The commercial question
The group was considering building vessels used in subsea oil and gas operations. It needed to understand which vessel types offered attractive opportunities and how well those opportunities matched its capabilities.
The central question was where the shipyards could apply their strengths to meet real market demand.
My role and work
Working as a consultant based in London, I led the business development project. The work included:
- Market analysis of relevant subsea vessel types.
- Assessment of opportunities against the shipyards’ technical expertise, facilities and production capacity.
- Recommendations based on market demand and the group’s ability to respond.
The outcome
I recommended a direction that connected the group’s expertise and capabilities with market needs. This gave management a structured basis for prioritising vessel types and considering the next stage of business development.
The client’s identity and detailed findings remain confidential.
How this experience supports entry into Norway
Market entry decisions require a clear connection between demand and the value a business can offer. This assignment illustrates how I assess that fit and translate it into strategic priorities.
I apply the same approach when helping Japanese companies enter Norway: narrow the target market, assess the capabilities required and consider whether to build them or acquire them.
Discuss a Norwegian market assessment