 |
| Company Type |
|
Private |
|
|
|
| Sales 2004 |
|
$15m |
|
|
|
| 2004 People |
|
50 |
|
|
|
| Product |
|
New Lithium Battery technology for Cell
Phones |
|
|
|
| Funding stage |
|
Currently C-round US VC funded with total
of $25m raised |
|
|
|
| Critical Expansion stage |
|
European market entry for marketing/sales
office potential additional manufacturing site |
|
|
|
| Market stage |
|
20% p.a. market growth with 3 major European
competitors |
|
Cell Battery, Inc. a California company, formed six years ago
has seen increasing acceptance of its technology in the United
States. Its technology doubles cell phone battery life and US
sales have been increasing annually since inception.
The president of Cell Battery decided that with a firm footprint
in the US market, it is time to expand internationally. This decision
is supported by the fact the company received inquiries about
its product after it was profiled in a leading technical journal.
Expanding internationally represents major challenges and opportunities
for Cell Battery. While its sales force is experienced in the
US market, it has no international experience. Management is certain
that its technology will be accepted in Europe as well. To explore
the European marketplace, the company plans to attend an IT tradeshow
next year in Hannover, Germany. Cell Battery's CFO estimates that
exhibiting at this tradeshow and the related travel expenses will
cost at least $100,000. Unfortunately, there is no one on the
company's sales team who has either the time nor the experience
to coordinate the logistics of attending this tradeshow, or to
analyze the European marketplace in advance of the show.
Depending on the outcome of the tradeshow and the contacts made,
Cell Battery may start its European expansion with a small sales
office. Management believes that a sales "super star"
within the European industry may be a logical choice to head up
these efforts as European VP of Sales and Development. However,
Cell Battery needs to devote resources to mission critical tasks,
such as sales and marketing, without creating a large administrative
infrastructure. At the same time, prompt access to accurate financial
data and complying with local laws and regulations is crucial.
There are no venue preferences for its European office. It may
turn out to be the home country of European VP of Sales and Development.
Cell Battery's CFO is uncertain what legal status its European
operations should adopt and what the potential tax implications
are in this regard.
| Samuels, Green, Steel, & Adams, LLP |
|
| |
|
|
To role play Cell Battery's president. |
|
| Orr Rosenfalck, Rayner Essex, Audit de France
- SODIP, Häckl und Partner GmbH |
|
| |
|
|
Legal and tax issues concerning European operations.
Outsourcing of administrative functions |
|
| EuroVat |
|
| |
|
|
Talk about VAT refunds on tradeshow expenses |
|
| N2Euro Group |
|
| |
|
|
Outsourcing the logistics of tradeshow attendance
and analyzing the European marketplace in advance of
the show. |
|
| Yes Partners |
|
| |
|
|
Finding the right person for your European operations |
|

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