Marketing of pump

Table of Contents

1. TERMS OF REFERENCE ...................................................ERROR! BOOKMARK NOT DEFINED.

2. BUSINESS MISSION ...................................................................................................................... 4
3. EXTERNAL MARKETING AUDIT ................................................................................................... 5
4. INTERNAL MARKETING AUDIT .................................................................................................. 19
5. SWOT ANALYSIS ...............................................................ERROR! BOOKMARK NOT DEFINED.
6. MARKETING ONJECTIVES ...............................................ERROR! BOOKMARK NOT DEFINED.
7. MARKETING MIX DECISION ....................................................................................................... 32
8. BUDGET ........................................................................................................................................ 34
9. ORGANIZATION, IMPLEMENTATION, CONTROL ..................................................................... 35

1
10. REFLECTING ACCOUNT ............................................................................................................. 36

APPENDICES

APPENDIX A ................................................................................................................................. 38
APPENDIX B ................................................................................................................................. 48
APPENDIX C ................................................................................................................................. 50
APPENDIX D ................................................................................................................................. 52

REFERENCES .............................................................................................................................. 71

1-Terms of reference
Iran Industrial Pumps –IIP- is one of the most experienced companies
specializing in design and manufacture of water pumps and water pressure
boosting systems with 30 years history in Iran.
This company traditionally had been working in manufacturing pumps for water
industry and mostly water boosting systems for buildings but due to new small
competitors with much lower prices IIP is losing its market share and to defend it
the company has decreased the prices which has caused lower profitability. On
the other hand, import of a new simpler and cheaper boosting systems which is
becoming highly popular, has made the situation more complicated.
This marketing plan is provided to deal with mentioned issues in a strategic
manner.

2
3
2- Business mission
To be number one local pumping system manufacturer/ solution provider in all
sectors of Iran’s industry including with especial focus on oil, gas and
petrochemical industry within five years.

4
 3-External Marketing Audit
3-1- PEST/PESTEL
Political/legal

 New sanctions against Iran

 Government’s focus on using local manufacturers’ potentials (at least 50% local
content)
 Government new policy in gradual lifting import’s tariffs and duties due to Iran’s
preliminary acceptance in WTO (in few next years)
 Increase in governments revenue due to oil price escalation
 Oil industry need for replacement/refurbishment of the pumps/ pumping
systems

Economic

 Government’s huge investment in oil industry within next 10 years (Based on

Iran’s twenty-year outlook-Ref; very attractive market-)
 Increase in governments revenue due to oil price escalation
 Increase in Import of pumps (1)
 Local manufacturers’ problems in financing and cash flow
 Cheap energy and workforce

Environmental/social

 Environmental issues due to inefficient water management and population

increase
 Increase in utility (energy, water) demand due to population growth and
industrialization
 Increase in higher education rate in young population

Technical

 Limited capacity (size of pumps, quantity, technological) of the local players

 Products’ High quality of the overseas competitors
 Local manufacturers’’ delays in delivery

5
 Deficiencies in local companies’ technical proposals and documentation
 Some local competitors have made joint ventures with overseas companies to
solve their technical issues
 Low productivity level in local companies
 Lack of strategic plan in local companies

6
 3-2- Porter’s Five Forces analysis
New entrants

The local companies active in PBS (pressure boosting systems) are not very big
companies and they do not enjoy economy of scale that much. On the other hand the
capital requirement for assembling PBS is not so high and you need to have very basic
cutting and welding machines and small workshop. The other factor is low switching
cost to new entrants. The systems are very easy to use and maintenance. The local
traditional distribution channel (Bazaar)(2) which is very powerful distribution system-
the most powerful with very high coverage- has started importing cheap Chinese
products and high quality Italian products- which are not so expensive-.

• Local low budget workshops (low capital requirements)

• Chinese cheap products (both companies and Bazaar)

• Italian high quality inexpensive products

• Bazaar’s import

The bargaining power of suppliers

• Electric motor suppliers (importers) have started importing pumps to make PBS.

• More than 60 % of cost of a (pump and driver package) is driver’s cost and
considerable cost of a pump is due to its mechanical seal(if they are used)

• Buyers can not threaten to integrate backward into supply (local PBS makers are
rather small companies comparing electric motor and mechanical seal manufactures
which are big international companies)

• Usually customers insisted to have a specific brand of electric motors for example
Siemens.

Bargaining power of buyers

7
• There are very few buyers (state-owned companies, big housing projects) and many
local and especially foreign sellers.

• Obviously, small local PBS makers cannot integrate forwards toward big
governmental or private companies (the usual customers)

Substitutes

There are new innovations like using PLC more efficient and modern PLC
controllers which are more easy to use or having variable speed drives which are
very energy efficient.

The most important substitute is Compact all-in-one, built-in pressure tank PBP
(very cheap, easier to use). It should be noted that switching costs to substitute is
very low because PBS is not a very complicated system to use and maintenance.

Industry competitors

Structure of completion: there are many low budget small shops building PBS while
there are many importers (companies and Bazaar APP) importing PBS.

Switching costs for PBS is very low

Strategic objectives: Recently new entrants are pursuing build strategies.

Degree of differentiation: PBSs manufactured by IIP –especially ordinary models-

are not highly differentiated.

3-4-External marketing audit; Microenvironment

3-4-1-Micro environment-Market & Customers

8
 TYPICAL
INDUSTRY/MARKET
MEASURES
Market size for pumps just in different sectors of oil industry is
Size: Large enough forecasted as 3,200,000,000 USD within next 10 years.(3)

Growth rate There has been a recession in housing construction for more
than 2 years so market has been declining.
-appropriate?

In 1st and 2nd class segments, products are highly differentiated and
advanced technology and profit margins are very high. However, in
Profitability 3rd class segment products are not profitable due to high intensity of
rivalry and occurring of price wars.

Entering into the Second and 1st Class markets needs a great deal of
investment in machinery, testing facility, R&D , etc. but for the 3rd
Barriers to entry class where IIP is working especially for PBS barriers to entry is weak.

To be successful in 2nd and 1st class segments a company shall

Level of technology
compete with world class foreign companies so, having a very good
/R&D requirement R&D department to develop high level of technology is a must.

