Latest news with #BlueOcean
Business Wire
03-06-2025
- Business
- Business Wire
EnTrust Global's Blue Ocean Marks Record Year with SEACOR Marine, Belships ASA, and Rocktree Group Deals
NEW YORK--(BUSINESS WIRE)--Blue Ocean, a maritime finance investment platform managed by EnTrust Global, a leading alternative asset management firm, today announced that it deployed over $2.1 billion across more than 20 transactions in 2024 and Q1 2025. This success was driven by Blue Ocean's largest-ever debt deal with SEACOR Marine Holdings Inc.; largest equity deal and first public company take-private with Belships ASA; and an up to $350 million senior secured financing for Rocktree Group, marking Blue Ocean's expansion into the South American logistics market. Notably, in 2024, Blue Ocean completed its 100th transaction since the strategy's inception, further cementing itself as a market leader for alternative financing to the maritime industry. As of March 31, 2025, Blue Ocean has already deployed approximately $838 million across six transactions this year. In aggregate, the strategy has now invested approximately $6 billion since launching in 2017, while building a reputation for providing timely, comprehensive financing solutions throughout the capital structure. Gregg S. Hymowitz, Chairman and Chief Executive Officer of EnTrust Global: 'These transactions and record growth reflect a major milestone in Blue Ocean's reputation as a dependable strategic financing partner for borrowers and other investors. Thanks to our global network and relationships, the strategy has already outperformed expectations for capital deployment in Q1 2025.' Svein Engh, Blue Ocean Senior Managing Director and Portfolio Manager: "The professionals throughout our Blue Ocean network bring decades of industry experience, along with connections and specialized expertise that is unmatched. This allows us to directly source most of our transactions and build genuine, lasting relationships with customers across every sector we serve." Below is more detail on the notable 2024-2025 transactions mentioned above: SEACOR Marine Holdings Inc. is a public company that provides global marine and support transportation services to offshore energy facilities, predominantly oil and gas exploration and production, decommissioning support, and offshore wind. Proceeds from the $391 million secured debt issuance were used to refinance all existing indebtedness. Additionally, some of the capital will be used to partly finance the construction of two multi-purpose platform supply vessels. Belships ASA specializes in owning and operating dry bulk carriers and delivering a range of shipping, trading, and management solutions to the global bulk shipping, offshore, and freight handling markets. This deal is supported by a modern fleet of 30 predominantly Japanese-built Ultramax bulkers, with an additional 12 newbuildings on order, a low-cost financing structure, and flexible purchase options on lease-financed vessels. Rocktree Group is a leading infrastructure service provider through a global network of offshore and onshore terminals, shuttle and self-discharging vessels, barges, shipyards and other turnkey solutions. The Blue Ocean financing supported Rocktree Group's acquisition of a complementary logistics company and provides dry powder for additional growth. The transaction is an illustration of the strategy's ability to provide financing to a broad range of maritime-adjacent sectors. About EnTrust Global EnTrust Global is a leading global alternative asset management firm. Founded in 1997 by Chairman and CEO Gregg S. Hymowitz, the firm manages assets for over 600 institutional investors. EnTrust Global provides alternative investment solutions through commingled funds and customized funds-of-one, with a focus on opportunistic credit, maritime finance, energy transition and sports, media and entertainment strategies. EnTrust Global has 11 offices worldwide and is headquartered in New York and London. To learn more about Blue Ocean, please visit
Yahoo
03-06-2025
- Business
- Yahoo
EnTrust Global's Blue Ocean Marks Record Year with SEACOR Marine, Belships ASA, and Rocktree Group Deals
Maritime finance group deployed $2.1 billion across more than 20 transactions in 2024 and Q1 2025, with $6.1 billion invested since inception NEW YORK, June 03, 2025--(BUSINESS WIRE)--Blue Ocean, a maritime finance investment platform managed by EnTrust Global, a leading alternative asset management firm, today announced that it deployed over $2.1 billion across more than 20 transactions in 2024 and Q1 2025. This success was driven by Blue Ocean's largest-ever debt deal with SEACOR Marine Holdings Inc.; largest equity deal and first public company take-private with Belships ASA; and an up to $350 million senior secured financing for Rocktree Group, marking Blue Ocean's expansion into the South American logistics market. Notably, in 2024, Blue Ocean completed its 100th transaction since the strategy's inception, further cementing itself as a market leader for alternative financing to the maritime industry. As of March 31, 2025, Blue Ocean has already deployed approximately $838 million across six transactions this year. In aggregate, the strategy has now invested approximately $6 billion since launching in 2017, while building a reputation for providing timely, comprehensive financing solutions throughout the capital structure. Gregg S. Hymowitz, Chairman and Chief Executive Officer of EnTrust Global:"These transactions and record growth reflect a major milestone in Blue Ocean's reputation as a dependable strategic financing partner for borrowers