International Market Penetration

IMD’s business is to set-up,
start-up, train, manage to profit-
ability, and then fade out always
working as a special department
within the client’s company.
For 18 years Safety-Kleen had
25% growth, each quarter, in
both sales and profits. They had
a convenient solvent-exchange
service. Using a month-to-
month lease they placed a red
sink on top of a red drum of
solvent at each users premises.
The sink circulated solvent to
clean oil and grease from metal
parts.
Around the world people had
a need to degrease parts and
had been doing it the same way
with a bucket and a brush. The
Safety-Kleen sink filtered out
the dirt and was safe, clean, and
convenient way to clean parts.
Every month Safety-Kleen
exchanged a drum of clean recy-
cled solvent with the customers’
dirty used solvent, cleaned the
sink, and sold related accesso-
ries.
Dirty solvent was taken to
company owned recycle centers
and distilled to remove impuri-
ties ecologically disposing of all
waste and maximizing the life of
the solvent.
IMD Group was retained to
open the Asian Markets for
Safety-Kleen. Over 5-years,
IMD found & negotiated joint-
venture and license partners,
setup branch operations, trained
branch managers, rode with and
trained truck servicemen, and
advised the shaping of the busi-
ness in each market.
Operating in Safety-Kleen
uniforms and using Safety-Kleen
business cards IMD Group
crated and established substan-
tial and profitable business in all
7 branches across Japan as well
as in Hong Kong, Taiwan, and
Korea.
After the operation was prof-
itable and the personnel trained,
IMD gradually faded out and
direct Safety-Kleen personnel
provided corporate services to
the joint ventures and licensees.
Safety-Kleen—Solvent Recovery Service
Toyoda–Forklift Manufacturing
Toyoda is the parent company
of Toyota automotive. They
wanted to establish a manufac-
turing plant in Columbus Indiana
and asked for IMD’s assistance.
IMD worked for 3-years be-
fore startup to qualify foundries
and machine shops to supply all
the US supplied castings for the
forklifts.
For the first 18 months of
production IMD supplied fully
machined parts under the world
famous just-in-time KANBAN
system achieving a perfect deliv-
ery and quality record as a listed
supplier before fading out after
company personnel were hired
and trained to take over.
IMD qualified and trained
suppliers to fit Toyota’s system
and served through the start-up.
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
2004Since 1976 Volume 28 — Issue 1
Successful Start-ups
IMD Work
• Market research
• Strategy planning
• Profitability analysis
• Project implementation
• Management to success
• Operations training
• Distributor networks
• Licenses & joint ventures
• Business development
In This Issue:
TPC Training
Systems Div, D&B
- Maintenance
2
Bell & Howell,
DeVry University
- Electronics
2
Delta Oil Corp.
- Resins &
Refractories
2
Sun Ace
- Mobile Homes
3
Maeda Shell
Service Co. Ltd.
- Hand tools
3
A-Team Company
- Compressed air
filtration
3
Egis Corporation
- Electronic
shielding
4

The TPC Training Systems
Co. created 154 self-study
training courses for adults
working in plant maintenance.
Courses were combined to
create career development
paths. Maintenance requires
that the workers know how to
safely apply up to 45 different
skill trades.
Designed for hands-on op-
erators, the courses allowed as
much time as each learner
needed until they achieved a
95% understanding of the ma-
terial.
TPC wanted to establish
international business over
time without spending much
development money. Over 4-
years, IMD set up distributors
in 22 countries.
Focusing on the Spanish lan-
guage areas, IMD facilitated
Spanish translations of key
modules for use at General
Motors plants in Saltillo Mexico
and negotiated with the Gov-
ernment use TPC as the basis
for certifying tradesmen in
Mexico.
IMD created positive cash
flow from the start and faded
out when the division was sold.
laboratory analysis, territory
sales, product manager, market
manager, distributor manager,
and manufacturing assistant to
vice president of international
operations.
He moved to Belgium and
set up manufacturing licenses in
England, Sweden, Germany,
Spain, Holland, Italy and Japan.
During the startups, he trained
production workers, labora-
tory technicians, sales managers
and salesmen in various cul-
James Antonic worked in
several foundries and steel mills
during school interims and
started his own foundry supply
company in Wisconsin, one of
the metal casting US centers.
Delta Oil manufactured
over 175 formulae with several
firsts in the metal casting indus-
try and merged James's com-
pany into Delta where he
worked throughout all depart-
ments advancing through posi-
tions in warehouse-supply,
tures to make Delta’s products
safely, to apply Delta’s prod-
ucts correctly, and to eliminate
scrap using the most appropri-
ate products.
From Belgium, James
started International Market
Development Group working
and living in England, Japan, and
the United States. IMD creates
new market penetration strat-
egy for manufacturing compa-
nies and implements them from
hands-on, to profitability.
Technical Publishing Div.—Dunn & Bradstreet
Delta Oil Company—Foundry Resins & Refractories
Bell & Howell Inc.—DeVry Institutes of Technology
Saudi Arabian Air Force and
Nigerian Army projects, IMD
developed and presented a $54
million courseware develop-
ment proposal to the Asian
Development Bank which was
the first non building an equip-
ment proposal ever made. The
world bank approved the ex-
penditure for Indonesia.
Working throughout India
and SE Asia, IMD created pro-
jects to extend the DeVry ex-
pertise worldwide and faded
out when B&H decided to give
up the $54 million grant and to
not rotate their instructors
overseas to train the Indone-
sian instructors.
Bell & Howell sold home-
study electronics training to
GI’s and wanted to eliminate
that business and concentrate
on their successful DeVry
Schools division. 98% of DeVry
graduates were hired within 90
days of graduation by major
companies.
IMD managed the train out
and inventory elimination of
the home-study and packaged
the DeVry curricula into a
licensable product. After ac-
counting for the costs of the
Page 2 Successful Start-ups