The Market (Size, growth rates, trends)

Since there are a wide variety of different pumps with different specifications which
are used in different industries, to simplify the market we divided the Iran’s pump
market into three segments:
First class: Characteristics of the segment are:
 Very critical with high pressures & temperatures and handling Toxic and
hazardous liquids
 High reliability
 Due to advanced technology in design, manufacture and test, and high initial
investment requirements very few local manufacturers can make them (small
number of local competitors)

9
  As customers are usually big government owned companies with high
purchasing power and due to high price and level of complexity of products
usually all stages of organizational decision making process are passed.
 Usually customers have good level of knowledge of the products
 High profit margin
 Products are highly differentiated

Second class:

 They are not as critical as first class segment due to lower temperature and
pressure and simpler working conditions
 Simpler materials, design, manufacture and test process however, a few local
companies can be active in some parts of the segment
 As customers are usually big government owned companies with high
purchasing power and due to high price and level of complexity of products
usually all stages of organizational decision making process [Ref] are passed.
 Usually customers have good level of knowledge of the products
 High profit margin
 Products can have some limited deviations to standards (API, NFPA, ANSI)
 Oil industry and power plants are the main customers others are water
treatment and water pumping stations in cities, steel industry.
Fire fighting pumps according to NFPA standard which are used in oil industry shall
be considered as special case and very profitable niche market. Because:
 No local company has good knowledge about these pumping systems
 The required technology can be obtained with small investment and efforts
Third class:

 Customers do not have enough knowledge about products

 Number and variety of customers in this segment is bigger than the other two
and they can be in different parts of industry and from governmental or private
sector
 Low profit margin
 High level of competition

10
The prices of the pumps used in oil industry are between 7,000 to 2,000,000 USD
and oil industry pump requirements in a sample plant can be shown as the following
table:

Hi
gh
First Class
Pumps
Pri
ce Second Class
Pumps

Low Technology Technology High

Third Class
Pumps
Pri
ce

Low

price and quantity proportion of pump usage in oil industry (3)

Price interval (USD) Price proportion (%) Quantity Proportion (%)
Up to 70,000 29 69
70,000 to 250,000 40 23
More than 250،000 31 8
Total 100 100
Therefore, annual demand for different types of pumps for each group can be estimated as
follows:

11
Annual demand for pumps in oil industry (3)
Average Price (US$) Price proportion Annual demand
(%) US$ Annual demand (qty)
38،500 29 92،800،000 24،10
150،000 40 128،000،000 853
400،000 31 99،200،000 248
Total 100 320،000،000 3،511

Observing above figures, with consideration of IIP’s capabilities and limitations in local
technology if it aims the segment for pumps under 150,000 US$, the size of this segment
would be more than 220,000,000 annually which is very attractive market to work in.

12
 What is important for customers?

First class Second class Third class

important

important

important
Very

Very

Very
Important

important

important

Important

important

important

Important

important

important
Factor

Fairly

Fairly

Fairly
Not

Not

Not
Price ●* ● ●
Quality ● ● ●
Brand ● ●
●
background
On time delivery ● ● ●
Consultancy ● ●
●
services
supervision and ● ●
installation
Financial ● ●
●
strength
Documentation ● ● ●
Discounts ● ● ●
Transportation ● ● ●
services
Warranty ● ● ●
Payment terms ● ● ●

13
 3-4-2- External Marketing audit- Microenvironment, Competitors
Foreign competitors
Market share and importance of foreign competitors in oil industry is far bigger
and stronger than the local ones. In other words, they are the main competitors.
The most important of the foreign companies are: Flowserve, Sulzer, Weir, KSB,
Ruhrpumpen, Nijhuis

Local competitors
There are more 300 local companies active in Iran’s pump market however, in
general, Influence and market shares of all of them are not very important. In this
due, we picked up important ones which are already active in
specialized/engineered segment (2nd class) and have potentials to develop
further.

14
 Competitive Profile Matrix

Overseas Competitors
Weight

Critical
Flowserve Sulzer Weir KSB Nijhuis Ruhrpumpen
success
factor Rati Weig Rati Weight Rati Weight Rati Weight Rati Weight Rati Weight
ng hted ng ed ng ed ng ed ng ed ng ed
score score score score Score score
Marketing .08 2 0.16 1 0.08 1.5 0.12 3 0.24 3 0.24 1.75 0.14

Quality .15 4 0.6 4 0.6 3 0.45 2.5 0.38 2.75 0.41 2.75 0.41

Price .05 1.5 0.08 1.2 0.06 1.75 0.09 3 0.15 3 0.15 2.5 0.13

Experience .15 4 0.6 4 0.6 2.5 0.38 3.5 0.53 2.25 0.34 2.5 0.37
Financial
.15 4 0.6 4 0.6 4 0.6 4 0.6 3 0.45 3 0.45
position
Documenta
.15 4 0.6 4 0.6 3.5 0.53 3 0.45 3 0.45 3 0.45
tion
Services .15 2 0.3 1 0.15 2 0.3 2 0.3 2 0.3 1.5 0.22
Technolog
.12 4 0.48 4 0.48 3.5 0.42 3 0.36 2.75 0.33 3 0.36
y
Total 1 3.42 3.17 2.88 3.00 2.67 2.54

Local Competitors
Critical
IIP Petropedam Navid Sahand Petco Kalaye Pump Berkeh
success
Weight

factor Rati Weight Rati Weight Rati Weight Rati Weight Rati Weight Rati Weight
ng ed ng ed ng ed ng ed ng ed ng ed
score score score score Score score
0
Marketing 1 0.08 2.5 0.2 2 0.16 1.75 0.14 2.5 0.2 2.25 0.18
.8
1
Quality 1.5 0.225 2.5 0.37 1.5 0.22 2.5 0.38 1.75 0.26 1.25 0.19
.5
0
Price 3.5 0.175 2.5 0.12 2.5 0.13 2.75 0.14 3.5 0.18 4 0.2
.5
1
Experience 1.5 0.225 2 0.3 3 0.45 1.5 0.23 1.5 0.22 1.75 0.26
.5
Financial 1
2.5 0.375 3 0.45 3 0.45 1.75 0.26 2 0.3 1.5 0.22
position .5
Documenta 1
2 0.3 2.5 0.38 2 0.3 1.5 0.23 2.25 0.34 2 0.3
tion .5
1
Services 1.5 0.225 2.5 0.38 1 0.15 1 0.15 1 0.15 1 0.15
.5
1
Technology 1.5 0.18 2 0.24 1.75 0.21 2.5 0.3 1 0.12 1.5 0.18
.2
Total 1 1 1.78 2.44 2.07 1.82 1.77 1.69

15
 Hi
gh

Market Share
FLOWSE
RVE
SULZEKSB
WE R
RP
IR
Low Product Range Product RangeHigh
PET
KALA IIP CO
Market Share
NSAH BER
AND KEH
PPED
N AM
J
*The Market Shares & Product Ranges have been ass
Low

16
 Hi
gh
SULZER

Pric
e
WEIR FLOWSER
R VE
P

N KSB
Low TechnologyNSA PPED J Technology High
HAN
D AM
PETCO

KALA IIP
BER
KE
Pric
e

Low

17
 Flowserve

Sulzer

KSB

Weir

Nijhuis

Ruher Pumpen

Petropedam

Navidsahand

PETCO

IIP

Kalaye Pump

Berkeh

0 0.5 1 1.5 2 2.5 3 3.5

Competitiveness

18
4-Internal marketing audit
4-1-Internal marketing audit-operating results

IIP's Annual Sales (US$)

10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

IIP's Annual Profit (US$)

2,000,000
1,800,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

19
 4-2-Internal marketing audit- To identify current4Ps of marketing mix

Product/
Service

Experince
Promotion Target Price
Market

Place

Products

20
In the past, IIP used to design the pumps, give the relevant technical documentation
and drawings to a casting company and receive castings from these suppliers and via
machining and assembling make the whole pump and later on install the pump and
driver on a base plate and coupled the pump and driver and install the controller and
some piping according to customers’ requirements. Right now, in case of PBS, IIP
prefers to buy the whole pumps and just do the assembling and making the control
system and piping according to the customers’ needs.

