altech-business plan

8/7/2019 AlTech-Business Plan

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AlTec Industrial

XU, 2010

Expansion to EthiopiaInternational Business (BUAD500)Submitted to:-Professor William Boyce,By:-Christine Reed, Liu Xiaoxing, Tsegaye Mulugeta , Trevor Grandle


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EXECUTIVE SUMMARY

AlTec Industrial has become one of the most successful aluminum producers and

distributors in the United States market over the past 40 years. The variety of the product line, an

experienced sales staff and management team, and the exemplary quality of the product makes

AlTec Industrial a leader in the United States aluminum business. However, despite the

tremendous success experienced at the national level, increasing competition and an almost

entirely saturated aluminum market in the United States has forced us to seek strategic

opportunities for expansion and new market potential at the international level. Therefore, after

extensive market analysis, research, and financial and staff preparation, the company has decided

to enter the international market.

AlTec Industrial plans to export its aluminum products to one of East Africas newly

emerging markets, Ethiopia. Thanks to the current governmental ruling partys policy of

developing the service and industrial sector, there has been a new push toward construction of

large energy efficient commercial buildings in the country, and especially in Ethiopias capital

city, Addis Ababa. This is the basic target market of our aluminum products, and the green

construction concept of the country will add to the demand for the product. Although aluminum

is an essential tool in the building process, the market is highly under-saturated, currently being

served by only one major provider.

There are obvious risks associated with the expansion of AlTec Industrial into the

international market, including the challenge of winning new business, the potential change of

priorities of the ruling government, and finally potential supply chain problems not encountered

with the required operating channels within the United States. Although the risks are real, should

this venture proves successful, the future health of AlTec Industrial and our place in the

aluminum market will be solidified. Additionally, we will be primed to expand into surrounding

African countries, as Addis Ababa is the capital city of Africa itself.

The senior management at AlTec Industrial strongly encourages the board members to

approve this new venture and plan to begin working on the expansion immediately. Now more

than ever, the success and future health of this organization is dependent on our willingness and

ability to adapt. We have much to lose by not expanding, and much to gain through the hard

work, preparation and finally success of AlTec Industrials international venture.


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NATURE OF ALTEC INDUSTRIALS NEW BUSINESS VENTURE

AlTec Industrial, a United States based company, plans to begin exporting and selling

aluminum to the Ethiopian market. This new venture will include opening a new branch office,

as well as a warehouse facility to store the imported aluminum products. Finished aluminum

alloy parts will be the primary product lines carried, and a limited amount of aluminum ingots

(Fig A1) will be stocked for local manufactures. The Ethiopian operations will be an extension of

the parent company, AlTec Industrial. Our current expertise in sales and logistics across the

company will be leveraged to start local facilities. Supplies will be transported by ship from

existing smelting and finishing locations, primarily from the United States. The primary

customers will be Ethiopian commercial real estate construction projects.

The Ethiopian business will be supported by a local company office in Addis Ababa, the

capital of Ethiopia (Fig A2). The Ethiopian management staff will be led by a current employee

with the United States parent company. Other management staff will include corporate and local

human resources, while the sales staff will start small and grow as required. A local warehouse

facility will be leased or built. This local space will allow for quick delivery to customers and be

supported by the existing global supply chain. Products not stocked locally can be sourced from

other warehouses in US or directly from the manufacturing facilities.

EXTERNAL ANALYSIS OF ETHIOPIA

Politics

The Federal Democratic Republic of Ethiopia has a parliamentary based federal structure

which is composed of nine regional and two federal states. Addis Ababa, the capital city, and

Dire Dawa among other large cities, are the federal states capable of generating their own

revenue. The country has two houses: the council of peoples representatives, the highest

authority of the federal government, and the council of federation which has the power to

interpret the constitution. The position of the head of state is highly honorable, while executive

power is held by the prime minster. The national parliamentary election is held every five years,

and was last held inMay of 2005. The government is currently providing support for any

investments in the country to support the growth of the Ethiopian economy in all aspects

(Pearson Education, 2008). Therefore, the Political situation in Ethiopia is stable, making the


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expansion attractive and allowing for our business to thrive in a governmentally supportive

environment.