and other investors. Thanks to our global network and relationships, the strategy has already outperformed expectations for capital deployment in Q1 2025." Svein Engh, Blue Ocean Senior Managing Director and Portfolio Manager:"The professionals throughout our Blue Ocean network bring decades of industry experience, along with connections and specialized expertise that is unmatched. This allows us to directly source most of our transactions and build genuine, lasting relationships with customers across every sector we serve." Below is more detail on the notable 2024-2025 transactions mentioned above: SEACOR Marine Holdings Inc. is a public company that provides global marine and support transportation services to offshore energy facilities, predominantly oil and gas exploration and production, decommissioning support, and offshore wind. Proceeds from the $391 million secured debt issuance were used to refinance all existing indebtedness. Additionally, some of the capital will be used to partly finance the construction of two multi-purpose platform supply vessels. Belships ASA specializes in owning and operating dry bulk carriers and delivering a range of shipping, trading, and management solutions to the global bulk shipping, offshore, and freight handling markets. This deal is supported by a modern fleet of 30 predominantly Japanese-built Ultramax bulkers, with an additional 12 newbuildings on order, a low-cost financing structure, and flexible purchase options on lease-financed vessels. Rocktree Group is a leading infrastructure service provider through a global network of offshore and onshore terminals, shuttle and self-discharging vessels, barges, shipyards and other turnkey solutions. The Blue Ocean financing supported Rocktree Group's acquisition of a complementary logistics company and provides dry powder for additional growth. The transaction is an illustration of the strategy's ability to provide financing to a broad range of maritime-adjacent sectors. About EnTrust GlobalEnTrust Global is a leading global alternative asset management firm. Founded in 1997 by Chairman and CEO Gregg S. Hymowitz, the firm manages assets for over 600 institutional investors. EnTrust Global provides alternative investment solutions through commingled funds and customized funds-of-one, with a focus on opportunistic credit, maritime finance, energy transition and sports, media and entertainment strategies. EnTrust Global has 11 offices worldwide and is headquartered in New York and London. To learn more about Blue Ocean, please visit View source version on Contacts Keegan Baleskbales@
The Star
17-05-2025
- Health
- The Star
Thailand to introduce 'Salt Tax' with tiered rates, driving health food market boom
BANGKOK: Following the implementation of the "sugar tax," which took full effect on April 1, 2025, Thailand's Excise Department is moving ahead with plans to introduce a 'salt tax.' Officials reveal that the new tax will adopt a tiered-rate structure similar to the sugar tax. Industry observers are closely watching how this policy will impact the beverage, snack, and food sectors, where companies are already accelerating development of 'low sugar' and 'low sodium' products to stay competitive. Experts point out that these tax measures are set to fundamentally reshape the market landscape. The introduction of tax rates based on sugar and sodium content is causing a major ripple in the consumer goods market—particularly affecting drinks, snacks, and instant noodles. Major producers are increasingly investing in low-sugar and low-sodium formulations to reduce future tax burdens. The sugar tax has already been fully enforced since April 1, 2025, while the salt tax is expected to be implemented soon. These policies are propelling the healthy food sector into a rapid growth trajectory, turning it into a 'Blue Ocean' opportunity. Tiered salt tax expected soon Kulaya Tantitemit, Director-General of the Excise Department, told Thansettakij that the department is studying the implementation of a salt tax aimed at improving public health. The tax is expected to use a tiered rate structure, just like the sugar tax. Consultations are underway with key stakeholders, including the Ministry of Public Health, food and beverage manufacturers, the Thai Food and Drug Administration (FDA), the Federation of Thai Industries, and networks advocating for reduced salt consumption, to ensure that the policy aligns with current market conditions. 'According to WHO guidelines, the daily sodium intake should not exceed 2,000 mg per person. However, Thais consume more than twice that amount—around 3,600 mg per day. "To prevent health issues, we plan to use tax policy as a tool to influence both production practices and consumer behavior," Kulaya explained. 'We will aim to minimise the impact on manufacturers' costs.' According to current data, the top three high-sodium foods in Thailand are: Instant noodles, snacks, and frozen foods. The Excise Department will identify target products and set sodium content criteria to determine the tax structure. Essential foods for daily living will also be considered for special guidelines. 'The salt tax will primarily focus on sodium content. We will determine appropriate measurement standards, define sodium thresholds, and establish corresponding tax rates. This tax will be tiered—just like the sugar tax.' Sugar tax shows measurable results Since April 1, 2025, the Excise Department has entered the fourth phase of sugar tax enforcement, applying tiered rates as prescribed by law. Manufacturers that do not reduce sugar content in line with legal limits face a tax rate increase of up to 5 baht per liter. In practice, many companies have already reduced sugar content since the second phase of the sugar tax began on October 1, 2021. 