WORBUS was approached by a company who wanted core investment and technology support to set up a plasma kiosk advertising using 2000 flat screens in the city of Kuwait. WORBUS developed the plan for executing the project, analyzed the market requirements and feasibility and also the WORBUS team settled on comprehensive negotiations with investment companies to enable the project across the Middle-East.

WORBUS was approached by a leading corporate house in Asia to promote its core technology institute in Korea, Japan and Eastern Europe. The company wanted to solicit financial partners in each of these countries and build up a model with management equity and operational equity to structure the project. WORBUS analyzed the requirements and in two weeks identified potential financial partners for the project. This project would enable the company to become global in operations and revenue collection.

An Asian steel manufacturing company contacted WORBUS to study the company which was making losses and restructure its operations with a total change in the organizational structure, culture to enable a corporate restructuring. WORBUS worked on the client and developed a strategic turnaround for the company with a takeover to finance its future growth.

A small to medium company wanted to raise $ 50 million to tap into the construction opportunity in Kuwait. This company had only a paid up capital of $ 6 million. WORBUS team prepared the business plan, the financial investment plan and the final presentation for the client. In thee weeks, WORBUS US and WORBUS Europe identified partners in the same peer group.

An Asian company who is a market leader wanted to have a strategic market entry in United States. The company contacted WORBUS for a low cost high net worth acquisition. WORBUS North America did a comprehensive study, identified strategic prospects, whose value will triple with the capabilities of the Asian company and negotiated in the acquisition. WORBUS thereafter set up a ‘transfer host’ team, to coordinate the management change. WORBUS nominated a Director to be on board for a period of five years to act as a catalyst and ensure that the expectations are delivered for a seamless and smooth acquisition. The company has produced tremendous value to all shareholders.

A North American company with 1780 employees with 7 plants in the US was looking for a strategic buyout, due to very high pressures on margins and dwindling profits. Its basic enterprise value was reducing month after month. WORBUS looked towards Asia and contacted a series of strategic companies who would acquire the North American company for a strategic value than a simple enterprise value. WORBUS made the business case for the strategic and leveraged buyout and raised the company’s value more than 2 times its basic enterprise value. The deal was a win-win for both parties.

A US incorporated company wanted to build a global company with strong foundations. It realized the value of low cost manufacturing coupled with active presence in a low cost country can build up global markets, only adds revenue dollars. The company also wanted to be present in emerging markets worldwide. The company did a lot of research for a suitable partner, who can understand their growth needs and provide strategic consultation with execution from concept to completion. WORBUS was the obvious choice. WORBUS global team started the work and completed a very complex minority buy-in model with another Indian company within a period of 4 months. Both companies are now financially doing very well with new business flowing in by being a global vendor and solutions provider to clients.

An European company wanted to mitigate its business risks by having presence in a low cost country and also in a high growth market for its products. They wanted a consultant who would work with them, on progressive manner, after having a frustrating experience on their own. WORBUS deployed a key SME strategy 360º, which enabled the company strategically to grow their business rapidly. WORBUS growth model enabled the company to tie up with a South Asian manufacturing company and they both decided to set up a Greenfield facility. Both companies have progressed in their respective market. The new company brought in additional revenues enabling the companies to double the overall revenue within a period of three years.

A Canadian company wanted to strengthen its base in North America and at the same time sought to grow its revenues by using its high technology products for growing and emerging markets in the world. They had customers like PEPSI and COKE. The client chooses WORBUS since WORBUS could provide the right strategy for sustained long term growth with global competitiveness. WORBUS defined the strategy, used its global offices to source an appropriate partner in Asia, and conducted the due diligence, set up the initial round so ‘search meetings’. Post the ‘search meetings’ WORBUS shortlisted in ranking order the best three companies in conjunction with the client and conducted negotiations to form the 50:50 Joint Venture company for the client. WORBUS thereafter created the business plan, finalized the Joint Venture Agreement, rendered appropriate Tax advice and set up the Joint Venture company for the client in Asia. WORBUS operated from concept to completion in this project. A WORBUS Director remained on board for the first five years to ensure smooth and seamless operation. The project was assisted and executed through the Corporate Services teams and the Operations team.