Economy

The Economist magazine predicts Ethiopia's economy will grow by 7% in 2010 and

predicts that the country will be the fifth fastest growing economy in 2010 (The Economist,

2010). According to the magazine, Ethiopia's Gross Domestic Product (GDP) is expected to

reach $35 billion in 2010 and inflation is estimated at 12% (Nazret.com, 2009). In addition, the

CIA world fact book has reported incremental gains in the countrys GDP from $71.07 billion in

2008 to $76.04 billion in 2009 (Central Intelligence Agency, 2010). AlTec Industrial therefore

expects the economic trend to continue, allowing the strong economy to support our expansion

into Ethiopia.

The countrys GDP has also showed incremental gains over the past five years. The

current government is following a free market policy that motivates investment in the country,

and has set up governmental offices to work with any business entity to make the transition and

investment as smooth as possible (Ethiopian Investment Agency, 2005). The below graph

demonstrates the steady increase in real GDP between 1991 and 2007 (Vital Seeds, Inc. 2007).

Technology

The shift that Ethiopia is currently undergoing is from an agriculture based economy to

one of great industrial development. For this reason, there has been massive infrastructure

development, including the construction of tall, energy-efficient buildings. Given the pace of

development, the green building concept is the most widely used technology alternative that


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helps to utilize sunlight throughout the day, therefore requiring the buildings be covered with

glass. In doing so, construction companies have found aluminum to be the ideal technology in

affixing the glass to the buildings.

Pure aluminum, a silvery-white metal, possesses many desirable characteristics ideal for

this green movement. It is light, non-magnetic and non-sparking, stands second among metals

in the scale of malleability, and sixth in ductility, making it easier to work with (Los Alamos

National Labs, 2003). Aluminum is remarkable given the metal's low density, and for its ability

to resist corrosion due to the phenomenon ofpassivation. Structural components made from

aluminum and its alloys are very important in areas of building construction, not only in the

United States and Ethiopia, but increasingly across the globe. Therefore, aluminums increasing

popularity and importance in construction makes it the ideal product to expand with into

developing nations, especially Ethiopia.

ANALYSIS OF THE COMPETITION

The current aluminum supplier for the Ethiopia market, and especially in Addis Ababa, is

dominated by A.COM.EX, an Italian based company who mainly supplies aluminum for very

large construction projects (A.COM.EX, 2009.) All other aluminum needs are currently met by

contractors who deal directly with agents in the city, contacting suppliers to ship and deliver the

products for the specific project. This is not a cost effective and timely operation given the

tremendous growth rate of the industry.

Strengths

AlTec Industrial brings a number of strength to this business venture, including a great

deal of brand equity, known for exemplary service and product quality. Our company is

confident in our commitment to and experience in manufacturing as well as in our marketing

professionals, both of which have contributed to our success in the United States market. The

technology available to produce such a wide variety of aluminum products makes us especially

competitive. This, in addition to the employees shared vision of penetrating the Ethiopian

market will help AlTec Industrial to be opportunistic in the new international expansion plan.
http://en.wikipedia.org/wiki/Corrosionhttp://en.wikipedia.org/wiki/Passivationhttp://en.wikipedia.org/wiki/Aluminium_alloyhttp://en.wikipedia.org/wiki/Aluminium_alloyhttp://en.wikipedia.org/wiki/Passivationhttp://en.wikipedia.org/wiki/Corrosion


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Weaknesses

Despite AlTec Industrials success at the national level, there is no denying that lack of

experience in expansion to an international market is a significant weakness. The unfamiliar

name of AlTec Industrial in Ethiopian market is also the weak side of the company for

expansion. We encounter a number of risks given that fact alone, including insufficient

marketing information, paper based knowledge of the target market and society, lack of

communication style of the target population, shallow information on business communication

styles and implementation in construction industry of Ethiopia.

Complete dependence on the freight transporting companies to ship our various products

is also a weakness, as this takes the control over the timing and arrivals of shipments, including

arrival at the port, the Ethiopian warehouse, and to the consumer. We believe we have found the

solution in stocking over a months worth of product in the Ethiopian warehouse, but recognize

the potential for unseen problems in the future. The financial capacity and limitations of the

detailed market situation information also limit our lead time stock to a month and half only.

