Assessment of the austrian corporation's FDI in the economy of the voronezh region

1.

“ASSESSMENT OF THE AUSTRIAN
CORPORATION'S
FDI
IN
THE
ECONOMY OF
THE
VORONEZH
REGION ”
(ON
THE
EXAMPLE
OF
LLC
"BREWERY" KANZLER")
Supervisor:
Dr. Vito Bobek
Author:
Ekaterina Krasteleva
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2.

Problem statement
To increase the competitiveness of Russian
enterprises, it is necessary to develop a new business
model of investment projects that will increase the
interest of Austrian investors in placing FDI in the
economy of the Voronezh region.
The new business model of investment projects
should reflect the principles of the "Investment and
Development" strategy and be aimed at addressing the
social and environmental needs of the region.
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3.

Research Questions
Q1
Are FDI in ESG
projects the most
promising
for
emerging markets?
Q2
What are the main
factors
for
the
Austrian
Corporation's FDI in
the economy of the
Voronezh region?
Q3
What strategy is suitable
for
the
Austrian
Corporation's
FDI
to
increase
the
competitiveness of the
Voronezh enterprise?3

4.

Literature Overview
The main literature used to write MT
Moosa I. A.
Foreign
Direct
Investment Theory,
Evidence
and
Practice
Sharpe, William C., Bailey, Jeffr
ey W., Alexander, Gordon J.
Investment
Orlova E.R.
Razin A., Sadka E.
Direct
Foreign direct investment in Foreign
Investment:
Russia: from point-to-point
Analysis
of
modernization
to
stable Aggregate Flows
development
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5.

Used methodology & research design
Evaluation of the
SWOT analysis
Questionnaire survey
of beer producers
GAP analysis
effectiveness of the
project
Regression model
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6.

Dynamics of FDI in Russia, USD billion
The leaders among the investor
80
1,2
countries actively financing Russian
investment projects are Germany,
China and the USA.
70
1
60
0,8
50
The leaders among the sectors for FDI
are the agro-industrial sector, mining
40
0,6
30
0,4
and processing of minerals, production
of machinery and equipment, chemical
industry, pharmaceutical industry and
20
0,2
10
transport logistics.
0
0
1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2018 2019 2020
6

7.

Polynomial correlation of the dependence of the GDP of the
Russian Federation on incoming FDI 1990-2019.
Personality:
2500
S-shaped curve
2000
Transition to the
5th technological
stage
1500
1000
y = 0,01x3 - 1,4393x2 + 76,431x + 225,94
R² = 0,65751
500
R² = 0,65751
0
0
10
20
30
40
50
60
70
80
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8.

Dynamics of beer production in Russia 1992-2019, million decaliters
1200
1140
Since 2008, there has been a decline in beer production
against the background of the global financial crisis.
984
1000
950
838
774
800
703
600
728
683 676
516
400
279
335
218 208
200
In 2020, beer production in Russia increased by 3.3%.
In the first nine months of 2021, beer production in
Russia increased by 2.2% compared to the same period
in 2020.
0
1992 1994 1996 1998 2000 2002 2004 2008 2010 2012 2014 2016 2018 2019
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9.

Business
Model
Investment Management Center
FDI
Barley
production
(business
process)
BREWERY
Glass waste
recycling
(business
process)
Sales
Consumers
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10.

The main advantages of the "New Brewery"
business model
• Own production of barley for malt
• Austrian technology to ensure flexible
and cost-effective production of highquality beer drinks
Barley
Technologies
• Reduction of environmental pollution
through the production of eco-friendly
packaging from barley
Packaging
• Eco-friendly production due to efficient
use of water
Eco-friendly
• Production of own glass containers and
recycling of secondary raw materials
Glass tare
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11.

STRENGHTS
WEAKNESSES
Own retail chain (Hop mile)
Developed logistics system
Recognizable brand
Large assortment
Leading position in the market
Affordable prices
Good reputation among customers and partners
Exclusive beers recognized at Russian brewers '
competitions
• The market share of the Voronezh region is almost 30%
• Deterioration of quality due to sales of products under
the franchise
• Sales strategy in the lower price segment
• Negligence on the part of the staff (washing stage)
• High transport costs
S W
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12.

O T
• Entering new markets and neighboring countries
• Full transition to automated equipment
• Expansion of the production line (new varieties, new
tastes)
• Introduction of modern technologies
• Own production of raw materials
• Unique Austrian recipe
• Development of retail stores
• Improving quality
• Deterioration of competitors ' positions
OPPORTUNITIES
Competition from TNCs
State ban on advertising alcoholic beverages
Annual increase in the value of excise taxes
Monopolization of the market
A hard-to-get license to sell alcohol
Lack of consumer culture in the country
THREATS
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13.

Evaluation of the effectiveness of the project
Indicators
Project period
1 year
2 year
Discount rate at
Sberbank's bank 0,9009
rate 11%
0,38116
3 year
4 year
5 year
6 year
0,7312
0,6587
0,5935 0,5346
NPV, billion rubles. -4 131,53 -4 011,36 -3 055,00 -1 932,58 -638,85 994,62
IRR, %
21,69
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14.

Thank you for your attention!
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