Enbiocon has designed a new and complete process for sludge treatment plant in Korea. The sludge coming from about 20 Waste Water treatment plants (WWTP) are dryed until they contain only 10 % of water. At this stage, sludge can be burnt and the energy spent for the drying is almost (90%) recovered.

We got in touch with Enbiocon during Pollutec show in Lyon in December 2012. Sludge management is one of the major environmental challenges facing water supply on Earth. In the past, sludge would be disposed in waste area and dried in open air, or loaded on boats and drawn in deep sea. Those 2 processes are, of course, dangerous for environment, and the habit of spreading the sludge on fields as fertilizer is better, but it has limits. The dry + burn process is the best thing to do – except for the energy consumption.

Strategy: France is the home land of 3 of the biggest water management companies in the world, Veolia, GDF-Suez and SAUR.

Actions :

• We identified contact in those 3 key accounts, set meetings and had process reviewed.
• We partnered with design companies, specialized distributors for industrial components.
• We approached several public services for water management. of et a potential partner list and submitted each contact to LISCA for approval.
• We identified decision makers, send LISCA company profile and invite them on the booth.
• During show, we attend the meetings for translation and support.

Results :

The R&D team of one of the key account visited the existing plant in Korea in order to initiate international partnership.

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The South Korean company IDO includes a traditional oriental medicine clinic, an experimental botanical garden, and a production center for wellbeing herbal infusions. Since 2007, IDO selects the species recommended by tradition, prepares them by natural fermentation, and packages them in a ISO 9001 factory.

Mrs Eunsil LEE is the manager of IDO. We get in touch with her in March 2012 for a 3-year support program held by SBC. SBC is the South Korean Support Agency for promising small businesses.

The market for “healthcare” related product is rising fast, together with the growing interest in Europe for ancient, oriental traditions.

Strategy: From the beginning, the plan had to cover not only France but the whole EC.

Actions :

• We built an online platform at www.korean-t.com. It is an information center and an e-commerce shop, it supports discount programs for resellers and distributors, in a multilingual environment.
• We set a network of prescriptors, among oriental medicine specialists, and spas. We also had a list of jurnalists specialized in natural, bio and healthy products.
• Distribution was set in a form of a “Korean teatherapy” corner in specialized independant shops, both offline and online.

Results :

Sales are growing in France, and the model is now ready to be settled in other EC countries.

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The city of Gwangju is located in the Southwestern part of Korea. It has the status of a metropolitan region and has around 1.500.000 inhabitants. The city is a major industrial spot of Korea, with some of the biggest plants of the country, mainly related to steel industry.  

The Local authorities of Gwangju decided in 2012 to promote the development of smaller companies. A focus was made toward car component subcontractors and biotechnologies.

In order to support the worldwide development of these companies, the Chamber of Commerce set up a worldwide network of business centers. We were chosen to manage the French office.

The purpous of the business centers was to evaluate each Korean company with regards to sales potential in France. We also made marketing researches on biotech and car components industry. We welcome several company managers, and introduced them to their appropriate network of distribution and potential customers and partners.

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In 2012, the aircraft manufacturer BOEING chose the Korean city of Yeong Cheon for the settling of its major Asian hub for aircraft maintenance. This activity drove in the city and nearby many subcontractors. The local authorities decided to create an industrial zone dedicated to aeronautic activities.

The investment support team came in France for the Bourget Air show in 2013, in order to meet European investors for this industrial park.

We managed for them the VIP contacts with aircraft manufacturer Airbus and ATR, together with other subcontractors willing to invest in Korea.

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Following our success story with “The Dream Team sales tour” in 2012, the same group of companies decided to set a booth at “Salon Vert” in September 2013. For this project, 4 other companies in the same area of business decided to join the initial group and the final gang was made of 8 firms.

Salon Vert is a national show dedicated to hardware and solutions for the plant nurseries, landscape gardeners, tree farms.

The group of company was covering all the areas of the business: tools, fertilizers, equipment for greenhouses, bio pesticides etc. so that the booth was very attractive. On top of that, we made a phone campaign before the show and around 50 buyers have visited the booth as “VIPs”.

We also organized some visits in the area, in a greenhouse, in a wineyard etc. so that Korean manufacturer can see methods, interview users and examine local habits.

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The Technical Textile Team has been set up by the Korean province of Gyeongsangbuk-Do in 2008. This area of South Korea has a rich Textile industry, and the 4 companies were leading the industry exportations.

SILITEX : fabric for clean room clothes.

BOO SUNG : Fabric Dyeing.

DONG-IL : Industrial gloves.

ILSHIM : Microfiber fabric, including Nanosilver® innovative product.

Korea has a strong textile industry. With new competitors from Pakistan, Bangladesh entering the market by the “low cost” door, the Korean companies had to move toward innovative products, quality control in plants, additional services to customer etc.

In this industry, innovation is made by producer of fabric. Then, it has to be shown to designers of finished clothes. If the designers like the innovation, they use it in new models and production and sales start.

One single innovative product may be interesting for one designer. But if several  innovative companies are gathered in the same room, it drives the interest of many designers. This is a chance to get more contacts and more visibility for market trends and future business.

We organized the first sales tour for this team in France in September 2009. After some feedback and follow-up from us, all of them are now selling innovative products on French market.