Opportunities

Addis Ababa has successfully become a regional business center for Africa, thanks

largely to its business-friendly environment and comparatively stable government, opening the

door for our own business expansion (Expogroup, 2009). The limited number of suppliers in the

city and the significant construction of commercial business buildings becomes a considerable

opportunity for AlTec Industrial. Additionally, the fact that English is the most widely spoken

foreign language in the country will help the United States sales and management teams

communicate easily with the Ethiopian office employees and customers with no language barrier

(U.S Department of State, 2010, Background Note: Ethiopia).

Threats

There are a number of threats we face by opening a satellite office in Ethiopia, including

pricing of the product. Transportation may affect pricing, as the global fuel price is fluctuating. It

is clear that price variation of the product may also affect customers satisfaction with the

products. The raw material cost, which is dependent on the global economy, might also affect the

variable cost of production. Specific to the market area, the upcoming election may bring a


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political change and the new government may change its focus from service industry to some

other sector.

Other threats include the sustainability of US-Ethiopia relationship, as the United States

has warned the Ethiopian leading political party that human rights abuse occurs and will not be

tolerated (U.S. Department of State, 2010, 2009 Human Rights Reports: Ethiopia). Additionally,

the growing presence of pirate activity in the Gulf of Aden threatens shipping lanes throughout

the region. Due to this increased activity, a great deal of attention is being paid to the activity in

this area of the world, and the United Nations in December 2008 approved a measure allowing

international forces to fight the piracy, in addition to the regular patrols (Matthew V. Veazey,

2009).

ANALYSIS OF THE POTENTIAL CUSTOMER BASE

Our customer base in Ethiopia is very similar to our customer base in the United States.

Ethiopian construction and engineering companies are the number one potential customer base

for the Ethiopian office of AlTec Industrial. There are over450 major construction and

engineering companies throughout Ethiopia, many of whom AlTec Industrial would be in

conversation with as soon as the office is established (Ethiopiabook.com, 2010). Awash

Construction Enterprise in Addis Ababa works primarily on constructing buildings, bridges and

roads, airport facilities, and hydraulic structures, while National Engineers and Contractors

Enterprise was established by Ethiopian engineers as a private limited company and focuses on

civil construction works, material and equipment supplies (Ethiopian Business Development

Services Network, 2010, Leading Companies in the Ethiopian Construction Center). MIDROC

Construction Ethiopia PLC, established in 1993, with a total investment in construction

equipment plant and facilities of Birr 500 million, more than 50 million USD, and engaged in a


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wide range of construction undertakings of all types and sizes is among the first line construction

company in the country (MIDROC Ethiopian Construction, 2009).

AlTec Industrial is thrilled the government is committed to opening areas of the economy

to foreign investors, and investors are welcome to invest on their own or as joint ventures. The

government is committed to continuing to improve Ethiopias investment climate in order to

offer sound business opportunities and a stable economic environment.

To encourage private investment and promote the inflow of foreign capital and

technology, Ethiopia grants 100% exemption from the payment of import customs duties and

other taxes levied on imports is granted to all investment capital goods, such as plant, machinery

and equipment. There are additional foreign investment incentives, including exemption from

profit tax for two to five years depending on the investment, the carrying forward of losses

suffered during the tax exemption period for half the tax exemption period, and duty free imports

up to 15% of the value of the capital goods imported for investment purposes (Embassy of the

Federal Democratic Republic of Ethiopia, 2010).

THE CURRENT ETHIOPIAN MARKET

The demand for aluminum in the African continent was 500,000 metric tons in 2007

(Gesamtverband der Aluminiumindustrie, 2008). Based on previous growth, the demand for

2010 is expected to be 600,000 to 700,000 metric tons. We predict that ten to fifteen percent of

this will be used in Ethiopia. The 60,000 to 105,000 metric tons will be distributed across

finished products with high profit margins and raw materials with lower profitability.

The Ethiopian economy is forecasted to grow seven percent in 2010 and be one of the

fastest growing, non-oil economies in Africa (Jimma Times, 2008). The commercial construction

market is experiencing strong growth as Addis Ababa becomes an international trading center.