An Indian company in the EMS space wanted funds to grow their manufacturing capability and also for cross border acquisition. WORBUS teams analyzed the complex operations as it was spread over three continents. WORBUS handheld the company and invested in the company for lateral and horizontal growth. The private equity infusion was done in three phases, conditional to growth and profitability. The company prospered with three cross border acquisition, one leveraged buyout and rapid growth in the domestic business. WORBUS later brought in a strategic partner for rapid growth in North America for the company.

WORBUS was contacted by a South American company making plastic foils and wrappers for an alliance with an Asian company with an intent to follow their food and beverage customers into Asia. WORBUS successfully identified potential partners, completed due diligence, and set up the alliance within a record period of three months. The Strategic alliance was mutually beneficial and the South American company earned a royalty through the sales generated from the Strategic Alliance.

WORBUS does cross border deals. Most of the deals are from North America to Asia, Europe to Asia & Middle-east, Middle-east to Africa and Asia to Africa. By mid 2008, WORBUS has seen a variety of acquisition deals predominantly from Asia into North America and Europe. WORBUS has done a series of cross border deals in Automotive Industry, Telecom Industry, Medical Devices Industry, Power and Energy, Retail, Textiles, Real estate, Hotels, Defense, Oil and gas and Mining. Almost 80% of WORBUS projects are cross border deals.

A automobile components manufacturer was looking forward for a growth strategy. WORBUS proposed that the company develop its global footprints in countries where their customers are operating. WORBUS developed strategy models, which was approved for global execution. WORBUS then went ahead and sought joint venture partners for the company in Asia. This company has now grown inorganically and is planning to do an IPO within the next two years, due to its extraordinary growth.

A chemical (waterproofing) manufacturer was considering acquiring another chemical manufacturer in its attempts to become more vertically integrated. WORBUS evaluated the manufacturer by certain criteria and identified the most optimal company for acquisition and created a strategy overview document for the company to proceed in its acquisition. Furthermore, WORBUS evaluated the potential impact of the acquisition on the existing customer base for the company post WTO policy impacts.

An European educational group with educations institutions in United Kingdom, France and USA approached WORBUS to find a partner to set up an international primary educational institution in Asia. WORBUS identified partners in 3 weeks, and structured the negotiation to facilitate a through win-win situation.

An automobile component manufacturer supplying to the likes of FORD, GM and TOYOTO came to WORBUS for a Sourcing Solution. WORBUS identified the right vendors in India and China after considering several vendors on different parameters. WORBUS developed the plan for executing the project, analyzed the manufacturers requirements and feasibility of the project. Today, the manufacturer has a saving of 30% to 40% on this project, with WORBUS taking care of the procurement cycle with the help of its web-based ERP system.

A North American company that specializes in providing complete packaged drive assemblies of both mechanical and electrical components approached WORBUS for a solution to their complex sourcing needs. WORBUS analyzed the requirements and within a period of 4 weeks found a solution. WORBUS introduced them to an Indian company which had the required manufacturing and technological capabilities, and a strong corporate history. The parties were walked through the synergies and a long term structural alliance for sourcing was put in place.

A North American electrical transformer manufacturer had been facing design and engineering challenges and severe cost pressures on a new series of product designs. A possibility of failure on any of these counts would have risked the future course of the company. The company approached WORBUS for strategic advice. Through its strong technical and operational capabilities WORBUS identified the product development stages and required inputs. Based on these parameters WORBUS located a right strategic partner with advanced design capabilities and manufacturing facilities in Asia to take on the challenge. The products thus developed and supplied have also led to substantial cost savings to the manufacturer.