｜IntroductionIn "Speeda User’s Voice," we share client stories on how they utilize Speeda to enhance research efficiency and drive business growth.In today’s round, we invited Nomura Research Institute (NRI) Singapore, a leading global research firm, to experience our Expert Research Services (FLASH Opinion & EXPERT Interview) while co-authoring a collaboration article with us. Explore their experience to see how these insights shaped the narrative and hear their candid perspective on the process.🔗 [Read the NRI × Speeda Collaboration Article (English) Here]- What was the background and primary objective for using Uzabase’s services when crafting this collaborative article?We were co-authoring an industry column with Speeda on how Japanese FMCG brands can build fan loyalty in Southeast Asia — covering Vietnam, Indonesia, and Singapore simultaneously. The challenge was that our internal research covered the strategic and analytical layer well, but we needed practitioner validation from people with direct on-the-ground experience in these markets. We used Uzabase's services specifically to stress-test our framework and enrich the recommendations with real execution insight that consulting analysis alone cannot provide.The Two Key Features of "Expert Research (ER)" Used in This ProjectThe FLASH Opinion (FO) Experience- How user-friendly was the Speeda platform interface when submitting your query, and what was your impression of receiving responses within 24 hours?The platform was straightforward to use — submitting the query took minimal effort and the structured format helped us frame the question clearly. Receiving diverse expert responses within 24 hours was genuinely useful given our project timeline. What impressed me was not just the speed but the fact that the responses were substantive and varied enough to surface perspectives we had not anticipated, rather than converging on the same generic answers.- What was your assessment regarding the quality and relevance of the written insights provided by the experts?The quality was consistently high and market-specific. Experts did not give textbook answers — they shared observations grounded in direct experience, which gave us material we could actually use in the column.The EXPERT Interview (EI) Experience- How smooth was the communication and scheduling process with the dedicated Speeda staff leading up to the interview?The Speeda team was responsive and well-organized throughout. Scheduling coordination was handled smoothly and communication ahead of the interview was clear.- How satisfied were you with the initial shortlist of experts, and what was your impression of the depth of knowledge demonstrated by the expert during the 1-hour interview?The initial shortlist was well-targeted to the profile we specified — a senior practitioner with direct SEA market experience across multiple markets simultaneously. The expert we interviewed demonstrated exactly the kind of depth we were looking for: not just strategic familiarity with the markets but specific, named observations from campaigns and brands they had worked with directly.- How did navigating the entire journey—from scoping broadly with FO to diving deep with EI—contribute to the final collaborative article? The two services worked as a genuine funnel. FLASH Opinion gave us breadth - a range of practitioner views across markets that helped us identify which themes were consistent and which were contested. The EXPERT Interview then gave us depth on the most important themes: the execution model, the in-house versus outsource decision, how to recruit and retain local talent, and what Japanese FMCG brands consistently get wrong market by market.- Looking at your overall experience, how valuable was this process, and to whom would you recommend this powerful combination of FO and EI?The combination of FLASH Opinion and EXPERT Interview is genuinely more valuable than either service alone. FO is fast and broad — ideal for validating a framework or stress-testing assumptions across multiple perspectives quickly. EI is deep and specific — ideal for generating the kind of practitioner insight that makes analysis credible and actionable rather than theoretical. Together they gave our column both rigour and authenticity. I would recommend this combination to any consulting team producing thought leadership that needs to be grounded in market reality, particularly for cross-country research where internal expertise is inevitably thinner in some markets than others.Interview Date: July 27, 2026The content of the interview article, as well as the affiliations and titles of the individuals mentioned, are based on information as of the time of the interview.

This article was contributed by NRI Singapore. You can also find this article on the NRI website here.The Gap That Is Quietly WideningJapanese FMCG brands have spent long time building distribution in Southeast Asia. Their products are on the shelves. Their brand names are recognized. Yet 90% of Vietnamese consumers switched brands in the past three months (McKinsey, 2023).The problem is not product quality. It is the gap between brand presence and brand loyalty, and three structural forces are widening it: consumers now make identity-driven choices, not access-driven ones;Korean and local brands are winning on emotional connection rather than product superiority; and TikTok-led discovery and live commerce have permanently shifted how purchase decisions are made, rewarding community authenticity over broadcast advertising (Google, Temasek & Bain, 2025).What Winning Brands Do DifferentlyEvery brand that has built genuine fan loyalty in SEA operates on two layers simultaneously.Layer 1 (Commercial Foundation) is the prerequisite: accessible pricing, frictionless distribution, continuous product renewal, and promotional activity. Japanese FMCG brands typically have this in place.Layer 2 (Fan Architecture) is the differentiator: a sharp insight into a specific local consumer identity or community goal, an experiential or participatory execution, and amplification through trusted local channels. The gap for Japanese FMCG is almost entirely here.Three methods exist for building Layer 2, each defined by a different direction of relationship between brand and consumer.Successful Brands That Have Already Done ThisAcecook (Vietnam), Wardah and MILO Van (Indonesia and Singapore), and ASICS (Southeast Asia) each represent a fundamentally different approach to fan building, and together they cover the full range of what is available to Japanese FMCG brands in this region.The first method draws consumers toward the brand by giving them something of the brand's own story to personally claim and extend.On its 30th anniversary, Acecook launched a recipe contest, Acecook Vietnam: 30 Years of Harmonizing with Vietnamese Life, inviting consumers to create dishes using its products and tapping directly into Vietnam's deep attachment to personalizing food. A network of nano food bloggers amplified the results organically. As observed by an independent FMCG consultant who advised on the campaign directly: "The real engine was a network of small food bloggers, not celebrities, who posted their own creations. That sense of ownership turned casual buyers into vocal fans." The consumer insight fed directly back into Acecook's R&D pipeline, including collaborations with Michelin Guide-recognized restaurants and locally sourced ingredient innovations.The second requires the brand to set aside its own narrative entirely and enter the consumer's world on the consumer's terms.Wardah and MILO Van each took this path, not building a new community but entering one that already existed. Wardah embedded itself in the Islamic communitynetworks, campus organizations, and Ramadan events that Indonesian Muslim women already belonged to, becoming Indonesia's largest domestic cosmetics company with the highest brand loyalty index among beauty brands in the country. MILO Van re-entered a ritual that Singaporeans had been carrying privately for decades, the memory of free MILO at school sports days, giving consumers a physical format to express and share that nostalgia publicly. Despite having the second-lowest engagement volume among MILO's SG60 campaign elements, the van activation generated the most emotionally charged consumer responses of any activation tracked. Both cases succeeded for the same reason: the brand understood deeply who its consumers already were and showed up in the spaces those consumers already owned.The third goes further still, asking the brand and consumer to build something together that neither could create alone.The ASICS Running Club, with weekly structured training programs across Singapore, Indonesia, and Thailand, gave communities a collective goal to work toward with ASICS as the enabler. Members who joined in Year 1 became brand advocates in Year 8, at a running cost of approximately SGD 5,000 per quarter. ASICS grew its SEA business from JPY 4.4 billion to JPY 25.5 billion between 2021 and 2025 at a CAGR of 52.9%. As a Speeda expert who served as regional marketing lead at ASICS SEA, explains: "Initially HQ wanted to vet through every single thing. Over time, local teams earned significantly more empowerment. That shift is what made the community building possible." What these three cases reveal is a systematic logic. Acecook invited consumers into its own world by making its origin story something consumers could personally claim and extend, so that the brand reflected who they are as individuals Wardah and MILO Van went the other direction, bringing the brand into the world consumers already inhabited and succeeding because they understood deeply who their consumers already were ASICS did both simultaneously, co-creating a community with shared goals that made leaving the brand mean leaving the community itself.Together the three methods cover every direction of brand-consumer relationship, and Japanese FMCG brands have the product credentials, cultural heritage, and craft story to execute all three.From Method to Execution: The Sequence Every Brand Must FollowWhichever method a brand pursues, the execution always follows the same three-stage sequence. The method determines the direction of the brand-consumer relationship. The sequence determines the order in which that relationship is built. Skipping a stage, regardless of method, produces content without community trust.Stage 1: Earn Relevance.The brand must first answer one question for a specific consumer segment: does this brand speak to who I am? In Vietnam, the most accessible entry points are urban stress and restoration, and self-improvement as personal identity, both underserved by Japanese FMCG despite strong product fit. In Indonesia, functional and clinical credibility positioned as a shared identity is the most accessible anchor, given that Japanese brands carry deeper safety and quality credentials than most competitors. In Singapore, Japanese craft heritage expressed as a specific design philosophy rather than a generic quality label already has an engaged audience waiting to be activated.Stage 2: Create Belonging.Once relevant, the brand needs a recurring reason for consumers to gather around it. The first activation builds awareness. The third builds habit. The tenth builds loyalty. A seasonal campaign is not Stage 2. A program that shows up consistently, whether weekly, monthly, or annually, is.Stage 3: Enable Amplification.Peer community development through community influences, incl. trusted nano and micro content creators is the primary amplification mechanism across all three markets.Relationship building must come before any paid brief. Brands that brief community influences before building genuine relationships receive content without community trust, which is the Stage 3 failure mode most Japanese FMCG brands fall into by default.How to ExecuteThe strategic case is clear. Execution is where most brands stall. Three practical starting points from direct practitioner experience across all three markets:First hire.Bring on a Community Manager who is already a genuine, active member of the target community. This is not a social media manager or a content scheduler, but someone known and trusted in that space before the brand arrives. The most effective way to find this person is through community referral, not job postings.Outsource vs. in-house.Outsource for the first one to two years as it is faster and cheaper at entry stage. Keep community management and KOL relationships in-house from the start because these are trust-based and the relationship equity must belong to the brand, not the agency. Production, event logistics, and paid media are better outsourced to specialists.Agency selection.Three criteria matter. Business results, specifically community growth metrics and repeat purchase uplift rather than influencer headcount Local relevance, meaning genuine sub-market understanding given that Indonesia is not one market and HCMC and Hanoi are not interchangeable Operational excellence to show how the agency cares and acts at speed and qualityOn budget, a pilot in SEA covering one market and one segment typically starts from USD 40,000. A mid-market rollout runs between USD 150,000 and USD 500,000. A full national program requires USD500,000 and above.References1. McKinsey & Company (2023). Vietnamese consumers are coming of age in 2023: How businesses can stay ahead.URL: https://www.mckinsey.com/featured-insights/asia-pacific/vietnamese-consumers-are-coming-of-age-in-2023-how-businesses-can-stay-ahead 2. Google, Temasek & Bain & Company (2025). e-Conomy SEA 2025: From Digital Decade to AI Reality.URL: https://www.bain.com/insights/e-conomy-sea-2025/ This report incorporates expert insights obtained through Speeda Expert Research Service to enhance the analysis and discussion.

