Please help us
to improve our services by taking a few minutes to respond to any or all of
the ten topics below, as explained in the two right columns.
You can also download the
Survey (Adobe .pdf).
If you prefer, just
call us at 847-304-4655 to discuss your thoughts on these or other topics
which would help us to better anticipate and respond to your own specific needs,
or send us an e-mail.
is not a survey designed to gather opinions, perceptions, or statistics for
quantitative analysis (hot topics, trends, etc.) or for public relations
purposes. As a self-selected population, it would not be
a statistically valid sample for market analysis.
We just want to better understand the investment priorities and past
experience of the executives who use this website and our services so we can
learn how to better serve you
and similar executives in the future.
use these basic, open-ended questions to seek your insights and suggestions
for improvement of our services to yourself, and to thereby recognize and
meet common needs
among the many top executives we serve.
We want to develop practical knowledge about issues of common importance
to executives and their advisors through feedback from executives to share "lessons
learned" and "proven solutions",
and to identify potential changes they foresee in their global operations.
|We will use such feedback to help focus our limited resources on common
priorities. This complements our direct work with executives about
their active and future investment plans and strategies, and expands our
knowledge about past projects.
All survey responses are confidential.
Survey and explanation (.pdf file) >
|This research helps us
to anticipate how to meet future needs as we do our research and networking.
We do not publish or distribute survey responses to others.
the ten topic headings below into your reply, whether
by e-mail or by fax to 847-304-5375. You can also
mail replies to the address at the bottom.
below elaborate on the ten suggested topic headings for replies, as listed at left.
See also two Optional
These are short topic heading examples. Feel free to elaborate on any topic as much as you
wish, or call us about it.
- explained at right
strategic location or alliance issues
challenges for project planning
3. Local knowledge to plan investment decisions
4. Interest in local experiences of other investors
5. Services you may need help to find
6. Places you may need to research
7. "Lessons learned" from past projects
8. "Proven solutions" which you already found
9. Project timing, frequency, scale, type
10. Project decision makers, team members
Optional questions :
to follow-up with you or colleagues
Sharing your insights - but not without your OK
replies by e-mail to :
Fax : 847-304-4655
Global Executive Survey
P.O. Box 439
Fox River Grove, IL 60021-0439
Bruce Donnelly if you would like to discuss either the survey or your
corporate development interests, such as to explore how we may help you.
We hope you will also choose to share your "lessons learned" and "proven
solutions" from past projects, and any suggestions of useful resources to
share with executives with similar interests, so that we can continuously
improve the value of this free service to executives.
TEL : 847-304-4655
If you would like to have networking opportunities to meet informally or
communicate with executives who seem to share your interests, please tell
We are evaluating the level of interest in such activities among top
executives, and their preferred way to handle such personal introductions
and professional networking activities.
strategic location or alliance issues for the expected changes and plans of
Which regions of the
world (including the US) are places where you expect to need to plan
significant changes to your operations in the years ahead? What
is driving these changes? How large or critical is the commitment
involved (not just financial, but to the company's future)?
In the case of alliances, are you seeking R&D
collaboration with universities or other businesses, support for market
entry or product commercialization, or knowledge-based services and
intellectual property development (and protection) in new locations?
What types of changes do you foresee, and what support
might you need for such decisions which you may not already know where to
find? Which markets (whether you already operate there or not) do you
need to monitor very carefully for changes which might affect your
Expansion in a US
region, or Canada, Mexico.
IT development or
support work in India.
operations in China or elsewhere in Asia.
services centers worldwide.
M&A or partner
search in Eastern Europe.
operations in South America.
centers - global service network.
relocation of US or European units.
driving these changes
Scope and strategic impact
of the likely commitments
Changing markets which need
to be monitored closely
priorities to support strategic planning.
