Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Subject category: Marketing
Authors: Nukhet Vardar
Published by: El Izi Communications Consultancy UK Ltd
Originally published in: 2018
Revision date: 17-May-2018

Abstract

This case is about the extraordinary market conditions that a LPG (liquefied petroleum gas) brand - Ipragaz faced when the LPG market in Turkey shrunk by more than 15 percent in 2001 compared to 2000 market figures, due to economic crisis and natural gas became much more widespread in the country. Furthermore, the structure of the LPG market changed drastically, having major share shifts between cylinder, bulk and autogas segments. The total market grew in favour of the autogas, where Ipragaz did not have much presence. Ipragaz PLC Managing Director (1999-2017) Selim Siper explains, how they dealt with this critical problem and how they engaged in a number of successful market diversifications as a counter activity. The case also addresses alternative market entry strategies with the help of Ansoff and BCG matrixes, as well as discussing how markets and the market place conditions can alter quickly. When the whole market starts to change, companies and the business environment are faced with two options: either adapt their businesses to these changes or diminish. In the case, we see how Ipragaz managed to survive and increased its turnover from 700 million USD Dollars in 2000, to 1.2 billion Dollars in 2015, although their LPG sales were halved from 900 thousand tonnes to barely 450 thousand tonnes in 2015.
Location:
Industry:
Size:
4,103,000 tons (2016)
Other setting(s):
2000-2015

About

Abstract

This case is about the extraordinary market conditions that a LPG (liquefied petroleum gas) brand - Ipragaz faced when the LPG market in Turkey shrunk by more than 15 percent in 2001 compared to 2000 market figures, due to economic crisis and natural gas became much more widespread in the country. Furthermore, the structure of the LPG market changed drastically, having major share shifts between cylinder, bulk and autogas segments. The total market grew in favour of the autogas, where Ipragaz did not have much presence. Ipragaz PLC Managing Director (1999-2017) Selim Siper explains, how they dealt with this critical problem and how they engaged in a number of successful market diversifications as a counter activity. The case also addresses alternative market entry strategies with the help of Ansoff and BCG matrixes, as well as discussing how markets and the market place conditions can alter quickly. When the whole market starts to change, companies and the business environment are faced with two options: either adapt their businesses to these changes or diminish. In the case, we see how Ipragaz managed to survive and increased its turnover from 700 million USD Dollars in 2000, to 1.2 billion Dollars in 2015, although their LPG sales were halved from 900 thousand tonnes to barely 450 thousand tonnes in 2015.

Settings

Location:
Industry:
Size:
4,103,000 tons (2016)
Other setting(s):
2000-2015

Related