Emerging themes from investor and advisory conversationsAs deal activity and strategic investments continue to evolve across Southeast Asia, investors, consultants, and corporates are increasingly seeking deeper, real-time insights to inform their decisions.Following the integration of Sealed Network into the Uzabase group, Speeda has expanded its capabilities to provide on-demand access to industry experts alongside its existing data and market intelligence platform (Speeda). This combined approach enables more nuanced understanding of sector dynamics, especially in fast-moving or opaque markets.Below, we highlight some of the recent questions raised by market participants, using the data center sector as an example to illustrate how expert insights can support investment and consultants workflows.How expert insights translate into real-world decision-makingTop industry questions &  Example of expert responses Recent inquiries from private equity firms, consulting teams, and corporates have focused on areas such as data center. To address these questions, expert consultations can provide practical, experience-based perspectives.Expert background: Ex-Microsoft, Former Sub-regional Planning Lead – DC EPC Project Controls How are HVAC decision-making responsibilities split between owners/operators, MEP consultants, EPCs and integrators across project stages? "I work closely with owners/operators on cooling strategy definition, align MEP consultants during concept and DD, and support EPCs and system integrators through constructability, procurement, and commissioning—decision rights typically shifting from owner-led strategy to EPC-led execution post design freeze." How do HVAC procurement workflows differ for hyperscale new builds, colocation expansions and live retrofits from spec freeze to PO? "Hyperscale new builds follow early vendor engagement with long-lead lock-ins at 30–60% design, while collocation expansions and retrofits compress timelines with later freezes; PO issuance generally follows spec freeze, commercial alignment, and site-specific risk clearance." How do power availability, PUE targets, energy costs, sustainability needs and permits shape cooling architecture across DC types? "Cooling architecture is primarily shaped by power availability and PUE targets, with energy cost, sustainability commitments, and local permitting constraints driving trade-offs between air, hybrid, and liquid solutions—especially pronounced in expansions and retrofits." What are typical HVAC scopes and CAPEX per MW of IT load by DC type, and how do air, hybrid and liquid cooling solutions compare? "HVAC CAPEX typically scales per MW of IT load and varies materially by cooling architecture, redundancy philosophy, and delivery model, with air systems at the lower end and liquid or hybrid solutions carrying higher integration and balance-of-plant costs." Key technical, commercial and reference criteria for HVCA supplier qualification and selection "Supplier selection balances proven reliability, efficiency, and delivery capability for core equipment, while emerging solutions like liquid cooling place greater emphasis on system integration clarity, reference deployments, and operational risk mitigation. "Supporting investment and strategy with expert insightsAcross Asia, access to deep subject matter insights is becoming increasingly important for: Commercial due diligence and market validation Deal sourcing and investment thesis development Operational benchmarking and value creation planning Corporate strategy and market entry assessmentsBy combining proprietary data with direct access to industry experts, Speeda supports more informed and timely decision-making. Explore how expert insights can support your projects, please submit the form to talk to us.

｜IntroductionIn this edition of Speeda’s User Voice, we are honored to feature Mr. Yusuke Ojima, Corporate Officer and Head of the Overseas Division at Nihon M&A Center Inc.Nihon M&A Center is Japan’s leading independent M&A brokerage firm, specializing in "friendly M&A" for small and medium-sized enterprises with a vast track record both domestically and internationally.As 2026 marks the 10th anniversary of its global expansion, the firm has come a long way since its "zero-to-one" journey began in Singapore. Today, it has grown into a regional powerhouse of over 60 professionals across Malaysia, Vietnam, Indonesia, and Thailand.This decade of growth represents more than just a business expansion; it reflects a commitment to building a vital bridge between Japan and ASEAN. Under Mr. Ojima’s leadership, the firm continues to foster "mutual prosperity" and regional development through strategic cross-border M&A.Speeda is proud to share Mr. Ojima’s insights on leveraging our platform to navigate Southeast Asia’s fragmented markets and opaque private company landscape, as well as his vision for the future of market intelligence.Expanding M&A in ASEAN: Business Growth and Key StrategiesCould you tell us about your company’s business and your current role?Mr. Ojima: Nihon M&A Center’s overseas business has established bases in five countries: Singapore, Indonesia, Malaysia, Thailand, and Vietnam, and is expanding in South Korea through investments. Additionally, we have joined alliances to handle M&A cases in Europe and the United States. We focus particularly on the ASEAN market, with over 50 employees in our overseas business, closing more than 10 deals per year and handling over 150 cases annually, steadily growing since our overseas expansion.The Singapore office was established in 2016, while the other offices were set up during the COVID-19 pandemic. Since 2022, our business performance has been steadily expanding, targeting not only Japanese companies but also buyers from Europe, the U.S., and ASEAN. Our Singapore office also covers cases in other countries, collaborating with teams in each region to proceed with negotiations.Currently, as the General Manager overseeing our five Southeast Asian offices, I am responsible for overall management. We aim to establish our Indonesian subsidiary by the end of the year, while also increasing personnel across all offices. Strengthening local recruitment and talent development is a key strategy for further growth.Note: This interview was conducted in February 2025. The title and information are current as of that time.Speeda’s Role in Target Selection and Market ResearchHow many people in your company use Speeda, and what roles do they perform? Additionally, what kind of research do you conduct using Speeda, and which specific features do you utilize?Mr. Ojima: All consultants in our overseas sales offices use Speeda. We primarily use it to identify key players within each industry and to narrow down potential targets.We sometimes receive broad requests from Japanese companies such as, "Please introduce M&A opportunities in this industry within this country." By applying filters in Speeda, we can narrow down prospects, making it an essential tool for target selection and list creation.In our line of work, starting from the buyer's demand alone is ineffective, as approaching companies with no intention of selling rarely leads to success. Therefore, we often focus on finding sellers. For example, we frequently reach out to elderly business owners considering retirement who are open to M&A as a means of further growth.We use Speeda’s industry player lists before approaching potential sellers, making it an invaluable tool for our initial contact. Additionally, information such as the founding year and executive profiles is particularly useful. Since we generally do not approach very young companies, having access to company age data is extremely helpful.What led you to start using Speeda?Mr. Ojima: We had been using Speeda in Japan, and as the number of national staff in Singapore increased, we decided to adopt it locally as well.Could you share Speeda’s strengths and weaknesses compared to other services?Mr. Ojima: Speeda provides a vast amount of market information. It not only covers industry players but also offers extensive data across various industries, making it convenient for obtaining market insights.When Japanese companies progress in negotiations, they often request specific market information about the country in question. However, reliable market data for Southeast Asia is scarce. Among the available options, Speeda offers one of the most comprehensive datasets.If I had to point out a limitation, it would be that having access to market growth rates and market size data would be even more beneficial. Growth rates are crucial indicators for company valuation, so having this data readily available would be highly valuable. Currently, we rely on expensive reports from Western research firms or estimates based on past growth rates when data is unavailable.If there are cases where you do not understand the logic behind certain market size figures, we can offer research services to construct logical assumptions and provide estimations based on specific premises.In September 2023, your Singapore office requested research on the Singapore construction market. Could you share more details about this?Mr. Ojima: We occasionally made similar research requests when we had Speeda contracts in Japan as well. We often receive inquiries from clients asking why Singapore, why its construction industry, and how it compares to other countries. Given the importance of understanding market indicators across Southeast Asia, we likely made this request to compile key market metrics.Key Research Factors for M&A in Southeast AsiaWhat aspects of M&A research are particularly crucial in the Southeast Asian market?Mr. Ojima: While this varies by country, financial information is extremely important. Typically, if financial data is unavailable, we need to sign an NDA (Non-Disclosure Agreement) to obtain it, which requires significant time and effort.Even if only partial or highlighted financial data is available, it serves as a crucial conversation starter, improving efficiency and reducing the time required for discussions.What advice would you give to those considering starting to use Speeda?Mr. Ojima: The ability to access market information from overseas and identify key industry players is invaluable. While M&A is just one component of corporate planning and growth strategies, Speeda is also useful for joint ventures, business matching, and competitive analysis.Currently, many M&A advisors exist, but I believe more corporate teams will start utilizing M&A internally as a strategic tool. Having access to a database like Speeda, which companies can use themselves, enhances productivity and makes the process more efficient.Thank you very much for your time today and for sharing your insights during the interview session!Interview Date: Janurary 27, 2025The content of the interview article, as well as the affiliations and titles of the individuals mentioned, are based on information as of the time of the interview.｜Speeda: Accelerating Your Research SolutionsExperience the power of efficient research with Speeda – your go-to platform for comprehensive industry insights and strategic decision-making.Schedule a free demonstration call with our team  and see how our data solutions can elevate your business intelligence capabilities.

