries) and aiding the housing market.

5-Year Treasury rates are within 10bps of all-time lows.

Continued improvement in the labor market or higher inflation rates could prompt the Fed to modify their position.

In the Carolina’s region, commercial rates are ranging around 2.25-3.25% (Libor + 2-3%).

We understand that interest rates in Brazil are expected to…

May be reduced further to stimulate the economy:

Central Bank reduced the SELIC rate from 9.75% to 9.0% on April 18, 2012 (record low is 8.75%).

Policy makers left room for further reductions.

Based upon Wells Fargo’s research, middle market companies in Brazil are borrowing rates in the 11-13% range.

This significant interest rate differential may provide your company the following “food for thought”:

Expanding in the Carolinas may be a great opportunity – in part due to the lower cost of capital in the US. As my colleagues have and will point out, there are many other reasons.

In addition, the lower US borrowing costs may be sufficient to offset other cross border cost differentials such as labor, raw materials, etc.

0

2

4

6

8

10

12

14

16

18

20

Jan-07 Jan-08 Jan-09 Jan-10 Jan-11 Jan-12

US 5-Year Treasury Yield Brazil 5-Year Gov't Bond Yield

0

5

10

15

20

25

30

May-02 May-04 May-06 May-08 May-10

US 1-Month LIBOR BRL 1-Month Swap Rate

66

Carolinas Banking made Easy

In many respects, banking in the US is much easier than in other parts of the world because…

While US banks tended to operate more regionally from a historical perspective, many banks have developed or are developing national footprints.

In addition to US GAAP (Generally Accepted Accounting Principles) audited financial statements, US banks are increasingly accepting IFRS (International Financial Reporting Standards) financial statements.

Laws regarding loan collateral/security are well defined allowing for “ blanket perfection” in collateral supporting commercial loans (accounts receivable/inventory/fixed assets/real estate).

Market segmentation (business banking, commercial banking, corporate banking) ensures companies are supported by bankers familiar with the day-to-day needs of the company.

Banks in the US have product capabilities to serve a wide variety of financing needs.

Choosing a bank with International Experience may prove crucial to success.

Understanding cross border parent/subsidiary interdependency is critical for banks to:

Develop a “global view;” this is especially important in start-up situations.

Ensure that transfer pricing and other tax related issues are considered when developing the most appropriate subsidiary capital structure.

Ensure legal enforceability, especially when parental loan guarantees are required.

Clearly defined relationships with Brazilian correspondent banks, enables US financial institutions to develop lines of communication with in-country parent company banks.

Establishing a US Banking Relationship – How to Get Started

The Three R’s – Research, research and research…

Network. Use your contacts and learn from their experiences.

Seek professional advice. Accountants, lawyers, bankers, etc.

Use government & private resources. Foreign Embassies, Consulates and Chambers of Commerce are invaluable sources of information and contacts. BACC-SE – Brazilian American Chamber of Commerce of the Southeast has an affiliate in Charlotte.

Engage your current Bank(s), Accountants and Lawyers early in the investment process:

Discuss your US project, potential financing and other banking requirements with your local Brazilian bank.

Ask for recommendations and a letter of introduction to your Bank’s US correspondent relationships.

Determine what level of credit support your local bank is willing to provide in the form of Bank Guarantees/ Standby Letters of Credit. This support may be crucial, especially in start-up situations.

Prepare a detailed Business Plan for your US project to include:

Brief description and history of Company.

Detailed Ownership and Management structure.

Detailed analysis of products and/or services provided as well as industries served.

Do a complete Competitor and Customer Analysis as well as:

Preliminary capital structure and financing requirement.

Historical/future financial analysis: include three years of audited financial statements and financial projections.

67

Rules of the Road – Do’s and Don’ts in making a successful overseas investment.

Keys to a successful overseas expansion.

Stay focused. Allow professional advisors to help manage issues with finance, tax, and legal while you manage the business.

