“Thinking About Doing Business Internationally? Tips for Handling Multiple Currencies”

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If you have considered dipping a toe into importing or exporting, you may have balked at keeping up with the fluctuations in value of various currencies. Don’t even try, says Guido Schulz, global head of strategic management at Los Angeles-based AFEX, a foreign-exchange consultancy.

Large international conglomerates have entire “forex” teams dedicated to managing finances across multiple currencies. As a small-business owner, you should not be trying to keep up with the second-by-second changes on your own, says Schulz. But if you don’t take steps to protect yourself, you could lose money, he says.

Consider a wine merchant who buys wines from France and sells to grocers and restaurants in the U.S. If the value of the euro changes dramatically between the time the merchant orders and when he sells, his profits could be wiped out in the currency conversion.

To protect against such losses, entrepreneurs are increasingly planning out their currency strategies. Since the start of the Eurozone-crisis three years ago, AFEX has seen more than a 25 percent increase in the volume of customers looking to lock in currency rates in advance. Small and midsize businesses make up most of its customers.

Especially if you are just getting started dealing with multiple currencies, be sure to work with an institution that specializes in foreign exchange, says Schulz. It’s too much for most business owners to try to handle alone. Banks can help you, and so can many non-bank strategists, like AFEX or International Foreign Exchange.

Consider these tips from Schulz for how to manage your business’s cash flow across multiple currencies:

  • Charge customers in the local currency. It may seem like a good idea to charge your overseas clients in U.S. dollars, eliminating the need for any foreign currency swapping. However, by asking your customers and clients to deal with the foreign-exchange negotiations instead of you, your business could be less attractive and competitive, says Schulz.
  • Consider locking in an exchange rate in advance. Many small-business owners do not have the cash reserves to withstand a foreign-exchange loss. Schultz recommendst that you look at buying a “forward contract” from a bank or non-bank specialist, locking in your exchange rate for a set period of time. You will pay a commission on the contract, but what you buy is peace of mind. With an exchange rate locked in, you can plan your pricing strategy such that you know you won’t lose money. At AFEX, the commission is less than 1 percent of the transaction price for forward contracts, although prices vary depending on the specific contract, says Schultz.
  • Avoid “casino fever.” Entrepreneurs have to wear many hats to run their business, and they may get the idea that they can pad their revenues by “beating the market,” buying one currency and selling another for a profit. “That is actually a very, very dangerous thing,” says Schulz. Playing the market is too risky for a small-business owner and ultimately, a waste of an entrepreneur’s time, he says.

While it should be accompanied by caution and planning, trading with Europe can still be on the table for U.S. businesses. During the sovereign-debt crisis in Europe, speculation grew as to whether Greece, most especially, might exit the Eurozone. “What we have seen is an almost too-big-to-fail scenario,” says Schulz, and indications from European Union leaders that they will do what is necessary to keep the countries operating under a single currency. If any countries were to leave the Eurozone, an exit is expected to be planned and orderly, says Schulz, and business owners should not fear recent debts becoming suddenly null and void.

“Doing more with less: efficient capital deployment in power and utilities”

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While many industries are postponing major capital projects in the current economic climate, the power and utilities sector does not have this luxury.

It stands on the verge of a massive capital deployment that cannot wait. Developed countries need to urgently upgrade aging infrastructure, while developing countries need better access to power, gas and water to sustain economic growth.

The International Energy Agency (IEA) projects that at least US$13.7 trillion1 must be invested between now and 2030 to cover the basic demand for power, with trillions more required to support the industry’s low-carbon transformation.

Success, therefore, will come down to deploying capital efficiently — keeping the cost of capital as low as possible and keeping construction costs and schedules under control.

This is no small feat.

A 2002 study revealed that 9 out of 10 transport infrastructure projects across the world exceeded their initial cost expectations.2

Smart meters, large offshore wind farms and next-generation nuclear power plants are just a few examples of the new types of projects power and utilities are undertaking.

Many of these projects have never been done before and therefore contain the risk of “first of its kind” costs and delays.

So what can be done? To improve their ability to bring projects in on time and on budget, power and utilities must address three key areas: funding; contract risk and construction risk.

Funding

Capital markets have improved since the worst of the credit crunch, but securing funding at a reasonable cost for the scale of investment required can still be an issue.

To address this, rigorous value-for-money criteria must be adopted to develop robust business plans that reflect the risks of scenarios such as changing regulatory environments, volatile commodity prices and an uncertain cost of carbon.

Contingency funds must be re-assessed. Too high a contingency and the project may fail to meet the value-for-money threshold required by investors, regulators and consumers, but too low and you run the risk of runaway costs.

Partnering can be an effective way to share risk and reduce the cost of capital — especially in the power and utilities industry, where government support mechanisms exist to support the transition to a green economy.

Contract risk

The importance of structuring contracts so that risk is allocated to the party best able to manage it cannot be overstated.

Power and utilities companies typically use a complex network of contractors on major projects, and there is significant potential to release value locked up in underperforming contracts. Contractors’ incentives should be aligned to the project owners’ objectives, and benchmarking can be used to identify underperforming contracts as well as to negotiate regulatory settlements.

Construction risk

Some of the most common risks during construction result from a lack of flexibility.

Delays will occur, but they matter less when they have been expected and planned for. Experienced project managers will understand their contractors and anticipate where bottlenecks are likely to occur. People risks are also an issue.

With so many major projects in the power and utilities sector, there is a real risk of utilities competing for a limited supply of qualified engineers.

Conclusion

Controlling costs on major infrastructure projects will be critical to the success of power and utilities companies. The immense scale of the capital outlays they must undertake means that capital efficiencies will take on a new importance.

Those who adopt leading practices to address financing, contract and construction risk will be more able to deliver projects successfully.

Source: http://www.ey.com/GL/en/Services/Advisory/Business-Risk-Report-2010—Doing-more-with-less—efficient-capital-deployment-in-power-and-utilities

“RBI governor Raghuram Rajan calm on prospect of US rate rise”

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WASHINGTON: RBI Governor Raghuram Rajan has said there would be some volatility in emerging markets once the US Federal Reserve decided to raise interest rates, but India is well prepared deal with market volatility.

“My hope is that after the initial volatility there will be differentiation, and the financial investors would try to see where there is some macro-stability,” Rajan said here.

He was here for International Monetary Fund (IMF) and World Bank fall meetings.

It is expected that the Fed Reserve may raise interest rates from next year as the US economy is showing signs of improvement.

He also said that interest rate hike may not have much impact on India as “we have got plenty of reserves relative to where we were last year…We have got inflation coming down in a substantial way”.

If Fed hikes the rates there could be outward flow of capital from India which may in turn put pressure on India’s forex reserves and subsequently on forex.

Falling for the fourth week in a row, India’s foreign exchange reserves went down by USD 1.415 billion to USD 314.181 billion in the week to September 26 on account of a hefty drop in non-US currency assets.

Earlier Rajan had described the fall in reserves as dip in valuation with appreciation of dollar against other currencies.

“In the recent weeks the dollar has been appreciating against the other currencies. Therefore, when we look at our reserves in dollar terms, they have been coming down,” Rajan had said.

Rajan had hoped that inflation will moderate to acceptable level of 6 per cent by January 2016 and maintained that the GDP growth in the current fiscal will be 5.5 per cent, same as projected earlier.

Source: http://economictimes.indiatimes.com/news/economy/indicators/rbi-governor-raghuram-rajan-calm-on-prospect-of-us-rate-rise/articleshow/44787901.cms