This article highlights key findings from Speeda’s report “SEA M&A 1Q2026” . If you’d like to dive deeper into deals by countries and sectors, top deals, startup financing and more findings, please submit the form to get access to the full report. Southeast Asia’s M&A cycle has entered 2026 in a more cautious gear, but beneath the headline slowdown, the latest Speeda data shows a market quietly re-pricing risk, rotating into defensible sectors, and reshaping regional capital flows.In 1Q2026, overall deal volume across Southeast Asia fell, with a noticeable drop in smaller transactions, while aggregate deal value also moderated. At the same time, large-scale and mega-deals remained resilient, indicating that investors are still willing to underwrite sizeable tickets — provided the assets are high quality and strategically critical. For investment professionals, this divergence is one of the clearest signals in the current private market environment: the bar for capital has gone up, not disappeared.A more selective M&A cycleSpeeda’s latest SEA M&A report shows that deal activity softened across most major markets, with geopolitical tensions and stickier inflation weighing on sentiment. Yet Malaysia and Vietnam bucked this trend, posting growth in deal value as investors continued to back structurally supported stories in those markets.For investors, this shift is reshaping deal sourcing. The pipeline is tilting away from broad-based growth bets toward targeted acquisitions in sectors where earnings quality and cash generation can withstand higher funding costs.This is also changing how investors think about business and company valuation. The 2020–2021 multiple expansion cycle has clearly faded. Investors are now underwriting deals with stricter assumptions on working capital, margin durability, and FX/cost pass-through, driving a stronger need for granular company financial data and consistent peer benchmarks when deciding how to value a company in today’s conditions.Sector rotation: consumer, industrial, and financials step forwardOne of the most important insights from Speeda’s dataset is the breadth of sector participation. Consumer products and consumer services led 1Q2026 deal value, together accounting for a substantial share of regional M&A. Industrial products and logistics & warehousing also remained active, while the technology sector saw a sharp pullback in disclosed deal value compared with previous quarters.For investment teams, this has several implications: Consumer and services: Deals are increasingly focused on scaled platforms and resilient franchises, rather than early-stage growth stories. This is especially relevant for investors running M&A target screening across ASEAN, as the real opportunity lies in identifying regional champions with pricing power and diversified revenue. Industrial and logistics: Supply-chain localization and portfolio optimization are creating steady deal flow around asset-light logistics, specialty industrials, and infrastructure-adjacent plays. These are areas where TP firms and sector-focused consultants can add strong value through tax, structuring, and cross-border planning. Financials: The surge in finance and banking deal value, driven by select transactions, highlights continued interest in financial inclusion, specialty lending, and payments platforms. For deal teams using deal sourcing platforms or a company data platform, the ability to track ownership changes, licensing, and asset quality in these businesses is critical.The sector mix also underscores a growing demand for richer industry research. As investors rotate sectors, they need to refresh their assumptions on margin structures, regulatory risk, and consolidation potential.Country lenses: Singapore, Malaysia, Vietnam in focusSingapore remains the region’s core hub for capital, transaction structuring, and headquarters functions. Many of 1Q2026’s largest deals involve Singapore either as buyer, seller, or domicile, reinforcing the city-state’s role in regional business investment Singapore and business opportunities in Singapore.Malaysia, meanwhile, saw a notable jump in deal value, propelled by consumer services mega-deals and healthcare transactions. For users focused on company check Malaysia, company profile, or malaysia company search, this quarter’s activity highlights the importance of understanding domestic champions and their regional expansion strategies, as well as how corporate restructurings may create new opportunities.Vietnam continues to attract attention from both strategic and financial investors looking at foreign direct investment in Vietnam and foreign investment in Vietnam. Industrial and tech-related transactions underscore Vietnam’s role in regional manufacturing, electronics, and emerging digital ecosystems. This is where reliable business profile and company data—particularly for unlisted firms—can provide a competitive edge in deal sourcing venture capital and mid-market buyouts.What this means for investment professionals:A slower headline M&A market coupled with resilient large deals is a classic environment where information advantages matter more. The key shifts visible in Speeda’s report suggest that: Quality beats quantity in deal flow: Fewer transactions, but more emphasis on strategic fit and robust fundamentals, increase the premium on accurate company data and company financial data when evaluating opportunities. Private market transparency is a differentiator: With public-market signals less representative of where growth is happening, investors and advisory teams need reliable access to Asia-focused company data for screening, company profile building, and comparative business valuation work. Integrated research and data are becoming standard: As sector rotations accelerate, teams increasingly expect to move from high-level industry research into target-level diligence on the same platform, including business valuation, ownership, and peer benchmarks.For investors and advisory teams, this environment rewards those who can combine proprietary investment theses with robust financial data and structured company data to move quickly when high-quality assets come to market.How Speeda can support your next moveSpeeda’s latest M&A report is built mostly on Speeda data and insights, covering: Quarterly trends in deal value and volume across ASEAN Sector-level breakdowns, median deal sizes, and valuation patterns Country snapshots for Singapore, Malaysia, Vietnam, Indonesia, Thailand, and the Philippines, etc. Start-up and growth-stage transaction dynamics, including the growing role of private equityTo explore how Speeda can help you in Asia market, consult us for more Asia private company data and industry insights.Our team will also be hosting a webinar on May 8, where the report’s editor will walk through the 1Q2026 findings in detail and discuss what they mean for your investment pipeline and client mandates. To join the webinar and read full report, please register here.

