The conflict in Colombia took place in rural areas where agricultural activity is based. When we think about post conflict, we think about agriculture and productivity. What opportunities are there for the agricultural and agri-food sectors to grow in the post-conflict era in Colombia? The favor of our products has proven to be successful in a variety of countries, although we also alter some products to suit particular markets. Therefore, our expansion comes from both our increased penetration of areas where we are already present, in addition to new countries with different opportunities. All those countries have potential for growth, and as we go into those markets, we seek different opportunities to sell our products in additional countries. Our exports grew in 2016, and we can grow from that base again because many of the countries we sold to last year were new markets for us, for example Mexico, Canada, the Dominican Republic, and Aruba. We have made efforts to continue expanding our operations into more countries. Alpina significantly increased its exports in 2016. This strategy works well and we believe 2017 should be another good year for Alpina. This sent a message of confidence to consumers that we are continuing to invest in giving them more product choice. We knew the start of 2017 would be challenging with the tax reforms, and one way to face that was to be more aggressive with our new product launches. We have started with the launch of four or five products in January-February 2017. We have 25 launches planned for 2017, including both brand extensions and new products. One of these steps is continued innovation. Obviously, it is difficult to control macroeconomic factors, and we are looking more inside Alpina to see what we can do for our consumers and continue growing. What is Alpina’s strategy for navigating the current macroeconomic climate? Like what you read? metalpackager.TBY talks to Ernesto Fajardo, CEO of Alpina, on the need to focus on innovation, opportunities in agriculture, and challenges with infrastructure. It’s therefore expected that joining AkzoNobel’s “Let’s Colour” program with the expertise of the Pintuco Foundation will provide fresh impetus for further improving the quality of life for people in local communities throughout the region. In addition to creating value from global and regional product and service innovation, the intended acquisition will enable AkzoNobel to better serve customers across more geographies, as well as accessing new markets.īoth companies also share a strong belief in the transformative power of colour and a highly committed approach to sustainability. “We’ll be able to access highly complementary geographical positions in several new countries in the Andean, Central America and Antilles regions, including Colombia, which is the third largest in the region.” “This is an excellent intended acquisition which aligns perfectly with our Grow & Deliver strategy of creating leading global positions and driving growth in emerging markets,” commented AkzoNobel CEO, Thierry Vanlancker.ĭaniel Geiger Rocha Campos, AkzoNobel’s regional director for South America added: “It’s an historic opportunity which offers attractive growth potential across both paints and coatings. The transaction includes the Pintuco paints and coatings business, Andercol and Poliquim (resins) and Mundial (distribution and services). Present in 10 countries in South America, Central America and the Antilles, Grupo Orbis has consolidated revenue of about €260 million. AkzoNobel has agreed to purchase Colombia-based paints and coatings company Grupo Orbis, expanding its footprint in South and Central America.Ĭompletion is subject to regulatory approvals and is expected by end of this year, or in early 2022.
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |