Our Capabilities
With country offices in the UK, the UAE, Malaysia, and Brazil, and representatives in China and the US; Eurasia Global has a range of strategic competencies that will enable you to better build your business and develop both successful and sustainable engagements in the global marketplace.
01
Global Strategies
The ability to access new markets, in theory, should be simple. And yet if one factors in cultural, linguistic, demographics, exchange rate as well as country risk penetrating exciting new markets can be daunting. At Eurasia Global we specialize in accelerated market access strategies. Eurasia Global was Born Global; our senior management has viewed the world as our marketplace right from the organisation’s inception and we use entrepreneurial strategies to pursue international markets many of which are challenging emergent markets. Our vision and mission is to work with organisations in their internationalisation efforts. Our first step in this process is to ask two very simple questions, why then how?
02
Investment & Capital Raising
One common obstacle that many start-ups or established companies wishing to scale or globalise their business face, is raising capital. Even when successful in raising funds firms may acquiesce to terms in the deal that can be quite disadvantageous to them in both the long and short term. The Eurasia Global works with a network of investors from crowdfunders, to high net worth individuals, to VC and PE houses and government sponsored investment funds. As with our business our investor network is global. If you check our principals’ profiles many have come from, are engaged with and are still working with the investment community. Our goal is to assist you in targeting the right kind of funding for your organisational need and further assist you in the fund raising process.
03
Technology Auditing
The Eurasia Global’s business model is straight forward. Leveraging upon its global reach it seeks out market ready technologies from research institutes or business opportunities, often in emerging markets. These are then referred to partner organizations, such as Isis Innovation, TTP and or Cambridge Enterprise to provide due diligence and scientific and or commercial evaluation, essentially a technology audit and viability assessment. Based on the outcomes of such assessments, Eurasia Global principals also undertake due diligence through organizational profiling looking at the management structures of the organization in question, its team, its strategic orientation and its investment needs. If all the stakeholders are satisfied with the outcomes of the initial engagement then we move forward with the incubation, development and ultimately internationalization process.
04
Global Brand Strategies
At The Eurasia Global we work with clients seeking to expand their brand into global markets. Through our 360-Degree Brand Audit’ we exam the internal and external state of the brand and provide a strategy based on our core findings. Typically we advise clients in one of three core areas: International Brand Strategy (where the organisations’ objectives relate primarily to the home market, but require some level of key brand territory expansion). Multinational Brand Strategy (the organisation is involved in a number of markets beyond its home country and requires specific brand delivery based on each of the territories it is seeking to expand into). Global Brand Strategy (the organisation treats the World as largely one market and is keen to develop a blanket brand strategy across all operating territories). Irrespective of the client’s needs we are able to work with their existing in-house teams and external agencies to ensure their global brand expansion project(s) underpin the business objectives and provides an effective return-on-investment.
05
Leading Innovation
Many business leaders struggle with innovation. Our experience in Shenzhen in China is a case in point. According to the Asian Development Bank, the average life span of Chinese SMEs is 3.7 years, less than half the 8.2-year life expectancy of their counterparts in the US and a reflection of the obstructions they face doing business in their home country. Such obstructions could be access to capital, or clinging to business models that are no longer value creating. In the case of Shenzhen firms, a shift towards a culture of innovation could have helped these organizations survive and flourish. Instead many of the business leaders we surveyed sought to diversify their businesses into unrelated sectors of the economy of which they had no experience of with often disastrous consequences. Our principals will help to foster a culture of innovation in your organisation. We will help you manage, track, and measure innovation as a core element in a company’s growth aspirations.
06
Entrepreneurial Leaders
Although research shows (Kirkpatrick and Locke, 1991) that certain traits alone do not guarantee leadership success, evidence suggests that effective leaders are different from other people in certain key respects. Their key leadership characteristics drive, (which includes achievement), motivation, ambition, energy, tenacity, initiative; as well as leadership motivation; honesty and integrity, self-confidence; cognitive ability, and an excellent knowledge of the business. These key leadership characteristics help the leader acquire the necessary skills, formulate an organizational vision and an effective plan for implementing it. Certainly the characteristics of motivation, ambition, energy, tenacity, and initiative are also demonstrated by entrepreneurs. Our work on entrepreneurial leadership development, seeks to create dynamic leaders with the necessary skill sets to take organisations through periods of growth, change and or disruption whilst also not losing sight of their entrepreneurship vision that can also make the organisation, innovative, dynamic and responsive to new market dynamics.
07
Transition Impact
Increasingly transition impact has become synonymous with governments facilitating the move towards the development of high tech national economies. At the Eurasia Global, we have experience of a number of transition impact projects. In Russia we worked with high tech start-up companies from prestigious Russian Universities and Research Centres, whilst in Malaysia we were engaged to create national champions in the SSL/LED sector for international markets Both projects were undertaken in conjunction with Isis enterprise. In both cases the national and regional governments and their agencies were crucial facilitators of the underwriting of the projects.
08
Strategic Differentiation
Differentiation is a strategy employed by businesses to increase the perceived value of their brand or product as a way to entice buyers to choose their products over similar products offered by their competitors. Being able to influence the perception of value will naturally generate advantage in the market. Moreover, the higher the perceived value your customer’s associate with your product or service the higher the price they may be prepared to pay. The question many organisations face is how to define value. Those organisations that have achieved focused differentiation often by leveraging on emotion as well as utility for their product or service can command a very high price.
09
Competitive Pricing
Competitive pricing is closely associated with the strategic differentiation models. How you price your product or service is critically important. The Eurasia Global has had years of experience in emergent markets where consumers are price sensitive. When we went into China, for example, we were being continually pressured to reduce our prices resulting in very narrow margins. Like many firms in this market we were just hanging on. On the brink of financial extinction in China in 2012 we opted for radical revision of our pricing structure and doubled our prices.