The webinar has ended. We're happy to share on-demand summary content.| IntroductionThis webinar will bring together investors, advisors and corporates to unpack the latest data-driven shifts in Southeast Asia’s deal landscape, from sector rotation and mega-deals to the rise of startup- and tech-driven transactions.Based on Speeda’s latest Southeast Asia M&A research, Speeda analyst will examine how private capital is navigating a more selective yet opportunity-rich market, with our guest speaker from investor side will share where the next wave of tech-led consolidation and exits is likely to emerge across the region.Join our session to learn: Understand the latest data‑driven trends in Southeast Asia’s M&A market Learn how leading investors design growth rounds to keep exit options open Hear where the next wave of deal making and consolidation opportunities may emerge|  Webinar Overview Date: Friday, 8 May 2026 Time: 3:00 pm - 4:00 pm / Singapore Time (GMT+8) Format: Online Language: English| TopicsInsights into Southeast Asia: Current M&A Landscape and TrendsRoshanali Amarasekera, Senior Analyst, Uzabase (Speeda)Designing Growth Rounds for Tomorrow’s Exits: Tech M&A Playbooks for SEA Private CapitalKelvin Leung, Director (Growth Investment), Openspace CapitalPanel discussion| SpeakersKelvin Leung, Director (Growth Investment), Openspace CapitalKelvin is an Investment Director at Openspace Capital, focusing on growth-stage investments as well as all opportunities involving Chinese founders.Prior to Openspace, he was part of the founding APAC M&A and Investments team at PayPal. He later served as Head of Corporate Development at a B2B fintech startup that raised over US$100 million. Kelvin started his career in investment banking at J.P. Morgan. He holds a Masters from London Business School.Roshanali Amarasekera, Senior Analyst, Uzabase (Speeda)Roshanali is a finance and industry research professional with over 10 years of experience across global industry research, macroeconomic analysis, finance, and business operations.She is currently a Senior Analyst at Uzabase, where she analyses global and country-level industry trends, translating complex market dynamics and macroeconomic developments into insights.Roshanali holds an MBA from the University of West London and is an Associate Member of CIMA (UK) and CPA Australia.Handling of Personal Information[Handling of Personal Information]Uzabase, Inc. and its subsidiary, Uzabase Asia Pacific Pte. Ltd., will handle personal information acquired with due care in accordance with this policy (including the matters described in the “Privacy Policy” below). Personal information will be acquired by Uzabase Asia Pacific Pte. Ltd., a subsidiary of Uzabase, Inc. Uzabase Asia Pacific Pte. Ltd. is a company incorporated and registered in Singapore. The personal information we acquire will be used for the purposes specified in “3. Use of Personal Information” in the “Privacy Policy,” as well as for the operation of this seminar, contacting you regarding this seminar (including requests for responses to questionnaires), planning and providing information about future seminars, and sending reports via email newsletters.For information regarding the provision of personal data to third parties located foreign countries, please refer to Section 7 of the “Privacy Policy” titled “Provision, Shared Use, or Storage of Data by Third Parties Located in Foreign Countries.”Privacy Policy: https://doc.ub-speeda.com/privacy-policy/enEmail address for inquiries regarding personal information: privacy@uzabase.com

Why Clean Energy in Southeast Asia Demands Investor AttentionEnergy Demand is Surging—And So are Fossil Fuel RisksSoutheast Asia is entering a critical inflection point. As the region’s energy demand surges—second only to India—its reliance on fossil fuels poses growing risks to both the environment and long-term energy security. This demand spike is driven by rapid urbanisation, robust economic growth, and increased use of energy-intensive technologies such as air conditioning and private vehicles. Between 2023 and 2035, total energy consumption is forecast to rise sharply, putting pressure on current energy systems.This surge presents a dual-edged reality: while it points to infrastructure and industrial growth, it also highlights the vulnerability of carbon-heavy energy dependencies. In 2023, Southeast Asia represented just 2% of global clean energy investment, though its share of global energy demand is expected to reach 25% by 2035 from 11% in October 2024. This reveals a good opportunity for private capital to step in. Scaling clean energy is not only urgent—it’s essential for both national resilience and climate alignment.Industry and Transport Sectors are Driving Clean Energy UrgencyThe ASEAN region’s industrial and transport sectors are at the heart of this clean energy transition. Manufacturing hubs—from automotive to electronics—require consistent, cost-effective electricity to remain competitive. Simultaneously, increasing vehicle ownership in urban centres is fuelling demand for alternative fuels and green mobility solutions. Recognising these trends, governments and international bodies are accelerating policies and frameworks to promote renewables and energy efficiency initiatives.Projections from the International Energy Agency (IEA) suggest that under existing policy scenarios, renewable sources are expected to meet over 35% of the region’s energy demand growth. However, to achieve this, clean energy investment must rise significantly for power generation, bioenergy and hydrogen innovation.Solar and Wind Power Lead Southeast Asia’s Clean Energy RiseIndustrial edge and natural resources fuel solar and wind growthSoutheast Asia’s renewable energy sector is entering a transformative phase, with solar and wind emerging as the primary pillars of the region’s clean energy backbone. Solar photovoltaic (PV) already leads as the most established segment, thanks in part to the region’s strategic position as a global manufacturing base. As of Q1 2023, Southeast Asia produced 9–10% of global solar PV cells and modules, with Vietnam, Malaysia, and Thailand leading production. This industrial strength is complemented by favourable geography. The Malay Peninsula and the Philippines benefit from consistent sunlight year-round, while Thailand and Vietnam hold considerable wind and hydropower potential. These natural advantages, paired with ongoing technology improvements, are paving the way for a more sustainable electricity mix across the region.Policy and capital are key to unlocking renewables at scaleForecasts from the International Energy Agency (IEA) suggest renewables could supply up to 46% of Southeast Asia’s electricity by 2050 under current policy scenarios. In more ambitious pathways, this figure climbs to 54%. Solar PV is expected to grow at a CAGR of 11–14% , while wind may outpace it, with a CAGR of 13–18%, depending on the regulatory landscape. However, this transition will demand significant capital. The region must mobilise USD 35–40 billion in clean power investments by 2030, not including the additional capital required for emerging technologies such as hydrogen and bioenergy. This signals a large-scale investment opportunity where private equity and infrastructure funds can help close the financing gap.Policy frameworks and demand trends accelerate energy transitionMomentum in renewables is not driven by supply capacity alone—demand signals are equally robust. Rapidly growing energy consumption in industrial and transport sectors, alongside national and regional decarbonisation goals, adds urgency to the clean energy transition. Policy frameworks such as ASEAN’s Plan of Action for Energy Cooperation (APAEC), along with power wheeling schemes in Vietnam, Malaysia, and Thailand, are helping independent power producers (IPPs) and new market entrants access the grid more freely. As Southeast Asia advances its renewable infrastructure, investors have a rare opportunity to shape and benefit from the region’s energy transformation. Supporting project developers, technology innovators, or digital grid optimisation platforms can deliver meaningful financial returns while offering direct exposure to Southeast Asia’s green growth trajectory.Energy Startups Power Southeast Asia’s Innovation SurgeSingapore leads as regional hub for clean energy innovationSoutheast Asia’s clean energy shift is gaining fresh momentum from a growing ecosystem of energy technology startups. At the heart of this movement is Singapore, which accounts for more than 66% of the region’s energy-related venture capital (VC) funding. The city-state is leveraging strong government backing, a robust legal framework, and international partnerships to incubate scalable energy solutions. Favourable business conditions—such as reliable infrastructure, low corporate tax, and intellectual property protection—have positioned Singapore as the go-to launchpad for energy ventures in the region. Facing landfill saturation by 2035 and rising pressure on energy security, its startups are pioneering innovations in decentralised solar systems, waste-to-energy platforms, and hydrogen development.ASEAN-wide startup growth drives decentralised clean energy modelsBeyond Singapore, countries including Vietnam, Thailand, Malaysia, and Indonesia are witnessing a surge in clean energy entrepreneurship. These startups cover a wide value chain—from solar and wind development to hydrogen mobility and bioenergy. Many are embracing asset-light or “zero-cost investment” models, delivering affordable clean energy to industrial and commercial clients with minimal upfront costs. Companies like Cleantech Solar and Constant Energy are deploying power purchase agreement (PPA) models, offering predictable pricing and long-term sustainability benefits. Meanwhile, InterContinental Energy and SunGreenH2 are pioneering green hydrogen projects, and Redex is creating digital infrastructure for trading Renewable Energy Certificates (RECs) to streamline verification and monetisation across borders.Policy support and M&A deals boost startup growthThe regional startup landscape is accelerating, helped by both domestic and international frameworks. Programmes such as ASEAN’s Plan of Action for Energy Cooperation (APAEC), Singapore’s National Hydrogen Strategy, and power wheeling policies in Thailand, Vietnam, and Malaysia are opening markets to independent producers and tech providers. Additionally, the Just Energy Transition Partnership (JETP) has unlocked USD 35.5 billion in funding for Indonesia and Vietnam, catalysing climate finance access for local innovators. Strategic investments are also helping regional firms scale quickly. Noteworthy transactions include EDP Renewables’ acquisition of Sunseap and Actis’ backing of Levanta Renewables. These deals are integrating Southeast Asian startups into the global clean energy value chain, unlocking growth and innovation potential at scale.Investment in Southeast Asia’s Clean Energy Faces New PressuresMarket growth is strong—but execution remains complexSoutheast Asia’s clean energy sector offers significant long-term returns, but it is not without complexity. As investment flows grow, both startups and investors must navigate a mix of structural and geopolitical headwinds. The opportunity is clear: the region accounts for 11% of projected global energy demand growth by 2035, yet remains underpenetrated in clean energy. Forecasts suggest clean power revenue alone could reach USD 35–40 billion by 2030, propelled by solar, wind, and decentralised systems. Emerging verticals—including hydrogen, energy storage, and bioenergy—also offer promising but still-developing investment pathways.Governments are stepping up support. Vietnam’s Direct Power Purchase Agreement (DPPA), Malaysia’s Third Party Access (TPA) scheme, and Thailand’s power wheeling policy are reshaping access for independent providers. Broader regional frameworks such as APAEC, the Just Energy Transition Partnership (JETP), and AZEC signal institutional commitment and capital mobilisation. These regulatory shifts provide the foundation for private sector entry and expansion—yet they also introduce layers of complexity that investors must manage carefully.Chinese players and policy fragmentation pose growing challengesWhile opportunity abounds, competition and execution risks are mounting. Chinese solar manufacturers, pressured by US tariffs and labour-related scrutiny, are relocating operations to Southeast Asia. These incumbents often benefit from mature ecosystems and economies of scale, allowing them to offer lower prices and faster execution. This places local startups at a disadvantage—making it essential for regional players to differentiate through innovation, speed, and flexible service models. Without these advantages, maintaining market share may prove difficult.Capital deployment is also impacted by operational hurdles. Although startup activity is rising, many face limited access to project finance, slow permitting, and infrastructure gaps. These issues can delay timelines and squeeze margins. In this environment, strategic partnerships—with financial backers or experienced developers—become critical to reduce risk and improve project viability. Simultaneously, regulatory diversity across markets adds to complexity. Some governments impose local content rules, while others offer green bonds or tax breaks. Successfully navigating this fragmented terrain demands deep local insight and agile planning.Despite headwinds, Southeast Asia remains a top energy growth zoneDespite these risks, the momentum behind Southeast Asia’s energy transition continues to build. Strong demand fundamentals, improving policy clarity, and a growing pipeline of startup-driven innovation position the region for long-term success. For corporates, M&A advisors, and institutional investors, the outlook remains attractive—especially for those willing to invest time, capital, and capability into the market. By understanding both the opportunities and pitfalls, stakeholders can position themselves to benefit from one of the world’s most dynamic clean energy frontiers.

