SABICMktgSalesPlan 7Sept

1、detail marketing and sales plan development study (ethanolamines, alkoxylates, dmf, acetone gas-scrubbing agent for absorption and removal of h2s and co2 from refinery and natural gas streams; carbon dioxide and ammonia manufacturing diethanolamines (dea) cosmetics; surfactants for household deterge

2、nts and textile specialties; insecticides and herbicides; petroleum demulsifiers; gas scrubber in refinery and natural gas operations; waxes, polishes, and coatings emulsifiers; soluble oils; corrosion inhibitors triethanolamines (tea)surfactants used in textile specialties, waxes and polishes, herb

3、icides, petroleum demulsifiers, toilet goods, cement additives, cutting oils, photographic-film developers; corrosion inhibitor; dispersant for dyes, casein, shellac, and rubber latex; sequestering agents; rubber chemicals intermediate acetoneconsumer grade solvent, thinner, dissolving agent, degrea

4、ser, bisphenol-a, transporting acetylene, drying agent, polar aprotic solvent, reactant for the production of mma dimethylformamide (dmf)acrylic fibers, plastics, solvent in peptide coupling, , manufacture of pesticides, adhesives, synthetic leathers, fibers, films, and surface coatings, paint strip

5、per choline chloridefeed additive or a feed supplement 5 alkoxylates include (pegs, alkyl phenol gain understanding of sabic global footprint and planned production facility stage 1 : introductory meeting and alignment. deliverables nrefined work and communications plan nsabic global presence and ma

6、rketing set-up (which can be leveraged) nplanned production capabilities (specifications, grade, economics) 21 objective rationale for market selected 2 key tasks nfrom kline database and global research suggest key consuming centers and supply centers : europe, asia and middle east nreview database

7、s to update country demand supply scenarios and forecast supply additions and demand projections (2010-2015) nidentify key barriers to trade antidumping laws, tariff and non tariff nassess why are these preferred regions : logistics swot analysis ndiscuss assumptions, validate and finalize with sabi

8、c team nvalidate the rationale for markets selected : europe, middle east and asia stage 2 : rationale for markets selected. deliverables provide rationale for select regions for sabic (2010 2020) based on : barriers to trade npresence of strong competitors ntariff barriers nlegislative barriers nma

9、turity of market nsubstitution nexpensive supply chain growth outlook nmarket growth outlook (2010 2015) nnet import of product (2010) nminimal price discounting vs. markers such as icis pricing nlogistically attractive (i.e. low cost to deliver product to market nlack strong competition revised all

10、 key countries that are critical for sabic in terms of volumes and profitability will be assessed 22 europe, asia and middle east regions are likely target markets for the products from sabic. highmoderatelow barriers to trade -2.55.002.5 growth outlook (%) note: bubbles proportional to market size

11、high attractiveness moderate attractiveness low attractiveness market attractiveness matrix region/ country prioritization b c a d product barriers to trade -presence of strong competitors -tariff barriers -legislative barriers -maturity of market -substitution -expensive supply chain growth outlook

12、 -market growth outlook (2010 2015) -net import of product (2010) -minimal price discounting vs. markers such as icis pricing -logistically attractive (i.e. low cost to deliver product to market) -lack strong competition validate rationale with sabic based on : 23 objective market profile: future fo

13、recast 3 key tasks : for target markets ninitiate market research leveraging klines existing database, along with a mix of primary and secondary research nassess product/ grade/ application wise : demand-supply scenario, make forecast for the same post 2010, through 2015 till 2020 nidentify major cu

14、stomers in select markets and provide details that would enable sabic garner market share nidentify pricing mechanism and references used in the industry nbased on historical pricing trends and related attributes develop a likely price scenario and reference price relationship nstudy a typical sales

15、 contract accepted in the industry nproduct allocation (per grade per region per country) and critical success factors to garner market share with key customers stage 3 (tasks): assess sabics market positioning. deliverables on next slide 24 nproduct allocation (grade and specifications) per region,

16、 per select country for (with clear assumptions behind the forecast model) 2010, 2015, separate exercise revised 27 objective customer support and sales plan 5 key tasks : for target markets nin light of target country, prospects and market entry strategy assess the customer service requirement nlay

17、out sales plan based on the key elements of market entry options noutline resources required (in market entry option) for each target region/ country ndetail pre marketing activities nprepare an action plan in co-ordination with sabic sales and marketing team ndocument sales plan and sales budget; i

18、ncorporating resource requirements, action plan and support agencies stage 5 (tasks): documentation and sales budget. deliverables on next slide 28 objective deliverables : for target markets nfor the select country/ region detailed in earlier provide : customer service requirements product allocati