Services you might
need help to find - location selection
challenges for project planning
In the past,
what have you found to be the most difficult issues to address when planning
What do you expect to be challenging for future projects,
and what could be done now to make your task easier?
information about local labor markets
availability of critical skills
between regions or countries
implications of location alternatives
and taxation implications
other recent investors have encountered
importance of many qualitative differences between competing locations
|3. Local facts,
market knowledge, or support services needed to reach investment decisions
What could local
area representatives or professional service providers do to organize facts
and share local market knowledge and contacts about locations of potential
interest to you so that it would be faster and easier to develop and
implement your project plans?
You have presumably
seen some of their websites, and what they already provide. We provide
links to thousands worldwide. What is missing or would add high value
for your planning purposes?
Timely profile of
the available labor force and skills
information about local wages and benefits
and lead times to major markets
supplier base, markets served
Facility costs and
typical terms of sale or lease
Available site and
facilities, prior history
Telecom and energy
processes, investment incentives
experience by other investors
If you were
deciding between competing investment locations, what types of executives
would you want to contact about their experiences doing business in those
areas, and what would you most like to find out?
would you expect to perform such research, and how important would you
regard this as a factor in the development of your plans?
Is this part of your "due diligence" on project plans?
at recruitment and retention
performance, employee relations
Quality of the
local supplier base, support services
environment, attitudes toward investors
Recent or expected
changes in the area
executives within the area
reinvestment, satisfaction with the location
If they weren't
there already, would they invest there?
Who to ask, who
should do it to make it credible, etc.
Can much of this
be done in advance by a professional?
|5. Services you
use, or may need help to find
You may already
have well-established professional service provider relationships for the
places where you already do business (accountants, lawyers, corporate real
estate brokers, tax specialists, logistics, etc.).
Would you recommend
any of these highly to other executives who are considering investment in
such locations? What professional services might you expect to need to
find when you set up or acquire operations in new locations? Are you
considering changes to existing relationships?
Specific referrals to respected services you use, and the scope of their
For example, they may be very good in some parts of the world or some
specialties, but not in all areas or the multi-disciplinary challenges of a
new business location.
introductions if you feel that we should become familiar with their
capabilities to help others.
Changes which may be considered in the future
New services which may need to be found; where, when.
Please include in your Survey reply :
Name and position title
Phone, fax, e-mail
A brief description of the company, such as key points which differentiate
it and drive success.
On request, we will distribute a report about the key conclusions from our
Please tell us who should receive a copy, and how we should send it (address
Our intention is to send a brief e-mail when the report is available, with
an executive summary of the key conclusions and a link to download the full
report (Adobe .pdf file).
We welcome suggestions
for specific future research related to this specialty which you believe
would be particularly helpful.
Research Sources and Contact Referals
We welcome suggestions
of industry or professional associations which you think would either have
interest in our work or be a useful source of research information or
personal contacts among similar executives.
We also welcome
suggestions of existing research sources and publications which you find to
be particularly helpful for reference when facing corporate development
issues such as those found in this Survey.
Finally, if you can
suggest professional service providers or peers among executives at other
companies who you regard as trusted advisors for issues such as those found
in this survey, we would welcome your referrals to expand our own network of
contacts, or please let them know of our work.
Thank you very much for
|6. Places you may
need to research
Even if any investment plans
are not imminent, there may be places where you want to start learning more
about the business environment for investment because of the possibility of
What locations might be of potential interest, and why?
Is the interest at this point very exploratory, or is a
project fairly likely to develop within the next year or two?
How is China changing? Russia? Eastern Europe?
Is Korea a
potential base of operations to service company interests in the northern
Asia Pacific region?
What is happening in India, other than some of the tech
clusters such as Bangalore? How is it changing?
Is Brazil becoming too risky for investment again?
How are investment conditions changing in Mexico?
How are state budget crises and other changes affecting
negotiations for US projects among the various states?
Are costs significantly lower in Canada than the US?
learned" from past projects
What was it really like to set up a new operation somewhere, or expand,
relocate, consolidate, or close operations?
What would you want other executives to know, which you
wish you had known beforehand?
How would you plan such projects differently now?
What proved to be critical to the success of the investment?
