Insights to Accelerate International Expansion
Idea Guide
Our Mission: Help Manufacturers “Spend time Selling to Distributors versus Searching for Distributors”
In This Issue
Sell to 96 Countries
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10 years ago, few exporters would have
predicted that Walmart would be
number one outside the USA too,
with $100 billion in sales beyond USA
borders. In 2012, who would have
guessed that Amazon would be viewed
as Walmart’s biggest competitor, with
2022 product sales of $400 billion? Or
that today, the Chinese grocery market is
larger than the USA’s, with a compound
growth rate of 5 percent since 2010. Our
job is not to predict the future, but to
discover new ideas to sell more product.
Today, it is possible to share new
business ideas and Best Practices
from around the world instantly
via the internet. Export Solutions’
Idea Guide represents a compilation
(and update) of my Export Express
newsletter columns. These comments
are personal reflections on ideas and
strategies to build an international
business, not just sell a few containers.
I must share credit for these ideas with
my network of more than 9,800 export
manager and distributor friends from
around the world.
Export Solutions’ role is to provide
tools and insights to facilitate the
international expansion plans for our
industry. We must remain committed to
discovering and pursuing new ways to
achieve our ambitious targets. This Idea
Guide seeks to share New Ideas to create
New Business in this ever expanding
world of 7.9 billion people.
3 What is your strategy to optimize e-commerce (Amazon) sales?
3 How do you share Best Practices in Selling to Walmart, Carrefour,
and Metro between your teams operating in different countries?
3 When was the your last offsite meeting dedicated to brainstorming
new ideas?
3 What was the most creative promotion you saw last year? Why?
3 How much time do you spend looking at the entire supermarket,
looking for new ideas, not just focused on your own category?
3 When was the last time that you hired an external consultant to take
an independent look at your export strategy?
Greg's Guidance: New Ideas – New Business
New Ideas – New Business
Page 4
What Will You Do Differently in 2022?
Page 8
What If and Why Not?
Page 28
Fire a Customer!
Page 31
What I Learned in 2021
Page 38
Treat Distributors as your Best Customers
Page 41
Half Time Report: An Exporter at 50
Page 44
Buyer for a Day?
Page 45
2022: New Year, New Business Ideas
Page 50
Distributor Intelligence
2
I learned a lot in 2021 through projects completed in
31 countries on five continents. One of the important
issues revealed is human resource allocation in the world
of export. Our function appears anchored to the title of
regional export manager. This export manager is expected
to achieve their assigned objectives through a combination
of managing existing businesses and expansion into new
countries. In many cases, there is one export manager
assigned to handle a huge geography like Asia or Latin
America. My observation is that most export managers dedicate the majority of their time
“babysitting” existing businesses that deliver their annual sales quota. This shortchanges
time available to “making babies,” the process of new market development.
Our feature article “The World in 2025” unveils a snapshot of the world in 3 years. Most
exporters jam their annual plans with futuristic projections for dynamic business potential
of China, Brazil, or the USA (European Brands). How can we ever expect to take these
businesses to the next level with one person allocated per region, perhaps even located in
corporate headquarters, thousands of miles away from the “action?”
Listed below are Export Solutions ideas for “Making More Babies” in 2022.
1. Shift Team From Mature Markets to Developing Markets
Most companies feature sizable sales teams managing, large, mature businesses growing
at 5 percent or less. Then, they’ll have one person managing Asia’s 4 billion people and one
person allocated to Latin America’s almost 600 million people. The result is usually tiny niche
businesses growing by high percentages, but miniscule in terms of scale. There is a delicate
balance, but in general the shifting of some head count from the base business to international
can pay out plus supply a meaningful new career opportunity for your team members.
2. Create New Country Development Role
This business incubation position could focus on business start-up in a small number of
priority countries. The person should have access to corporate functional resources and work
closely with the area export managers. I know several companies that use this model with
exceptional results.
3. Redefine Export Manager Work Allocation
Split workload to provide more time for Making Babies versus Babysitting. Don’t worry,
markets like Puerto Rico, Belgium, UAE, and Singapore will be fine if you spend more time
in Colombia, Poland, Saudi Arabia, and Indonesia.
4. David Against Goliath Won’t Work in Top 5 Countries
A one person team working with a distributor will not allow you to optimize your business
in enormous, complex countries like China, Mexico, or the USA (Europeans). Game changing
results can be obtained through a three-five year plan including local production, multi-
functional teams, regional activities, and serious investments in trade activities and marketing
support. Consider acquisition of a local brand in your core category.
5. Boots On the Ground
Brands with regional employees based in foreign countries are gaining more than their fair
share of distributor time and focus. These managers are closer to market conditions and
distributor sales teams than export managers based in distant USA or European headquarters.
