Schweizer Softwareschokolade im Wüstensand

Andrej Vckovski 2013-03-12

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http://nca.me/l

Zuerst kleine Umfrage:

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Netcetera Gruppe heute

Netcetera D|ONE Braingroup 282 19 24

Zürich 1996 151 19 18 Skopje 2001 102 Dubai 2006 4 Vaduz 2007 7 Bern 2007 18 Brno 2011 6

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Netcetera Business

Energy 5%

Finance & Insurance

49%

Health 8%

Payment & Cards

12%

Public Service

3%

Other 8%

Transport 15%

Revenue by sector

T&M Projects

54%

FP Projects

30%

SLA (Maint.)

9%

SLA (Ops.)

4% License 3%

Revenue by type

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Zwei Märkte

Absatz Talente Zürich, Bern

Vaduz

Dubai Skopje, Brno

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Wieso Dubai? 2005: 3Corporate Strategy 2006 – 2008

Management Summary

During the period 2006 to 2008, the Netcetera Group pursues a growth strategy in three dimensions: people (~ +10-15% p.a.) profit (~ +1-2% p.a. of turnover) planet (international)

We will provide full life-cycle services (plan-build-run) in the high-end ICT area to customers in finance, geo-information, and emerging

domains (event management, healthcare, government) as well as to everyone in the field of payment technology

Kriterien 1. Wenig Mitbewerb, nicht-gesättigter Markt 2. Realistische Preisbereitschaft, auch für “CH-Levels” 3. Genügend Nachfrage 4. Erreichbar

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2006: Business Plan

2Netcetera in the Gulf region

Business Idea

There is a potential demand for Netcetera Services in Gulf Region, even though they might be comparatively expensive with respect to local or Asian competition: Swiss Quality brand: High quality might be expensive

upfront, but total cost of ownership is probably lower Netcetera experiences and track record in certain

domains allow fast and reliable implementation and thus reducing cost

With adequate partnering (local IT and consultancy companies) we can support market entry and market knowledge

3Netcetera in the Gulf region

Business Idea (cont.)

The region is rather homogeneous in terms of business culture, demand and language. After a successful start, e.g., in Dubai, the services could be extended to: Other emirates Bahrain, Qatar, Oman Egypt Saudi Arabia

A presence in Middle East could in the long term also serve as a hub or exchange point with the growing and strong IT industry in India for Recruitment Partnering

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ist

das?

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2006: Erstes Projekt

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2007: Office opening

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Wo stehen wir heute?

• 4 Personen vor Ort, dringender Bedarf nach mehr • Hauptsächlich im Gesundheitssektor, aber auch

andere • Tal der Tränen ist durchschritten, Berg des

Schweisses steht an (hohe Nachfrage)

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Kriterien 1.Wenig Mitbewerb, nicht-gesättigter Markt 2.Realistische Preisbereitschaft, auch für “CH-Levels” 3.Genügend Nachfrage 4.Erreichbar

Erkenntnisse

Kriterien 1.Wenig Mitbewerb, nicht-gesättigter Markt 2.Realistische Preisbereitschaft, auch für “CH-Levels” 3.Genügend Nachfrage 4.Erreichbar

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Erkenntnisse

Hofstadter's Law: It always takes longer than you expect, even when you take into account Hofstadter's Law.

Business Case Law: It always takes longer and costs more than you

expect, even when you take into account Business Case Law.

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Team!

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Präsenz

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Kultur

champion-fromherz4-edited-for-dubai.JPG

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Schweiz ist Europa ist Schweiz