'Beverage producers have responded by reducing sugar content over the past few years. As a result, high-sugar beverages have become less common, while low-sugar alternatives have proliferated,' said the department. Between 2015 and 2017, there were only 216 products that earned the 'Healthier Choice' nutrition label. By March 2023, this number had jumped to 1,863 products, indicating a strong market shift toward healthier alternatives. Food and beverage companies rush to reformulate Asst Prof Dr Ake Pattaratanakun, Head of the Marketing Department and Chair of the Master's Program in Branding and Marketing at the Faculty of Commerce and Accountancy, Chulalongkorn University, commented on the effects of the sugar and salt tax policies. He observed a major shift among large beverage manufacturers like Coca-Cola and Pepsi, who have placed greater emphasis on "low sugar" products. Other producers in the food and beverage industry have followed suit, reformulating products to provide healthier options—for instance, reducing sugar in jams or developing drinks using alternative sweeteners. 'From the business perspective, one major concern is whether the tax burden will be passed on to consumers through higher prices,' he said. 'However, analysis shows that broad price increases have not yet occurred. This is mainly due to two factors: intense market competition—especially in the energy drink and soft drink sectors, where consumers have many choices and can easily switch brands if prices rise; and the ongoing economic recovery, which makes companies cautious about raising prices for fear of losing sales.' Because raising prices is not a viable strategy, many businesses have focused on developing new products with lower sugar content or sugar substitutes to reduce their tax liabilities. A clear example is Coca-Cola, which has released more sugar-free products such as Coke Vanilla Zero Sugar, Sprite Zero Sugar, Fanta Zero Sugar, and Lipton Lemon Iced Tea Sugar-Free. These products are typically designed to look and taste very similar to their regular versions, so that consumers don't notice the change. Spotlight on snacks and instant noodles Ake further analyzed that from a consumer perspective, the increase in "low sugar" and healthier alternatives is a positive trend, offering more diverse choices. Interestingly, many consumers may not even realize they're consuming less sugar or sugar-free products, as the taste and appearance remain largely unchanged. Beyond the sugar tax, the upcoming salt tax on snacks and instant noodles is another development to watch. It is expected that businesses will respond similarly—by adjusting prices or reformulating products to lower sodium levels. However, the snack industry may adopt different strategies, such as reducing portion sizes in packaging while keeping prices the same—something that consumers might not immediately notice. Health market heats up amid fierce competition Analysing the market outlook and marketing strategies under the new "health tax" era, Ake noted that in the short term, producers will focus on developing products with reduced sugar and sodium to lower tax burdens and cater to growing health-conscious demand. The "health product" segment will become increasingly competitive. In the medium to long term, health trends will continue to shape market direction. Marketers must emphasise clear, honest communication about health benefits of their products—moving beyond strategies focused solely on tax avoidance. The true goal should be the development of genuinely healthier products for consumers. The sugar tax—and the looming salt tax—are key forces reshaping the landscape of the beverage and snack industries. Producers must adapt quickly and decisively, focusing on the authentic development of health-oriented products while effectively educating and communicating their value to consumers. Marketers who can strike the right balance between health, taste, and price will be best positioned to win in this increasingly competitive market. Advancing 'healthier choice' product development Salinla Seehaphan, Executive Director of Corporate Affairs at Nestlé (Thailand) Ltd., stated that Nestlé is committed to promoting good health and quality of life for Thais through the continuous development of nutritious and delicious products. Nestlé has participated in the 'Healthier Choice' nutritional labeling program since its launch in 2017. Currently, 115 of its products across five categories—beverages, seasonings, dairy products, ice cream, and breakfast cereals—carry the certified Healthier Choice logo. 'Nestlé's product development is guided by expertise from our global R&D centers, aiming to create innovative foods with good nutritional value and great taste. The focus is on: 1. Reducing nutrients linked to non-communicable diseases (NCDs) such as sugar, fat, and sodium, while maintaining taste. For example, we use specialized enzymes to lower naturally occurring sugars in ingredients like malt, milk, and fruit juice. 2. Fortifying products with essential vitamins and minerals at accessible prices. In 2024, Nestlé developed 3.4 million fortified servings targeting Thai people across all age groups—addressing common deficiencies in iron, iodine, zinc, and more.' Global reformulation strategy Chanin Thiencharoen, Marketing Manager at AJE Thai Co., Ltd., the producer of Big Cola, stated that the current soft drink market is highly competitive, driven by brand and flavour. He noted that the company was not affected by the Phase 4 sugar tax, which took effect on April 1, as it had long since reformulated its products to comply with the new regulation. They have managed to maintain original pricing. 