Global Synthetic Resin Industry Faces Growth Opportunities Amid Sustainability Shifts and Profit Margin PressuresThe global synthetic resin industry was valued at around USD 394 billion in 2021, with thermoplastic resins leading in revenue. Asia Pacific accounted for approximately 41% of the market, driven by demand from the packaging and automotive industries. Synthetic resins, created through polymerisation, are used in a wide range of industries such as plastics, paints, and varnishes. Polyethylene (PE) holds the largest market share, primarily due to its extensive use in packaging.After a strong rebound in 2021, global synthetic resin exports slowed in 2022. China, the world’s largest importer, saw its imports decline by 9% that year. Future growth for the industry is expected at a compound annual growth rate (CAGR) of 5% from 2021 to 2027, with Asia Pacific driving much of the expansion. However, increasing awareness of sustainability and carbon reduction could negatively impact traditional synthetic resins, leading companies like SABIC to explore bio-based alternatives.The synthetic resin industry remains fragmented, particularly in the all-purpose resin segment, where the top five players, including Dow and SABIC, control less than 29% of the market. In contrast, the engineering plastics market, used in specialised applications, is also fragmented, with leading companies holding about 22% of the market share. Major integrated players like Dow, ExxonMobil, and LyondellBasell dominate across the value chain, from raw material extraction to resin production. However, profitability has been declining, with most companies seeing contraction in profit margins in 2022 due to rising feedstock and energy costs.Asian Synthetic Resin Markets Confront Shared Sustainability Pressures and Technological Hurdles Amid GrowthChina, Singapore, Thailand, Vietnam, and Malaysia are key players in the global synthetic resin industry, each with unique market dynamics but facing similar sustainability and technological challenges. China leads the world in synthetic resin production, driven by large state-owned firms like Sinopec and PetroChina, although it struggles with high-end resin technology, relying on imports for advanced applications. Singapore, the largest exporter in the ASEAN-6 region, also faces sustainability challenges as global regulations push for reduced plastic use, while its industry continues to grow with demand from packaging and e-commerce sectors.Thailand’s market is more domestically focused, with polyethylene (PE) dominating production and consumption, although exports have surged in recent years despite fluctuating domestic demand. Environmental initiatives are also shaping its future, much like in Vietnam, where rising imports and exports are driven by growing demand for plastic packaging and engineering plastics. Vietnam relies heavily on imports due to limited local refining capacity but is seeing increasing foreign investment in its synthetic resin sector.Malaysia, a major exporter, saw volatility in 2022 due to global feedstock price fluctuations but continues to benefit from its strong upstream oil and gas sector. Like other markets, Malaysia is embracing sustainability, with significant investments in bioplastics and recycling. Across the region, sustainability concerns, regulatory pressures, and the need for advanced technologies are shaping the competitive landscape, with key players focusing on vertical integration, cost efficiency, and innovation to stay ahead.  ChinaChina's Synthetic Resin Industry Leads Global Market but Faces Challenges in High-End Resin TechnologyChina’s synthetic resin industry is the largest in the world, valued at CNY 984.5 billion in 2022. It focuses on five major general-purpose resins: polyethylene (PE), polypropylene (PP), polystyrene (PS), polyvinyl chloride (PVC), and acrylonitrile butadiene styrene (ABS). Chinese manufacturers are primarily situated in the midstream, transforming petrochemical materials into resins for industries like construction, packaging, and automotive. The industry’s competitiveness increasingly hinges on cost efficiency, especially with the rise of Middle Eastern competitors producing resins from ethane gas.Production of synthetic resins in China grew at a CAGR of 5.4% from 2016 to 2022, reaching 114 million tonnes. Domestic output is expected to continue rising due to technological advancements and growing downstream demand, especially in East and Northwest China. However, high-end resin technology remains a challenge, with domestic manufacturers still dependent on foreign technologies. Imports of resins for high-end applications like PE and ABS remain significant, though reliance on imports has decreased from 30.4% in 2015 to 12.8% in 2022.The Chinese synthetic resin market is highly concentrated, led by state-owned giants like Sinopec and PetroChina. These companies benefit from vertical integration, dominating both upstream and downstream sectors. Other key players include Wanhua Chemical Group, a leader in polyurethane (PU) production, and Kingfa Sci. &Tech Co., Ltd., a major manufacturer of modified plastics. Companies are expanding production capabilities and engaging in mergers and acquisitions to strengthen their market position amidst rising competition from coal companies using cost-effective Methanol-to-Olefins (MTO) technology.  SingaporeSingapore's Synthetic Resin Industry Faces Growth Opportunities Amid Sustainability ChallengesSingapore is a key player in the synthetic resins industry, being the largest exporter within the ASEAN-6 region, accounting for 39% of the total export value in 2022. The industry’s strength is attributed to the presence of global manufacturers like Mitsui Chemicals and Denka, alongside local firms like The Polyolefin Company. This export-driven sector saw Singapore’s total exports of synthetic resins valued at around USD 12 billion in 2022.Despite a decline in exports in 2022 by around 4% YoY, Singapore's synthetic resin industry is expected to grow, driven by increasing demand from end-user industries such as packaging, e-commerce, and food services. However, sustainability regulations aimed at reducing plastic usage may challenge growth. Initiatives like Singapore's Plastic ACTion (PACT) and global bans on single-use plastics, particularly in major markets like China, are key factors shaping the industry's future.The competitive landscape is dominated by international players, with The Polyolefin Company being a significant local manufacturer. Major companies like Mitsui Elastomers and Denka have established regional operations in Singapore, focusing on high-performance materials and sustainability. The Polyolefin Company’s performance saw a revenue decline in 2022, following strong growth in 2021, while companies like Mitsui continued to expand operations in line with their long-term business strategies.  ThailandDomestic-Focused Industry; Industry Faces Export Growth Amid Domestic Challenges and Sustainability PushThailand’s synthetic resin industry is largely domestically oriented, with polyethylene (PE) resins dominating both production and consumption. In 2022, the market value of key synthetic resins, including PE, polypropylene (PP), and polyethylene terephthalate (PET), reached THB 285.9 billion. PE accounted for the largest share, used primarily in packaging and single-use products.Recent trends show fluctuating PE production volumes, with domestic sales decreasing while exports surged between 2021–23. PP production has also dropped due to weakened domestic demand, with most of the output serving the local market. Export demand for synthetic resins faced challenges in 2022, with key products like polyacetals, vinyl chloride, and styrene experiencing significant declines. Environmental concerns have also prompted initiatives like the 'Roadmap on Plastic Waste Management 2018–37', pushing companies to adopt more sustainable practices.The industry is led by PTTGC and SCGC, both of which are highly integrated across the value chain, from upstream production to downstream petrochemical products. Their ability to produce a wide range of synthetic resins for diverse industries, such as automotive, construction, and consumer products, gives them a strong market position. Other key players include Dow Chemical Thailand and Covestro (Thailand), which primarily operate in niche segments. PTTGC, in particular, has been proactive in sustainability, with investments in recycled resin production through its ENVICCO facility.  