Start developing relationships with local banks early in the process. Take time to educate financial partners on your business, your industry, and your expansion plans

Make sure you understand your tax position prior to making an investment. There may be restrictions on financing with loans rather than equity capital.

Choosing a bank which understands your business/trade cycle is extremely important when evaluating financial alternatives.

Develop a contingency plan. What can go wrong, will go wrong. Plan for unforeseen delays which may impact initial financial performance.

Set Up Good Aftercare. Think carefully how you will manage business after agreements are executed. Determine if you will need your own people on the ground.

Understand local employment/business practices.

68

Rules of the Road – Do’s and Don’ts in making a successful overseas investment.

Avoid common mistakes…

Is your product right for the market at which you are targeting?

Don’t underestimate the costs establishing a overseas operation.

Don’t underestimate the time it will take to build relationships with local financial partners. Leaving banking requirements as a last minute decision may create unnecessary delays.

Don’t underestimate your local competition. They will compete to maintain relationships.

Don’t assume to local way is the wrong way. Be prepared to adopt local business customs.

69

Agenda


Charlotte Region












© 2010 – No Borders Consulting Group – All Rights Reserved

Por que a região de Charlotte e o estado da Carolina do Norte podem ser ideal para empresas Brasileiras?

Reinaldo Panico Peres President & CEO

No Borders Consulting Group

71

Maio2012


Case Study

• Em 2005 o Grupo Sabó reconheceu a importância de reduzir a sua cadeia estendida para os EUA. – Estávamos financiando as nossas vendas até 140 dias da data da

fatura ao seu pagamento: • 2 a 3 dias da fábrica ao Porto de Santos • 7 a 15 dias aguardando o embarque • 2 a 5 dias para passar a Aduana Americana • 2 a 3 dias de trânsito até o armazém do cliente • 30 a 60 dias de estoque de “segurança” • 2 a 3 dias de trânsito do armazém do cliente a sua fábrica • 45 a 50 dias de prazo de pagamento (2º dia do 2º mês)

• Portanto, o nosso Conselho me instruiu a buscar uma localidade na América do Norte para instalar a nossa primeira fábrica nesse continente.

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Por que não México?

• A minha primeira preocupação foi preparar-me para responder a essa pergunta inevitável.

• Visitei todas as cidades mais prováveis para esse projeto: – Guanajuato (GM) – Queretaro (Delphi) – Puebla (VW) – Silao (AAM) – E até Cuatla (na região de Cuernavaca) que não tinha

nenhum grande fabricante, mas tínhamos um conhecido

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• Determinei que haviam “oásis” onde poderíamos nos beneficiar da presença de requerimentos críticos com facilidades similares as dos EUA: – Os parques industriais com grandes empresas americanas

(ou européias) contavam com: • Segurança (até o porteiro falava inglês) • Logística (vimos caminhões da Ryder – companhia americana –

entregando e pegando cargas) • Infra-estrutura

– Vários parques tinham a sua própria central elétrica – Todos tinham disponibilidade de banda larga para conexões via Internet

» Com capacidade de transmissão de dados » Com capacidade de telefonia e videoconferência

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• Infelizmente essas facilidades “desapareciam” uma vez que saíamos desses parques industriais.

• Uma vez que a Sabó é Tier 1 (ou seja, fornece diretamente para as montadoras) não queríamos nos instalar nos mesmos parques (oásis) donde elas estavam porque:

– Aumentaria consideravelmente a possibilidade de sindicalização da nossa fábrica e, com isso, o risco de parada de linha (com o propósito de prejudicar a montadora), e

– Poderíamos tornar-nos “incubadores” de engenheiros – ou seja, preocupamo-nos com a probabilidade de desenvolver esses profissionais para vê-los “literalmente” atravessar a rua por “$2.00 dólares a mais” de salário.

• Além desses pontos, levantamos as seguintes reservas: – A produtividade mexicana é bem inferior a americana.

– Após os ataques de 11 de setembro a cadeia estendida de uma fábrica no México atendendo a fábricas nos EUA aumentou consideravelmente; já que a travessia da fronteira passou de horas para dias.