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LISCA is a manufacturer of underwear in Sevnica, Slovenia. The company will be 60 year old in 2015. The turnover is about 25 million €, with 300 employees. The brand is very well known in all former Yugoslavia where LISCA has its own network of shops and around 30 % market share. The company also has distribution subsidiairies in Germany and Czeck republic.

Mrs Slavica Rilak is in charge of business development in Western Europe. We get in touch with her in July 2013.

Regarding France, LISCA had 2 main difficulties :

1. There is a fierce competition, because France is the homeland of numerous well-known brands of lingerie such as DIM, Chantelle, Aubade, Lise Charmel, etc.
2. LISCA doesn’t look only for purchase orders and easy money. They want to firmly establish their brand with reliable partners, and build a long term business in accordance with their development strategy.

Branding a lingerie trademark requires heavy marketing investments. Thanks to the experience of the company in other countries, LISCA already has many tools : Advertisements in international press, participation to main “fashion weeks” in Paris, Moscow etc., Giveaways and other materials for the Points Of Sales, etc.

Strategy: We had to take advantage of the Interfilières show in January 2014 to organize sales meeting on LISCA’s booth with potential partners.

Actions :

• We set a potential partner list and submitted each contact to LISCA for approval.
• We identified decision makers, send LISCA company profile and invite them on the booth.
• During show, we attend the meetings for translation and support.

Results :

8 sales meetings gave successful results, and LISCA has signed a master distribution deal with one of them, in order to be the “control tower” of this network of distribution.

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Gorenc is a manufacturer of gaz planchas in Ljubljana, Slovenia. It is a family business, now runned by the children of founder. The company is not big (less than 30 employees), but the brand is wellknown in Slovenia, because the trend of outdoor cooking is firmly established there.

Mr Izidor Gorenc is in charge of business development.  We get in touch with him in November 2013. The company is the market leader in its homeland, and in all former Yougoslavia. They also have a network of distributors and representatives in Austria and Germany.

There are no local barriers. As Slovenia is a member of European Community and Euro zone, the technical standards and the pricing cover all Europe. A plancha is made of iron, it is a rather heavy product, and therefore the price of transportation needs to be optimized. Each country has its own standard when it comes to gaz distribution, diameter of pipe, pressure of gaz etc. , but Gorenc has already adressed this. As all outdoor equipment, the sales are seasonal: consumers purchases are small in the winter, and high in the summer.

In terms of communication, Gorenc has a website www.gorenc.eu in Slovenian and English. The export catalog is trilingual English / German / French.

Strategy: We identified 3 sales channels:

• Supermarkets dedicated to Do-it-yourself equipment, or home equipment. They all have a “outdoor” area, with a range of plancha.
• General on-line stores.
• Independent retail shops, both off-line and on-line.

In France the market is dominated by 2 French competitors, Forge Adour and Weber.

Actions :

• We set a list of major supermarket chains, identify purchase center and set a direct contact with them.
• All big on-line stores have an affiliation program, we set a virtual shop in one of them in order to directly face competition, and get datas about best-selling products, price difference, etc.
• For independent retail shops, we choose to reach them through a 2-tiers partner, a French wholesaler.

Results :

We got a meeting with the purchase center of a 60-stores supermarket brand. Gorenc is in line for supplying 2 products of the 2015 range.

We set a partnership with a wholesaler, specialist in outdoor Equipment.

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Pollutec is one of the biggest international shows related to waste management. The 2013 edition, held in Paris, had a focus on South Korea as “invité d’honneur”. We organized the matchmaking during this show.

“Skill Up” : One day before show, we set a training day for Korean exhibitors : 2 senior consultants gave lectures, including market size for each participant, potential in Europe, legal aspects, joint-venture opportunities, etc.

“Investor Matchmaking”: Several exhibitors were seeking for financial partners in Europe. We organized a matchmaking event on the show, with investment funds, banks and major potential joint-venture partners.

“Site visits”: After show, we set a visit of drinkable water plant of Mery/Oise, one of the most innovative site operated by Veolia, and the waste water plant of Bonneuil en France, which has a cutting edge sludge management technology.

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The Dream Team is composed of 4 Korean companies. They all manufacture tools and hardware for greenhouse culture, fruits and vine culture.

SSAGDUGI : electric scissors.

TAPEBINDER : Tape binding machines.

SHADENET : Shade net fabric, tarpaulin.

SIS : Thin insulation for greenhouses.

They are small companies, and their products are so specialized that their market is limited. The cost of a market study and an initial sales tour in Europe is too high for them.

But when they gather their product into one catalog :

1. The customers (distributors, farm cooperatives, garden centers) have more interest, so they accept sample testing, reviews and feedback, meetings.
2. The group can afford sales operations that would have been too expensive for each single companies.

We organized the first Dream Team sales tour in France in September 2012. The 4 companies had 20 customer contacts all together. After some feedback and follow-up from us, they are now all represented in France.

One year later, in 2013, the Team decided to take a joint booth in a specialized show, Salon Vert. As they were already represented in France, the customer contacts on the show were more efficient and the show led to effective sales. As a first visit in France, it would have been a limited success, but as a second step of the strategy, it was a smart move.

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