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Electronic Products
Business to Business Case Study
- Electronic Products
Consumer Case Study
- Physical Products
Business to Business Case Study
- Physical Products
Consumer case Study
- Offshore Banking
and Financial Services Case Study
Mattsohn &
Mattsohn (M & M) is a major European supplier
of cosmetics, health care products and toiletries
under many well-known brands. It has parallel
listings in Frankfurt and London. In 1975 it
acquired a 50% stake in Empire Essences Ltd
(EEL), a British company with extensive interests
in essential oils throughout what had been the
British Empire. EEL is perhaps the leading European
supplier of essential oils (used for fragrances
and flavourings) and was a key part of M &
M's supply chain. M & M accounted for nearly
40% of EEL's turnover.
EEL had been a
family company based in Tunbridge Wells since
1775, but in 1995 when the then Chairman approached
retirement and there was no family member to
succeed him, it was decided among the shareholders
(M & M and 30 or more EEL family members)
to seek external management, and to prepare
the company for flotation. A firm of consultants
was asked to recommend the best route.
Most of EEL's activities
take place in ex-colonies, where oils are sourced
either from proprietary farms or externally,
refined, packed and shipped to the UK. In Europe,
there is a certain amount of re-packing to break
bulk and a small amount of mixing; but essentially
it is just a warehouse and shipping operation.
There are more than 2,000 customers, and more
than 1,000 product lines; little sales and marketing
takes place, because EEL has more or less a
stranglehold on the market due to its control
of oil sourcing. It is a highly profitable business.
EEL used to have
a multinational force of 'order-takers' but
in recent years most customers have installed
inventory control software (developed for EEL
by a European consultancy) which automatically
generates orders monthly or in some cases weekly;
these are faxed to the Tunbridge Wells offices
and generate picking lists, despatch notes,
invoices, etc. A further project, begun in 1997,
is moving this ordering chain onto a corporate
extranet using IP, implemented with a mixture
of standard and bespoke e-commerce tools and
packages. EEL's consultants put together a project
team consisting of Internet host, e-commerce
systems supplier, and telecommunications provider;
the resulting integrated system was tested successfully
with a group of M & M plants in 1998, and
in 1999 was rolled out to cover the whole of
EEL's client base. A very few clients are not
yet equipped to join the new system, and for
them the fax-based system is maintained; their
orders are coded into the new system by EEL
personnel.
The consultants
saw immediately that with an Internet-based
ordering and inventory control system in place,
EEL did not need to be in the UK at all, and
it was decided to set up a Jersey listed company
(Channel Islands Stock Exchange) which would
buy a 40% holding in EEL with the proceeds of
an IPO. The Jersey branch of a major London
issuing house easily placed the £40m issue.
M & M tendered a 20% holding to the offer;
the family also tendered 20% of its holdings
(mostly from UK-resident members who were going
to benefit less than those living in Jersey
and other offshore jurisdictions); and in 1998
EEL became a public company in Jersey. M &
M's remaining stake of 30% in the new company
is owned through a Netherlands holding company,
ensuring maximum tax efficiency for dividends
received from EEL.
(NB The Finance
Act 2000 abolished the use of overseas 'mixer'
companies which were used to blend foreign income
streams which had suffered taxation at rates
above and below the UK mainstream corporation
tax rate so that foreign tax paid in excess
of 30% did not go unrelieved against UK tax.
The result of the new rules was that mixing
could be done onshore, with foreign income taxed
at up to 45% being mixed with lower-taxed income
- but the rule only applied to tax paid at one
subsidiary level below the UK holding company.)
EEL now processes
customers' orders in Jersey; EEL's systems control
the warehousing and despatch operation in EU
member states, and invoices are sent from Jersey,
carrying VAT at local rates as they did before
the move (EEL needed to re-register in those
countries where it had significant business,
but apart from that the VAT situation remained
unchanged). The ordering information received
in Jersey is fed into an inventory control package
where it is combined with stock level data from
the warehouses (received daily) and sourcing
data (availability, cost and shipping time).
This package generates least-cost ordering patterns
from EEL's world-wide network, and sometimes
from external sources if necessary. Needless
to say, these re-stocking orders are sent out
on the company's extranet. Supply lead-times
are in fact quite short, since essential oils
are very high-value but concentrated, and are
invariably air-freighted.
In terms of Jersey
taxation, EEL is an International Business Company*,
paying a maximum rate of 2% tax on its net income,
reducing to 0.5% on income over £10m.
It is allowed to have an office in Jersey; but
due to the high level of technical sophistication
in its systems, the Jersey staff is considerably
smaller than it used to be in Tunbridge Wells.
Annual turnover is more than £30m.
EEL's dividends
are paid without deduction of any withholding
tax; however, the IBC is not entitled to use
the Double Taxation Agreement between Jersey
and the UK, meaning that UK shareholders in
EEL will be taxed in the UK on their dividends.
Jersey residents receive their dividends franked
at 20% (the standard rate of income tax in Jersey);
residents of other offshore jurisdictions will
not normally have a tax liability in any event.
EEL's various shareholders
are very pleased with the changes. The company
itself has been transformed in ten years from
a sleepy, if magnificent colonial relic into
a highly efficient modern electronic corporation;
and the new tax structure benefits everyone.
*NB In accordance
with Jersey’s commitment to the ‘Rollback’
provisions of the EU Code of Conduct for Business
Taxation, the International Business Company
vehicle was abolished to new entrants with effect
from 1st January, 2006. Benefits for existing
beneficiaries of the International Business
Company regime will be progressively extinguished
by no later than the 31st December 2011.
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