Sun Ace Homes Co. Ltd.
wanted to import small mobile
homes in Japan as a new busi-
ness and retained IMD to in-
vestigate the US market and
negotiate technology tie-ups
with American makers. Be-
cause of the structural defect
claims they were getting about
the imported American homes,
they asked IMD to arrange a
manufacturing business for
them in Japan.
IMD researched the Ameri-
can building methods and
sourced the steel fames, tires,
components, and furniture in
America and all the wood,
cabinetry, shingles, and insula-
tion in Canada.
Over 3-years IMD assisted
Sun Ace in setting up their
factory, acquiring tools, design-
ing floor plan layouts, setting
the benchmarks, reducing
costs, improving the time to
build, and defining labor tasks.
The factory became the
largest maker of mobile homes
in Japan. IMD used the lowest-
cost fastest-construction meth-
ods found in America and
Europe. Instead of using tradi-
tional 2x4 stick construction,
IMD instituted the method of
building wall and roof panels in
a factory, moving them to the
assembly line, and then erecting
the panels quickly on a floor
that was pre-attached to a steel
chassis. Roof panels completed
the shell and tradesmen fin-
ished the units.
Sun Ace wanted to create a
new and profitable business.
IMD enabled them to set up,
manufacture, and capture mar-
ket share in the shortest time
without making the costly mis-
takes that frequently occur in a
totally new start-up business.
from the compressed air while
providing a specific level of
particulate filtration. Once the
products were installed, they
filters had to be changed every
1~3 months to main the air
quality. This also became a
razor-&-blade type of business
with an ever growing book of
residual filter replacement
sales.
The A-Team not only sold
and installed all the units, but
also maintained them changing
the filters as needed using a
The A-Team wanted to
become a supplier to Malaysian
industry with a product that it
could sell and would supply a
continual income stream from
replacement parts.
IMD created the products,
the business model, and the
new market penetration with
sales tools and products that
would create an ongoing profit-
able industrial supply business.
The products were a family of
various sized air filters that
removed all the oil and water
modified regimented control
system that IMD had used
when it set-up the Safety-Kleen
business in Japan and La-Man in
Japan.
IMD developed a complete
business for a Malaysian group
of start-up entrepreneurs, cre-
ated all of the products, litera-
ture, training materials, and
management controls needed
to successfully and profitably
manage the business before
fading out.
Sun Ace Homes Co.—Japanese Mobile Home Manufacturer
A-Team Ltd.—Malaysian Industrial Supplier
Maeda Shell Co. Ltd.—License with The Stanley Works
tried to write their own license
with a maker of Compocast™
polyurethane hammers they
first had to buy product but
received bad product and could
not return it. The Stanley
Works, makers of hand tools,
had just bought the company
and refused to deal with the
Japanese company because of
their own Japanese division.
IMD was able to convince
The Stanley Works Chairman,
CEO, President, and Interna-
tional Vice President to grant
an exclusive manufacturing
license for Maeda Shell service
who subsequently became the
largest user of cast polyure-
thane in Japan as they devel-
oped their business.
IMD’s knowledge of busi-
ness methods in Japan, Amer-
ica, and negotiation skills en-
abled IMD to bridge the gap
and effect a successful outcome
to what had been an impasse.
Maeda Shell Service Co Ltd.
is a supplier to Toyota that
asked IMD to create a for it a
mini-conglomerate of technical
licenses to enable it to increase
their services and sales to Toy-
ota.
IMD found and arranged
licenses for precision casting,
electroless nickel plating, brush
plating, phenolic resin coating
of core making sand, and
sprayed polyurethane wear
coatings.
When Maeda Shell Service
Pursuing
Profitability
for Clients
World-Wide
Page 3Since 1976 Volume 28 — Issue 1

1500 Colonial Blvd.
Suite 102
Fort Myers Florida 33907
U.S.A.
Phone: 239-872-4143
Fax: 603 388 0385
www.IMDGroup.com
Since 1976, IMD Group has successfully started up new businesses for clients in
39 countries and sold in 105 countries.
IMD’s international penetration uses only the client’s name to set up and man-
age markets until they are successful. Agents, representatives, distributors, licen-
sees, contract manufacturing, and joint-venture networks are set-up and managed
by an experienced, professional, international project outsource team using a sys-
tem that has proven to be quick, cost effective, and profitable in all the major
world markets.
Using IMD’s proven international market development methods, obtaining 5%
of domestic sales in 20 countries doubles the client’s business with large shipments
and with secure payments thereby self-funding the business expansion.
Using IMD’s step by step methods of finding, securing, and creating new busi-
ness profit centers, client’s are able to sell new products or services to their exist-
ing customers usually at a higher profit margins, acceptability, and convenience.
IMD protects client’s Intellectual Property, drafts and negotiates all their agree-
ments, sets up the network, manages to profitability, and trains the client’s person-
nel to carry on after IMD fades out once the project is self-sustaining.
Both large companies with specific needs and small companies with
overall needs have benefited from IMD’s proven new business strategies.
Call to see how we can benefit your company!
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
several professors theories that
had been commonly accepted.
IMD worked with roll-stock
laminators and converters to
teach them the methods of
adhering metal to their sub-
strates and fabricating the lami-
nates into demonstration prod-
ucts displaying the shielding
A Japanese steel maker
developed a manufacturing
technique to produce a 30
micron thin sheet of soft iron
one meter wide and 100 me-
ters long to laminate to sub-
strates. These laminates were
the most effective and lowest
cost way to shield sensitive
electronic parts from magnetic
and electronic interference.
IMD was asked to create an
American company, the techni-
cal information, the marketing
materials, and the sales intro-
ductions to the American Elec-
tronic Marketplace. IMD gen-
erated a booklet of graphs
comparing all of the commonly
used shielding materials on one
sheet for all frequencies of
interference.
This was the first time such
work was accomplished in the
United States and disproved
abilities of the Iron-Shield™.
Laminating converters were
licensed to make and distribute
products throughout America.
Technical papers were written
and published in trade journals,
and the trade name Iron-
Shield™ became known in the
industry until the Japanese
company quit production of the
metal and stopped export of
the materials to America.
IMD established the com-
pany, the products, the techni-
cal literature, the image, and
the brand in the United States
in 2-years.
Egis Corporation—Magnetic shielding
Penetration Strategies & Hands-on Implementation