Consider offices in Shanghai, Sao Paolo, Mexico City, Jakarta and Jeddah to make a difference.
Other choices include Singapore, Panama, and Dubai. USA managers are typically centrally
located in Chicago, Atlanta, or Dallas, close to major customers and airports.
We are the “Brand Parents.” Making Babies and creating new businesses will provide a solid
home base for the future. Time is always required for babysitting and brand development in
existing markets. However, need to spend more time on activities to “expand the family.”
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
International Strategy Expert
Export Solutions has written the
Export Strategy Guide. This handbook
is a valuable industry resource.
Our strategic services adapts the
concepts from our Export Strategy
Guide to meet the needs of your
business. Expertise covers global
market prioritization and criteria
to identify Best in Class distributors
from average players.
Contact Us for Export Solutions
Making Babies Versus Babysitting
3
KLIM milk powder is a Nestlé product popular when
I lived in Saudi Arabia. Try spelling Klim right to left
(backwards) and you will discover a great brand name
for an instant milk product. Apply the same principle
to YTIVITAERC and you will discover the theme of
today’s column.
I am bored with the majority of today’s brand
promotional programs. It appears that many companies review last year’s plan, update
and repeat! Don’t mistake me for a sentimental old timer, but in store merchandising still
creates excitement and builds business. I remember when as a young P & G salesman, I
would encourage my stores to display dishwashers from a local appliance store
surrounded by a pallet of Cascade in order to sell more dishwasher detergent.
Today, I love the story of Rio Mare, Europe’s leading tuna fish brand. Tuna is a tough
category, driven by price promotions. Rio Mare is also a premium brand, with superior
ingredients and processing. Still, Rio Mare enjoys double digit growth in many emerging
markets. How do they do it? I recently visited Dubai and Qatar where I counted massive
displays everywhere featuring a promotion where the shopper received a free casserole
dish with the purchase of Rio Mare. In Dubai, you can discover taxis painted in
Rio Mare’s distinctive salmon,blue and orange colors.
How do we inject Creativity and new ideas into our promotional programs?
1. Creativity Workshop – Schedule a day long brainstorming session outside the office.
Search for an inspirational site, such as an art museum, historical monument or even
a sports arena. Hire a motivational speaker from outside the industry to stimulate
discussion. Encourage each team member to generate two good ideas for the event.
Leave all cell phones and laptops in the car to avoid distraction.
2. Co-Marketing Activity – Every food brand “shares the plate” with other related
products. Non-food products such as household cleaners and laundry aids are
combined to present consumer solutions. Approach related, “adjacent” brands to
create co-marketing promotions. Costs can be shared and you may discover a friendly
“non-competitor” to benchmark best practices.
3. Distributor Events – Entrepreneurial distributors serve as magicians at designing
unique programs. Their extensive rolodex allows them to sync with a retailer’s
favorite cause or leverage the popularity of local sports teams. A successful strategy
is to encourage a distributor to run a group promotion for all their brands with a
charitable overlay.
4. Online Insights – Look to the internet and social media for learning on breakthrough
new ideas. How are giants such as Amazon and Ocado pairing your products for their
online customers? What topics are hot with supermarket bloggers? How do we translate
these insights into a meaningful promotional campaign?
5. Sales Contest – Everyone loves the excitement of a sales contest. Why not reward your
distributor brand managers for the best creative event measured by incremental volume?
First prize could be a “Design your Dream Trip of a Lifetime” where the top prize is
$10,000 to go anywhere in the world.
Leading companies are devoted to a spirit of innovation and creativity.
Ultimately a recipe of traditional price promotions and coupons dulls the consumer
response. YTIVITAERC! Sometimes you just need to address promotions from a
different point of view.
YTIVITAERC
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Identify Best in Class
Distributors: 96 Countries
Export Solutions maintains the
unique ability to leverage the power
of our proprietary database for our
clients. Distributors everywhere know
Export Solutions, providing our clients
with access to senior distributor
management and special
consideration for their projects.
Contact Us for Export Solutions
4
It’s far from business as usual in the export world.
Most companies struggled to a decent 2021 finish
through a combination of emerging market growth
offsetting tough conditions in the home market.
2022 looks tougher, with a smaller increases projected
for Asia and Latin America and a continued squeeze
in Europe. Austerity protests, “fiscal cliffs,” Carrefour divestitures and the surge
in Internet shopping create an uncertain outlook for our “old school” export
development plans. Listed below are ideas to define your new game plan for
achieving your 2022 targets.
1. Focus on Fewer, Bigger Opportunities
All markets are not created equally and many of us spend too much time on small or
mature markets. Pick 1-2 high potential markets in your area. Visit frequently and invest
at a higher level in local programs. The USA market opportunity is “Bigger than BRIC”
for most European exporters.
