Middle East sales doubled in three years.

The Challenge

The demand across the Middle East and Africa was real, but the commercial network was not performing to its full potential. While the company had a representative office in the region, distributor performance varied significantly, market coverage was inconsistent, and the existing channel structure was not fully capturing the available market opportunities.

GVB's Approach

GVB took on the full mandate and became BÜCHI's team in the region. We rebuilt the distributor network from the inside, replacing partners who weren't performing and developing the ones who could, until they sold and serviced to BÜCHI's standard. We stayed close to the key accounts ourselves, ran structured sales and technical training programs, and built country-specific growth strategies based on local market dynamics and customer expectations. We also kept a direct feedback loop running between customers, distributors, and BÜCHI's own team, so issues surfaced early and the network kept improving instead of standing still.

Where the relationship began: GVB's work with BÜCHI started with a single assignment, identifying and qualifying a new distributor in one of the region's most important markets. From an initial shortlist of candidates, GVB ran a full evaluation and helped select a highly qualified partner, each required to submit a detailed business plan and commit to training at BÜCHI's headquarters in Switzerland. That project alone grew sales by more than 50% year over year, work that over three years took the market from a modest starting point to a business roughly eight times its original size. The results led BÜCHI to expand GVB's role across the entire Middle East and Africa region.