to lower the cost of the raw
materials taking advantage of the
improved strength.
IMD performed all of the
field testing work for the practi-
cal applications of the inventor
and created awareness of the
best method of utilizing and
diverting waste products from
dump sites by creating a benefi-
cial use for the “F” ash while
lowering cement usage.
A professor of chemical
engineering at Kansas State
University developed a chemical
reagent mixture that improved
the strength of cement by 30%
when 1/2 of 1% was added to
the de-dusting water during the
clinker grinding process or in
the mix. He was selling the
mixture to encapsulate hazard-
ous waste in concrete for deep
sea burial overseas.
The chemical mixture also
sensitizes “F” grade fly ash to
become part of the cement
binder system. “C” ash is sold
and used in concrete but ”F”
ash, produced by electric utility
plants burning soft coal, had no
use and the utilities paid to have
“F” ash dumped in land fills until
his invention. The professor
asked IMD to commercialize his
mixture.
IMD Group manufactured
the chemicals in bulk and for 2
years ran ASTM tests of the
chemical at cement producing
plants, in sewage treatment
encapsulating plants, at concrete
block plants, and in foreign
countries with waste “F” ash
and other high carbon ashes.
When “F” fly ash was used in
concrete admixtures, the results
were qualified as a low cost
water reducer and also as a
cement binder extender. Up to
25% of “F” ash could be substi-
tuted for cement in the admix
with no loss of strength but
with improved properties.
Using “F” ash with the
chemical reagent lowered the
price of pouring concrete pads
to compete against asphalt and
protected the
concrete against
chemical, water,
and UV attack.
Using the
chemical reagent
in the cement
grind produced a
stronger cement
or allowed the
cement producer
Pozzolin Plus Inc.—Chemical Reagent for Cement and F-ash
Malaysia—Rice Drying Plants
Malaysia was experiencing a
40% loss of value because their
rice drying operations cracked
too many grains of rice and,
therefore, had to be sold at a
lower price per ton.
IMD Group was retained to
research and develop a rice
handling, drying system, plant,
and storage that would reduce
such losses to no more than
15% using best methods.
IMD researched the grain
drying industry, identified the
cause of the problem, and
worked with engineers to de-
sign the correction. Presenta-
tions were made with American
professors and unique design
equipment makers in Malaysia
to win the contract tenders.
IMD coordinated all parts of
the solution to the problem.
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
2004Since 1976 Volume 28—Issue 2
Successful Projects
IMD Work
• Market research
Inside this issue:
Fel-Pro
- Gasket License
2
La-Man
- Air Filters
2
Val-test
- Do It Yourself
Wholesale coop
2
Super Pots
- Flower Pots
3
Showa Laminating
- Packaging Patent
3
Bajrai Trading
- Saudi DIY Study
3
JMD Co. Ltd.
- Metal Epoxies
4

Fel-Pro, the largest pro-
ducer of gaskets in America,
kept in on-hand inventory com-
plete gasket sets for every car
made in the world.
Their laboratories worked
with new engine developers to
optimize sealing different parts
of the engine against water and
gas leakage. Modern engines
use different metals and com-
posite plastics. Each has a dif-
ferent rate of expansion and
contraction requiring special
sealing chemicals and methods.
Diesel engines are most
difficult to gasket because of
their higher operating tempera-
tures and pressures.
IMD arranged a meeting
with Marusan Co. Ltd. In Japan
to exchange diesel gasket tech-
nology. Working with both
sides, IMD negotiated contract
details of the joint venture
agreement for the creation of a
new company.
The joint venture agree-
ment package used 7 separate
agreements to bind the compa-
nies, create confidentiality,
establish each company as a
distributor of the other, share
in research and development,
license manufacturing, license
trademarks and trade names,
and establish the buy-sell terms
between the parties.
All of the agreements were
negotiated and drafted to be
manageable by company execu-
tives while covering all aspects
of the business.
Only after that process were
the agreements given to the
attorneys for their opinions
about the legality and protec-
tion of their respective clients.
turer incentives. In the 2-step
distribution system, the goods
first pass to a local WD instead
of directly to the retail outlet.
The WD provides an inventory
backup and storage of low cost
large volume items that have
seasonality and that the manu-
facturer can not inventory
(such as plastic ice chests).
IMD quickly recognized that
the discounts available to 2-
step buying groups were not
only larger than the retailer
Val-Test is a 2-step whole-
sale co-operative buying group
for Do-It-Yourself (DIY) ware-
house distributors (WDs) sup-
plying hardware, paint sundries,
plumbing goods, electrical
products, variety items, and
marine products.
WDs combine their pur-
chases for better discounts and
terms with the manufacturer.
Val-Test acts as a clearing
house for the combined orders
and handles special manufac-
discounts, but also lower than
the manufacturer’s own export
departments.
IMD introduced and ar-
ranged for a Japanese WD to
become a member of the Val-
Test DIY buying and coordi-
nated the first round of export
containers for their start up.
IMD also helped the Ameri-
can Hardware Association to
penetrate the Japanese market
over a 3-year time span.
Fel-Pro—Marusan Gasket license
Val-test Company—Cooperative Do-It-Yourself Buying Group
La-Man—Compressed Air Filtration
target market areas around the
world then located, negotiated,
and trained the sales network,
designed the marketing and
sales literature, set up the ex-
port packages, licensed a con-
tract manufacturer, trained the
distributors and salesmen, and
managed development until the
business was profitable.
Using the razor/razor blade
concept, higher profitability and
commissions were enabled
using Safety-Kleen type supply
methods and controls.
La-Man patented an air filter
that converted liquid water in
that is harmful to all processes
using compressed air into
harmless water vapor that is not
harmful to any process.
The system required that
low cost filter elements to be
changed at regular intervals.
The compressed air filter busi-
ness is very cost conscious and
competitive.
IMD created business plans
for warehouse distributors in
Page 2 Successful Projects

