{"id":12287,"date":"2025-06-03T13:59:18","date_gmt":"2025-06-03T11:59:18","guid":{"rendered":"https:\/\/mrl-munich.com\/services\/"},"modified":"2026-06-17T18:25:24","modified_gmt":"2026-06-17T16:25:24","slug":"services","status":"publish","type":"page","link":"https:\/\/mrl-munich.com\/en\/services\/","title":{"rendered":"Services"},"content":{"rendered":"\t\t
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\n\t\t\t\tOUR SERVICES\t\t\t\t<\/h1>\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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MRL Advisors work on the critical success levers of our clients in the world's growth markets - with particular expertise in China and Southeast Asia.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Depending on the individual starting situation, the strategic objectives for China and Southeast Asia, and the broader market conditions, we work with our clients to develop a tailored strategy for capturing the world\u2019s growth markets and help implement it.<\/p>

We use our networks in Asia, Europe and the USA for investor processes.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Strategy<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Outstanding success is only possible with the right strategy, i.e. one that is suitable for the target region like Asia or Europe.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/a>\n\t\t\n\t\t\t\t

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M&A, Joint Ventures<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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M&A and JV with specific challenges in China and the countries of Southeast Asia and Europe.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/a>\n\t\t\n\t\t\t\t

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Financing (Capital)<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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“Without capital, everything is nothing” – also use local sources of capital from the target country.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\tDesigning the right strategy for China and Southeast Asia\t\t\t\t<\/h2>\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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For us, strategy means knowing where the company stands in the European, Chinese and Southeast Asian markets, where and how it can realistically<\/strong> be positioned and what the implementation model should look like.<\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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The strategic orientation is consistently \"outside in\":<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Growth strategy<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Selecting the right target markets <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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The correct selection of target markets and market segments in the priority countries in Europe and Asia is of key strategic importance, which includes fact-based segmentation and quantification. For example, how are the segments for dental technology in China structured? Which trends have what influence on which segments, and how will the relevant segments develop? Which competitors have how much market share in individual segments, and which competitive advantages based on specific customer requirements, for example laboratories or hospitals, can we effectively implement? Are there barriers or incentives for foreign providers? The frequently asked question about the most relevant country markets in Southeast Asia should also be based on facts and trends \u2013 as challenging as this is in the individual countries. <\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t
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Customer needs & competitive environment <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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The customer must be the focus of every strategy, as a product or service must also meet relevant and specific needs in target markets like Europe, China or South East Asia. It is also necessary to determine how benefits can actually be realized for the customer \u2013 for example through increased safety, quality or compliance. For this reason, MRL<\/a> conducts customer and expert interviews in the target country, for instance with surgeons in China, and evaluates them for strategic relevance. Competitors from China, Japan, South Korea, the USA and Europe, for example, are interested in attractive life science markets, which is why a sustainably successful positioning is critical for our clients. We develop these for the respective target markets and help to implement them. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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Even if the population in China and Southeast Asia appears gigantic by European standards, the realistic sales potential for high-end (premium) products and services from the West is generally significantly lower than estimated using a simple population multiplier, as the supply ratio and purchasing power are simply very different. Nevertheless, for a medium-sized manufacturer of medical technology, for example, a realistic sales potential in China can result in a doubling of existing sales. In addition to concrete facts from the analysis of the target country and market segment, the company\u2019s own resource bottlenecks (capital, management) are also decisive for realistic targets. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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Not all services and products from all of the company\u2019s divisions are always as relevant for the target markets in Asia as they are for Western markets ane vice versa. The product-market (or service) combination with the price positioning that takes into account the markets, costs and return targets \u2013 considering the margins of distributors or own subsidiaries, for example \u2013 are the most important influencing factors of the business plan together with the target market shares. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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The registration strategy should be derived based on the defined product priorities\u2014for example, for a portfolio of 12 dental products\u2014as well as the respective business potential and registration costs. MRL Advisors<\/a> assists in selecting the appropriate partner (CRO) for registration based on criteria agreed upon with our clients.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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The issue of where value is created in Asia\u2014particularly in China\u2014is significantly influenced by increasing local competition, the preferences of local customers, and geopolitical developments. MRL Advisors<\/a> works with our clients to develop customized models tailored to their specific company and industry and helps implement them.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Value Creation Models, Business and Financial Plans\u200b<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Organic, joint venture, M&A? <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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The core issue of strategy implementation is the selection of the right model \u2013 either \u201cstand-alone\u201d (organic) or with partners or targets (joint ventures, acquisitions, investments). For the successful selection of the right option, there are significantly more relevant criteria to consider than in the West \u2013 such as the presentation of control in the case of JVs or the determination of compliance risks in the case of acquisitions. MRL Advisors has developed relevant insights on the topics of joint ventures and acquisitions based on a wide range of experience, which we are happy to send to interested parties. <\/p>

