Инвестиция, Предпринимательство

[Homo Sapiens]

В таком бизнесе(да и почти в любом) прежде всего создают команду.

[Nakomichi]

Вы не совсем правы. Есть разные модели начала бизнеса. Вариант с командой характерен для развивающихся или кризисных рынков. Он основан на энтузиазме и не может быть инвестиционным.

Когда мы говорим о создании консалтинговой структуры в Армении - на первый план выходит маркетинг (для него команда не нужна, достаточно оутсорсеров и правильной постановки задачи) и идея услуги. Команда строится по ходу в зависимости от стратегии и тактики развития

[Homo Sapiens]

Консалтинговый бизнес(или инвестбанки), как и любой бизнес не построеный на материальных активах(заводы, параходы, фабрики), имеет три составляющие - технология, команда, бренд. Поскольку бренд не обсуждается(речь идет о создании нового, да и врядли брендам интересна Армения сегодня), технологии либо покупаются либо внедряются командой, то остается только команда. Обратное не возможно. Этот бизнес построен на доверии и реноме. Реноме дают только бренд или команда. Все остальное вторично и наживное.

Зачем консалтинговой или инвестиционной компании маркетинг?

[Liloo]

June 29, 2005

>The End of the Rainbow

>By THOMAS L. FRIEDMAN

>New York Times

>

>Dublin

>

>Here's something you probably didn't know: Ireland today is the richest

>country in the European Union after Luxembourg.

>

>Yes, the country that for hundreds of years was best known for

>emigration, tragic poets, famines, civil wars and leprechauns today has

>a per capita G.D.P. higher than that of Germany, France and Britain. How

>Ireland went from the sick man of Europe to the rich man in less than a

>generation is an amazing story. It tells you a lot about Europe today:

>all the innovation is happening on the periphery by those countries

>embracing globalization in their own ways - Ireland, Britain,

>Scandinavia and Eastern Europe - while those following the French-German

>social model are suffering high unemployment and low growth.

>

>Ireland's turnaround began in the late 1960's when the government made

>secondary education free, enabling a lot more working-class kids to get

>a high school or technical degree. As a result, when Ireland joined the

>E.U. in 1973, it was able to draw on a much more educated work force.

>

>By the mid-1980's, though, Ireland had reaped the initial benefits of

>E.U. membership - subsidies to build better infrastructure and a big

>market to sell into. But it still did not have enough competitive

>products to sell, because of years of protectionism and fiscal

>mismanagement. The country was going broke, and most college grads were

>emigrating.

>

>"We went on a borrowing, spending and taxing spree, and that nearly

>drove us under," said Deputy Prime Minister Mary Harney. "It was because

>we nearly went under that we got the courage to change."

>

>And change Ireland did. In a quite unusual development, the government,

>the main trade unions, farmers and industrialists came together and

>agreed on a program of fiscal austerity, slashing corporate taxes to

>12.5 percent, far below the rest of Europe, moderating wages and prices,

>and aggressively courting foreign investment. In 1996, Ireland made

>college education basically free, creating an even more educated work

>force.

>

>The results have been phenomenal. Today, 9 out of 10 of the world's top

>pharmaceutical companies have operations here, as do 16 of the top 20

>medical device companies and 7 out of the top 10 software designers.

>Last year, Ireland got more foreign direct investment from America than

>from China. And overall government tax receipts are way up.

>

>"We set up in Ireland in 1990," Michael Dell, founder of Dell Computer,

>explained to me via e-mail. "What attracted us? [A] well-educated work

>force - and good universities close by. [Also,] Ireland has an

>industrial and tax policy which is consistently very supportive of

>businesses, independent of which political party is in power. I believe

>this is because there are enough people who remember the very bad times

>to de-politicize economic development. [ireland also has] very good

>transportation and logistics and a good location - easy to move products

>to major markets in Europe quickly."

>

>Finally, added Mr. Dell, "they're competitive, want to succeed, hungry

>and know how to win. ... Our factory is in Limerick, but we also have

>several thousand sales and technical people outside of Dublin. The

>talent in Ireland has proven to be a wonderful resource for us. ... Fun

>fact: We are Ireland's largest exporter."

>

>Intel opened its first chip factory in Ireland in 1993. James Jarrett,

>an Intel vice president, said Intel was attracted by Ireland's large

>pool of young educated men and women, low corporate taxes and other

>incentives that saved Intel roughly a billion dollars over 10 years.

>National health care didn't hurt, either. "We have 4,700 employees there

>now in four factories, and we are even doing some high-end chip

>designing in Shannon with Irish engineers," he said.

>

>In 1990, Ireland's total work force was 1.1 million. This year it will

>hit two million, with no unemployment and 200,000 foreign workers

>(including 50,000 Chinese). Others are taking notes. Prime Minister

>Bertie Ahern said: "I've met the premier of China five times in the last

>two years."

>

>Ireland's advice is very simple: Make high school and college education

>free; make your corporate taxes low, simple and transparent; actively

>seek out global companies; open your economy to competition; speak

>English; keep your fiscal house in order; and build a consensus around

>the whole package with labor and management - then hang in there,

>because there will be bumps in the road - and you, too, can become one

>of the richest countries in Europe.

>

>"It wasn't a miracle, we didn't find gold," said Mary Harney. "It was

>the right domestic policies and embracing globalization."

>

>--