IMD was asked by a seed
company to investigate better
and more cost effective ways
to raise and keep plants when
grown from seed, cuttings, or
transplants.
During the investigations
IMD was not able to find lower
cost media or containers, but
did invent and develop a patent
position for creating flower
pots made from sand. Certain
sands were non-porous to
water yet porous to air. This
helped to oxygenate the root
systems of the plants. By in-
corporating fertilizers in the
sand walls of the pots, acceler-
ated growth was achieved.
Plants in the new pots were
impossible to over-water (the
main killer of houseplants) as
excessive water was dissipated
uniformly through the walls and
evaporated preventing root rot
that occur when non-porous
pot’s drain holes are plugged.
IMD researched the most
common pot sizes, designed,
and fabricated molds to manu-
facture them in large quantity.
Machinery was sized to enable
the manufacturing operation to
fit on a truck so that the mo-
bile factory could pull into a
green house or nursery and
produce the quantity and sizes
needed without the costs of
scrap, breakage, warehousing,
and delivery.
Unique packaging was also
designed so that 6 pots would
nest inside a Styrofoam cooler
chest . The women used the
pots and the men used the
coolers for their purposes.
IMD created a new business
by thinking out-of-the-box.
the way business was being
conducted. IMD uncovered
both the overt and covert eco-
nomic driving factors and the
incentives and disincentives to
business conduct in the King-
dom.
A detailed report concluded
that a DIY store did not have
sufficient infrastructure to be
successful and that the current
competitors would reduce
prices until the new business
was forced out.
Mohammad A. Bajrai Trad-
ing Est. is an importer in Saudi
Arabia. They asked IMD to
spend several weeks in country
to determine if a Do-It-
Yourself (DIY) store similar to
Lowes or Home Depot would
be profitable if located between
Al Jubail and Dammam.
IMD traveled throughout
the country, visited stores, met
with manufacturers, toured
industrial complexes, and stud-
ied processes in plants to learn
During the investigations,
IMD did uncover an unfulfilled
need for certain industrial
products and distribution that
would fit in the Bajrai core
business and competency.
Bajrai moved to hire James
Antonic full time to set up the
operation, but he declined due
to other commitments. Bajrai
in the months following, did
establish a profitable business
based on the suggestions and
direction that IMD had pro-
posed in its report.
Super Grow Inc.—Sand Flower Pots
Bajrai Trading—Saudi Arabian Home Depot Business Evaluation
Showa Laminating Co. Ltd.—Anico Interactive Packaging
other uses for the chemical,
and prepare a group of poten-
tial licensees to be makers and
users of the product.
IMD ran tests at major fast
food chains, meat packers,
restaurant supply houses, and
restaurants. New markets
were found for shoe insoles
and in other products. After
successful testing, users wanted
to license the manufacture of
the chemicals.
The maker who appointed
Showa as their exclusive agent
and director denied Showa the
original formula to license and
provided a non-working for-
mula that failed in all of the
repeated tests.
IMD had successfully taken
the product through tests for
major sales markets and an-
swered the FDA concerns
about the gaseous interaction
with foods. Even though
Showa paid for IMD time and
effort, all of the potential users
were disappointed.
Winner of the best new
product award in Japan, Anico
was a chemical mixture that
was laminated between two
sheets of normal bag plastic
and generated oxygen through
the inside layer. When formed
into a bag, the oxygen became
interactive with the materials
inside the bag. The result was
that stored foods lasted many
times longer without discolora-
tion or deterioration.
IMD was asked to develop
field trials in America, find
Pursuing
Profitability
for Clients
World-Wide
Page 3Since 1976 Volume 28—Issue 2

