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Harvard Case - Australia-Japan Cable: Structuring the Project Company

"Australia-Japan Cable: Structuring the Project Company" Harvard business case study is written by Benjamin C. Esty, Carrie Ferman. It deals with the challenges in the field of Finance. The case study is 18 page(s) long and it was first published on : Aug 12, 2002

At Fern Fort University, we recommend that the consortium of companies involved in the Australia-Japan Cable project structure the project company as a joint venture with a clear division of responsibilities and ownership stakes. This structure will leverage the strengths of each partner, mitigate risks through shared responsibility, and facilitate a smooth and efficient project execution.

2. Background

The Australia-Japan Cable project aims to establish a high-capacity fiber optic cable connecting Australia and Japan. This project is a complex undertaking involving significant capital investment, regulatory approvals, and technical expertise. The consortium, comprised of Telstra, SoftBank, and NEC, faces the challenge of structuring a project company that effectively balances the interests of each partner, manages risks, and ensures project success.

The key protagonists in this case are:

  • Telstra: The Australian telecommunications giant, seeking to expand its international reach and secure a strategic position in the Asia-Pacific region.
  • SoftBank: The Japanese telecommunications and technology conglomerate, aiming to strengthen its presence in the Australian market and enhance its global network infrastructure.
  • NEC: The Japanese electronics and IT company, bringing its expertise in cable manufacturing and laying, essential for the project's technical execution.

3. Analysis of the Case Study

To analyze the case, we utilize a framework encompassing strategic, financial, and operational considerations:

Strategic Analysis:

  • Market Potential: The project taps into the growing demand for high-bandwidth connectivity between Australia and Japan, driven by increased data traffic, cloud computing, and digitalization.
  • Competitive Landscape: The project faces competition from existing submarine cable systems and potential future entrants.
  • Strategic Alignment: The project aligns with the growth strategies of all consortium members, expanding their geographic reach and market share.

Financial Analysis:

  • Capital Investment: The project requires substantial capital investment for cable manufacturing, laying, and infrastructure development.
  • Financing Options: The consortium needs to secure adequate financing through a combination of debt and equity.
  • Return on Investment (ROI): The project's profitability hinges on securing long-term contracts and achieving high utilization rates.

Operational Analysis:

  • Technical Expertise: The consortium requires specialized expertise in cable manufacturing, laying, and network management.
  • Regulatory Approvals: Navigating regulatory processes in both Australia and Japan is crucial for project execution.
  • Project Management: Effective project management is essential to ensure timely and efficient completion within budget.

4. Recommendations

The consortium should structure the project company as a joint venture, with the following key elements:

  • Ownership Structure: Each partner should hold an equitable share of the project company, reflecting their financial contribution and strategic importance.
  • Management Structure: A joint management committee, composed of representatives from each partner, should oversee the project's day-to-day operations.
  • Decision-Making Process: Key decisions, such as capital expenditure, contract awards, and operational strategies, should be made by consensus among the partners.
  • Risk Sharing: The consortium should agree on a clear risk-sharing mechanism, allocating responsibility for specific risks to individual partners based on their expertise and capabilities.
  • Exit Strategy: The partners should define a clear exit strategy, outlining the conditions and process for divesting their stake in the project company.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The joint venture structure aligns with the core competencies of each partner, leveraging their expertise in telecommunications, technology, and cable infrastructure.
  • External Customers and Internal Clients: The project caters to the needs of telecommunications operators, internet service providers, and other businesses requiring high-bandwidth connectivity.
  • Competitors: The joint venture structure allows the consortium to compete effectively against existing and potential rivals by pooling resources and expertise.
  • Attractiveness ' Quantitative Measures: The project's financial attractiveness can be assessed through various quantitative measures, including net present value (NPV), return on investment (ROI), and payback period.
  • Assumptions: The recommendations are based on assumptions about the project's technical feasibility, regulatory approvals, and market demand.

6. Conclusion

Structuring the Australia-Japan Cable project company as a joint venture with a clear division of responsibilities and ownership stakes is the optimal approach. This structure maximizes the consortium's collective strengths, mitigates risks through shared responsibility, and facilitates a smooth and efficient project execution.

7. Discussion

Alternative structures, such as a wholly-owned subsidiary or a consortium agreement, were considered but deemed less suitable.

  • Wholly-Owned Subsidiary: This structure would give one partner significant control, potentially leading to conflicts of interest and hindering decision-making.
  • Consortium Agreement: This structure lacks a formal legal framework, potentially leading to disputes and difficulties in enforcing agreements.

Key risks associated with the joint venture structure include:

  • Coordination Challenges: Managing multiple partners with different priorities and objectives can be challenging.
  • Decision-Making Delays: Reaching consensus among partners can lead to delays in decision-making.
  • Exit Strategy Disputes: Disagreements over the exit strategy can arise if partners have different objectives.

8. Next Steps

The consortium should take the following steps to implement the recommended joint venture structure:

  • Negotiate a Joint Venture Agreement: Define the ownership structure, management responsibilities, decision-making processes, risk-sharing mechanisms, and exit strategy.
  • Establish a Joint Management Committee: Appoint representatives from each partner to oversee the project's day-to-day operations.
  • Secure Financing: Obtain necessary funding through a combination of debt and equity financing.
  • Obtain Regulatory Approvals: Secure the required permits and licenses from both Australian and Japanese authorities.
  • Initiate Project Execution: Commence cable manufacturing, laying, and network infrastructure development.

The project's success hinges on effective communication, collaboration, and a shared commitment to achieving the project's objectives. By carefully structuring the project company and implementing the recommended steps, the consortium can capitalize on the immense potential of the Australia-Japan Cable project and contribute to the growth of the Asia-Pacific region's digital economy.

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Case Description

In late September 1999, representatives from Telstri, Japan Telecom, and Teleglobe met to discuss the structure of the Australia-Japan Cable (AJC) project, a $520 million submarine cable system that would run from Australia to Japan. The sponsors, excited by the possibility of large returns, needed to move quickly to capitalize on the projected shortfall in Australia's broadband capacity. As telecommunications carriers, the sponsors needed additional capacity to serve their retail and wholesale customers. As cable system owners, they wanted to earn an appropriate return on their invested capital while mitigating ownership risks. The need to move quickly in the face of significant demand, competition, and technological uncertainty made it particularly risky to invest at this time.

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