'We have continually adjusted our formulas and ingredients to align with the health needs of consumers seeking lower sugar content. This is not just a Thai-specific adjustment—it is a global strategy, as Big Cola is an international brand.' Consumer health consciousness has intensified competition in the low-sugar segment. The soft drink market is now split into two major groups: those who seek refreshment, and those who prefer reduced sugar—the latter currently making up about 10% of the market, with signs of steady growth. Despite these trends, soft drink consumption continues to grow modestly by 2–3% annually. 'Cola-type' beverages dominate the market, accounting for 85% of the total soft drink market, which is valued at around 60 billion baht. The summer season marks a high point for the industry, generating over 30% of annual sales in just three months. New standards for jams and jellies The Ministry of Public Health recently issued new regulations for jams, jellies, and marmalades. Lertchai Lertvut, Deputy Secretary-General of the Food and Drug Administration (FDA), announced Notification No. 455 (B.E. 2568), which will take effect on June 9, 2025. The goal is to align Thai regulations with the international Codex Alimentarius food standards, reduce regulatory redundancy, and address industry feedback. Key updates include: - More sweetener options for product variety - Clearer and more flexible ingredient guidelines - Improved labeling requirements, making product information more transparent and easier for consumers to understand These updates support growing consumer demand for health-conscious products with varying levels of sweetness and ingredients. They also elevate Thai production standards to international levels, helping build consumer trust in the safety and quality of jams, jellies, and marmalades. - The Nation/ANN
Forbes
07-04-2025
- Business
- Forbes
What Connects Taylor Swift And Amazon's Strategies For Success?
Taylor Swift is an outlier. To learn from her, we need to consider which phase of her career she was ... More in. For most companies this is when she first established a niche market in country music. One is the biggest pop star on the planet. The other is one of the world's most valuable companies. But Taylor Swift and Amazon have two things in common. First, they are both are outliers in terms of success. Swift's Eras tour was the highest-grossing music tour ever, generating more than $2 billion. Amazon has a market cap of more than $2 trillion and is the global leader in several industries. Second, they are both used to explain why particular strategies lead to success. Amazon is cited in no less than 700 Harvard Business Review articles for exactly this purpose. The problem for strategists is that, as outliers, Swift and Amazon are able to do things others can't. Drawing strategy lessons requires a chronological approach. I spoke to Kevin Evers, the author of There's Nothing Like This. The Strategic Genius Of Taylor Swift and a keen observer of business strategy, to understand which insights from their extraordinary success are transferrable, at which stage of a corporation's lifecycle. Entrepreneurs have three options. They can enter an established market doing the same thing that everyone else does, come up with a new twist, or target an entirely new niche market. The last option—often called a Blue Ocean strategy—is hard to pull off. However, it also offers entrepreneurs an opportunity to carve out a dominating position that lasts. That's what both Swift and Amazon did. 'Swift wanted to write songs for an audience of her peers—teenage girls,' Evers points out. Country music did not see this as a market. Even more unusual, she wanted to write her own songs. To pull it off, Swift needed a partner that was fully aligned with her vision. Even though she had a development contract with RCA, a big player, she decided to go with Scott Borchetta who was starting his own label. Evers explains what that means: 'He didn't have funding. He didn't have headquarters. He didn't have much of anything, really. But it ended up working out because Brochetta had a lot of skin in the game.' He needed this to work as much as Swift. For new entrepreneurs the takeaway is obvious: developing a new niche market is tough and you need a fully committed partner with complementary skills. For Amazon that partner was Ingram, a wholesaler for books. Amazon's relationship with Ingram meant it could list over a million titles right from the outset, even though its own warehouse only had a capacity of 2,000. In essence Jeff Bezos' technology became the web frontend for Ingram. Swift's first album was a major success. She had carved out a new audience in country music. But what would she do next? Should she double down or venture into something new? 'The answer was a bit of both,' Evers explains. 