19、on and sales plan (2010) outline resources required in terms of : npeople (manpower) in light of desired organization structure nassets (tankages, blending units etc) in light of required customer service nsystems (it) in light of global sales detail pre-marketing task: quantity, time/ duration, ove

20、rall budget, key countries with clear set of assumption. nidentify the key agencies operating in the country which may provide support to sales, marketing initiatives of sabic customer support and sales plan 5 ndocument sales plan and sales budget; incorporating resource requirements, action plan an

21、d support agencies stage 5 (deliverables) : documentation and sales budget. revised 29 overall deliverables for each product segment will be (1): provide rationale for select regions for sabic (2010, 2015 directs all kline work in china expertise in specialty chemicals, plastics, coatings and consum

22、er markets. experience in developing market entry strategy, competitor analysis; competitor strategy development d i r e c t p r i m a r y research in china and other asian countries kline has assembled a highly experienced regional team to execute this project. 36 best practice tools for analysis,

23、synthesis and visualization in real-time used in face-to-face workshops or in virtual meetings over the web relevant tools for this project include portfolio assessment, competitor benchmarking and option ranking using the toolbox to accelerate critical decisions toolbox downloads how do alternative

24、 opportunities compare? to what extent do we meet the key success factors compared with other players? we will use the toolbox to support rapid decisions and accelerate the work. 37 we will be able to complete this assignment in about three months. weeks012345678910111213 introductory meeting 1 rati

25、onale for select markets market profile: future forecast competitor profile e.g. biocides strategy involves many practices. consulting services overview strategytechnology manufacturing and supply chain market research identified and screened a number of us and european targets that fit clients crit

26、eria our recommendations included a number of new higher-value product areas to pursue by region and several acquisition/strategic partners to enable higher value product production ethoxylated surfactants diversification strategy 53 2007 kline and company. all rights reserved. client: issue: approa

27、ch: result: well-known european based surfactant producer client produced traditional petrochem-based surfactants and wished to evaluate alternative surfactant feedstocks, with a view to investing in southeast asia we analyzed the competitive costs and merits of using natural tropical oil derivative

28、s vs. petrochemical derived surfactants, as well as market growth for alternatives, followed by development of strategic options for implementing and moving the new business concept forward; tested scenarios for producing actives in southeast asia vs. other regions upon completion of the engagement,

29、 the client began negotiating with southeast asia toll-processors of certain surfactant actives to compliment and eventually supplement its petrochem line of products; this was built into an new oleochemicals venture in asia alternative surfactant feedstock evaluation how should our client plan its

30、future product development strategy based on this comparison of alternative surfactants? assessed the performance and cost related needs of our clients customers (the consumers) and the value of alternative surfactant actives in both detergent and shampoo formulations; also assessed alcohol-based de

31、rivatives vs. aromatic sulfonates and long-term trend in use our assignment allowed the client to create different strategies for product development or deployment based on the availability and cost of certain surfactant alternatives; this culminated in having the ability to switch formulations depe

32、nding on the availability or cost of actives, including make or by decisions 55 2007 kline and company. all rights reserved. strategy options for asia pacific expansion client: issue: approach: result: large japanese surfactant producer and end user with the growth of china and other asia countries,

33、 how should our client expand its presence and production assets in asia (from japan)? as a basis for analysis, we assessed the surfactant market and competitors in certain asia countries, followed by development and assessment of strategy options for expanding in the region and seeking partners to

34、share the risk. we also interviewed customers and potential partners regarding cultural limitations or benefits of doing business with a japanese company based on our analysis and strategic workshops, our client now better understands what it needs to do in asia, and as a japanese supplier of both s

35、urfactants and consumer products how to best position its products and assets in the region, as well as how to manage new opportunities 56 appendices appendix 1: kline team biographies appendix 2: general terms and provisions 57 appendix 1 kline team biographies 58 jonathan goldhill, bsc (hons) and

36、llb(int.); is a senior vice president at kline, responsible for klines management consulting services. with over 20 years of consulting experience, jonathan has helped leading chemical companies around the world resolve some of their toughest problems. he focuses on business strategy and the managem

37、ent of technology, with a particular interest in deepening and accelerating client engagements through proprietary collaboration tools (the toolbox). jonathan has broad experience in specialty chemicals and surfactants, and has led management consulting assignments for clients interested in upgradin

38、g their chemical portfolios, including eo derivatives, surfactants and personal care. prior to joining kline, jonathan was a vice president of arthur d. little and responsible for adls global chemicals practice dilip chandwani, bs is vice president of klines manufacturing economics practice and has