This dovetails with an interest in efficient and green building technologies that use larger

amounts of glass and aluminum than traditional construction. These trends indicate a strong and

continued demand for aluminum imports.

BENEFITS

Ethiopia is the fastest growing non-oil producing economy in Africa (afrol News, 2008).

The strong economy is driving an increase in construction, especially in commercial real estate.


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This growth has encouraged construction projects with modern architecture, and aluminum is

widely used in these projects due to its strength and light weight.

Since 1991, Ethiopia has had a relatively stable political system. It has a hybrid

democratic system ranked 105 out of 167 by the Economist (2007). The government encourages

foreign investments and a large portion of their imports come from the US (Central Intelligence

Agency, 2010).

Success in Ethiopia would prepare the company to expand operations into other countries

in Africa. Relationships and networks built in the trade hub Addis Ababa will allow operations to

expand organically.

DESCRIBING THE 4PS

When deciding on the pricing structure of the aluminum in Ethiopia, the greatest factors

in successfully pricing the product are the quality, the competition, and remaining customer-

oriented. Perceived price is yet another layer to consider and not only includes the monetary

price but also the availability, defects, use and search time, and risk of dissatisfaction.

AlTec Industrial provides high quality aluminum that often exceeds the aluminum

industry standards to all customers nationally and now internationally. We will continue to strive

to provide quick turnaround from when the product order is placed to when the product is

received by the client. Our aluminum is free of many common defeats of lesser quality providers

and comes with a satisfaction guarantee.

The prices offered by the competitors and the base market price of aluminum must be

seriously considered and monitored as it is constantly changing in global markets. Although

aluminum is $1.11/lb of raw material today, our sale team will be well educated in the intricacies

of buying and selling, and be willing to negotiate pricing on large orders (London Metal

Exchange, 2010).

To remain customer oriented, it is important for AlTec Industrial to take into

consideration the resources of the Ethiopian engineers and construction companies, which often

differ from the resources of many companies in the United States. Although it is our goal for the

Ethiopian expansion to be a profitable endeavor, AlTec Industrial recognizes the importance of

winning customer loyalty.


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Promotion is centered on four primary marketing concepts advertising, personal selling,

publicity, and sales promotions. Each of these four factors is influenced by a firms financial

resources, the nature of the market, and nature of the competition. AlTec Industrial is profitable

and has healthy financial resources to invest, is entering into an under-saturated market in

Ethiopia, and will specifically focus on advertising to our target market in addition to personal

selling by the sales team.

The advertising and personal selling will focus on educating construction companies and

their clients not yet utilizing aluminum products, in addition to soliciting the business of those

who already do. AlTec Industrial will strive to further educate potential customer by focusing on

the specific strengths of both aluminum and AlTec Industrial. The strongest selling point is the

products light weight and high strength in addition to the durability of aluminum alloys, and

being corrosion-resistant requiring no protective finishes. Additionally, aluminum is ductile and

can be formed into innumerable profiles, ideal for the modern yet functional buildings being

constructed in Addis Ababa.

Personal selling will also promote aluminum as a provider of a high degree of radiant

heat reflectivity regardless of the roofs slope, ideal for the Ethiopian climate, preventing heat

transfer and subsequently lowering energy costs (The Metal Initiative). An additional cost saving

measure is that aluminum is virtually maintenance free, unlike wood and steel.

Regardless of the project, aluminum can be of great use to the construction company. A

newer technique in construction involves aluminum structural framing, capable of handling

heavy loads more effectively than welded steel. Aluminum comes in a variety of applications,

including extrusions, sheet, forgings, castings, and plate. Finally, in most construction scenarios,

aluminum applications are light enough to be handled by one worker, thereby simplifying the

material handling activities and erection process (The Aluminum Association, 2008, Geodesic

Domes).

Place, also known as distribution in the marketing world, is the least exciting of the four

Ps. AlTec Industrial is primarily concerned with the physical movement of the product from the

United States to Ethiopia, and specifically the physical distribution activities: order processing,

material handling, warehousing, inventory management, and transportation.