VietnamVietnam's Synthetic Resin Industry Thrives on Import Growth and Rising Demand for Plastic PackagingVietnam’s synthetic resin industry heavily depends on imports due to the lack of local refining capacity. As a net importer, Vietnam sources most of its synthetic resins, particularly polyethylene (PE), from countries like Saudi Arabia and South Korea.Vietnam's synthetic resin imports have shown a strong recovery since 2020, growing at a CAGR of 21% from 2020–22, driven by the demand for PE, PP, and other polymeric resins. Export turnover has also seen steady growth, with a CAGR of 24% over 2018-22, particularly in resins like polyacetals and polypropylene. Looking ahead, demand for plastic packaging is expected to fuel production growth, while engineering plastics will see rising demand due to the growth of electric vehicles and electronics.The competitive landscape is led by Binh Son Refining and Petrochemical, the largest state-owned polypropylene (PP) manufacturer in Vietnam. However, local producers face stiff competition from imports and foreign-invested companies. Notable foreign players include TPC Vina Plastic and Chemical, a Thai joint venture, and Hyosung Vina, a major South Korean PP producer. Foreign investments in the sector are also increasing, with companies like Billion Industrial Holdings setting up production facilities for polyethylene terephthalate (PET) to capitalise on rising demand.  MalaysiaMalaysia’s Synthetic Resin Industry Faces Volatility Amid Global Feedstock Challenges but Remains a Key Regional ExporterMalaysia is a major player in the synthetic resin market, catering to both domestic and global demand. The country ranks third in the ASEAN region for resin exports, producing polyethylene (PE), polypropylene (PP), and other resins. Key end-user industries include packaging, electronics, and automotive sectors. Malaysia's well-established upstream oil and gas sector strengthens its resin production capacity, with vertically integrated companies and specialised synthetic resin manufacturers driving the market.In 2022, Malaysia’s synthetic resin industry faced challenges due to fluctuating feedstock prices, exacerbated by the Russia-Ukraine conflict, leading to reduced production rates. However, in 2021, the industry experienced a surge in production, driven by pandemic-related demand for plastic products, especially in packaging for healthcare and food. Despite the difficulties in 2022, Malaysia continues to play a significant role in both exports and imports of synthetic resins, particularly in primary-form polymers of ethylene and styrene.Malaysia’s synthetic resin manufacturing industry is consolidated, with key players such as Lotte Chemical Titan Holdings, one of Southeast Asia's largest producers of olefins and polyolefins. Other major companies include Petronas Chemicals Polyethylene, a subsidiary of Petronas, and Toray BASF PBT Resin, a joint venture producing high-performance engineering plastics. The industry has seen significant foreign investments, with companies like BASF and ExxonMobil collaborating to advance bioplastics and recycling initiatives.Unlock Industry Insights in Minutes with Speeda: Your All-in-One to Comprehensive Market IntelligenceElevate your research with Speeda, where understanding an industry can take as little as five minutes. With access to over 560 industries and data from more than 10 million companies, Speeda offers industry reports, expert opinions, and trend analysis, empowering you to stay ahead in the ever-changing market landscape. Whether you're conducting due diligence or preparing strategic plans, Speeda simplifies the process, giving you the insights you need, fast.Ready to unlock the full potential of your research?Schedule a free demo with the Speeda team today to learn more about how we can help transform your approach to market intelligence.

In the context of Private Equity (PE) and Mergers and Acquisitions (M&A) firms, "target listing" refers to the comprehensive identification and cataloging of potential investment or acquisition targets. This process is crucial for PE and M&A firms as they seek to identify companies that align with their investment strategies and objectives.Target Listing Drives Efficient and Successful M&A and PE InvestmentsTarget listing plays a pivotal role in the success of M&A and PE activities. It lays the groundwork for making informed and strategic decisions, ensuring that firms are well-positioned to capitalize on the best opportunities available. By carefully identifying and cataloging potential targets, firms can navigate the investment landscape more effectively and focus their efforts on the most viable and strategically aligned companies. This methodical approach enhances both the efficiency and effectiveness of the investment process, leading to more successful outcomes. Below is why target listing is crucial for M&A and PE firms. Strategic Planning: Target listing helps firms align their acquisition or investment strategies with their overall business objectives, enabling them to pursue opportunities that contribute to long-term growth and competitive advantage. Market Penetration: By identifying potential targets in new or existing markets, firms can expand their market presence, diversify their portfolio, and miti1gate risks associated with market fluctuations. Resource Allocation: Effective target listing allows firms to prioritise their resources and efforts towards the most promising opportunities, ensuring efficient use of capital and human resources.Combining Proactive and Reactive Target Listing Methods to Maximise SuccessEffectively identifying potential acquisition or investment targets is a critical component of success in M&A and PE activities. Firms utilise a combination of proactive and reactive methods to create a comprehensive list of potential targets. Proactive methods involve actively searching for and identifying potential targets, while reactive methods involve responding to opportunities that come to the firm's attention through various channels. Both approaches are essential and often complementary, allowing firms to stay ahead of industry trends and market movements. The choice of methods and specific tactics depends on the firm's strategy, resources, and market conditions.Proactive Methods:　Research/Analysis and Networking to Identify High-Value Targets Market Research and Industry Analysis: Market Mapping: Systematically mapping out the entire market to identify all potential targets within a specific industry or sector. Industry Reports: Utilising proprietary or third-party industry reports to identify key players, emerging companies, and market trends. Database and Screening Tools: Proprietary Databases: Leveraging in-house databases that compile detailed information on companies across various sectors. Subscription Services: Using data platforms to access extensive databases of public and private companies. Networking and Professional Connections: Industry Conferences and Events: Attending conferences, trade shows, and networking events to identify potential targets and build relationships. Advisory Networks: Collaborating with industry experts, consultants, and advisors who have deep knowledge and connections within specific markets. Public Filings and Financial Statements: SEC Filings: Reviewing filings with regulatory bodies like the Securities and Exchange Commission (SEC) for public companies. Annual Reports and Financial Disclosures: Analyzing annual reports and financial disclosures of potential targets. Direct Outreach: Cold Calling and Emails: Reaching out directly to potential targets to express interest and gather preliminary information. Relationship Building: Establishing and nurturing relationships with potential target companies over time.Reactive Methods:　Capitalising on Inbound Opportunities and Market Signals for Successful Target Acquisition Inbound Inquiries and Deal Flow: Brokered Deals: Receiving deal proposals from investment banks, brokers, or financial advisors. Solicitations: Responding to companies or intermediaries that approach the firm with potential deal opportunities. Auction Processes: Participation in Auctions: Engaging in formal auction processes where companies are put up for sale by owners or advisors. Bidding and Competitive Offers: Competing with other interested parties in bidding processes to acquire targets. Market Signals and News: Press Releases and News Reports: Monitoring news sources for announcements of companies exploring strategic options, such as sales or mergers. Rumors and Speculation: Paying attention to market rumors and speculative reports about potential M&A activity.Utilising databases and market research is a cornerstone of the target listing process for M&A and PE firms. These tools provide comprehensive and structured data, allowing firms to systematically identify and evaluate potential targets. By leveraging databases and thorough market research, firms can ensure that their target selection is aligned with their strategic objectives and investment criteria.Step 1. Before M&A and PE firms can conduct any shortlisting, they must begin with essential setups to guide their efforts. Set Strategic Goals: Establish the strategic objectives behind the acquisition or investment. For instance, a private equity firm aims to enter the Southeast Asian e-commerce market to expand market presence and leverage digital growth. Establish Criteria: Determine specific criteria for target selection, such as industry, size, financial performance, geographic location, and