Quality: Quality control is being done via traditional methods and although company
is has tried to implement new systems like ISO 9000 series it has not been successful
which has led to poor quality and customer complaints. Regretfully, there is no
statistical figure about the complaints or other non-conformity problems.

Services: Having a responsive services department has been one of the reasons for
success during past 30 years. However, the staff knowledge is limited to 3 rd class
segment and for higher classes of the pumps (for example oil industry) there is not
enough knowledge about the technical aspects and atmosphere of the work.

Brand name: In 3rd class market and especially PBS products, IIP is considered a
high quality good brand. However, this position has been endangered by having low
quality products during soaring sales and limited capacity of factory. The market share
of the IIP has been threatened by smaller, more cost-effective local companies.
Recently, there has been some kind of price war between IIP and some new comers
which has damaged the profitability of this product

Place

Channels: There has not been any representative for the IIP so far. Because in
engineered/ specialized pump market due to complexity of the products both
customers and manufactures prefer to have direct contact.

Coverage: Considering the 30 years of history and have good relations with big
construction companies active in housing projects – both in governmental and private
sectors-, it can be said they have been successful to cover all of the Iran in PBS
products. However, in higher classes IIP is not a well-known name.

Transportation: IIP has a contract with a transportation company to ship their

products to the customers however, big and state-owned companies tend to have their
own transportation systems. The problem is that the transportation company usually
has delays to have enough cargo to carry the cargo to the destinations.

Inventory: As engineered/ specialized pumping system business is based on and

according to the customers’ requirement the inventory is for raw materials and not final
products. Raw materials are pre-cut pipes, valves, some mechanical seals, etc.

21
Logistics: Due to lack of experience, IIP has had many problems in their overseas
logistics. As they have to import many drivers (electric motors, diesel engines) or
electronic controllers for newer products or more complicated pumps such as HAM .
It should be noted that for 2nd and 1st class products, overseas logistics is more
important.

Price
In the PBS market due to good background IIP has been considered as market leader
with high quality and high prices.

Payment period: Usually, payments are based on a prepayment (usually 30%) and
final 70% after delivery.

Discount: There is a 5% discount for loyal customers.

Promotion

Advertising: This kind of activities has been done in a very in and organized manner
some unprofessional catalogues, presences in fairs and advertising in water industry
magazines. There is a very low quality website which is always under construction and
there are some errors on it.

Personal selling: In this market having an experienced dedicated knowledgeable

sales force is very important. Regretfully, the current sales staffs are not familiar with
technical aspects of the industry and products so they cannot convince the customers
very well. Other problem is high level of changing in staff.

Public relations: There have been some articles about the importance of pump
industry and localization by top management of the company which were rather
successful in getting attraction of the customers.

22
 Hi
gh
First Class
Pumps

Second
FPU HAM
Class

Pri
ce
O
Pumps
HSC H
C

Low Technology Technology High

Third Class
VS PBS
V PumpsC
HPC
M
C
Pri

HES
ce

Low

23
4-4-Internal marketing audit- Marketing structures and systems
There is no formally planned marketing activity is being done in IIP. Actually, the top
management believes having brochures and participating in exhibitions means
marketing!

4-5-Internal marketing audit- Other departments

Management

 short and Long term goals are not clear and measureable

 There is no clear strategy.

 There is no systematic/formal procedure for Budgeting and resource allocation

 Due to lack of job descriptions, there are some overlaps between different
departments’ duties

 There is no formal, effective evaluation system

 There is no information about job satisfaction level

Sales department

 Lack of clear plan and goal

 Lack of Written and clear instruction for relevant tasks

 Lack of System and instruction for Data gathering, record, analysis and of
market information

 Lack of Technical and sales skills in many of sales staff

 Sales force limited their activities to governmental bids

 Delivery delays

Production/Test

 Enough space for growth and expansion in workshop

24
 Production is according to the customers’ order

 Possible cooperation with AZAR AB heavy industries

 Lack of clear and measurable goal, strategy, planning

 Lack of coordination between this department and logistics (delays)

 Deficiencies in quality control system

 Lack of formal/written working instructions and procedures

 Inefficient human resources especially in management and production

engineering

25
 5-SWOT analysis
5-1- SWOT chart
Conversion

Strategies
Strengths Weaknesses
1-low prices 2-Lack of strategy & formal comprehensive planning
2- Enough room for development in workshop 3-low level of technology and know-how
3- Skilled human resource in newly established 4- weak services (supervision, installation)
engineering department 5- low quality-weak quality control system
4- Good pump information data base (newly 6- delivery delays
established) 7- weak consulting ability(service)
5- Cooperation potentials with turbomachinery institute 8- weak documentation
of University of Tehran 9- lack of clear cost and profit margin information
6-Cooperation potentials with AZAR AB heavy 10- lack of formal marketing, weakness in
industries sales(structure, human resources, planning)
7- thirty years background in pump industry 11- lack of coordination among different departments
8- Finical strength comparing other local companies (production, engineering, sales, etc.)
12- weak human resource
13- being new in high technology engineered pump
market
14- lack of formal & effective evaluation system
(management, departments, employees)
15- Low quality of material and foundry of the casting
suppliers
Opportunities Threats
Strategies

1-Oil industry need for replacement/refurbishment of 1-Due to oil industry developments and
Matching

the pumps/ pumping systems government’s helps for localization, many companies
3-Government’s focus on using local manufacturers’ were attracted to import or manufacture pumps
potentials 5- Products’ High quality of the overseas competitors
4- environmental issues due to inefficient water 7- Increase in Import of pumps (1)
management and population increase 12- Some local competitors have made joint ventures
5- Increase in energy demand due to population growth with overseas companies
and industrialization
6- Increase in higher education rate in young population
7- Foreigner’s prices are higher than local products.
8- Government’s huge investment in oil industry within
next 10 years
9- New sanctions on Iran
10- Cheap energy and workforce
11- Low productivity level in local companies
12- local companies’ delays in delivery
13- Local manufacturers’ problems in financing and
cash flow
14- Deficiencies in local companies’ technical
proposals and documentation
15- Shortcomings in local companies’ marketing plans
16- Increase in governments revenue due to oil price
escalation
17- due to distance foreign companies cannot have on
time after sales services which is very important to
industry
18-Due to sanctions purchase of spare parts would be
difficult or impossible
19-Weakness of local competitors in manufacturing big