Organic implementation can also be promising, as many relevant markets, e.g. in Asia, are developing at a pace that is often unknown to Western companies.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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In many industries in China and Southeast Asia, as well as Europe, the buyers (customers) are not always fully accessible with their own sales teams, which is why (sub-) distributors are usually involved. MRL Advisors designs the specific model for the target country China, for example, on the basis of our clients\u2019 objectives, benchmarks, practices and target criteria, e.g. with regard to the strategic management of activities in the target country. It is important that the distributor\u2019s remuneration is compatible with the added value. MRL Advisors also provides targeted support in the selection of suitable distributors and the commercial negotiation of distribution contracts. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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If local production is being considered as a value creation model, MRL Advisors will provide support with the appropriate model, including the choice of location. The location of an own sales company also has both a strategic and an image effect and should be chosen on the basis of clear criteria. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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\u201cStructure follows strategy\u201d \u2013 this naturally also applies in the target countries of Asia and Europe. The right organizational model \u2013 adapted to the development phases of the company in China or Southeast Asia and in line with the organizational culture of our clients \u2013 is sometimes of crucial importance. This also includes defining the roles of management bodies such as CEO \/ GM, board of directors, legal representative, supervisor, shareholders\u2019 meeting, etc. We also structure the legal entities from a commercial perspective on the basis of the basic options. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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The organization of the supply chain and its financing, i.e. the resulting working capital, has a direct influence on financial planning. In the case of a regional approach to Asia, a cross-country view can be expedient. MRL Advisors models the supply chain for e.g. export business or local production in order to generate the input for financial planning and ongoing management. This also includes, for example, determining the usual payment terms of (sub-) distributors in the target country, e.g. China or Thailand, in the respective specific sector. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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Our clients generally require realistic business plans that include all relevant costs and expected cash flows, including working capital and investment requirements. We derive the expected financing requirements from the business plans. These are often covered from the existing cash flow or through the acquisition of third-party capital \u2013 because there is no shortage of capital for attractive business models in Asia. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Implementation\u200b<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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No matter how great the potential and plans, without implementation it remains theory. In dynamic markets such as Asia, the speed of implementation is of considerable importance \u2013 a speed that some companies in the West are no longer used to. MRL<\/a> supports both the development of the structured action plan and the implementation of key measures on site. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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Funding is also available and can be acquired locally in Asia or Europe for attractive projects in the technology<\/a> or life sciences<\/a> sectors (see separate section)<\/a>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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MRL Advisors does not work in recruitment. We are happy to support our clients in selecting and briefing the right headhunter for their vacancies. We are well aware of the criteria for and of executives in China or Germany, for example. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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MRL believes that the registration of medical devices<\/a> themselves, for example, should be carried out by specialists with experience in the sector (CRO). MRL is a bridge builder and ensures sustainability during implementation. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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As an option, the MRL Advisors team is prepared to make ongoing value-adding contributions as a minority shareholder in the (subsidiary) company in Asia. The entrepreneurial co-investment<\/a> model developed by MRL Advisors\u2014which has already been successfully implemented on multiple occasions\u2014can demonstrably boost success in Asia (see separate section)<\/a>. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\tNews & Insights - Strategy and target markets\t\t\t\t<\/h2>\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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