1500 Colonial Blvd.
Suite 102
Fort Myers FL 33907
Phone: 239 872 4143
Fax: 603 388 0385
www.IMDGroup.com
age markets until they are successful. Agents, representatives, distributors, licen-
sees, contract manufacturing, and joint-venture networks are set-up and managed
by an experienced, professional, international project outsource team using a sys-
tem that has proven to be quick, cost effective, and profitable in all the major
world markets.
and with secure payments thereby self-funding the business expansion.
Using IMD’s step by step methods of finding, securing, and creating new busi-
ness profit centers, client’s are able to sell new products or services to their exist-
ing customers usually at a higher profit margins, acceptability, and convenience.
IMD protects client’s Intellectual Property, drafts and negotiates all their agree-
Both large companies with specific needs and small companies with
overall needs have benefited from IMD’s proven new business strategies.
Call to see how we can benefit your company!
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
metals to a condition that
would wear better than a new
part. Belzona was developing
their business in America and
Europe. IMD introduced the
Japanese connection and the
Japanese opened a new com-
pany to deal exclusively with
this product.
The profit margins enabled
JMD to quickly establish a na-
tionwide business and group of
distributing maintenance ex-
perts penetrating all major
industries across Japan.
IMD assisted JMD in setting
up offshore operations, learn-
ing the repair techniques, un-
derstanding the chemical han-
dling requirements, and in
training the supervising con-
sultants before fading out leav-
ing behind a profitable function-
ing business that fit the needs
in the country and abilities of
the JMD company.
A Japanese company wished
to find a new and profitable
business to open in Kariya
Japan. After meetings and in-
vestigations in Japan and Amer-
ica, IMD found that a need
existed for maintenance repair
compounds. The current
method in Japan was to have all
equipment makers (EMs) main-
tain their equipment without a
need for factories to have their
own maintenance departments.
IMD predicted that this was
a trend too expensive to con-
tinue and that there would be a
maintenance gap between the
EMs and in-plant maintenance
that could be filled by supervis-
ing consultants who supplied
repair materials and trained the
plant’s personnel in their use
and application.
IMD found a full line of
metal epoxies that repaired
warn, eroded, or corroded
Japan Market Development Co. Ltd.—Metal Epoxies

generators to supply energy and
lower the trucked in fuel re-
quirements. IMD also started
projects to bring internet satel-
lite links to remote areas for
reasonable costs.
IMD identified products to
manufacture and developed
methods for an economy to
operate not only within the
small community but also to
interface profitably with the
Canadian and United States
Throughout Canada there are
enclaves of aboriginal natives
living on government land or
deeded reservations known as
the First Nation. Conditions in
these small communities are not
good. Many are in remote loca-
tions and not serviced by elec-
tricity, telephone, water, or
waste treatment.
IMD was asked to quote on a
project to build 3 self-sustaining
communities in remote wilder-
ness areas. There were no
roads to the area or airfields at
the locations. All of the materi-
als would have to be delivered
in the dead of winter over the
“Winter Roads” carved by bull
dozers over the frozen lakes, or
airlifted to the locations.
The challenge was to train the
people living in the communities
to build everything at their site
and to develop an ongoing busi-
ness that would create a sus-
tainable economy for them.
IMD submitted its proposal
and was awarded the contract
for the buildings and utilities,
pending funding. David Douglas
a famous architect from Canada
was chosen to design the layout
and infrastructure for the com-
munity.
IMD researched energy effi-
cient building products, energy
conserving lights and appliances,
specialized water treatments,
and low energy waste treatment
to minimize the annual energy
requirements.
IMD developed relationships
with solar and wind electricity
First Nation—Energy Efficient Communities
Sanfilippo—Nuts
IMD was asked to supply
Macadamia nuts to a major
brewery overseas for them to
supply along with their beer.
Macadamia nuts are expensive
and grown by combines in only
a few areas of the world.
IMD sourced the nuts at a
large private label supplier in
Chicago and delivered them in
large number 10 cans. The
brewery did not have a good
packaging idea and IMD sug-
gested that the nuts be pack-
aged in their existing small beer
cans. All of the small cans, 6-
packs, boxes, and cartons were
in inventory and immediately
modified for their new product.
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
Successful Projects II
IMD Work
• Market research
Inside this issue:
Silvico
- Prosthetics
2
Hytec Kisco
- Water Purifers
2
Zumach
- Anti-graffiti Paint
2
Fairwater
- Silica Sand
3
MCL
- Factory Location
Study
3
- Repair chemicals
In Russia
3
OSI
- Battery Ovens
4

Silvico is a small company
that had developed a line of
brassieres for mastectomy
patients. They had many types
of lingerie and filled one or
both sides with weighted or
non-weighted fillers to match
the remaining breast.
They were the leaders in the
industry and able to exactly
match the weight, size, and
shape of the remaining breast.
They also had a full line of
products that were used imme-
diately after surgery before the
healing was complete.
IMD was asked to introduce
their product line in England to
the socialized health care sys-
tem and to get their products
certified and accepted for use.
IMD found that their prod-
ucts were too expensive and
not aligned to the type of pros-
thetic that was being supplied
by British Health.
The owners then asked IMD
to help them package their
company for sale.
IMD analyzed their technol-
ogy, account books, customer
base, sales methods, and repu-
tation in the industry and
wrote a company offering pro-
spectus that Silveco used to
introduce their business and
successes to finally sell their
business.
the paint in the United King-
dom where there was a great
problem with graffiti at bus
stands and in train depots.
IMD took the product to
England and arranged several
tests at various councils au-
thorities responsible for the
upkeep of property and at the
bus companies and bus authori-
ties.
The products worked very
well in all applications. The
Zummach is a small paint
manufacturing company special-
izing in industrial coatings.
They developed one of the first
polyurethane two-part paint
that resisted graffiti.
Once the polyurethane is
fully polymerized the surface is
impregnable. Any paint
sprayed or painted onto the
cured surface, can be easily
removed with solvents. The
solvents have no effect on the
polyurethane.
difficulty was that the painting
crew had to stay until the poly-
urethane completely dried. If
graffiti was sprayed on semi-
cured polyurethane, it could
never be removed.
IMD reported the problem
back to Zummach and they
began to reformulate the paint
to shorten the cure time and
eliminate the waiting time.
Their reformulated paints
were then sold in England.
Silvico—Mastectomy Prosthetics
Zummach—Anti-Graffiti Paint
Hytec-Kisco—Water Treatment
product was not suited to the
foreign markets in IMD’s ex-
perience and the product was
too high priced with too low a
margin for anyone to take a
manufacturing license.
IMD was then asked to de-
velop a prospectus to spin off
the product from the company
as a stand alone profit center
for a van type business.
IMD wrote the prospectus
and created a likely scenario
for a prospective buyer show-
ing the business plan, sales
forecasts, and potential profit-
ability which the company used
to successfully sell the product
and all of its tooling, literature,
and inventory.
Hytec-Kisco is a company
that produces water softening
equipment for home and com-
mercial use. They had spent a
lot of money developing a re-
verse-osmosis (RO) water
purification unit and the tooling
for all the plastic parts. The
RO unit was large and sat on
top of a kitchen counter where
space was always at a premium.
IMD was asked to develop
foreign sales for their units.
IMD declined because the
Page 2 Successful Projects II