Conversion

5-2- From SWOT to TOWS Strategies

26
 Strengths-S Weakness-W
1- Enough room for development in
workshop 1-low level of technology and know-
2- Skilled human resource in newly how
established engineering department weak services (supervision,
3- Good pump information data base installation)
(newly established) 2-low quality-weak quality control
4- Cooperation potentials with system
turbomachinery institute of University 3- weak consulting ability
of Tehran 4- weak documentation
5-Cooperation potentials with AZAR 5- weak human resource
AB heavy industries

Opportunities- O SO Strategies WO Strategies

1-Oil industry need for replacement S1-O1,O2,O3 W1-O3
/refurbishment of the pumps/ pumping
systems and government’s huge
S2-O4,O6 W2-O3,O6
investment in oil industry within next 10 S3-O4,O6 W4-O4
years S4-O4,O6 W5-O5,O6
2-Government’s focus on using local S5-O3,O6
manufacturers’ potentials
3-Increase in energy demand due to
population growth and industrialization
3- New sanctions on Iran
4-Deficiencies in local companies’
technical proposals and documentation
5- foreign companies cannot have
effective after sales
6-Weakness of local competitors in
manufacturing big pumps

Threats – T ST Strategies WT Strategies

1-many companies were attracted to S2-T1,T2,T3 W1-T1,T2,T3
import or manufacture pumps
S3-T2,T3 W2-T2,T3
2- Products’ High quality of the overseas
competitors S4-T2,T3 W3-T2,T3
3- Some local competitors have made S5-T2,T3 W5-T3
joint ventures with overseas companies

6- Marketing objectives

27
6-2-Marketing objectives-Strategic objectives-(build, hold,harvest,
divest)(4)

The Product Life Cycle Harvest/manage for

Hold cash/divest
Build Build

HSC
OHC FPU PBS
HAM HPC
VMC
HES
VSC

Introduction Growth Maturity Decline

Marketing objectives and strategies for different IIP products based on their
position on PLC(4)

Life stage Introduction Growth Maturity Decline

Strategic
Harvest/manag
marketing Build Build Hold
e for cash/divest
objectives
Protect
Strategic focus Expand market Penetration Productivity
share/innovation

Product Brand
Brand objective Brand preference Brand loyalty
awareness/trial exploitation

Products Basic Differentiated Differentiated Rationalized

Creating Maintaining
Creating
Promotion Awareness/trial/ awareness/repeat Cut/eliminated
Awareness/trial
repeat purchase purchase

Price High Lower Lowest Rising

Distribution Patchy Wider Intensive Selective

The Boston Consulting Group Growth – Share Matrix(4)

High Stars Problem children

HAM 28
FPU OHC
 HSC
Market
growth VMC HPC
rate Low HES
VSC
PBS

Cash caw Dogs

High Low

Relative market share

Stars Problem children

Build sales and/or market share Build selectively

Invest to maintain /increase Focus on defendable niche where

leadership position dominance can be achieved

Repel competitive challenges Harvest or divest the rest

Cash caw Dogs

Hold sales and/or market share Harvest or

Defend position Divest or

Use excess cash to support stars, Focus on defendable niche

selected problem children and new
product development

As we can see from BCG that current portfolio is unbalanced and to balance it we
have to use the cash form cash caws to move problem children (HAM, FPU, OHC)
to stars via investment and then to cash caws. In parallel, we have to get rid of the
dogs and to prevent shocks we should do a competitive assessment about problem

29
 children to identify level of investment or priority of investment and again on dogs
to specify the priority of divestment.

Product growth strategies: The Ansoff Matrix

Products
Existing New

Market
Product
Existing penetration or
development
expansion

Markets

Market
New Diversification
development

Considering the mentioned characteristics of different segments of the market and

our problem children the best strategy is presenting our problem children into new
market. So far, our HAM, OHC and FPU have been introduced into 3 rd class
segments while they have abilities to work in 2nd class segment as well.

Competitive target-Competitive advantage

Goals
IIP shall be the number one Iranian pump manufacturer in market share, products’ quality and
brand among local competitors within next five years.

Increase in sales form 4,000,000 USD to at least 14,000,000 USD Sales

30
Recommended strategies for each product are shown in relevant figures where PLC and BCG
matrix are used. However, the best strategy would be using combining two opportunities: 1-
The high probability of new sanctions against Iran which would cause western country
companies to leave the Iran’s market 2-the problem with local competitors capacity especially
size of the pumps; except Petco which has a big manufacturing and test facility for big pumps
others have real problem manufacturing high capacity pumps. It should be noted that
manufacture of big pumps does not need the high level of technology like very special metals
or very complex heat treatment or high accuracy machining, they just need enough space in
facility and big machines to do the jobs and enough capacity in test line. So via investment in
building new workshop with enough ceiling height, buying big machining equipment and
design and building a test line with capacity more than 10,000m3/h we would obtain a very
valuable and rather unbeatable competitive advantage over local competitors and
considering government’s insist on local content and backing up local production along with
lack of foreign competitors’ presence we would face a very profitable situation(niche).
It can be seen from competitors’ section that the market leader is Flowserve (American
company) and Sulzer (European based with very close ties and transactions with US) is the
next big player. Due to new sanctions and along with other foreign companies, they would
defiantly leave Iran’s market and there would be a very huge hole in the market which would
be the best opportunity to attack their market share when they cannot defend them! The
slogan should be about unreliability of these companies due to political situation and a local
company like IIP never would have this kind of problem. The main barrier is the huge variety
of their products which covers all requirements of every type of plant. To overcome the issue,
the best solution is to find reliable and competent Chinese pump manufacturers- which are
very anxious about entering a very profitable market like Iran’s oil industry where would be
their foot hold and valid reference for other oil producers in the Middle East- and via
cooperation with different Chinese companies IIP could cover the range of products bundle
needed to succeed in the market. Because Chinese companies are enthusiastic about
entering in Iran’s market IIP could ask for more concessions such as technology transfer via
cooperation in design, manufacture and assembling of the pumps in Iran with help of the
government

7- Marketing mix decision

Products

The products will be HAM, FPU and OHC.

31
Quality: Quality control is very important in 2nd class segment. So a comprehensive
quality control system covering all aspect of the design, manufacture and test shall be
executed.

Services: Considering our successful experience in PBS services, this part would be
easier to execute however, due to more complicated products the staff need more
trainings.

Brand name: Again, as we have a good name in PBS market, we can use it to back
us up during branding in new segment. However, here we should more emphasize on
reliability and high level technology employed which is the same method we used 30
years ago for PBS.

Place

Channels: Because in 2nd class segment products are highly engineered/ specialized
and complex we should directly have contact with our customers.