operational capabilities. In this example, the firm targets e-commerce companies with a minimum annual revenue of $50 million, operating in Indonesia, Malaysia, or Thailand, with a growth rate of at least 20% annually.Step 2. Collect Data from Internal Databases and External ResearchData collection is vital, and it can be gathered from both internal company resources and external sources. Internal Resources: Use internal databases and past deal experiences to gather preliminary data on potential targets. External Sources: Collect data from financial reports, industry publications, market research firms, and proprietary databases.Step 3. Initial Screening and Filtering to Create a Long ListOnce the relevant data is gathered, apply filtering techniques to narrow down the initial list of potential targets. Apply Filters: Narrow down the list of potential targets based on the defined criteria. Certain databases allow users to filter companies by region, industry, financial metrics, and other relevant parameters. Create a Long List: Develop an initial long list of companies that meet the basic criteria.Step 4. Preliminary Evaluation via Macro-Level Financial and Market AnalysisWith a reasonable number of target companies to evaluate, conduct an initial analysis to further refine the list. Financial Analysis: Conduct a preliminary financial analysis to assess the viability of each target. This includes reviewing revenue, profitability, growth rates, and debt levels. Market Position: Evaluate the market position and competitive landscape of each target to understand their strengths and weaknesses. The preliminary financial analysis and market position assessment may reduce the list from tens of firms to just 20 companies with strong financial health and market presence.Step 5. Detailed Analysis and Shortlisting for the Remaining TargetsFollowing the preliminary evaluation, conduct a detailed analysis from various aspects to further narrow down the list. In-depth Financial Review: Perform a detailed financial analysis, including cash flow stability, margins, and potential for cost synergies. Operational Assessment: Assess the operational capabilities, scalability, and potential for integration with the firm's existing operations. Strategic Fit: Evaluate how well each target aligns with the firm's strategic goals and cultural values. Shortlist Creation: Narrow down the list to a smaller number of high-potential targets that warrant further investigation. This detailed analysis further narrows the list to ten companies.Step 6. Prioritisation and Ranking the Top TargetsFollowing a thorough analysis, one can now shortlist them further by using methods like a scorecard method. Scorecard Method: Use a scorecard approach to rank the shortlisted targets based on various parameters such as financial health, strategic fit, market position, and potential for synergies.Step 7. Due Diligence to Ensure Compatibility and Risk ComplianceConduct comprehensive due diligence on the top targets to ensure they meet all necessary criteria and identify any potential risks. Comprehensive Due Diligence: Conduct thorough due diligence on the top targets, covering financials, legal aspects, operational practices, and cultural fit. Risk Assessment: Identify potential risks and mitigation strategies.Step 8. Final Selection and Proposal PreparationReview the findings from the due diligence process to make the final selection and prepare the proposal. Final Review: Review the findings from the due diligence process and select the most suitable targets. Proposal Preparation: Prepare acquisition or investment proposals for the top targets, including valuation and offer terms. Based on the due diligence findings, the most suitable target is selected, and an acquisition proposal is prepared and presented, including valuation and terms.Data and Time Constraint Remain Key1. Data Fragmentation Scattered Information: Data required for target listing is often dispersed across multiple sources, including financial reports, industry publications, news articles, and internal records. This fragmentation makes it challenging to compile a comprehensive and cohesive list of potential targets. Inconsistent Formats: Data from different sources may be in various formats, requiring extensive standardization and harmonization efforts.2. Time-Consuming Processes Manual Data Collection: Traditional methods rely heavily on manual data collection, which is labor-intensive and time-consuming. Analysts spend a significant amount of time gathering and compiling data rather than focusing on analysis and strategy. Lengthy Screening and Filtering: Manually screening and filtering potential targets based on predefined criteria can be a slow process, delaying decision-making.3. Inaccuracy and Outdated Information Static Data: Traditional sources often provide static data that may not reflect the most current financial performance or market conditions. This reliance on outdated information can lead to inaccurate assessments. Human Error: Manual processes are prone to human error, which can result in incorrect data entry, miscalculations, and flawed analysis.4. Scalability Issues Limited Capacity: Traditional methods struggle to scale efficiently, especially when dealing with large datasets or expanding the scope of target identification across multiple regions and industries. Resource Constraints: Limited human and technological resources can hinder the ability to handle an increasing volume of data and targets.Elevate Target Listing withModern data platforms provide a robust solution to the challenges posed by traditional target listing methods. These platforms leverage advanced technologies to streamline and enhance the target listing process.1. All-in-One Data Source Streamlines Data Collection Access to Unified Data: Data platforms consolidate information from various sources into a single, integrated system. This unified access reduces data fragmentation and ensures that all relevant information is available in one place. Access to Structure and Consistent Formats: Data is standardized and harmonised, eliminating the need for extensive formatting efforts.2. Automated Processes Enhance Efficiency and Speed Automate Data Collection: Advanced data platforms use automated processes to gather and update information in real-time. This automation significantly reduces the time spent on data collection and allows analysts to focus on higher-value activities. Improves Screening and Filtering Speed: Platforms offer sophisticated search and filtering capabilities, enabling users to quickly narrow down potential targets based on specific criteria.3. Regular Updates Improve Accuracy and Timeliness Regular Updates Drive Relevance: Data platforms provide regular updates, ensuring that the information is current and accurate. This dynamic data environment helps firms make more informed decisions. Advanced Analytics Allow for Better Discovery: Built-in analytical tools help verify the accuracy of data and provide deeper insights, reducing the risk of errors.4. Scalability and Flexibility Expand Target Identification Capable of Large Datasets: Modern platforms are designed to handle large volumes of data efficiently, allowing firms to expand their target identification efforts without being constrained by capacity. Customisable Criteria for Targeted Search: Users can customise search and filtering criteria to suit specific needs, enabling more flexible and targeted.In conclusion, the process of target listing is fundamental to the success of M&A and PE firms, providing a structured approach to identifying and evaluating potential acquisition or investment targets. By employing both proactive and reactive methods, firms can ensure they capture the most promising opportunities aligned with their strategic objectives. The utilisation of modern data platforms can significantly mitigate the challenges associated with traditional methods, such as data fragmentation, time-consuming processes, and scalability issues. These platforms streamline data collection, enhance accuracy, and allow for real-time updates, thus facilitating a more efficient and effective target listing process. As the landscape of M&A and PE continues to evolve, the ability to harness advanced tools and methodologies for target listing will remain a critical determinant of success.Speeda as the Go-to Platform for M&A and PE Firms in Southeast AsiaFor firms seeking to optimise their target listing process, Speeda offers a comprehensive solution. With extensive data coverage, advanced search filters, and real-time updates, Speeda empowers M&A and PE firms to efficiently identify, evaluate, and prioritise potential targets. Leverage Speeda’s robust platform to enhance your strategic planning, market penetration, and resource allocation, ensuring your firm stays ahead in the competitive landscape of M&A and PE.Feel free to reach out to our team for a free consultation or a free trial. Contact us today to learn how Speeda can elevate your firm’s deal process to the next level.