The first, order processing, will first take place at the Ethiopian office between the

Ethiopian sales team and the United States supplier office. Concerning material handling, the


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aluminum will be taken from our US warehouse and transported via cargo boat to the Port of

Djibouti. AlTec Industrial will have access to temporary holding at the port, and the aluminum

will then be transported via truck to our office warehouse in Addis Ababa. Customers will have

the ability to pick up the aluminum product or have delivery to their construction sites.

PRODUCT SALES IN ETHIOPIA

Compared to normal B-to-C business, the aluminum alloy trade is a typical B-to-B

business. Our customer base is limited to three major groups: builders, developers, and the local

government. Because Ethiopias building market is in an early phase of development, it is

possible to sell our products to customers directly without the necessity of involvement from any

other distributors. Securing a strong and stable relationship with Ethiopian customers is also a

key success factor for further market penetration.

Therefore, AlTec Industrial will build its own sales team. All of the team members, both

those recruited locally company and those hired in Ethiopia, will be experts in Ethiopias

aluminum market and the international aluminum market. They have the responsibility to

represent and provide our products to customers directly while building long-term relationships

with both present and potential customers. To become a high-profile company in Ethiopia, for

the first several years AlTec Industrial anticipates having to spend a significant amount on

advertising expenses, specifically in professional, trade-specific magazines and local newspapers.

We will also strive to keep prices competitive without compromising the quality or integrity of

the product.

Furthermore, the Ethiopian government has ownership of land and prefers to invest in

infrastructure, it is important to build a solid relationship with government (Central Intelligence

Agency, 2010). AlTec Industrial will hire individuals with strong local, governmental, and

industrial connections.

As an auxiliary sales channel, AlTec will create and manage a webpage, one of the most

useful methods for B-to-B business. By utilizing both Amharic and English options, all current

and potential customers will have access to and contact with AlTec directly and easily.

OPERATIONAL NEEDS


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AlTec Industrial will be establishing a Greenfield operation,in that we are a foreign

company investing in the land and infrastructure that will support our aluminum business in

Ethiopia. Although we will be starting from scratch in Ethiopia, we will have the full support of

AlTec Industrial backing the endeavor, and supplying the funds to purchase or construct a

satellite office and warehouse, as well as hire and employ staff, and provide support through a

dedicated team in the United States to coordinate shipments.

HUMAN RESOURCE NEEDS

In order to successfully establish a satellite office in Addis Ababa, AlTec Industrial plans

to promote from within, hiring a highly motivated worker with at least a ten-year company

history and with polished management skills to establish the companys offshore office in

Ethiopia. There will be an application and interview process at the United States corporate

headquarters, with applications being submitted by interested employees and management

recommendations. Compensation will be similar to that of a President of a division in the United

States, with the possibility of additional benefits for willingness to undertake the African sector.

In establishing this representative office, the President of the African Division will be

responsible for hiring local employees with experience in construction sales and strong business

contacts as sales representatives. The sales team will be made up of ten individuals, ideally

Amharic speaker, the national language of Ethiopia, and be fluent in English as well (Ofcansky

and Berry, 1991).

AlTec Industrial will send over two corporate trainers to Ethiopia branch for two week

session biannually to train new employees about the corporate structure, history, and the product.

An experienced Ethiopian human resources manager will be hired to work closely with the

President, and communicate effectively the rules and regulations of HR in Ethiopia to the sales

and warehouse employees. An international accounting and legal specialist will be hired to help

reconcile the tax and accounting obligations with those of the parent company in the United

States.

The warehouse team will be responsible to oversee incoming shipments and deliveries

that take place on a daily basis, as well as the proper storage of the aluminum. They will be

compensated as is typical in Ethiopia, and will be responsible for communicating effectively

with the Ethiopian sales staff, who must communication effectively with the United States


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offices when placing orders and scheduling shipments. Finally, a maintenance staff of three

people will be hired to manage the upkeep and cleanliness of the management and sales office

and warehouse.