Coverage: First, we should consider refineries and petrochemical complexes which

use a vast variety of the pumps an

Transportation: As delivery is more important than the 3rd class we shall find another
transportation company which is more reliable.

Logistics: to prevent delays we shall improve our logistics especially in overseas part
..

Price
As we are going to be in par with reputable well-known companies we should consider
prices at their level however, we should use our advantages such as low energy and
staff costs and present our products fairly lower than them to show our cost
effectiveness.

Payment period: in this segment payment period is always according to typical

government contracts. The important point is; there is always a PERFORMANCE
BOND GUARANTEE between 5-10% which can be extended up to the warranty
period of the product

Promotion

Advertising: Since in this segment customers know the products very well and our
advertising material will be judged by experts and compared with well-known
companies’ material. So the appearance and content of the material are very
important. The other media is specialized oil industry related magazines. Having a up-
to-date and informative website is necessary.

32
Exhibitions: In this segment participation in oil industry exhibition in a professional
way is necessary.

Personal selling: To have dedicated knowledgeable sales force is very important

because the customers are big governmental companies which have complicated
decision making process and there are many people with different back ground are
involved we have to train our sales staff more comprehensively technical aspects and
sales techniques such as top-down selling as well.

Public relations: as the self-sufficiency is a very popular subject during sanction times
we should use this part very effectively to promote our products.

33
 8-Budget
Internet
Year Sales ($) Profit($) Advertising($) Personal selling($) Exhibitions($) promotion

26,000
1 5,200,000 520,000 260,000 52,000 52,000
33,800
2 6,760,000 676,000 338,000 67,600 67,600
43,940
3 8,788,000 1,318,200 439,400 87,880 87,880
57,122
4 11,424,400 1,713,660 571,220 114,244 114,244
74,259
5 14,851,720 2,970,344 742,586 148,517 148,517

34
9- Organization, Implementation, control
This chapter is mentioned in a Gantt chart as attachment (attachment 1). The chart
described the tasks up to year2 because it would be just replication.

35
10- Reflective account
The important matter is; employ of marketing tools is efficient when they have
reliable and accurate inputs, otherwise like any other decision making tool-or any
others tool-; garbage in garbage out.

As a marketer you have to know the industry, market, customers and competitors
well, otherwise you cannot see the vital and crucial points that without considering
those, marketing report would be just bunch of beautiful graphs and deceiving
words.

Again like other decision making tools they do not make decisions they help you
see the decisions more clearly and make you sure about decisions you already
made. However, they are very useful instruments to help you show others –for
example top management or people from other department- the logic of your
decisions and how you got there!

The marketing tools, systems , procedures do not consider detail issues of other
departments for example in our case we say” increase the level of the technology
via joint venture and R&D” the nature of R&D is not to have clear cut results and
especially not to have specific and clear time frame to get the desirable results.
For example you cannot forecast that your R&D can develop the higher class
pumps technology including metallurgy, machining, heat treatment, hydraulic
design and optimization within next 10 months. Or according to PLC or BCG matrix
we should keep manufacturing PBS and develop and increase production of HAM
or OHC however, there are many operation-related issues such as making PBS
is a batch production process and manufacturing of HAM and OHC is jobbing
process and considering limitations in space the question is; can we have both
processes close together without problem?

Keeping in mind the above, we face the dilemma; should we wait until we get all
pieces of information from all departments, all data from market, customers and
competitors and then via long hours of work and prepare the marketing report?
What would happen if we miss a big opportunity created by problem in our

36
competitor’s production line? The core question is; should we go for accuracy or
speed and agility?

37
Appendices
Appendix A: Foreign Competitors

Flowserve is a leading manufacturer and aftermarket service provider of

comprehensive flow management products and services. Our solutions help move,
control and protect the flow of materials in critical industries around the world.

Flowserve is a recognized world leader in supplying pumps, valves, seals and related
services to the power, oil, gas, chemical and other industries. Each day our solutions help
move even the most volatile fluids and gases safely and securely. With approximately
15,000 employees in more than 50 countries, we combine our global reach with a local
presence.

Flowserve Vision

The Flowserve vision is to distinguish ourselves to our customers by delivering

integrated flow management solutions as a global, unified, customer-centric business.

Flowserve Mission

Flowserve moves, controls and protects the flow of materials in some of the world's
most critical industries to help customers exceed their business goals and ultimately
deliver increased value to our shareholders.

Diversity Characterizes Flowserve’s Markets

Flowserv’s markets are large, diverse and global, with challenging operating
environments. They serve a wide range of process businesses that requires
equipment to withstand some of the most extreme temperatures, caustic chemicals,
intense pressures and other demanding conditions.

Customers have local access to knowledgeable people and service resources

throughout the life cycle of every product they sell. They deliver technical assistance
regarding design, installation and maintenance requirements anywhere in the world.

Flowserve’s business is concentrated in energy-related markets with the following

distributions.

38
Culture

Flowserve culture is centered around our commitment to serve customers locally and
ensure that the products and services they order are delivered on time and as
promised.

Our Flowserve Customer-Centric Culture

The Flowserve vision is clear: Become the most recognized and preferred global
supplier of fluid motion and control products and services.

To accomplish this vision, Flowserve associates worldwide are guided by six core
values:

 Commitment
 Creativity
 Character
 Collaboration
 Confidence
 Competency

Our Flowserve vision and corporate values create a culture that is centered around
integrity, trust and delivering a consistent Flowserve experience to all of our
customers, regardless of location.

(Source: www.flowserve.com)

39
More than 14,000 employees around the world work for maximum customer satisfaction in
building services, industry and water utilities, the energy sector and mining. KSB is
increasingly a service partner and provides complete hydraulic systems for water supply and
drainage.

Global products, global quality

KSB has more than 30 manufacturing sites in 19 countries. At each of
them, we produce our pumps and valves to global quality standards.
The pump range covers a vast spectrum - from domestic rainwater
utilization systems to process pumps or power station boiler feed units.
Valves come in a choice of designs, sizes and materials for a whole
spread of applications.

Whether it’s product development, manufacturing, sales or service,

KSB employees aim to be faster and better than their competitors.

130 years of innovation

KSB products' success stems in large measure from the company's own
Research and Development. Specialists there put major emphasis on
the continual improvement and automation of pumps and valves, and on
the reduction of life cycle costs.

Pumps and Valves for all applications

Looking back on more than 130 years of experience, KSB can offer you innovative pump
and valve technology for all manner of applications. They range from building services to
industry and water, energy and mining.
Our pump programme covers a large spectrum - from domestic rainwater utilization systems
to process pumps or boiler feed units for large power plants.

40
KSB solutions meet the highest requirements in terms of energy efficiency, since KSB
optimises not just individual components but entire hydraulic systems. They help to save
energy costs and reduce any negative impact on the environment.

