Haltin designs strategic partnership, B2B matchmaking, inorganic growth and business development solutions that help companies reach new markets, customers and capabilities faster. We do not leave strategy on the page: our support can extend from researching suitable counterparties and making the first approach to shaping the business model and implementation roadmap.
For mid-sized manufacturers and international companies seeking growth in Turkey, we combine market knowledge with operating experience from the factory floor. The objective is to define not only whom to meet, but also which form of cooperation can create value and how it should work in practice.
Strategic partnership advisory
A strategic partnership can support market entry, product development, local manufacturing, distribution, supply security or access to technology faster and with more controlled risk than a standalone investment. The right partner, however, is not simply another company in the same sector. The parties’ capabilities, expectations, pace of decision-making and intended contributions must complement each other.
Designing the partnership model
We begin by defining the purpose of the cooperation and its success criteria. We then assess how each party might contribute capital, manufacturing, distribution, technology, people or customer relationships.
Depending on the objective, possible models include:
- Commercial or operational strategic cooperation
- Joint venture
- Manufacturing, supply or contract-manufacturing partnership
- Distribution and sales-channel partnership
- Technology, licensing or product-development cooperation
- A staged structure with an investment or acquisition option
The aim is a practical framework that makes contributions, decision mechanisms and conditions for progress visible from the outset. Where legal or tax structuring is required, we coordinate with the relevant specialists.
Strategic partner search
We research companies against defined criteria such as sector, scale, capability, geography and commercial fit. We move from a broad long list to a focused short list, identify the relevant decision-makers and, with the client’s approval, manage targeted outreach. Before the first meetings, we prepare an approach that states the value proposition and the expected contribution from the prospective partner clearly.
B2B matchmaking
B2B matchmaking is not the delivery of names from a general company database. It connects a genuine commercial need with a company that has both the relevant capability and the potential to cooperate.
Our B2B matchmaking process:
- Defines the target customer, supplier, distributor or manufacturing-partner profile.
- Builds a candidate pool through market and sector research.
- Prioritizes candidates for capability, scale, reputation and strategic fit.
- Verifies the appropriate decision-makers and makes a confidentiality-aware first approach.
- Coordinates introductions and business discussions where interest is mutual.
- Tracks next steps, information requests and decision points.
The approach can support international companies looking for customers, suppliers or partners in Turkey, as well as Turkish manufacturers seeking export opportunities, new accounts and business partners.
Inorganic growth and business development
Inorganic growth and business development means using external relationships to gain access to a market, customer, product or capability rather than building everything internally from the beginning. An acquisition is an important route, but it is not the only one.
Comparing growth routes
We compare acquisitions, joint ventures, strategic partnerships, distribution arrangements, licensing, supply agreements and targeted commercial cooperation in terms of speed, control, investment requirement, risk and expected contribution.
For each route, we make the key assumptions, implementation challenges and conditions for a decision visible. We then move to target-company or partner research for the selected model and, where appropriate, manage an M&A process under a separate transaction discipline.
Market entry and commercial development
For growth into a new geography, we assess customer segments, sales channels, competitors and potential local partners. We build a business-development plan that clarifies product-market fit, pricing and service expectations, logistics requirements and the sequence of market-entry actions.
Strategy-to-execution management consultancy
A growth decision must be supported by the company’s operating capacity. We can therefore complement the strategic work with a commercial and operational assessment.
Commercial and operational assessment
- Profitability by customer and product
- Real production costs and machine-hour rates
- Capacity utilization, productivity, OEE and waste rates
- Competitor benchmarking and market position
- Sales channels, quotation process and customer acquisition
- Organization, decision mechanisms and institutionalization needs
These analyses show whether the current organization can deliver the growth objective and which improvements should take priority.
Implementation roadmap
We convert recommendations into actions with clear owners, timing and success measures. Regular follow-up points with management help the strategic plan progress within day-to-day operations. The business-development project therefore becomes a measurable implementation program rather than ending as a presentation.
Why Haltin?
We understand Turkey’s manufacturing ecosystem and the practical decision dynamics inside companies. Our boutique structure keeps the same senior team involved from partner research through executive discussions. By assessing commercial opportunity alongside operational reality, we focus on building a sustainable basis for cooperation.
Frequently asked questions
How does a strategic partnership differ from an acquisition?
In a strategic partnership, the parties can remain independent while working together toward a defined market, product, technology or manufacturing objective. In an acquisition, a transfer of shares or assets changes the ownership or control structure.
Does B2B matchmaking mean providing a list of companies?
No. Effective matchmaking defines the search criteria, researches and prioritizes candidates, verifies the right decision-makers, manages focused outreach and follows the meeting and decision process.
Which routes can be considered for inorganic growth?
Depending on the objective, the options may include an acquisition, strategic partnership, joint venture, distribution arrangement, supply agreement, licensing or access to defined capabilities through commercial cooperation.