PROJECTED RISKS

There are several projected risks associated with opening an overseas branch of the

Aluminum Company. The first anticipated risk is winning business, though international trade is

essential to the health of the aluminum industry. U.S. exports of aluminum in 2006 totaled 6.6

billion pounds, which was a 17% increase over 2005 (The Aluminum Association, 2008,

Industry Overview). Although Canada and Mexico are among the U.S. industrys largest trading

partners, we are optimistic that expanding into Africa is the right move for the future of the

industry.

The Ethiopian government poses several risks, including the question of the

governments stability and unwavering support including current incentives offered. The national

government is a federal republic, or a state in which the powers of the central government are

restricted and in which regional governments retain a degree of self-government; ultimate

sovereign power rests with the voters who chose their governmental representatives (Central

Intelligence Agency, 2010). Because of this, although Ethiopia is experiencing a construction

boom, the next government may choose to focus on environmental and farming issues.

According to a general manager at an Ethiopian construction firm, they must regularly

face several bureaucratic obstacles including stiffer governmental regulations, including that

construction firms are now held responsible for building delays, regardless of the cause (delays

from the governmental customs authority), and held responsible for paying fines, thus

encouraging corruption (Ethiopian Business Development Services Network, The Ethiopian

Construction Sector). Nonpayment is another common risk, as individuals may claim lack of

funding following the completion of the project. It can also difficult to obtain letters of credit and

collateral requirements for loans.

We are also cautious regarding supply chain problems, as we do not plan to produce the

aluminum in Ethiopia. It is important to recognize that although very close to the Gulf of Aden,

Ethiopia is a landlocked country. Transported aluminum will have to travel through the port of

Djibouti and over the border into Ethiopia and to Addis Ababa, where a main highway route


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already exists and is used extensively by Ethiopians (Central Intelligence Agency, 2010). The

Ethiopian infrastructure is exceedingly poor and undeveloped according to the U.S. Department

of States Country Commercial Guide (2000). However, it has made great leaps in the past ten

years thanks to Chinas recent investments in road construction, healthcare, telecommunications,

and water infrastructure, as well as a plan established in the late 1990s to expand the road

network by 80 percent by 2007 (addisportal.com, 2010). Additionally, the Port of Djibouti is run

by DP World, one of the largest marine terminal operators in world and operates across 31

countries. The port is currently running at 85% of its effective capacity (Fig A3), and continues

to work on identifying areas of improvement (DP World).

STRUCTURE OF THE NEW BUSINESS

The expansion into Ethiopia will operate as an independent profit and loss unit of the

company. The president of operations will have management control for all sales and warehouse

activities in the country. This control will include day to day operations as well as strategic

responsibility to grow the business. The president will report to the senior management of AlTec.

The senior management staff will support Ethiopian operations as appropriate but ultimately

local management is responsible for the health of the unit.

RESUPPLYING ALUMINUM

Regarding transportation and storage of our aluminum products, AlTec Industrial will use

marine transportation to get our aluminum products to Ethiopia. Finished products will be loaded

at New York and unloaded at the Port of Djibouti. The total lead time for seaborne shipping is

anywhere from 22 to 30 days. Shipments of the aluminum products will be sent monthly to

Ethiopia.

From the Port of Djibouti to Addis Ababa, there is about 900 km of road to travel. We

will use the transportation company that has been appointed by the Ethiopian government to

carry our products to warehouse, and the same to carry our products from our warehouse to

customers. The transportation lead time from the port to warehouse will be from 3 to 5 days.

Therefore, the total transportation lead time will be 25 to 35 days. In order to avoid shortage of

stocks, 1.5-2 months worth of estimated inventory will always be retained. The local employees


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will be responsible to accept, clean, and check products in the warehouse, and will receive

extensive training prior to the business opening.

The Ethiopian office will translate, supply, and record all of the information for sales and

logistics. Thanks to technology, this in addition to all inventory and sales forecasts will be

constantly available to AlTec Industrials headquarters to monitor and adjust the logistical plan

as needed.

FINANCIAL STRATEGY

Our Ethiopia branch is forecasted to contribute a net profit of $10 million for the first year,

$42 million for the second year, and $73 million for the third year. For the economic

development of Ethiopia and expanding market share, our new company will bring more and

more profit to AlTec Industrial.

