Nearly two-thirds of companies surveyed do international business by buying from, selling to, or having operations in foreign markets. The top reasons for going global are to access new customers and markets. While most revenue still comes domestically, companies expect international revenue to increase in the next three years. However, logistics and differing local regulations pose significant challenges to international operations.

1. British- American Business Council
Going Global: Partnering for
International Business Growth
Global Ready
Take Your Bank With You:
Bank of America International Support
Philip Kotev
January 25th, 2012

2. 2
2011 CFO Survey- Key Pulse Survey Findings
Executive Summary – International Business
Nearly two out of every three respondents are doing business internationally in some fashion
• 64% of all companies do business internationally – they buy from foreign markets (50%), sell to foreign markets (48%) and/or have foreign
operations (28%)
Companies are going global first and foremost to get access to new customers/markets
• 65% do business internationally to access new markets. This is especially true of manufacturers – 75% of whom named this as a main
objective of international activities.
• 33% want to access suppliers and/or materials
• 25% do business internationally to serve domestic customers with global operations
Where they’re doing business internationally
• Top foreign markets where respondents are doing business include Canada (83%); Mexico/Central America (78%); Asia (70%); and Europe
(69%)
Revenue expectations from international business growing
• 53% of all respondents report that less than 10% of their company’s revenues come from their international sales or operations. 35%
generate between 11 and 49% of their revenues from international business
• Looking ahead 58% of all companies think that their international business will represent a greater percentage of their total revenues within
the next three years.
Challenges are numerous and widespread
• The top two challenges CFOs cited in doing business internationally include logistics (43%) and local laws and regulations (41%).

3. 0% 20% 40% 60% 80% 100%
evel of budget invested
in Treasury
Business units interest
Treasury seen
as adding value
Board attention
Increased Same Decreased
Significantly IncreasedSomewhat
Increased
No Change
Decreased
CHANGE IN FOCUS TOWARDS CASH MANAGEMENT
OVER THE PAST 12 MONTHS
Treasury’s new significance
Source: Aberdeen Group Report (November 30, 2010), "Operational Cash Management:
Streamlining Processes to Unlock Liquidity."
Source: PricewaterhouseCoopers (2010), “Treasury in the Crisis – The PwC Global Treasury Survey 2010.“
Adapted from Treasury Management International Special Report 2010.
WHAT DID THE CRISIS DO?
3

4. 4
Key Considerations When Operating Globally
Audit & Control
Cash Management
Foreign Exchange
Reporting & Relationship
Management
Compliance & Regulation
Systems
Trade/Supply Chain

5. 5
Maximize Global Efficiency – Items to Consider
Governance
(Policies and
Procedures)
Culture
Operational
and Risk
Mitigation
• Standardize and document policies for all treasury activities globally; customize based on local and regional
regulations
• Standard governance practices enable smoother entrance into new markets
• Clearly define roles for end-to-end process ownership, decision making responsibility and accountability
• Define audit and enforcement routines to ensure compliance
• Assess organizational readiness
• Communication, training and implementation plan
• Ownership vs. influence based on corporate culture and regional differences
• Fully comprehend impact of international cultures and regulations
• Standardize processes to reduce variability and mitigate operational risk
• Understand Legal and Tax implications from a global perspective
• Centralized management of specific treasury functions to mitigate risk and safe guards assets
• Enhance controls over global FX and Hedge activities to improve risk mitigation strategy
• Develop an implementation plan aligned and sequenced to ensure success

6. 6
Maximize Global Efficiency – Items to Consider
People
Process and
Efficiency
Technology
Visibility and
Control
• Organization – centralized, decentralized, regional and in-country
• Required skills and competencies
• Accountabilities and responsibilities
• Resource requirements, availability and constraints
• Processes designed to eliminate redundancies, waste, facilitate automation and straight-through processing
• Designed processes need to incorporate information reporting, employee activities, and physical movement of cash
• Strategy for end-to-end processes and control with local customization as required
• Evaluate banking relationships to reduce fees, treasury resources and improve information flow
• Review global banking structures to improve operational efficiency, reduce hidden costs, and build a framework to
concentrate cash
• Leverage technology to improve straight-through processing, wherever possible
• Optimize payments and receipts processes and information flow via global ERP platform
• Integrate account reconciliation process
• Leverage liquidity solutions to maximize global operating and strategic cash needs
• Improve global control environment for managing cash
• Ensure maximum return on liquidity through best-in-class investment alternatives