'Swift and her team were very careful not to alienate people in country music. But they also gradually started to move more into pop music.' They did this carefully and deliberately as 'they reconfigured some of her songs so they would play better on pop radio.' One reason Swift was able to make the move so successfully was that she had built a strong fan base, using emerging social media—at that time MySpace—to connect with them directly. Most of her fans were not concerned about the genre of music that Swift made, they only saw the artist. However, to complete the transition, new partnerships were needed. This meant working with new producers and leveraging the networks of her distributor, Universal Music Group. Infiltrating pop without losing the country connection meant that Swift created a second growth engine. Amazon did the same thing when it moved into selling music and videos, gradually building a full-fledged online store. It did not stop there. In 2000 Amazon Marketplace became a third growth engine, two years later followed by a fourth, Amazon Web Services. Importantly both Amazon and Swift did so after they touched the ceiling of their niche market. For companies who still have space to grow within their initial market, it makes sense to stick to what they know—and are known for—rather than getting distracted by new opportunities. At a 2016 technology conference Jeff Bezos made a somewhat puzzling statement: 'When we win a Golden Globe, it helps us sell more shoes.' What he meant is that a Golden Globe nomination brings more customers to Amazon's website but they end up buying something different. The big platform thrives on customer interaction. To oil this customer engagement machine, Amazon introduced Prime. For $12.99 you get access to binge-worth programming but also free shipping. A tactic that would not work without a big platform. This is not the only unusual move that is unique to Amazon. The company is also known for building backwards. It starts with what would be a great product for customers, then gradually begins to build the required skills to deliver it. A good example is the Kindle. The plan was to do it with six people in 18 months. But as Steve Kessel, who lead the original Kindle team, later conceded, 'It took us three-and-a-half years and a lot more than a couple of handfuls of folks.' That approach is only possible with very deep pockets. For most companies the more appropriate strategy starts with the competences it has rather than going for moon shots. Today Amazon and Swift are outliers who can do things few others should try to copy. In Swift's case this became obvious when she decides to eventually move fully into pop. Her label was worried about dropping the sizable country market and less successful artists would have no choice than listen to this advice. Swift did not and because of her powerful platform it worked. 'It was potentially leaving a big segment of her market, yet she came up with one of the best-selling albums of the 2010s—1989,' says Evers. For the latest she did not even release singles but instead created a TikTok series called 'Midnights Mayhem with Me', where she picked a numbered ball and then announces the corresponding name of an album track. This would not work for most artists, but in Swift's case it created a social media buzz that propelled her to even greater success. Articles often use examples from outliers to substantiate and idea the authors want to propose. That's an easy trap to fall into. While outliers can offer great strategy lesson, this only works if you if you consider the phase you are in and match it with a moment in time when they were in a similar position. For most companies this will be phase one. For some it will be phase two. For very few, it will be phase three. While you work towards that third and final phase, I can recommend the excellent book by Evers which draws many parallels between corporate strategy and Swift.
Associated Press
07-03-2025
- Business
- Associated Press
Vibe Consulting Launches Revolutionary AI-Powered Market Research Tool for Fashion Industry
New York, New York--(Newsfile Corp. - March 7, 2025) - Vibe Consulting has announced the launch of a new AI-powered market research tool designed specifically for fashion startups. This complimentary solution aims to address the industry's significant challenge by providing instant access to market size data, competitive intelligence, and detailed buyer personas. To view an enhanced version of this graphic, please visit: The platform transforms raw brand and product data into comprehensive market insights within minutes, leveraging extensive industry databases. By removing traditional cost barriers, it enables entrepreneurs to validate their concepts with professional-grade research before major investments. Data-Driven Fashion Intelligence 'The eternal question in fashion entrepreneurship is market viability,' says Maria Pesin, CEO of Vibe Consulting. 'Our AI-powered solution delivers instant, data-backed answers about market potential, competitive landscape, and consumer demand, revolutionizing the startup validation process.' The platform's sophisticated competitive analysis engine provides insights into market dynamics, while its advanced persona generator utilizes fashion-specific datasets to create precise consumer profiles. This precision allows founders to better align their offerings with real market demands. Unlocking Blue Ocean Opportunities The tool identifies unique market positions beyond conventional product ideas. 'While entrepreneurs typically start with conventional product ideas,' Pesin explains, 'our analytics reveal distinctive market positions and complementary opportunities.' Future Innovation Pipeline Responding to significant market interest, Vibe Consulting is expanding its AI toolkit tailored for fashion industry entrepreneurs. This new market research platform marks the beginning of a broader digital transformation in fashion business planning. Fashion entrepreneurs can access the tool at With minimal input, the platform generates detailed market analysis reports, providing enterprise-level research capabilities to fashion entrepreneurs globally. Contact:
