How to Build a Successful B2C International Business Agenda - - PowerPoint PPT Presentation

How to Build a Successful B2C International Business

Agenda

• Introduction - Consumer and Foodservice Categories
• Keys to a Successful B2C International Business

Macro Situation

• This growth is no longer being fueled

exclusively by exports or high commodity prices, but by internal consumption.

• Disposable income and consumer

spending are growing.

• International consumer and retail sectors

are growing. Particularly the modern supermarket trade.

• There is a higher exposure and better

access to new and innovative products.

There has been unprecedented growth in the world economy. Markets like China, Mexico, India, Brazil and Indonesia are rapidly expanding and fueling much of this growth.

Consumer and Foodservice Categories

• The consumer and foodservice categories are

growing and reaching a level of sophistication unseen until only a few years ago.

• Advances in technology, distribution systems and

communications are facilitating distribution expansions in existing and new channels.

• Consumer behavior is rapidly changing in parallel to

continuous trends towards increases in disposable income and improvements in standards of living.

Improvements in Standards of Living

• It is estimated that China’s middle class is 300 million people.

This is equivalent to the entire population of the United States.

• About 25% of the country’s population, or about 50% of its

urban population, is considered Middle Class.

• In the past decade, the middle class in Latin America grew

50%. This now represents 30% of the population.

• This growth is due to economic growth and job creation.
• To maintain these gains, there is a pressing need to enact

policy reforms within the labor, tax and social security sectors.

Source: World Bank

• People are shopping, traveling

and eating out a lot more.

• Retail and foodservice channels

are booming.

• There are a lot more consumers

and they are demanding a lot more products and services.

The Key to Build a Successful International Business is to

And embrace the concept of

Business Development

Discard the idea of

Export

which means just to send goods to a foreign country or overseas territory. which includes the set of tasks and processes aimed at developing and implementing growth

• pportunities.

Think Beyond Export!

Export International Business Development

Shipments / Sales Tasks & Processes Strategy Strategic Planning Sustainable Opportunistic

• 1. Think Beyond ExportExport vs.

International Business Development

• 2. Conduct

a Company Assessment and a Business Analysis

• The assessment and analysis of the company and the

business helps zero-in on the vision and the key priorities to draw the initial directional statements. A.Determine the company's readiness and commitment to expand internationally. B.Evaluate the product's international potential. C.Conduct a general competitive analysis and find the industry's global trends and growth potential. Conduct a general competitive analysis.

2.1. Make the Commitment

• International business takes time, effort,

resources, and returns are not always immediate.

• International business needs a strong

commitment to be successful.

• Commitment from management is needed, but it is not
• enough. Commitment is required from all members in the
• rganization: Manufacturing, logistics, finance, customer

service and domestic sales.

2.2. Readiness

You will have to assess your company's strengths and weaknesses in detail:

• International expertise
• Human resources
• Production resources
• Capacity
• Ability and flexibility to adapt products
• Domestic market success
• Financial and capital resources

• 3. Develop and Follow a

Proper Business Plan

It is important to have a structured and carefully researched plan in place.

• Develop an international plan.
• Incorporate it into the company's overall plan.
• Develop a plan for each individual market or region.

• 4. Thoroughly Research

The Markets

• Do not rely exclusively on secondary sources of information, like

economic indicators, statistical data, internet research or generic market research.

• Do primary and in-market research:
• Interview prospective partners
• Talk to consumers
• Travel to the markets
• Do store checks
• Take notes and collect specific and detailed information.
• Visit different channels of

distribution

• Check your category
• Check other brands and

categories managed by the distributor or prospective distributor.

• Learn and know as much as

possible about every international market you intend to enter.

• Learn about the channels of

distribution, the category, the competitors, their products and their prices.

• Learn about your prospective

partners, their reputation, and their strengths and weaknesses.

• 5. Define and Prioritize

Target Markets

• Identify market types:
• Strategic, Primary, Secondary and Opportunistic.

Market Selection Type Profile Investment Approach Examples Strategic Large pop (>50mm) High GDP Developed Categories Developed Trade Global Retailers present Significant level of investment Brand and promo support Market research High involvement Local office (or sales rep) Or local distributor Direct for PL Mexico Brazil China Primary Mid size pop (>10mm) High GDP Developed Categories Developed Trade Global Retailers present Moderate investment Brand and promo support Mid level of involvement Local distributor (w or w/o regional sales rep) Direct for Walmart Saudi Arabia South Africa Argentina Taiwan / Korea UAE Secondary Smaller pop (<10mm) Low GDP Low complexity Minimal investment No direct brand support Local distributor (w or w/o regional sales rep) US exporters Direct for Walmart Caribbean Central America Other ME Other Asia Africa Opportunistic Profitable opportunities Non-proactive approach Low complexity

• 5. Define and Prioritize

Target Markets

• Assign priorities to markets, countries and clusters through a Tier system.
• Prioritize based on market type (Strategic, Primary, Secondary and Opportunistic). But

also based on:

• Trade development
• Barriers of entry
• Resources needed to launch and maintain the business
• And other category related variables (competition, category development).
• Build launch plans and schedules based on the Tier system.
• Identify and assemble market clusters based on geographic, cultural, language and demographic

similarities to build synergies, efficiencies and critical mass.

• 6. Find the Right Partner
• Finding the right business partner in each country is the number
• ne rule for success. Be sure to check your potential

distributor's:

• Size
• Financial situation
• Influence and reputation
• Access to the trade
• Experience in your category
• Brand portfolio

• 7. Develop a Clear and

Specific International Strategy

• The basic four “P’s” of marketing

(product, price, promotion and place) perfectly apply to international business.

• But international marketing is not

the same as domestic marketing. It is important to acknowledge and understand and address these differences:

Differences

• Lower Disposable Incomes
• Cultural Differences
• Different Tastes and Needs and Wants
• Long Supply Chains
• Complicated Pricing Models
• Different Channels of Distribution

• 8. Distribution Channels
• The trade in most international markets is

'modernizing':

• Both, international chains like Walmart and

Carrefour, and local chains like Soriana in Mexico and Panda in Saudi Arabia, continue to expand.

• The traditional channels of distribution, in the form
• f wholesalers, mom-&-pop stores or food carts, are

still very prevalent in Latin America, the Middle East and Asia.

• Alternative retail formats are growing and expanding

their product offerings to include grocery and other consumer products.

• Convenience Stores like Oxxo or Mi Bodega in

Mexico and LatinAmerica.

• 'Pharmacy' Chains like Farmacias El Fenix and

Farmacias Guadalajara throughout Latin America.

• 9. Export Pricing
• Identify the most appropriate pricing mechanism for the company's

international business.

• It is important to build the pricing structure following a reverse pricing
• methodology. Define a target shelf retail price, and then incorporate

all of the value chain variables from the bottom up.

• Retail Margin
• Wholesale Margin
• Commercial Conditions (listing fees, promos)
• Distributor Margin
• Landing Costs
• Freight Costs

Barriers and Challenges To International Success

• Lack of commitment
• Underestimate the competitive environment
• Underinvestment
• Lack of local marketing knowledge
• Miscalculate pricing
• International sales under domestic umbrella -

International becomes a nuisance and a distraction

Thank You!