Overview

The demand for bottled water products in Asia was experiencing rapid growth, fuelled by rising urbanisation, increasing health awareness, and concerns about water quality and safety. Consumers across the region were seeking convenient and reliable hydration solutions, driving significant expansion in both premium and value-segment bottled water markets. This trend presented opportunities for companies to innovate, invest, and meet the evolving needs of Asia’s dynamic and diverse consumer base.

The Challenge

The client identified a perceived growth opportunity in the beverage industry, driven by increasing consumer demand, access to abundant natural resources, and favourable trade conditions. However, despite the attractive market dynamics, there was a significant capability, knowledge and capital gap in converting this opportunity into a viable and scalable business. The organisation lacked the internal expertise to assess market entry strategies, define competitive positioning, and structure the operational site for manufacturing success. Without a clear organisational strategy or business development framework, the opportunity risked remaining unrealised.

Approach

To address this, there was a need to provide expertise to develop a strategy and a practical business plan with a detailed breakdown of manufacturing lines and facility operations. The focus was to unlock the potential of the opportunity while aligning with long-term commercial and operational goals.

1. Strategy and Business Plan Development

A comprehensive organisational strategy and business plan were developed to define the long-term direction and commercial roadmap for the business. This involved:

• Market Opportunity Assessment: Evaluating demand drivers, market trends, and competitive dynamics within the beverage industry across target regions.

• Business Model Design: Defining the value proposition, revenue streams, distribution channels, and key operational capabilities required for success.

• Financial Planning: Building financial forecasts, investment requirements, and return-on-investment (ROI) models to support decision-making and capital allocation.

• Organisational Structure & Capabilities: Outlining the future organisational design, talent requirements, and governance models to support scalable operations.

• Strategic Prioritisation: Identifying short- and long-term priorities, key success factors, and potential risks to guide phased implementation.

This phase established a clear and actionable framework to transform the opportunity into a structured and investable business case.

2. Manufacturing Line Development and Production Facility Feasibility

A technical and financial feasibility study was conducted to assess the requirements and viability of establishing a beverage production facility. This included:

• Production Line Design: Outlining the production process flow, equipment requirements, automation options, and capacity planning to meet demand forecasts.

• Facility Planning: Identifying site specifications, layout considerations, utilities, logistics, and compliance with regulatory standards.

• Technology and Vendor Assessment: Engaging with potential equipment suppliers and technical partners to evaluate available solutions, cost structures, and implementation timelines.

• Capital Expenditure Analysis: Estimating total investment requirements, including land, construction, machinery, installation, and commissioning costs.

• Operational Viability: Assessing the scalability, efficiency, and sustainability of the facility, with attention to quality control, workforce needs, and supply chain integration.

This ensured a fact-based decision-making process for launching production capabilities aligned with commercial objectives.

3. Market and Site Visits

On-the-ground market and site visits were conducted to validate assumptions, engage stakeholders, and gain critical local insights. These visits served to:

• Validate Market Potential: Assess retail environments, consumer behaviour, and existing product offerings to inform go-to-market strategy.

• Engage Key Stakeholders: Meet with local authorities, distributors, suppliers, and potential partners to explore collaboration opportunities and navigate regulatory landscapes.

• Assess Site Suitability: Conduct physical assessments of potential production facility sites, evaluating infrastructure readiness, access to utilities, labour availability, and logistical connections.

• Risk Identification: Identify practical challenges and local constraints that may impact operations, such as climate, transport, permitting, or resource availability.

These visits provided vital input to refine the business model, de-risk the investment, and tailor the strategy to real-world conditions.