What made it better or worse than you had expected?
Recruit a local HR leader early, if not first.
planning very early for expatriate assignments, and get help figuring out
compensation issues, tax compliance
Getting critical equipment imported can be difficult in
some countries, or approvals can delay the process and project.
The lead time for investment project approvals and any
incentive negotiations can be months longer than expected.
solutions" which you already found
found what you needed to make a project work, despite the challenges.
Share whatever you can (non-confidential experience using specific
information resources or professional service providers) so that others
don't have to "re-invent the wheel", and can be referred to good services
which you would use again.
Such referrals need not
be attributed to you. We can make the introductions privately, or
openly through this website, without citing the source of the suggestion.
construction and project management firm in China, or logistics
professionals for getting products in and out
and tax counsel for doing business in Brazil, including intellectual
property issues, royalties, etc.
HR professionals for setting up operations in India
HR professionals for planning restructuring in Europe,
such as the complexities of facility closures, relocations, etc.
Global IT infrastructure support, capable in emerging
markets rather than just highly developed countries
Location selection and incentive negotiations in the US
timing, frequency, scale, type
How soon might
your company make an investment decision for a major project somewhere (new
location, merger or acquisition, alliance, expansion, relocation,
consolidation, closure), such as a change which might affect 50 or more jobs
over time, or have a strategic impact on the future performance of the
How often do such situations arise at your company?
What is the likely scale of future investments, and how would you
characterize them? For example, are they highly labor-intensive or
Are they commitments
to new markets, or expansion within existing ones? Do they involve new
products or services, or the growth or redeployment of existing operations?
Considering a project in <location>, within <time>, probably involving <new
jobs> and <capital investment> as a new product is launched in that regional
alliances, R&D collaboration, joint ventures, academic linkages,
privatization opportunities, etc.
May consolidate operations in <region>
Mostly just expanding at existing sites. Adequate
space for the next few years. Unlikely to need new locations.
M&A activities might change the picture suddenly, such as
to evaluate the operations which may be acquired, or reconsider the location
of the acquired operations, or the need to consolidate or expand such
operations with others.
decision makers, team members, and decision process
Who gets involved in planning investment projects?
Who takes the lead in the planning work, and the eventual approval of the
Multi-disciplinary team typically considers all aspects of the changes to
the business; who participates, leads?
Line executive designated to lead the project(s) : who?
Process for financial and top-level project approval, and
the role at different stages of project planning.
Survey follow-up contact instructions
indicate when we should contact you if you would like to discuss your reply,
the results of this research, or how we may assist you directly.
Please include your name, position, company, address, phone,
fax and e-mail so that we may update our records and schedule follow-up
action as you suggest.
If we should contact other executives at your company, or
friends at other firms, we welcome your suggestions.
OPTIONAL (B): Sharing your
insights, with prior approval
We do not intend to
quote or publish survey responses. There may be ways, however, in
which you would be willing to share your insights with peers.
Please let us know if you would be willing to allow us to
privately quote specific remarks for attribution when we are working with
other executives who can benefit from your insights, or introduce you if you
are willing to have other executives contact you when facing similar issues,
or if you would like to have networking opportunities to meet with such
peers, as in the case of a special interest group focused on a particular
topic, industry, or region.
You may already know that there is no need for timely support
action by us during the next few months, but may already want to introduce
ourselves or meet other executives or service providers at the appropriate
time in your planning work.
This helps us to be efficiently responsive. If we may be
able to help you, whether now or in the future, we prefer to personally
introduce ourselves so we can consider your expected interests as we plan
our research work.
Unless you indicate otherwise, we assume that all remarks are
to remain confidential between us.
We use responses to guide improvement of our services to
executives such as yourself.
This helps us to identify useful services, important unmet
needs, and to anticipate future research priorities and contact needs, so
that our services can become more responsive and valuable for the benefit of
replies by e-mail to :
or by fax to 847-304-4655, or by mail to the
address at right.
P.O. Box 439
Fox River Grove, IL 60021-0439