Industrial products are characterized by large volumes, commoditization, capital intensive plants, sold to industrial and processing customers and distinguished by a very high degree of price elasticity. Industrial companies are facing new pressures and find it increasingly difficult to squeeze out a competitive edge that provides adequate returns from their existing business models. The shift of focus is generally towards niche large-margin products typically made for specific customers.
Global consolidation is also beginning to have an effect on the Indian market, which is both extremely competitive and highly fragmented. It is also characterized by lower affordability and emphasis on basic manufactures. Companies would have to increasingly enhance their marketing and retailing capability in addition to developing brands and proprietary products to ensure long-term growth and profitability in this sector.
Industrial products are also characterized by relatively low investment demand and under-capacity or over-capacity cycles. It is inextricably linked to the infrastructure projects being set up in the country. As a result the fortunes of companies in this sector are directly linked to the general state of economy, with a less than modest rate of economic growth resulting in a downward spiral in growth and profitability.
I have in-depth understanding of the dynamics of this sector, and intensive experience with a number of companies in core industrial products such as:
- Steel & Cement
- Power Equipment - Power Transformers, Power Cables, LV Switchgear, Meters and SCADA systems
- Telecom Equipment - Telecom cables
- Chemical sector - Bulk Pharma, Leather and Textile Dyes & Chemicals, Essential Oils
- Ceramic Sanitaryware
- Office Furniture and Office partitioning systems
- Auto ancillaries
- Diversification Strategy for a Large Indian manufacturer of HT Transformers | Read more ->
- Strategic Review for a Multinational Dyes and Chemicals Manufacturer | Read more ->
- Strategic Review of the Indian Temperature-Controlled Logistics Services Market | Read more ->
Corporate Plan creation for a producer of ceramic products. This involved an analysis of the industry structure and operating norms, an examination of the client firm's capabilities and the design of appropriate competitive strategies.
Business Strategy and Corporate Transformation exercise for a member of one of India's largest and oldest corporate groups in the automobile ancillaries sector. After reviewing markets and customer needs through a Voice of Customer exercise, a detailed market-product strategy was drawn up and implemented along with structural and systemic changes to marketing, manufacturing, human resource management and purchase functions.
Strategic Transformation exercise for a member of one of India's largest conglomerates. The assignment involved the development of a corporate strategy for the business basket (electrical sector), and re-engineering processes into the optimal configuration that would best support the strategy. The assignment involved the implementation of the new strategy and processes through manufacturing and structural initiatives.
Multi-Country Market Assessment of the PSA Tapes industry in four target countries (China, Thailand, Malaysia and Indonesia) for a Japanese logistics/manufacturing major looking to increase its pan-Asia footprint in the industrial packing market. The engagement involved primary and secondary research using teams across 3 countries to collect, compile and analyze data with the final output from the India team.
Financial feasibility assessment for a large industrial house in the Sultanate of Oman wishing to enter the bottled LPG distribution business. The assignment involved modeling the business practices, and making long term projections of profitability, cash flows and returns.
Financial modelling and feasibility assessment for a large investment company wishing to invest in a high –technology spice oleoresin extraction project in Oman. The coverage involved the development of a business model, financial projections and a sensitivity analysis, and the identification of risk factors.
Market Assessment - Evaluation of the likely usage and acceptance of Slag Cement in India, profiling the trade universe, assessing sales levels, forecasting demand at a district level till 2010, formulating market entry strategies
Demand forecasting - Identification and review of over 20 industries in India using Cold Rolled Steel in their products, an assessment of the unit consumption in each industry, and a forecast of demand for CR till 2005 AD.
Developing a strategy is hard.
Doing it in a way that it is adopted across the organization and is implemented is even harder.
With this in mind, and using my experience of consulting to different types of organizations, I've developed a unique approach that combines strategic planning with change management elements to assure a smooth and enthusiastic rollout.