39、30+ years experience in the chemical industry. in his 17 years with kline, mr. chandwani specializes in executing manufacturing technology and competitor analyses within the petrochemicals, specialty chemicals and other manufacturing industries, including assignments in surfactants value chain. he h

40、as directed and conducted hundreds of studies focused on project development, manufacturing economics and financial analysis to support investment decisions, assessing new technologies and assisting clients in improving their manufacturing costs and cost to serve the customers. mr. chandwani previou

41、sly worked for sri international in process economics program and with engineers india limited in engineering of petrochemical plants biographies of kline team 59 alan peterkofsky, bs chemistry and mba; is a senior associate at kline with more than 35 years of experience in the chemical industry. he

42、 was previously the north american business director for rhodias emulsion polymerization surfactants business and also had responsibility for marketing rhodias ethoxylates and other surfactants to the agriculture and rubber industries. alan has broad experience of the requirements and issues involve

43、d in running successful ethoxylate and ethanolamine businesses, including sales and marketing, manufacturing process technology, facility requirements, raw material sourcing and r is a senior associate with kline and focuses his expertise in surfactants on a range of assignments in the i is a senior

44、 associate at kline, has worked for unilever in a variety of technical roles for over thirty years. he has lived in africa and various countries in europe, and has worked in every continent except australasia. he has in-depth experience of detergent manufacture and formulation. ian led the final dev

45、elopment and implementation of a novel liquid detergent product across europe, which was based on ethanolamines and non-ionic alcohols (and minimal water). ian headed lever fabergs liquids development department and fabric conditioners development rajiv is an engagement manager in kline india office

46、 in new delhi. he is responsible for managing market analysis and competitive assessment programs in india. rajiv has 15 years experience in the indian chemical industry having worked in sales and marketing management positions with such leading companies as jubilant organosys ltd (formerly vam orga

47、nic chemicals ltd), dgp hinoday industries ltd (piramal group), and larsen is senior vice president europe at kline, with 25 years of chemical materials and life sciences experience, focusing on chemical industry strategy assignments. mr. du plessis has good surfactant experience based on 16 years e

48、mployed by sasol, where he led market expansion projects in europe. a number of these projects have included studies on renewable surfactant feedstocks, oleochemicals, long chain alpha olefins, detergent alcohols, ethoxylates, and sulfonates. he also served as vp life sciences is a director at kline

49、, responsible for leading specialty chemical and polymer related assignments, involving strategy, competitor intelligence, technology evaluation and market research. he has over 25 years of chemical industry experience, with prior experience working for chem systems and conoco/condea-rwe. in additio

50、n, mr. blum has extensive experience in asia, based on 14 years running an asia-based consulting business. he also has an in-depth understanding of the surfactant industry, raw materials and end use markets based on his prior work experience with conoco and assisting previous clients in the field. a

51、t conoco, mr. blum led us marketing efforts in ethoxylates, ether sulfates and lab sulfonates. mr. blum also has experience working with a broad base of end use industry companies. biographies of kline team (continued) 62 gillian morris, mba, (us); director, has been an industry manager with kline f

52、or over 12 years. she is an acknowledged authority on biocides and specialty surfactants worldwide, as well as the many end use consumer driven markets such as household and institutional cleaners, personal care, cosmetics and water treatment. she is also responsible for klines syndicated consulting

53、 services in biocides and institutional cleaners. ian butcher, mba; is senior vice president global client liaison. in his 20+ years with the company he has completed and managed many assignments on specialty chemicals, surfactants and cleaning products, personal care and polymers. mr. butcher has r

54、ecently completed work in the surfactants value chain. he has spoken at a number of conferences on the chemical industry and has published a number of articles. he has also lectured at a number of french universities. he speaks french, danish and english and some italian. mr. butcher has established

55、 excellent relationships with sabic and provides valuable liaison support as client advocate mark de decker, bs and mba; is a director with kline europe and has worked with kline for over 15 years. he conducted or managed numerous studies in specialty chemicals, petrochemicals, polymers, inorganics,

56、 lubes, coatings and related fields. he has also managed a number of projects involving surfactants and cleaning products, as well as led market research assignments in similar areas. he speaks fluent dutch, english and french and has a basic knowledge of portuguese. biographies of kline team (conti

57、nued) 63 tom aldred, bs che; is a director in klines chemicals and materials practice. he has worked on a broad range of projects in the areas of business strategy, market research and analysis, manufacturing and supply chain performance improvement, and business process design and optimization. prior to kli