We anticipate our new branch will take 10% of Ethiopias market for the first year.Furthermore, this share will grow to 20% in the second year and 30% in the third year.

Though for the first year (- $11.7 million) and the second year (-$2.6 million), the newbranch is expected to put pressure on AlTec Industrials cash flow. We project that in the

third year ($30.3 million), cash flow will turn positive.

Because AlTec has enough cash to cover the new branchs cash flow needs, neither loannor long-term debt is required.


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SUMMARY OF PROJECTED REVENUE

Based on our analyzing, the aluminum market of Ethiopia will grow by 7% every year. OurEthiopia branch will grain 10% of the market for the first year. The total revenue of thecompany will be $293 million.

For the second year, our Ethiopia branch is expected to gain 20% of the market. The totalrevenue of the company will be $627 million.

For the third year, our Ethiopia branch will continue growing to 30% of the market share andthe total revenue will be $940 million.


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SUMMARY OF PROJECT PROFITS

According to our increasing total sales in Ethiopia, the net profit will also increase year byyear.

Packing and delivery expense, warehouse & office lease expense will increase as the samerate as revenue. Because more employees will be hired in order to follow the fast growing

business, salaries and wages will also increase. Furthermore, advertising expense and legal

fee for this new international business will also be paid in a high level.

Our Ethiopia branchs net profit is expected to be $10 million for the first year, $42 millionfor the second year and $73 million for the third year.


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SUMMARY OF PROJECT ROI

As shown in the graph above, the ROI (return on investment) of our Ethiopia investment iskeeping in high level.

In the first year, the ROI will be 23%. Furthermore, the ROI is 30% in 2011 and 29% in2012.


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3 YEAR FINANCIALS

INCOME STATEMENT (ETHIOPIA)

BALANCE SHEET (ETHIOPIA)


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CASH FLOW (ETHIOPIA)


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INCOME STATEMENT (ALTEC)

BALANCE SHEET (ALTEC)


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CASH FLOW (ALTEC)


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afrol News, [2008]. Ethiopia sees Africa's fastest growth. Available fromhttp://www.afrol.com/articles/28991[Accessed 3 May 2010].

The Aluminum Association, (2008). Geodesic Domes. Available fromhttp://www.aluminum.org/Content/NavigationMenu/TheIndustry/BuildingConstructionMarket/Domes/default.htm[Accessed 3 May 2010].

The Aluminium Association, (2008). Industry Overview: From Alumina to Automobiles.Available fromhttp://www.aluminum.org/AM/Template.cfm?Section=Overview&Template=/CM/HTMLDispla

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DP World. Container Terminal. Available fromhttp://www.dpworld-djiboutiport.com/sublevel.asp?pageid=10[Accessed 4 May 2010].

The Economist, (2007). The Economist Intelligence Units index of democracy. Available fromhttp://www.economist.com/media/pdf/DEMOCRACY_INDEX_2007_v3.pdf[Accessed 3 May2010].

The Economist, (2010). The World in 2010. Available fromhttp://www.economist.com/theworldin/index.cfm?d=2010[Accessed 3 May 2010].

Embassy of the Federal Democratic Republic of Ethiopia, (2010). Investment Incentives.

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APPENDIX

EXAMPLE OF ALUMINUM INGOTS,FIGURE A1

MAP OF ETHIOPIA,FIGURE A2


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EQUIPMENT AVAILABLE AT THE PORT OF DJIBOUTI,FIGURE A3

Yard Equipment

10 Rubber Tyred Gantries Cranes

13 x Reachstackers

2 x Empty Handlers

3 x Forklifts

126 x Reefer Plugs32 x Tractors

Gate Operations

4 gate lanes (2 in / 2 out)

Gate receival/delivery 24 hrs a day/ 7 days a week.

Cranes (4) 2 2

Type / Manufacturer ZPMC Reggiane

Lift Capacity 50 mt 41 mt

Out Reach 39.0 m 37.0 mBack Reach 18.6 m 10.5 m

Spreader Height Above Crane Rail 31.0 m 25.5 m

Crane Gauge 20.0 m 20.0 m

Gross Moves Per Hour 25+ 25+

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