Systems engineering

Integrated systems solutions for water and waste water

In addition to the range of pumps and valves, KSB offers all-in hydraulic systems. Customers
in the municipal and industrial water and waste water management sectors can rely on KSB
for engineering services and supply of the entire hydraulic and electrotechnical equipment
for their plant. Our scope of performance includes construction work up to the turnkey
installation of pumping stations.

Service

Services for all applications

The products on offer are complemented by our extensive range of services. These services
are designed to safeguard the value of an installation and to provide fast assistance in
emergencies. 2400 highly trained service engineers worldwide take care of inspection,
maintenance and repair of KSB's own as well as competitor products.

(Source: www.ksb.com)

Norit Nijhuis is an independent pump manufacturer that delivers high-quality products and
services based on more than 100 years experience in the design, production and application
of centrifugal pumps and pumping systems according to customer’s specifications.

In Winterswijk, the Netherlands, our dedicated staff continuously sets the standard for

41
product improvement based on the latest developments in the market. Using advanced
computer-aided technology, we develop tailor-made
pumps with the highest achievable efficiencies. After sales-service is offered, supported by a
global network of service centres, staffed by experts in state-of-the-art pump technology.
Nijhuis Mission
The mission of Norit Nijhuis is to produce high quality pumps, turbines and hydraulic
systems in a sustainable manner, which are developed according to customer specifications
and meet the growing economical, societal and ecological demand for efficiency and
sustainability.
Nijhuis Vision
Norit Nijhuis wants to play an important role in the water supply worldwide, in the effective
processing of waste water and water management in general. The company feels the need
for social responsibility. The choice for social responsibility is based on the fact that Norit
Nijhuis is part of society. Just like social developments influence Norit Nijhuis, Norit Nijhuis'
decisions influence society. For that reason Norit Nijhuis wants to contribute to sustainable
development of the society and the environment.
The above is accomplished with involved professionals on the basis of the core values
customer focus, quality awareness and cooperation.
The most important applications of our pumps are:

 drinking water stations

 water treatment plants
 sewage water systems
 irrigation works/drainage systems
 marine and dredging industry
 cooling water systems of power plants
 general industry (steel, paper, sugar and chemical plants)
 fire fighting systems on- and offshore

(source:www.nijhuis.norit.com)

For over 50 years, Ruhrpumpen has developed and manufactured Centrifugal

Pumps, including pumps for use under extreme conditions.

Ruhrpumpen is an innovative and efficient Pump Technology Company that offers

operators of Pump Systems a wide range of products for diverse applications.

42
Our company has a highly-qualified specialist staff, as well as State-of-the-Art
software for the calculation, development, production and testing of pumps.

With modern CNC machine tools tailored to our manufacturing processes, we can
guarantee products of the highest quality.

Corporacion EG started operations in 1979 and has evolved into an integrated global pump
supplier.

Today our manufacturing facilities are located in Monterrey & Celaya, in Mexico; Tulsa, OK,
USA; Witten, Germany, Bogotá, Colombia and Cairo, Egypt. We also have Sales and
Service facilities worldwide.

Corporacion EG is an integrated global supplier of centrifugal pumps, and one-stop-shop

for OEM:… from engineering, castings, fabrications and machined components… to
subassemblies and finished products …

Today, sales are over 250 million USD and more than 1400 people are employed worldwide.

The Fluid Handling Division serves customers in the following markets:

 Oil
 Process
 Petrochemical
 Power Generation
 Municipal
 Agricultural
 Industrial

Process Pumps

 API (Horizontal/Vertical)
 Non API (Horizontal/Vertical)

Applications for Pipeline and Process Service in Refineries, Petrochemical Plants, Oilfields,
On and Offshore Facilities, Power Plants and General Heavy Duty Industrial Services.

Industrial Pumps

 ANSI Design (Horizontal)

 Non ANSI Design (Horizontal/Vertical)

Applications for Chemical, Hydrocarbon and Water for Transfer, Cooling Water, Water
Recovery, Irrigation and General Services.

43
(Source:www.ruherpumpen.com)

Sulzer Pumps is a provider of innovative products and services to meet a variety of needs in
centrifugal pumping. We offer wide portfolio to business partners in the Oil and Gas, and
Hydrocarbon Processing Industries, and to contractors and operators of Pulp and Paper mills,
Power Generation plants, and to customers involved in Water Treatment and Distribution,
Food, Metals, and Fertilizer businesses. Their manufacturing facilities are located on six
continents with sales offices, Service Centres and representatives in more than 150 countries
around the globe.

44
Sulzer Vision

Sulzer Pumps will be the global leader in providing pumping solutions to selected
markets.
We will create value for our customers by providing them with competitive and innovative
products that set industry standards.
Our service offering will be innovative, responsive and technically excellent.
Our customers will recognize our commitment and dedication throughout the entire lifecycle
of our products.

Our culture will attract and retain people by providing a challenging and rewarding
environment for development. We will meet the highest standards of quality, environment,
health and safety.

Sulzer Mission

Sulzer Pumps will be a consistent top performer of the pumps industry through improved
processes and competences.

It will achieve high growth levels and expand market and geographic presence through
organic growth and acquisitions.

( Source: www.sulzer.com)

With effect from 1 May 2008, the Weir Group reorganised its operating units into
three sector focused divisions in the higher growth markets of mining, oil & gas and
power & industrials. This reorganisation was undertaken with an objective to extend
offerings to customers and leverage further the extensive geographic footprint of the
Group.

We benchmark our very best businesses against the best in the world and all of our
businesses have a passion to be continually more responsive, more productive and more
results driven.

45
We seek to make the customer the centrepiece of the focus of the Group and the integration
of service facilities and their excellent geographic cover with our original equipment
businesses provides the platform to grow our depth of offerings in our chosen sectors.

Our Weir Production System score has improved substantially year on year, and the best of
our companies are externally recognized as being at the top of industry league tables.

We have built the foundations, infrastructure and the culture to underpin a framework for
continuous improvement and our acquisition integration process is highly effective at
delivering the best from our new companies.

Our aim is to provide customers with a uniform response on a global platform, to work with
them to understand their future direction and to be the first to respond to their changing
needs.

Our business is driven by our purpose and values created by the Group's leadership team
and these are fundamental to everything we do across our global network.

Weir purpose
We work together to create engineering solutions, which help our customers deliver
processes vital to society.

Weir values

Customer focus
Listening to the voice of our external and internal customers in everything we do.

Engineering excellence
Adding value by meeting the changing needs of our customers.

Integrity
Consistency, openness and honesty applied across all our relationships, always meeting our
promises.

Self-determination
Maintaining our freedom of action through prudent, highly professional financial and risk
management throughout the business.

Valuing people
Trusting and respecting one another and supporting, challenging and developing each other
to achieve our maximum potential personal contribution.

Working together
Working across boundaries to realize the full potential of Weir's global capabilities.

