Dairy Processing Equipment in Ukraine: A Strategic Reference, 2006

Countries covered: Ukraine INTRODUCTION & METHODOLOGY What Does This Report Cover? The primary audience for this report is managers involved with the highest levels of the strategic planning process and consultants who help their clients with this task. The user will not only benefit from the hundreds of hours that went into the methodology and its application, but also from its alternative perspective on strategic planning relating to dairy processing equipment in Ukraine. As the editor of this report, I am drawing on a methodology developed at INSEAD, an international business school (www.insead.edu). For any given industry or sector, including dairy processing equipment, the methodology decomposes a country’s strategic potential along four key dimensions: (1) latent demand, (2) micro-accessibility, (3) proxy operating pro-forma financials, and (4) macro-accessibility. A country may have very high latent demand, yet have low accessibility, making it a less attractive market than many smaller potential countries having higher levels of accessibility. With this perspective, this report provides both a micro and a macro strategic profile of dairy processing equipment in Ukraine. It does so by compiling published information that directly relates to latent demand and accessibility, either at the micro or macro level. The reader new to Ukraine can quickly understand where Ukraine fits into a firm’s strategic perspective. In Chapter 2, the report investigates latent demand and micro-accessibility for dairy processing equipment in Ukraine. In Chapters 3 and 4, the report covers proxy operating pro-forma financials and macro-accessibility in Ukraine. Macro-accessibility is a general evaluation of investment and business conditions in Ukraine.

Additional Information

Product's ISBN number 0497824469. How to Strategically Evaluate Ukraine

Perhaps the most efficient way of evaluating Ukraine is to consider key dimensions which themselves are composites of multiple factors. Composite portfolio approaches have long been used by strategic planners. The biggest challenge in this approach is to choose the appropriate factors that are the most relevant to international planning. The two measures of greatest relevance to dairy processing equipment are “latent demand” and “market accessibility”. The figure below summarizes the key dimensions and recommendations of such an approach. Using these two composites, one can prioritize all countries of the world. Countries of high latent demand and high relative accessibility (e.g. easier entry for one firm compared to other firms) are given highest priority. The figure below shows two different scenarios. Accessibility is defined as a firm’s ease of entering or supplying from or to a market (the “supply side”), and latent demand is an indicator of the potential in serving from or to the market (the “demand side”).
Framework for Prioritizing Countries

Demand/Market Potential Driven Firm





















Relative Accessibility



Accessibility/Supply Averse Firm























In the top figure, the firm is driven by market potential, whereas the bottom figure represents a firm that is driven by costs or by an aversion to difficult markets. This report treats the reader as coming from a “generic firm” approaching the global market - neither a market-driven nor a cost-driven company. Planners must therefore augment this report with their own company-specific factors that might change the priorities (e.g. a Canadian firm may have higher accessibility in Canada than a German firm).

Latent Demand and Accessibility in Ukraine

This report provides a detailed overview of factors driving latent demand and accessibility for dairy processing equipment in Ukraine. Latent demand is largely driven by economic fundamentals specific to dairy processing equipment. This topic is discussed in Chapter 2 using work carried out in Ukraine on behalf of American firms and authored by the United States government (typically commercial attachés or similar persons in local offices of the U.S. Department of State). I have included a number of edits to clarify the information provided. Latent demand only represents half of the picture. Chapter 2 also deals with micro-accessibility for dairy processing equipment in Ukraine. I use the term “micro” since the discussion is focused specifically on dairy processing equipment.

Chapter 3 is also a stand-alone report that I have authored. It covers proxy pro-forma financial indicators of firms operating in Ukraine. I use the word “proxy” because the provided figures only cover a “what if” scenario, based on actual operating results for firms in Ukraine. The numbers are only indicative of an average firm whose primary activity is in Ukraine. It covers a vertical analysis of the maximum likelihood balance sheet, income statement, and financial ratios of firms operating in Ukraine. It does so for a particular Standard Industrial Classification (SIC) code. That code covers “dairy products”, as defined in Chapter 3. Again, while “dairy products” does not exactly equate to “dairy processing equipment”, it nevertheless gives an indicator of how Ukraine compares to other countries for a proxy adjacent category along various dimensions.

Chapter 4 deals with macro-accessibility and covers factors that go beyond dairy processing equipment. A country may at first sight appear to be attractive due to a high latent demand, but it is often less attractive when one considers at the macro level how easy it might be to serve that entire potential and/or general business risks. While accessibility will always vary from one company to another for a given country, the following domains are typically considered when evaluating macro-accessibility in Ukraine:
Openness to Trade in Ukraine
Openness to Direct Investment in Ukraine
Local Marketing and Entry Strategy Alternatives
Local Human Resources
Local Risks

Across these domains, a number of not-so-obvious factors can affect accessibility and risk. These are covered in the Chapter 4, which is a general overview of investment and business conditions in Ukraine. Chapter 4 is also presented from the perspective of an American firm, though is equally applicable to most firms entering Ukraine. This chapter is also authored by local offices of the U.S. government, as is Chapter 2. Likewise, I have included a number of edits to clarify the provided information as it relates to the general strategic framework mentioned earlier.

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