Industry overview
What is shaping steel
Steel reaches users through producers, distributors and retailers, serving fabricators, builders and OEMs. Brand trust, price and availability decide which bar or sheet is bought.
- Fabricators and builders influence retail steel brands
- Distributor networks decide availability
- Branded steel competes with unbranded on trust
Client background
A mid-sized steel products manufacturer, working in UAE, Saudi Arabia, Qatar, Egypt, South Africa, Malaysia & Indonesia. Client identity is withheld to protect confidentiality.
- Organisation
- A mid-sized steel products manufacturer
- Sector
- Steel
- Team engaged
- Market Research
- Services
- Research consultancy, Business panel, Financial modelling
Client challenge
Domestic competition was squeezing margins, and the manufacturer wanted to export coated and pre-engineered products. It needed to know which countries offered realistic opportunities, given trade rules, competition and logistics.
Research objectives
- Deliver on the brief: assessing export markets for value-added steel products.
- Uncover the motivations and barriers people do not state in a survey.
- Give the client evidence it can act on within 9 weeks.
Target audience
Scope: 35 interviews across seven countries.
Audiences we typically reach in steel
FabricatorsBuilders and contractorsOEM buyersSteel dealers and stockistsRetail home builders
Geographic coverage
Coverage: UAE, Saudi Arabia, Qatar, Egypt, South Africa, Malaysia & Indonesia. Markets: United Arab Emirates, Saudi Arabia, Qatar, Egypt, South Africa, Malaysia and Indonesia.
- United Arab Emirates
- Saudi Arabia
- Qatar
- Egypt
- South Africa
- Malaysia
- Indonesia
Research methodology
A qualitative design, built to uncover motivations, decision processes and the language people actually use.
- 1Brief
- 2Desk research
- 3Importer and distributor interviews
- 4Market scoring model
- 5Insight
We combined trade data and regulatory research with interviews with importers, distributors and construction contractors in each country. Each market was scored on demand, competition, price levels, certification requirements and logistics, with the scoring logic shared openly. Where data was thin, we said so openly and marked those scores as indicative, so leadership knew which conclusions were firm and which needed testing.
Research consultancyBusiness panelFinancial modelling
Sampling strategy
- Business respondents were screened on role, company size and involvement in the decision before being invited.
- Online respondents were drawn from verified panel members who matched the screening criteria, with quotas on key profile attributes.
- Qualitative participants were recruited purposively to cover the full range of experiences that mattered, rather than for statistical representation.
Data collection
- interviews
- 35
- The online survey was mobile-friendly and offered in respondents' languages.
- Interviews and discussions were led by experienced moderators using a guide agreed with the client.
- Secondary sources and client data were compiled and cross-checked before modelling.
Data quality & validation
- Digital fingerprinting and duplicate checks
- Attention, speed and straight-lining checks
- Review of open-ended answers
- Recordings and transcripts for every session
- Re-screening of qualitative recruits
- Logic and range checks on the final data
- Work carried out under our ISO 20252 quality procedures
Data analysis
- Thematic coding of interviews and discussions
- Journey and decision mapping
- Market model built from secondary data and primary evidence
Key findings
- Two Gulf markets and South Africa offered the best combination of demand and feasibility.
A transparent scoring model helped the leadership team agree on priorities quickly.
Recommendations
- Build on the core insight: a transparent scoring model helped the leadership team agree on priorities quickly.
- Focus effort where the evidence was strongest: two Gulf markets and South Africa offered the best combination of demand and feasibility.
- Re-measure after the changes to confirm the effect.
Business impact
- The manufacturer prioritised product certification for those markets and appointed distributors there first.
- The remaining markets were kept on a watch list with clear triggers for revisiting them, such as changes in duties or the arrival of new infrastructure projects.
What changed in the business as a result of the work. Impact is described qualitatively.
Deliverables & next steps
- Insight report and management presentation
- Cleaned data file and data tables
- Repeat the measure after changes are in place to track progress.
- A natural follow-on question: how healthy is the dealer network?
Client identity is withheld to protect confidentiality.