This paper deals with the strategy of investment and development of the French companies in Poland. In a first part, the author discusses the theory of Foreign Direct Investment, more commonly called FDI: its different types and their alternatives, their motives, benefits and risks. In the second part, more practical, he studies the evolution of the FDI on different scales, always keeping in mind the French activism in the area: on a global basis, in Central and Eastern Europe and in Poland itself. Then he tackles a sort of SWOT analysis of the Polish market and point out foreign investors' incentives to settle their activities in the country. The third and last section is dedicated to an analysis of cases in the service sector focusing on 3 key sectors of economy: the banking, the retail and the telecommunication sectors.
This paper deals with the strategy of investment and development of the French companies in Poland. In a first part, we will discuss the theory of Foreign Direct Investment, more commonly called FDI: its different types and their alternatives, their motives, benefits and risks. In fact, before entering into details we need to define a couple of principles and theories to better understand the challenges at stake. In the second part, more practical, we will study the evolution of the FDI on different scales, always keeping in mind the French activism in the area: on a global basis, in Central and Eastern Europe and in Poland itself. Then we will tackle a sort of SWOT analysis of the Polish market and point out foreign investors' incentives to settle their activities in the country. The third and last section will be dedicated to an analysis of cases in the service sector. The French FDI in Central and Eastern Europe, and particularly in Poland, is mainly affected to that area; thus, we will focus on 3 key sectors of economy, more particularly of the tertiary sector, e.g. the banking, the retail and the telecommunication sectors.
Key Words - FDI, Foreign Direct Investments, investments, French companies in Poland, CEE, Central and Eastern Europe, Poland, France, service sector, tertiary sector, banking sector, the retail sector, telecommunication sector, Greenfield investment, Acquisition, Joint-venture, Attractiveness of Poland, Special Economic Zones, France Telecom, Telekomunikacja Polska, TP SA, Polska Telefonia Komorkowa Centertel, Polska Telefonia Cyfrowa, Vivendi Universal, Deutsche Telekom, Era, Idea, Orange, BNP Paribas, Société Générale, Credit Agricole, Cetelem, Calyon, Franfinance, Lukas Group, Europejski Fundusz Leasingowy, Eurobank, Carrefour, Auchan, Géant, Casino Group, Globi, Champion, Muszketrowie, Leader Price
[...] But as we said earlier, the amount of investment made by German investors is mainly due to mid-size companies by opposition to French Multinationals, which explain easily this Exhibit 2.I.3 / 6 Size of investments among the 4 major investors in Poland Source: Polska Agencja Informacji i Inwestycji Zagranicznych S.A. Trade between Poland and its partners In 2004, Poland has exported for $ 65 billion of goods and imported for $ 82 billion, which represents a trade deficit of $ 17 billion. [...]
[...] This paper deals with the strategy of investment and development of the French companies in Poland. In a first part, we will discuss the theory of Foreign Direct Investment, more commonly called FDI: its different types and their alternatives, their motives, benefits and risks. In fact, before entering into details we need to define a couple of principles and theories to better understand the challenges at stake. In the second part, more practical, we will study the evolution of the FDI on different scales, always keeping in mind the French activism in the area: on a global basis, in Central and Eastern Europe and in Poland itself. [...]
[...] Among them of course as we saw earlier, France Telecom is the most present with its participation in TP, but companies like the French Vivendi Universal the German Deutsche Telecom, the English Vodafone, the Swedish Telia and Télé2 and the Danish Teledanmark are also implanted with activities of different importance. VU and Deutsche Telecom are at the moment fighting for the strategic ownership of the largest mobile operator PTC (Era). As for Vodafone, it is the strategic partner of Polkomtel, third largest mobile operator (Simplus network). [...]
[...] Compare to their foreign competitors, French companies have heavily invested in these sectors, notably in Poland, Czech Republic and Slovakia.[67] This is not only due to the important share of this sector in the economy but also to a real will of development in these key sectors from the French companies. But this could be also explained by the presence of national champions and leaders in the international level. For instance Suez and Veolia in the environment sector or Carrefour and the other French hypermarkets in the retail sector. [...]
[...] In 2000, only of the market was in the hand of the 5 biggest chains (Géant, HIT, GMP, Carrefour and Real) compared to a rate of in France; no doubt, the Polish concentration of the sector will evolve step by step to rates similar to those of Italy or Spain (around 65 Thus, in July 2002, Tesco has strengthened its position in the segment of hypermarkets, buying 13 hypermarkets to the HIT chain.[111] In the same way, Carrefour made the acquisition of 2 hypermarkets Hypernova from Ahold in 2003 and negotiated, in the end of 2004, the purchase of 13 others, making of Carrefour the second largest hypermarket operator in the country.[112] 2 The strategy of the French group 1 Dual development and multi-format strategy In order to develop their operation on the market on a long-term basis, companies can either base their strategy on internal growth, which is characterized by new investments in retail outlets, or external growth, represented by mergers and acquisition. [...]
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