Fairwater silica sand is part of
the St. Peter deposit that runs
from upper Minnesota to
Georgia. The sands are 99.97%
pure silica and are uniquely
suited for certain industrial
uses. Sands are mined, washed,
dried, and classified (run
through a series of screens to
create a fixed percentage of
each size sand grain in the
makeup of the sand).
A fixed weight of sand is put
through a stack of screens with
finer and finer openings and the
supplier must guarantee the
amount retained on each
screen to be consistent from
delivery to delivery. Such in-
dustrial sand is usually sold
based on the freight rate from
the pit to the plant because the
processing costs are similar
from pit to pit.
IMD was asked to sell Fair-
water’s sand and capture busi-
ness from the competitor in
the border areas and to pene-
trate into the competitor’s
territory.
IMD developed relationships
with the industrial users and
then created test data to prove
that the trace elements in Fair-
water Silica improved the oper-
ating characteristics of the sand
and reduced customer’s scrap
during manuracturing.
Based on demonstrations in-
plant and customer’s own test
data, IMD was able to capture
significant business from the
competitors in spite of higher
costs.
The Fairwater silica company
was able to grow and become a
more dominant player in the
local industries consumption of
highly processed silica sand.
improve the yield, and enable
more oil to be refined. In addi-
tion IMD was asked to present
maintenance repair and rebuild-
ing chemicals that were criti-
cally needed in the run down
industries in Russia.
IMD sourced the chemicals
and technology to improve the
oil extraction percentages and
worked to establish a joint
testing program for determin-
ing the best chemicals to use.
IMD also sourced a full offer-
Russian oil fields were de-
pleting and hot water was being
pumped into the wells to ex-
tract the residual oil. This
created a thick emulsion of oil
and water that was difficult to
separate before distillation.
IMD was
asked to
source and
present
American
chemicals that
could break
the emulsions,
ing of maintenance chemicals,
created the instruction manu-
als, and PowerPoint presenta-
tions to train the maintenance
workers and users of the prod-
ucts in Russia.
Fairwater—Silica Sand
Russia—Oil Well Drilling Demulsifiers & repair compounds
MCL—Metal Casting Foundry Location Study
IMD researched the markets
and raw material costs for their
type of products and did com-
parative analyses of optimum
locations and delivered costs of
raw materials at each location
as well as end product delivery
costs to MCL’s customers.
Based on IMD’s accuracy in
developing the information,
MCL opened its foundry and
has established their foundry as
one of the premier suppliers to
the Japanese transplants.
MCL is a precision foundry
that wanted to establish an
metal casting center in America
to supply the Japanese manu-
facturers that were locating
around the country.
IMD was retained to survey
the current competition, find a
suitable manufacturing location,
and to gather competitive cast-
ing costs from high production
foundries that made the same
type of castings.
Pursuing
Profitability
for Clients
World-Wide

1500 Colonial Blvd.
Suite 102
Fort Myers FL 33907
Phone: 239 872 4143
Fax: 603 388 0385
www.IMDGroup.com
age markets until they are successful. Representatives, distributors, licensees, and
joint-venture networks are set-up and managed by an experienced, professional,
international project outsource team using a system that has proven to be quick,
cost effective, and profitable in all the major world markets.
and with secure payments thereby self-funding the expansion.
Using IMD’s proven methods of finding, securing, and creating new business
profit centers, client’s are able to sell new products or services to their existing
customers usually at a higher profit margins, acceptability, and convenience.
IMD protects client’s Intellectual Property, drafts and negotiates their agree-
Both large companies with specific needs and small companies with overall
needs have benefited from IMD’s proven new business strategies.
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
ences between the various
types of battery plate drying
ovens and the OSI oven.
Company photos were used
to illustrate the international
catalogs, and the most probable
markets were selected to in-
Battery plates drying ovens
are a very specialized type of
industrial oven. Lead acid car
batteries are made up of a
stack of plate containing reac-
tive chemical compounds that
create electricity and store it
when immersed in battery acid.
The plates are actually frames
into which the chemical com-
pound is pressed. The com-
pound must then be dried be-
fore the battery is assembled.
IMD was asked to prepare
international sales manuals and
explanations of the ovens, the
features that separated their
ovens from the competition,
and to resize the ovens so as
to fit into open top export
containers.
IMD analyzed the competi-
tion and drafted explanations of
the features, benefits, advan-
tages, and appeal of the differ-
troduce the company and its
products.
OSI used the IMD informa-
tion in its search for export
markets and today has over
600 ovens in operation world
wide.
OSI—Battery Plate Drying Ovens

