In order to establish itself in the Thai market, a European machine manufacturer decides to set up a representative office. Due to the sales success in the market, the competition soon becomes aware of the sales structure. The challenge is to find a legal structure for the successful but illegal sales activities.
Europe and Germany in particular is losing its attractiveness as an investment location. More than 30% of SMEs are considering relocating their production abroad. But where to and how? And which arguments are there in favor of investing in Thailand? And who possesses on-site experience and a team that can help even in difficult situations?
Thailand is traditionally known as a country that has largely stayed out of major world conflicts and now boasts an ultra-modern infrastructure. Southeast Asia is considered to be the fastest growing and politically safest economic region until 2035. An investment in Thailand is safe.
And with Sanet ASEAN ADVSORS, “Pilots” are on site to guide you through a project from planning to start of production.
A highly specialized German company in plastic materials has a global market share of 14%. But in Thailand, despite preferential prices and fair margins offered by the partner, the market share remains at only 3%. This is something the management does not want to accept any longer. They hired Sanet to investigate a possible fraud by the distributor.
After more than 2 million Euro in losses over three years, a mid-sized client decided it was time for a systematic restructuring of their company. The management was determined to cut losses, hoping to finally be able to realize the profit potential offered by the ASEAN market.
Initial Situation – Silkhair is a global leader in the world of body care from head to toe. In 2006, the company entered a new business segment. Through substantial investment in formulations, product development and customer service, a new brand and a full range for hair stylists and upscale hair salons was developed.
Initial Situation – A German mechanical engineering company had a 75% interest in a joint venture in Thailand . A Thai partner, which also managed day-to-day operations, had a 25% stake. The German parent company did not spend much time worrying about its Thai subsidiary. The sales figures were not bad enough to draw the attention of its executives, although its share of the market was unknown. The results seemed “in order” according to German standards.