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Profitable in China from day one (July 2012)

Hempel supplies coating solutions primarily for ships and has been active in Asia since 1957, where they established headquarter in Hong Kong, because it was a major hub for shipping and ship repair.

In 1992 Hempel entered Mainland China with a joint venture with China Merchant Group. It was one of the best business moves in the history of Hempel, as the Partner and Hempel could jointly develop the Chinese business to the level where it is today, being the single most important market for Hempel. From day one the joint venture it was profitable.  .

Hempel have a global supply chain serving their multinational customers with ships being maintained all over the world. Hempel also serve other multinational customer like the wind industry who needs to be supplied worldwide with coatings. Hempel has 50-60% of the wind turbine market in China (both Danish Vestas and Siemens, and Chinese wind manufactures like Goldwind)

However, Hempel didn’t find all of the business in China Merchant Group interesting, so in order to get freedom to operate – and get full profits of their R&D investments – they decided to acquire all the shares back in 2009.


Hempel started almost 100 year ago in Denmark and is one of the worldwide leaders in the coatings industry. They have emerged as one of the major players in China. The company has a turnover on EUR 889 million (2010), approx. 5000 employees, a global presence with 23 factories and 10 R&D centers, 46% of their volume in Asia (2010) – predominantly in China.


 
  • ________2013_________
  • The road to success in China begins at home 4 keys to success in the Chinese market
  • Chinese for beginners
  • Take-aways from two presentations on China
  • Moving ahead in China. 
The fifth round of bootcamps is underway
  • Focus on differentiation if you want success in China
  • Danish management style looks weak in the eyes of the Chinese
  • Guanxi – it’s "who you know" and not "what you know"
  • Local competition and copying
  • Understand the mid-market in China
  • Focus on your customer – and your sales people
  • ________2012_________
  • The Partners behind the project
  • Next step in the project
  • Understand and adapt to differences in the market
  • Lower cost and better benefits
  • Proximity to the customers leads to better innovation
  • Profitable in China from day one
  • Entering Chinese Markets
  • FOSS second brand strategy for the China mid-market
  • Customer bonding at Haier
  • Adjusting to China
  • “Second home” strategy in China
  • Localization as key to success in China
  • Understand the competitive situation
  • ________2011_________
  • The final Company participations
  • Chinese SfG researcher in Shanghai
  • Project Outcome – what are the desires?
  • Next stop: Shanghai
  • ________2010_________
  • To fonde vil styrke konkurrenceevnen
Copyright 2010

Project Secretariat
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DK-6400 Sønderborg | Denmark
info@suitableforgrowth.dk

Universe fonden Industriens fond