any design house to be built in
panels in a factory and erected
on-site in 1-day with a crew of
5, and energy saving community
building techniques for remote
energy poor locations.
After 3-years the CEO was
not able to
fund the com-
pany and IMD
withdrew to
help other
companies
develop new
markets
profitability.
ACT is a Florida start-up
company that has a patent on
the use of composite pultrusion
parts to create the support
framing for residences and
buildings. These materials are
stronger than steel and lighter
than wood. They are also fire-
proof, termite proof, black mold
proof, earthquake proof, and
windproof up to 450 MPH (200
m/sec).
IMD was initially contacted to
help with a license negotiation
for China and subsequently
retained to redesign the busi-
ness model, products, and draft
a new business plan that would
make the ACT product com-
petitive with concrete block and
wood framing.
Over 3-years IMD also created
a manufacturing technology
campus design and integration
of separate component plants
that could accomplish those
goals and create a vertical mo-
nopoly within a year of start-up.
The plan was modeled after
larges scale manufacturing cen-
ters found in America, Japan,
and Europe and combined all of
the items needed to completely
enclose a home from the ele-
ments.
IMD negotiated strategic alli-
ances with raw material suppli-
ers, equipment makers, and
located 50 top level managers
to join ACT when the CEO
secured the required financing.
IMD also provided strategy
for sustainable housing in rural
and urban centers, methods of
construction that would enable
Advanced Composite Technology, Inc.—Pultrusion Homes
Sipco Co—Stay-In-Place Concrete Forms
A Japanese company patented
expanded metal for use as con-
crete forms and the system for
enabling them to be built into
the finished walls, floors, and
roofs on-site, prior to pouring.
Entire footings, houses, bins,
dams, retaining walls, and other
structures are first erected and
then normal slump concrete is
pumped in to complete the
structure in one continuous
pour. The forms were low cost
and became part of the finished
wall strengthening it, eliminating
clean up and storage costs, and
enabling buildings to be cast in
place much closer to neighbor-
ing buildings.
the system to major users in the
United States. The products
were imported and demon-
strated to the concrete forms
makers, concrete industry rep-
resentatives, builders, utilities,
developers, & contractors
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
Successful Technology
IMD Work
• Market research
Inside this issue:
Weber Tackle
-Fishing tackle
2
Universal
- Circuit Boards
2
Russell T. Gillman
- Machine Tools
2
Nilordor
- Deodorizers
3
Durapipe
- Plastic Air Pipe
3
J&M
- Thread lockers
3
Yamato
- Chemical Patent
4

Weber tackle was the largest
maker of fishing tackle in the
United States and wanted to
expand their sales to the Carib-
bean basin fishing areas. IMD
was retained to do a market
analysis and to build a network
and manage the penetrations
country-by-country.
IMD analyzed the fishing
tackle business in Venezuela
and traveled with the com-
pany’s representative to visit
his customers. Competitors
were visited and a simple busi-
ness plan developed.
All Weber’s distributors
were earning a ten percent
commission on what they sold
after their customers made a
secure payment to Weber and
Weber had collected the pay-
ment. Salesmen were not-
enthusiastic and a lot of paper-
work was required.
IMD created a unique system
approved by Weber and their
distributors that did not in-
crease the cost of any item to
the buyers, did not cost Weber
any extra money, and that in-
creased the commissions to the
representatives from 10% to
45%. They were required to
do very little extra work to
increase their profits while
Weber had reduced work..
The sales network caught on
fire and no other supplier could
get the attention or commit-
ment of the Weber representa-
tives that also carried other
competitive products. Orders
started rolling in.
IMD’s international orders
were not sufficient, however,
to save Weber from bank-
ruptcy due to their domestic
sales problems.
and their associated parts sup-
pliers. IMD displayed the parts
in Caracas Venezuela at the
new South American industrial
exposition site.
Many companies had never
seen these types of precision
locating spindles, horizontal
slides, round positioning tables,
and vertical slides and were
surprised to find that they
could design and build their
own machines to improve their
quality, lower their costs, and
Gilman makes machine tool
modules. Machine design engi-
neers around the world build
prototype and high perform-
ance machines by assembling
precision modules, control
logic circuits, and motor drives.
Russell T. Gilman makes a full
line of precision parts to build
and automate machine tools
and precision tools.
IMD was retained to survey a
growing South American mar-
ket for manufacturing plants
increase their productivity and
surpass their competitors.
IMD identified those engi-
neers capable of creating their
own machines and developed
the relationship between them
and the Russell T. Gilman com-
pany in Wisconsin for their
future needs. All of the dem-
onstration modules exported
to Venezuela were sold by the
one week show and delivered
to the buyers in several coun-
tries.
Weber Tackle– Terminal Fishing Tackle
Russell T. Gilman— Machine Tool Modules
Universal Circuits—Printed Circuit Boards
facturing plants that were all
running at 98% efficiency with
less than 1/4% rejects. Low
cost competition was coming
from Asia and US sweat shops.
IMD visited European elec-
tronics companies and PCB
makers to contrast their way of
conducting the business with
the way business was done in
the United States.
The evaluation and sugges-
tions IMD encouraged them to
locate the headquarters off
shore and to represent foreign
PCB makers before they set up
their own direct sales network.
The international insight and
suggestions along with the con-
fidential parts of the report and
subsequent advice helped Uni-
versal to plot their forward
development and corporate
evolution into their future as a
key supplier in the electronics
industry against growing low
cost competition.
Universal made printed cir-
cuit boards (PCBs) for a variety
of electronic customers and
had other businesses relating to
electronic components and also
stuffed the boards with parts as
a sub-component supplier to
electronic manufacturers.
IMD was retained to give
them suggestions about the
future of the industry and ad-
vice about shaping their busi-
ness against foreign competi-
tion. IMD visited their manu-
Page 2 Successful Technology