Market Sizing TechniquesUnderstanding Top-Down, Bottom-Up, TAM, SAM, and SOMMarket sizing is essential for businesses to estimate the potential revenue of their products or services, guiding strategic decisions in product development, pricing, marketing, and resource allocation. This article will explore two primary market sizing methods: the Top-Down and Bottom-Up approaches, as well as the concepts of Total Addressable Market (TAM), Serviceable Available Market (SAM), and Serviceable Obtainable Market (SOM). For consultants, quickly collecting and understanding market data is particularly important, as they often handle different industries and are responsible for conducting initial research.What is Market Sizing?Market sizing is the process of estimating the annual spending within a specific category of products or services. It represents the maximum revenue a product could generate if it captured 100% of the market share. Essentially, it involves determining the total market demand for a product or service.This estimation is crucial for business planning, helping companies to make informed decisions regarding product development, pricing strategies, marketing efforts, and resource allocation. Market sizing provides a clear picture of potential revenue, allowing businesses to understand the scope of their target market.Market sizing is not a static process; it can be revisited and refined as new data becomes available or as market conditions change. This adaptability makes it an invaluable tool in various business scenarios. Furthermore, the importance of market sizing is highlighted in management consulting, investment banking, private equity, and tech industries, where market sizing questions, also known as estimation or guesstimate questions, are commonly asked during interviews to assess candidates' analytical and problem-solving skills.Why is Market Sizing Used?Strategic Planning:Market sizing is foundational in strategic planning. It helps businesses understand the potential scope of their target market, enabling them to make informed decisions about product development, pricing strategies, marketing efforts, and resource allocation. By knowing the size of the market, businesses can set realistic goals and develop effective strategies to achieve them.Resource Allocation:Understanding the market size allows companies to allocate resources such as budget, manpower, and time more effectively. This prevents the wastage of resources on markets that may not offer substantial returns, ensuring that investments are directed towards the most promising opportunities.Product Development and Innovation:Market sizing guides the development of products or services by providing insights into potential demand. It helps businesses tailor their offerings to meet the needs and preferences of the target market, thereby increasing the chances of product success.Pricing Strategies:Accurate market sizing informs pricing decisions. It helps businesses determine a price point that is competitive yet profitable, taking into account the perceived value of the product or service. This balance is crucial for maintaining market share and achieving financial objectives.Investment and Funding Decisions:For startups and businesses seeking investment, market sizing is crucial. Investors want to understand the potential return on investment, which is directly related to the size of the market. A clear understanding of market size can make a compelling case for funding.Market Entry and Expansion:Market sizing helps businesses decide whether to enter a new market or expand into different regions. Knowing the potential size of the market helps in assessing the viability and potential returns of such endeavours. This information is essential for strategic decisions about market entry and expansion.How to Do Market SizingMarket sizing can be approached using two primary methods: the Top-Down Approach and the Bottom-Up Approach. Here are simplified examples for each method:Top-Down ApproachThe Top-Down Approach starts with a broad figure and narrows it down.Example: Estimating the Market Size for Organic Snacks in Thailand Total Population: Thailand's population is 67 million. Target Demographic: Estimate that 40% are interested in healthy eating (26.8 million). Product Penetration: Estimate 60% of this group buys organic snacks (16.08 million). Average Spending: Each spends THB 100 annually. Market Size: 16.08 million × THB 100 = THB 1.608 billion. Example: Estimating the Market Size for Pet Grooming Services in Thailand Individual Spending: Average annual spending is THB 150 per pet. Number of Pets: There are 10 million pets. Market Penetration: 30% of pet owners use grooming services (3 million). Market Size: 3 million × THB 150 = THB 450 million.Market Sizing: TAM, SAM, and SOMAnother method for performing market sizing is by using Total Addressable Market (TAM), Serviceable Available Market (SAM), and Serviceable Obtainable Market (SOM). These acronyms represent different subsets of a market and are crucial for evaluating the viability of a business idea, especially in assessing investment opportunities.TAM (Total Addressable Market)The Total Addressable Market (TAM), also referred to as the total available market, is the overall revenue opportunity available for a product or service if it achieves 100% market share. TAM is a crucial metric for startups and established businesses as it provides a theoretical upper limit on the revenue potential of a market.Defining the Industry: To accurately define TAM, it’s important to clearly identify the industry segment your business operates in. Incorrectly identifying the industry and its segments can lead to incorrect market size estimates. Understanding whether you’re in the transportation business rather than just the railroad business, for instance, can significantly impact your market size estimation.Example: Imagine you are in the online education business. Your TAM would be the global online education market. If your platform had no competition and was available in every country, the TAM would represent the total revenues from the worldwide online education market.SAM (Serviceable Available Market)The Serviceable Available Market (SAM) represents the segment of the TAM that is within your geographical reach and can be targeted with your products or services. SAM answers the question, "For which part of the TAM is our product appropriate?" It considers factors such as product-market fit, geographical constraints, and the willingness of market participants to purchase the product.Eliminating Irrelevant Market Segments: To derive SAM from TAM, eliminate market segments that cannot be served with your current product or service portfolio. This exclusion may be due to factors like geographical delivery constraints, cultural differences, or financial limitations.Example: Continuing with the online education business example, assume you want to launch your platform in VietnamYou estimate the demand for online education based on population, internet penetration, and the revenues generated by similar platforms in these regions. This demand represents your SAM – the revenue you would generate if you were the dominant online education provider in these countries.SOM (Serviceable Obtainable Market)The Serviceable Obtainable Market (SOM) is the portion of the SAM that a business can realistically capture. SOM answers the question, "What part of the SAM can we realistically achieve with our business model?" It considers factors such as competition, production capacity, and market reach.Additional Considerations: When calculating SOM, take into account natural barriers such as distance or language, limited capacity (production or marketing), and competitive landscape. This helps in identifying the market segment that is most appropriate for your business model.Example: In the online education business example, you are unlikely to be the only online education platform in the United States and Canada. Realistically, you can expect to capture only a fraction of the SAM. You will attract students who prefer your platform over others based on factors like course quality, pricing, and user experience. This fraction represents your SOM.Common Errors in Estimating TAM, SAM, and SOM Simplifying SAM or SOM as a Fraction of TAM: A common mistake is to define SAM or SOM as a fixed percentage of TAM. This approach overlooks the complexities of reaching different market segments. Misunderstanding TAM: Another error is to overestimate TAM by including an overly broad audience. For instance, a business making luxury watches should not consider the entire global adult population as its TAM but rather focus on those who can afford and are interested in luxury watches.Pain Points with Market SizingMarket sizing, while crucial for business planning and investment decisions, presents several challenges and pain points:1. Data Accuracy and AvailabilityAccurate and reliable data is essential for market sizing, yet it is often difficult to obtain. Businesses can utilize reputable sources such as industry reports from firms like IBISWorld and Gartner, government portals like Singapore’s BizFile for financial statements, and Thailand’s DBD DataWarehouse for company information. Market research studies from platforms like Speeda and Statista, as well as company filings with regulatory bodies like country-specific stock exchanges or the SEC, also provide valuable data. Additionally, trade associations and chambers of commerce offer industry-specific insights through surveys and reports. Using these sources ensures accurate and up-to-date market size estimates.2. Market Dynamics and Rapid ChangesMarkets are dynamic and constantly evolving. Changes in consumer behaviour, technological advancements, and economic fluctuations can quickly alter market conditions. These rapid changes make it challenging to maintain accurate and up-to-date market size estimates, requiring businesses to frequently revisit and revise their calculations.3. Complexity of SegmentationSegmenting the market correctly is a complex task. Identifying relevant market segments and understanding their specific needs and behaviours requires extensive research and analysis. Incorrect segmentation can lead to overestimation or underestimation of the market size, affecting the overall business strategy.4. Competition and Market ShareEstimating the market size involves making assumptions about market share, which can be difficult due to the competitive landscape. Understanding the competition and market share in the region is crucial. Listing market players helps identify key competitors, and industry reports provide an overview of the industry to gain a quick understanding of the market situation.For example, business intelligence platform like Speeda has its in-house team mapping the players in relevant industries, ensuring precise benchmarking between peers. Accurately predicting the impact of competitors and their influence on market share requires a deep understanding of industry dynamics. Overlooking or underestimating competition can result in unrealistic market size estimates.[caption id="attachment_290" align="aligncenter" width="640"] Industry Report Image | Speeda[/caption] 5. Geographical and Cultural BarriersFor businesses operating in multiple regions, geographical and cultural differences add another layer of complexity to market sizing. Variations in consumer preferences, regulatory environments, and market accessibility can affect the accuracy of market size estimates.6. Resource and Capacity LimitationsAccurately estimating the market size also requires considering the company's own limitations, such as production capacity, marketing reach, and financial resources. Ignoring these constraints can lead to overly optimistic market size estimates that are not achievable in practice.How Business Intelligence Data Platforms Can Address Market Sizing Pain PointsAccurate market sizing is vital for making informed strategic decisions, but businesses often face challenges such as data accuracy, market dynamics, and segmentation complexity. Business intelligence data platforms are designed to help businesses navigate these challenges effectively and reduce the manual work of collecting data. These platforms make it easy to filter, sort, and download data to analyse the financials of public/private companies, even across regions, with additional benefits listed below: Comprehensive Data Access: These platforms provide detailed information on millions of public and private companies across various regions and industries, ensuring access to accurate and up-to-date data for precise market sizing. Expert-Driven Insights: With proprietary industry reports and access to an extensive network of experts, business intelligence platforms offer deep insights and expert validation to refine market size estimates, addressing segmentation complexities and competitive analysis. Advanced Search Capabilities: Utilise advanced search filters to target specific market segments, enabling businesses to gather precise data tailored to their market sizing needs. Dynamic Market Analysis: Integration of global news and trends allows businesses to stay updated on market dynamics, helping to adjust and revise market size estimates as conditions change. Customised Research Services: Tailored research services offered by these platforms tackle specific market sizing challenges, providing bespoke insights and addressing unique business requirements Speeda is designed to address the complexities of market sizing with its extensive data, in-house industry reports, and expert insights. Our tailored solutions help businesses navigate these challenges with ease. Schedule a free consultation today to discover how Speeda can accelerate your research and analysis efforts.