46
Leadership
Harnessing the energy of our people to achieve our shared ambition for growing business
success.

Business

The Weir Group is structured in three sector-focused divisions - Weir Minerals, Weir Oil &
Gas and Weir Power & Industrial

Weir Minerals is the global leader in the provision of slurry handling equipment and
associated spare parts for abrasive high wear applications used in mining as well as
in the niche oil sands and flue gas desulphurisation markets.
Weir Oil & Gas designs and manufactures pumps and ancillary equipment for global
upstream and downstream oil and gas markets and provides substantial aftermarket
service and support activities.
Principal operations are in North America, Europe and the Middle East.

Weir Power & Industrial designs, manufactures and provides aftermarket support for
specialist and critical-service rotating and flow control equipment, in the main, to the
global power sector. Facilities are located in Europe, North America, China, Middle
East, India and South Africa.

(Source:www.weir.co.uk)

Appendix B: Local Suppliers

PETROPEDAM

PetroPedam Co. is one of the Iranian companies that manufactures and supplies pumping
equipment to the power generation, oil & gas production, chemical refining and general
industries.
The Company is able to take advantage of its personnel and engineers experience in pump
design and manufacturing to increase the production potentials. This capacity plus the other
capabilities have created a possibility to provide services such as comprehensive overhauls
and engineering & repair services for many types of pumps, whether of PetroPedam
manufacture or not.
Repairs and overhauls can be carried out either on site or in PetroPedam workshop located
in Tehran suburb.

47
(Source:www.petropedam.com)

NAVIDSAHAND

Navid Sahand Pump Manufacturing Company was established in 1976 in Iran. Navid
Sahand is one of the Pumpiran Holding companies. Navid Sahand is designing and
manufacturing various types of electropumps and has been able to introduce its several
products to Iranian and international markets and presently, as one of the pump
manufacturing industry powers, is manufacturing products which are competing with those of
verified global manufacturers.

Navid Sahand Company is using modern and accurate machineries and equipments,
laboratory facilities, and expert technical staff of Pumpiran and has an experience of more
than 30 years in manufacturing various types of electropumps. The company is
manufacturing:

 Pumps for oil industry, gas industry, and petrochemical industry according to global
standards such as ISO, NFPA 20, ANSI, DIN, API
 Submersible sewage electro pumps
 Submersible drainage electro pumps
 Steel pumps
 Processing and Dozing electro pumps
 Double suction electro pumps

(Source:www.navidsahand.com)

Kalaye Pump

Kalaye pump was established in 1964 as a manufacture of water submersible pumps.

In 1989, due to growing demands for LPG pumps, the company started manufacturing of
multistage centrifugal pumps and as of this date, more than 2000 multistage pumps are
working in oil and gas section in more than 400 plants.

In 2002, after a thorough market study, the company entered the market of f twin screw gear
pumps.

(Source:www.kalayepump.com)

48
 Appendix C: Glossary
ANSI

As the voice of the U.S. standards and conformity assessment system, the American
National Standards Institute (ANSI) empowers its members and constituents to strengthen
the U.S. marketplace position in the global economy while helping to assure the safety and
health of consumers and the protection of the environment.

The Institute oversees the creation, promulgation and use of thousands of norms and
guidelines that directly impact businesses in nearly every sector: from acoustical devices to
construction equipment, from dairy and livestock production to energy distribution, and many
more. ANSI is also actively engaged in accrediting programs that assess conformance to
standards – including globally-recognized cross-sector programs such as the ISO 9000
(quality) and ISO 14000 (environmental) management systems.

Mission To enhance both the global competitiveness of U.S. business and the U.S.
quality of life by promoting and facilitating voluntary consensus standards and
conformity assessment systems, and safeguarding their integrity.

49
(source:www.ansi.org)

API

The American Petroleum Institute, commonly referred to as API, is the main U.S
trade association for the oil and natural gas industry, representing about 400
corporations involved in production, refinement, distribution, and many other aspects
of the petroleum industry. The association’s chief functions on behalf of the industry
include advocacy and negotiation with governmental, legal, and regulatory agencies;
research into economic, toxicological, and environmental effects; establishment and
certification of industry standards; and education outreach. API both funds and
conducts research related to many aspects of the petroleum industry.

API standards address several key aspects of the oil and gas industry, including exploration
and production, refining, fire protection and safety, petroleum measurement and marine
transportation. These documents reference offshore production, drilling, structural pipe,
pipeline, health and environmental issues, pumps, compressors, valves, storage tanks, and
other equipment design and installation issues.

(source:www.api.org)

NFPA: National Fire Protection Association

NFPA is the leader in providing fire, electrical, and life safety standards since 1896 in USA.
The mission of the NFPA, National Fire Protection Association is to reduce the worldwide
burden of fire and other hazards on the quality of life by providing and advocating
scientifically-based consensus codes and standards, research, training and education.
NFPA membership totals more than 75,000 individuals from around the world and more than
80 national trade and professional organizations.

NFPA is responsible for 300 codes and standards that are designed to minimize the risk and
effects of fire by establishing criteria for building, processing, design, service, and installation
in the United States, as well as many other countries. Its more than 200 technical code- and
standard- development committees are comprised of over 6,000 volunteer seats. Volunteers
vote on proposals and revisions in a process that is accredited by the American National
Standards Institute (ANSI). (source: www.nfpa.org)

Grand Bazaar

50
The Grand Bazaar is a historical market situated in the capital of Iran, Tehran. A
bazaar is a type of marketplace, although many - such as Tehran's Grand bazaar -
fulfill many additional functions rather than merely trade. Throughout its history, the
Grand bazaar has played host to banks and financiers, mosques and guest houses.

The grand bazaar in Tehran is the pulsating heart of the Iranian capital. It is much
more than just a collection of shops, selling more or less everything you can think of.
It is an economic powerhouse which, for centuries, has been a major force in Iranian
life. The individual merchants and traders, and the shops they run, are just the tip of
iceberg. Behind them lies a vast network of economic and commercial interests.

This is where the money is, and in Iran, as everywhere else, money, means power.
(source:www.bbc.co.uk)

Appendix D: IIP Products

51
 Products

IIP-HAM Pumps

Applications

Oil and gas, Hydrocarbon processing, petrochemical complexes, refineries, crude oil
transfer, pipelines, power generation industry, feed water, R.O. systems.

Performance Range

Capacity (Q) Up to 6000 m3/h

Head (H) Up to 1600 m
980/1500/3000 rpm
Speed (N)
1180/1750/3500 rpm
Working temperature (T) Up to 200°C
Working pressure (P) Up to 160 bar

General Information

IIP-HAM pumps are designed according to API 610 standard for high pressure and
temperature applications. Nozzles are in case bottom half that allows access to
rotating element without disturbing piping or driver. Opposed impeller layout causes
minimum axial thrust for less bearing loading and consistent axial thrust for minimum
axial thrust change as wear parts wear. Various bearing arrangement allows optimum
bearing type for specific application.