Nilodor developed a concen-
trated chemical mixture differ-
ent from masking agents that
caused people’s noses to be-
come confused in the detection
of bad odors. The mixture was
so potent that only one drop
eliminated unpleasant odors in
a 12 x 12 x 8 foot room for 24
hours.
While the chemical eliminated
unpleasant odors, potentially
dangerous odors were easily
detected. The company had
several delivery methods from
the tap-a-drop and wick to
timed spray release. Their
other chemical mixtures elimi-
nated industrial odors in sew-
age plants, rendering plants,
and in industrial processes.
IMD was retained by a com-
pany in Japan to develop the
relationship and license with
Nilodor so they could make
and supply industrial deodor-
ants and re-odorants through-
out Japan.
IMD studied the various
mechanisms used to sense
odors and developed a business
plan that would deliver suffi-
cient volumes of product to
create the level of profits de-
sired by the Japanese and the
training materials for the sales-
men in Japan.
Within 2-years, a variety of
products from Nilodor’s base
chemistry was being used in
every major automotive manu-
facturing plant’s foundries, core
making, and molding depart-
ments.
The Japanese imported con-
centrates, diluted them, and
bottled products for sales
throughout SE Asia to expand
their business.
around the world. IMD was
retained to create a profitable
industrial business for a Japa-
nese client.
IMD researched and found a
window of opportunity existed
to introduce chemical anaero-
bic thread lockers, pipe seal-
ants, anti-seize compounds,
cyanoacrylate “crazy glues,”
and lapping compounds. Those
products were needed but not
widely used in Japan.
IMD arranged tie-ups as a
Millions of threaded fasteners
are used every day in factories
distributor, licensee, and manu-
facturer for such products
from America and developed
delivery methods that were
simple and convenient for the
users in Japan enabling the
salesmen to keep ample sup-
plies of all products continu-
ously on hand in each plant,
replenishing them once a
month and
issuing an
invoice for
the amount
consumed.
Nilodor—Mal-odor Eliminator
J&M Co., Ltd.—Chemicals for Threaded Fasteners
Durapipe—ABS Plastic Compressed Air Pipework
inside surfaces and electrical
connections at each end of the
outside surface. Pipes were
inserted into the socket and
connected to an electrical
control box that heated and
melted the polyethylene creat-
ing a continuous fused plastic
joint.
IMD arranged meetings with
Japanese utility companies and
displayed the technology with
representatives from the UK.
IMD matched compressed air
pipe with the La-Man com-
pressed air water eliminators
introducing a compressed air
van business in Japan specializ-
ing as a maintenance outsource
supplying clean dry compressed
air for precision applications.
Durapipe is a well known
European supplier of special-
ized Industrial pipe. They
asked IMD to introduce two
lines of pipes into Japan. The
first was a yellow polyethylene
pressurized natural gas pipe.
The second was ABS pipe that
replaced copper and iron pipe
used for compressed air.
Durapipe had a unique pat-
ented socket to join two gas
pipes. The sockets were made
with heat elements near the
Pursuing
Profitability
for Clients
World-Wide

1500 Colonial Blvd.
Suite 102
Fort Myers FL 33907
Phone: 239 872 4143
Fax: 603 388 0385
www.IMDGroup.com
age markets until they are successful. Representatives, distributors, licensees, and
joint-venture networks are set-up and managed by an experienced, professional,
international project outsource team using a system that has proven to be quick,
cost effective, and profitable in all the major world markets.
and with secure payments thereby self-funding the expansion.
Using IMD’s proven methods of finding, securing, and creating new business
profit centers, client’s are able to sell new products or services to their existing
customers usually at a higher profit margins, acceptability, and convenience.
IMD protects client’s Intellectual Property, drafts and negotiates their agree-
Both large companies with specific needs and small companies with overall
needs have benefited from IMD’s proven new business strategies.
INTERNATIONAL
MARKET
DEVELOPMENT
GROUP LLC
mix was reduced below its
critical point but had no shelf
life problems as long as the
water in the mix % remained
above its critical level.
Water was removed by using
a vacuum to pull dry air
through the porous core mix.
Previously all cores were made
by pressurized blow machines
that required excessive sealing
and clamping. Once the resin
was polymerized, soaking in
water would not weaken the
bonds. When the metal was
cast, the only gasses evolved
were CO and CO2.
IMD patented its invention in
Japan and assigned it to Yamato
for their use. Yamato paid for
the laboratory, monthly time
charges, and a successful com-
pletion bonus when the tech-
nology, formulae, patent, and
equipment design drawings
were turned over to Yamato.
Yamato is a progressive
foundry in Japan that was trying
to develop a new core binder
resin system that was ecologi-
cally acceptable, low cost, and
highly productive. IMD visited
their company, saw their de-
velopment struggles, and made
some formula adjustments on-
site that resulted in improved
cores and improved casting
quality.
IMD was retained by Yamato
to develop a completely new
binder system that could be
patented, manufactured, and
sold by them in addition to
using it for all their own pro-
duction.
Over 2-years IMD set up an
R&D laboratory and developed
prototype core making equip-
ment. The new resin binder
invented by IMD was water
soluble, and polymerized as
soon as the % of water in the
Yamato Manufacturing—Havcore patent

International Market Penetration

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