• Com isso, fui autorizado a procurar uma localidade nos EUA.

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Critérios para a busca nos EUA

• O nosso primeiro passo foi estabelecer as premissas para esse projeto:

– Custo trabalhista competitivo – levando a produtividade em consideração. Por exemplo, a Sachs produz 6 milhões de amortecedores em Kentucky com 450 funcionários e um pouco mais de 2 milhões em Guadalajara com mais de 2.000 funcionários.

– Disponibilidade de mão-de-obra (volume e qualidade)

– Baixo custo de construção ou aluguel

– Doação do terreno (área)

– Incentivos fiscais do condado/cidade/estado

– Reembolso de treinamento

– Baixa atividade sindical – só estados “right-to-work” foram considerados

– Localização estratégica – por exemplo, fácil acesso:

• Estradas do tipo “Interstate”

• Porto

• Aeroporto de calibre internacional – com freqüentes vôos a Detroit

– Avaliação do fluxo de entrada e saída de fabricantes (Montadoras e Tier 1)

– Qualidade de vida para os funcionários – especificamente considerando que poderíamos trazer alguns Gerentes e Diretores da matriz brasileira

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Avaliação dos resultados da Matriz

• Começamos o processo com 11 estados estrategicamente localizados quanto aos nossos clientes e fornecedores:

– Indiana – Virginia – Michigan – Carolina do Norte – Carolina do Sul – Kentucky – Ohio – Pensilvânia – Tennessee – Geórgia – Alabama

• Eliminamos 5 estados por não serem “right-to-work”.

• Sobraram: Virginia; Carolina do Norte; Carolina do Sul; Tennesse; Geórgia; e Alabama.

• Gostamos muito de Atlanta na Geórgia; Knoxville no Tennesse; e Charlotte na Carolina do Norte.

• Atlanta não estava disposta a ceder nada – os incentivos fiscais eram quase nulos e eles não doariam a área para construção da fábrica

• Knoxville foi prejudicado pela falta de um aeroporto de porte

• Portanto, a região de Charlotte (Lincolnton no condado de Lincoln) foi a escolhida.

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Carolina do Norte

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Carolina do Norte

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© 2010 – No Borders Consulting Group – All Rights Reserved 82

Alguns Fatos Econômicos relacionando o Brasil com os EUA e a Carolina do Norte

• Em 2009, os EUA importaram $15.7 bilhões de dólares do Brasil e exportaram $20.2 bilhões de dólares para o Brasil.

• A Carolina do Norte exportou $592.1 milhões de dólares para o Brasil em 2009: – As três maiores exportações foram Produtos Químicos ($217.4

milhões de dólares); Equipamento para Transporte ($173.3 milhões de dólares); e Equipamento em Geral (exceto Elétrico) ($62.3 milhões de dólares) – representando 76,5% das exportações.

– A área Têxtil foi a que mais cresceu em 2009 (444.4%) por ter uma base inicial pequena.

© 2010 – No Borders Consulting Group – All Rights Reserved 83

Três anos e meio depois…

• O condado (e o estado) cumpriram todos os compromissos assumidos.

• Nos beneficiamos de uma mão-de-obra competitiva (somos os terceiros mais competitivos no Grupo Sabó; atrás da Hungria; e Mogi-Mirim – e na frente de São Paulo). Além de competitiva a nossa mão-de-obra é muito dedicada.

• Nos beneficiamos de treinamentos de primeira qualidade (apoiado pelas faculdades e reembolsados pelo governo).

• Nos beneficiamos de viver numa região tranqüila e ao mesmo tempo com muito para fazer.


OBRIGADO!

• Por favor, nos contatem se pudermos ajudá-los:

No Borders Consulting Group

137 Cross Center Rd #328

Denver, NC 28037

(828) 994-7001

www.nobordersconsulting.com

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http://www.nobordersconsulting.com/

http://www.nobordersconsulting.com/

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