Materials of Construction

Materials of construction are according to API 610.

52
IIP HAM Pumps

IIP-OHC Pumps

53
Applications

Oil and gas, hydrocarbon processing, petrochemical complexes, refineries, power

plants, pulp and paper industry, chemical industry, water and waste water, general
industry

Performance Range

Capacity (Q): Up to 750 m3/h

Head (H): Up to 150 m
1500/3000 rpm
Speed (N):
950/1800 rpm
Working temperature (T): -50°C to 350°C
Working pressure (P): Up to 25 bar

General Information

The IIP-OHC pumps have been developed to meet the rigorous

requirements of API-610. The casing is end suction, top delivery
centerline mounted type (OH2 type according to API-610) to
withstand nozzle loads. The rotating assembly is designed for back
pull-out to prevent disturbing the driver, suction and discharge
piping connections. Rugged shaft design is well within the API-610
shaft deflection and run out criteria.

Materials of Construction

Materials of construction are according to API 610.

54
 IIP-HSC Pumps

Applications

55
Water works, irrigation and drainage, pumping stations, industrial water supply
systems, fire fighting systems, marine applications

Performance Range

Capacity (Q): Up to 20,000 m3/h

Head (H): Up to 200 m
1500/3000 rpm
Speed (N):
950/1800 rpm
Working temperature (T): Up to 105°C
Working pressure (P): Up to 30 bar

General Information

Axially split casing with suction and discharge flanges in lower half, allows access to
rotating element without disturbing piping or driver. Impeller is double suction type for
hydraulic balance. All impellers are dynamically balanced to give smooth running
and lower maintenance cost. Replaceable wear rings protect the casing at the
impeller running clearances. High head pumps are also fitted with replaceable
impeller wear rings.

56
Materials of Construction

Casing
Cast iron GG-25
Ductile iron GGG-40
Cast steel GS-C25
Stainless steel SS-304, SS-316

Impeller
Cast iron GG-25
Bronze G-CuSn10Zn
Stainless steel SS-304, SS-316

Shaft
Carbon steel C45N
Stainless steel 1.4201

Casing wear ring

Cast iron GG-25
Bronze G-CuSn5ZnPb

IIP-HES Pumps

57
Applications

Service water, brackish water, irrigation, drainage, heating systems, fire fighting
systems, hot water, condensate water, cooling water

Performance Range

Capacity (Q): Up to 1800 m3/h

Head (H): Up to 90 m
1500/3000 rpm
Speed (N):
950/1800 rpm
Working temperature (T): Up to 120°C
Working pressure (P): Up to 20 bar

General Information

The IIP-HES pumps are single stage, end suction, horizontal centrifugal pumps
designed according to DIN standard. Upon request, soft packing or mechanical seal
can be supplied.

Materials of Construction

Casing Cast iron

Ductile iron
Bronze
Stainless steel

Impeller Cast iron

Bronze
Stainless steel

Shaft Carbon steel

Stainless steel
Note: Upon request, special alloys can
be supplied.

58
 IIP-VMC Pumps

Applications

Water works, irrigation, pressure boosting systems, fire fighting jockey pumps

59
Performance Range

Capacity (Q): Up to 100 m3/h

Head (H): Up to 300 m
Speed (N): 1500/3000 rpm
Working temperature (T): Up to 120°C
Working pressure (P): Up to 10 bar

General Information

The IIP-VMC series of in-line vertical multistage centrifugal pumps are provided with
stainless steel hydraulic components. The inline layout of these pumps offers simplified
pipe work arrangements, space-saving installation.

Materials of Construction

All wetted parts, like impellers and intermediate stage chambers are manufactured
of stainless steel.

60
 IIP-HPC Pumps

Applications

General industry, reverse osmosis, pumping stations, handling feed water in power
stations

61
Performance Range

Capacity (Q): Up to 900 m3/h

Head (H): Up to 600 m
Speed (N): 1500/3000 rpm
Working temperature (T): -20°C to 150°C
Working pressure (P): Up to 70 bar

General Information

The IIP- HPC Pumps are heavy duty, horizontal ring-section multistage pumps. The
pump's high efficiency hydraulics provides premium performance resulting in lower
life cycle cost. This pump is available in various materials of construction, from cast iron
to special alloy steels.

Materials of Construction

Casing Cast iron

Ductile iron
Bronze
Stainless steel

Impeller Cast iron

Ductile iron
Bronze
Stainless steel

Shaft Carbon steel

Stainless steel
Note: Upon request, special alloys can
be supplied.

62
 IIP-VSC Pumps

Applications

63
Ground water, deep well, irrigation, sea water, marine application, offshore drilling
platforms

Performance Range

Capacity (Q): Up to 600 m3/h

Head (H): Up to 400 m
Speed (N): 1500/3000 rpm

General Information

IIP- VSC pumps are submersible multistage centrifugal pumps equipped with IP68
submersible electric motor. The IIP VSC line offers a comprehensive range of
guaranteed performance for various capacities, delivery heads, dimensions and
materials

Materials of Construction

Casing Cast iron

Ductile iron
Bronze
Stainless steel

Impeller Cast iron

Ductile iron
Bronze
Stainless steel

Shaft Carbon steel

Stainless steel
Note: Upon request, special alloys can
be supplied.

64
IIP-Fire Pump Units

65
Applications

Fire pump units and fire fighting packaged systems for industrial plants, commercial
buildings, sport complexes, residential areas

Performance Range

Capacity (Q): Up to 4000 m3/h

Head (H): Up to 300 m
Speed (N): 1500/1800/2200/3000 rpm

General Information

IIP can supply fire water diesel and electric motor driven pumps and packaged
systems with completely integrated control system and other requirements
according to NFPA standards or other fire protection codes and standards.

66
IIP-Pressure Boosting Systems

67
Applications

Pressure boosting systems for building services, hotels, office buildings, hospitals,
apartment houses, commercial buildings

Performance Range

Capacity (Q): Up to 1000 m3/h

Head (H): Up to 300 m
Speed (N): 1500/3000 rpm

General Information

The IIP-Pressure boosting systems are compact units with all services parts easily
accessible. The variety of pumps and the choice of components available
guarantee a reliable operation under all circumstances. The systems can be
supplied with variable speed drives and soft starters.

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References
1. IIR's Customs Administration-Statistical data-(in Persian). www.irica.gov.ir/persian/amar. [Online]

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2. Appendix C-Glossary.

3. Iran Industrial Development and Renovation Organization- Internal Report. www.idro.org. [Online]

4. Jobber, David. Priciples and Practice of Marketing. s.l. : McGraw-Hill, 2010.

5. David, Fred R. Strategic Management.

6. Heinemann, Malcolm McDonald-Butterworth. Marketing Plans- how to prepare them, how to use
them. 2007.

7. Kotler and Armstrong. Principles of Marketing. s.l. : Prentice Hall.

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