GBP conducted an assessment of current and future cement projects in Asia. The main objective of this project was to create market presence in the Asian cement industry, by targeting ongoing/planned cement projects in Asia and to market the company’s machinery to these companies (conducting the cement projects), which would ultimately lead to sales in Asia.
The initial assessment comprised of creating an overview and verification of ongoing/planned cement projects in Asia. After that GBP would contact these companies, and start marketing the client’s products.
GBP conducted a research study on the acquisition of a specialized 'Paper Company' in Southeast Asia. Our client wanted to find out more about the paper industry in Malaysia and Vietnam with special interest in 'Decorating with Style' products. The main objective was to find an acquisition target in Southeast Asia, thereby obtaining access to the SEA markets.
GBP identified the main players in the paper industry, and highlighted possible acquisition targets. GBP sourced detailed information about the potential companies of interest.
GBP did a survey on the market potential for water filtration jugs in Thailand and Vietnam. The manufacturer of water filtration systems was interested to find out whether a market entry into Thailand and/or Vietnam would be feasible or not. GBP analysed the current water filtration jug market and the market potential was estimated. Additionally, manufacturers and distributors were sourced and import tariffs explained.
GBP conducted face-to-face interviews with distributors, manufacturers and experts of government departments, which gave us a deep insight into the water filtration jug market and its potential.
Finally, recommendations for both markets were given. In both countries the provider has to focus on an advertising campaign emphasising the benefits of using its products. In addition to that, professional external assistance is recommendable and by licensing the product, the market entry will be simplified.
GBP conducted a comprehensive market survey in China, focusing on obtaining in-depth understanding of the Chinese market for centralized lubrication systems. Special focus was on three major industry segments, namely Steel Mining/Construction/Cement, and Pulp & Paper.
The results from the market survey would allow the client to choose a specific China strategy, to enter this market and enhance its leading position in the global centralized lubrication systems market.
GBP conducted an evaluation of the car fleet management procedures and suggested a model on how to improve the system and to realize potential cost savings.
Following this initial evaluation of the car fleet management procedures, GBP was assigned to implement and manage the proposed fleet management system. GBP streamlined processes and approved procedures for car requirements, fuel claims and vehicle usage, prepared weekly management reports and reviews, created and maintained a central database for car fleet, reduced operational cars wherever possible in order to reduce the overhead costs. GBP also introduced taxi systems, shuttle bus services and car pool solutions. Finally, GBP checked and consolidated leasing/driver contracts and reduced the number of leased cars, and controlled the fuel and driver costs.
As a consequence of the positive results GBP was requested to do a car fleet assessment and recommend cost-saving measures for the same client in India and Thailand.
GBP conducted a study on the potential for agricultural machinery, specifically wheeled tractors and combines, in China. The top three manufacturer of agricultural machinery wanted to find out what the main influences were, affecting the agricultural machinery markets of both countries. Therefore manufacturers, suppliers, major competitors and the regulator environment were identified and the value of the market was estimated. Finally, major trends and influences were pointed out.
Primary and secondary research, as well as an extensive telephone interview campaign with 100 experts (distributors, manufacturers and others) gave a deep insight into the market and its potential.
As a consequence of the positive results GBP was requested to conduct a study on the potential for agricultural machinery in Ukraine and Russia for the same client.
Facing a downturn in new project assignments and the threat of technology theft, a client from the steel industry awarded GBP the contract to conduct an in-depth market study on their industry in China.
Thus we conducted numerous expert interviews, analyzed the data and developed a scenario for the client on how to manage and handle the important China market in the future.
For a German manufacturer of construction equipment GBP International developed a market entry strategy for the Indian market. Furthermore, GBP also acted as a local agent for the client in India. After just 6 months first orders were obtained.
Today, the product is a benchmark for safety and efficiency in the industry. HSE Trainings and on site seminars will continue while our client is enjoying a solid market penetration in India.
Small things have a large financial impact
The CEO of the Malaysian subsidiary of a multinational logistics company with 9 separate storage locations was routinely looking at cost-cutting measures. A recent substantial increase in electricity tariffs caused the annual energy bill to exceed EUR 1.5 million.
This set off alarm bells within the company and GBP International was called in to conduct an energy audit in all 9 locations and recommend energy saving measures also resulting in a reduction of the CO2 footprint.
GBP International’s Kuala Lumpur office assembled the energy audit team comprising of a project manager, two engineers and 2 support staff. The task followed a tested procedure comprising of desktop data collection (historical utility bills, drawings, etc) and measurement of field data to achieve a better understanding of on-site conditions. Data recorded was based on readings collected by specialized energy loggers (amperage, kW and power factor readings). In addition general on-site observations of staff behaviour and physical misuse of energy such as open doors and windows were recorded.
Since all locations were rented facilities it was jointly decided to only apportion three load end-users being air-conditioning, lighting and small power consumers (offices). Although the air-conditioning systems consumed 60% of the energy they were property of the building owners and as such exempted from expensive modernisation. The second largest consumer being lighting with 26% energy consumption therefore came under close scrutiny.
GBP International could show that a replacement of 5,000 FL lamps with high efficiency T5 lamps (25W instead of 36 W) and 500 Metal Halide lamps to be replaced by industrial T5 lamps (238 W versus 400W) could result in substantial savings while maintaining the same brightness (Lux level). An additional advantage of this replacement is the much longer lifespan of the proposed lamps.
The one-time investment showed a payback time of 18 months after which the client would save 33% on the annual electricity costs at current tariff rate being EUR 500,000 p.a. GBP International was also able to negotiate favourable bulk purchase terms for the new lamps on behalf of the client. The calculated CO2 footprint reduction per year was 700 tonnes.
The European client had limited success in marketing their high-end pharmaceutical machinery in India through agents supported by a small technical support office. The realisation that growth in the high end segment in one of the world’s largest pharma manufacturing markets faced insurmountable barriers led to the decision to either setup a greenfield manufacturing facility or to seek a suitable acquisition target.
GBP International with its track record in India was called in to find best-fit acquisition candidates based on a set of pre-defined criteria. Anonymity and confidentiallity raised the level of complexity immediately. GBP International’s team based in India and headed by a partner in Malaysia set about establishing a long-list of pharma-machinery manufactueres in India. The result was a list of over 100 companies. By applying filtering techniques based on product portfolios a first shortlist of 20 companies was established.
Some of the main questions to be answered where then:
• Is there a strategic fit?
• Who are the managers and shareholders?
• What is the reputation and marketshare in India?
• Who are the main customers in India and abroad?
• What is the condition and level of technology in the manufacturing park?
• What is the 3-year financial history and current financial status?
• Would the shareholdfers be open to a discussion on a majority takeover by our client?
The notoriously inaccurate and dated publically available data in India required GBP International to employ deep background research and carefully designed interviews with market insiders. Early on in the investigation it became apparent that many of the shortlisted companies where either linked directly or indirectly through cross shareholdings to to each other or to large Indian pharma companies. The shareholders were in may cases a large number of family members. In some cases an attempt to hide direct linkages was achieved through shareholdings of the wives of shareholders of seemingly competitors. This led to an indepth analysis of the fixed assests of each company and we could establish that many used sub-contracting to related companies to give the impression of a full scale production capacity.
Painstaking research, going beyond the obvious, resulted in an analytical report in which GBP International recommended two Indian companies as acquisition targets to the client. The next phases of the assigment were the development of the right approach to the owners / shareholders and subsequest due dilligence.