2. More In the Store
Dedicate 2022 to improved retail conditions for your brand. Publish an in-store presence
handbook. Sponsor a sales contest to encourage better shelf positioning. Spend a half
day on each trip visiting stores. The supermarket is where inventory is translated to
actual sales.
3. Create a Listing Map for Each Country
Each market should maintain a brand availability listing map. This template should
track your brands availability by size (variant) and by retailer. Create a methodology
to track new or lost distribution.
4. Online Retailer Sales Strategy
Establish a project to assess internet retail implications for your brand. What are the
opportunities? How will this change your marketing approach? How can you provide
tools and resources to help your distributors attack local Ecommerce sales opportunities?
The future is now!
5. Call or Visit to Each Distributor CEO
Get an early pulse on the market. Make personal calls to leaders regarding 2022
expectations, planned investments, and insights from large retailers. Reinforce your
key priorities and secure commitment for “no surprises.”
6. Upgrade Your Web Site
Your web site is the gateway to your company’s global reputation. Refresh your Export
page with success stories, brand availability maps, and new graphics. Export Solutions
will follow our own advice with a new web site in 2022!
The new year represents an excellent time to set aside time to identify industry trends
and develop your personal plan for making a difference in 2022. Send a message to
senior management that you are focused on the future. Good luck!
What Will You Do
Differently in 2022?
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Meeting Speaker
Looking for a motivaional speaker
to challenge your audience to take
your business to the next step?
Greg Seminara serves as keynote
speaker for distributor, company,
and government sponsored events.
Topics cover any of the 100 subjects
written about in our
Export Express Newsletters.
Contact Us for Export Solutions
5
Export Managers proudly salute the flags on
their country coverage map as part of their export
credentials. This flag filled map is important, but
sales volumes per capita trends serve as a more
accurate measure of export progress. Many brands
claim a footprint in many countries, but only a few
brands such as Barilla, Pringles, and Tabasco sell to more than 100 countries
and are successful virtually everywhere.
This month, a well known European company approached me for help to fill in
“white spaces” in their export coverage map. This brand claimed distributors in about
70 countries, including all of the important high growth regions of Asia and the Americas.
Normally, I conduct distributor assessment projects in at least 20 countries per year.
I knew that this good brand enjoyed acceptable presence in about 20 markets.
However, a situation existed in at least 30 countries in their coverage universe where
they “planted flags” through partnership with a distributor, but registered minimal sales.
My response to this company is that their strategy and my involvement would generate
better results through focus on a handful of countries where their brand was underdeveloped,
versus stretching their export map to new countries to fill in coverage gaps.
Listed below are a few ideas to build sales in existing markets.
1. Conduct a 20/20 Analysis
Which export markets rank as your top 20% in terms of sales per capita?
Which rank as the lowest 20%? Why? What are the lessons learned that should
be applied to your export strategy?
2. Segment Countries
Export Solutions segments countries as “Strategic,” “Priority,” and “Opportunistic.”
Which strategic countries are in your bottom 20% of performance?
3. Focus on 1-2 Strategic Countries
Look at your gaps and focus on one country. Change your model, hire a local manager, and
test a higher investment plan. Visit frequently. If you have a big team, concentrate on two
countries, but the basic message is to align your energy on a big country, even though it’s
tough versus dividing your time and resources equally among a lot of countries.
4.USA is Bigger than BRIC’s
All companies claim sales to the USA, but per capita sales levels are usually quite
modest. The USA is a growing country, with 333 million relatively affluent consumers.
Invest in marketing and people to build your brand in the USA. The size of the prize
and return on investment from the USA will be higher than all the BRIC’s combined.
5. Change Distributors or Exit Markets
Selling one container a year to a large market is not worth the complexity and energy
required just to claim another “flag on the map.” If you partner with a strong distributor,
provide them with more tools and investment. Change your distributor if they are small
and underperforming in a large country. You do more long term damage to your brand
with an unqualified partner versus the benefits of a few extra shipments. You’ll find this
out when you try to enter the same country later and you are rejected by the retailers as
your brand has “been here before and failed.”
For many companies, there is more incremental business available through optimizing
existing international businesses versus chasing new flags for the map.
Too Many Flags,
Not Enough Sales!
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Walmart International
Walmart International began with a
joint venture in Mexico in 1991. Today,
Walmart’s international sales total
$120 billion dollars, exceeding 24% of
total Walmart sales. Export Solutions
has been there since the beginning,
with knowledge of Walmart
operating units in Mexico,
United Kingdom, China, India, etc.
Contact Us for Export Solutions
6
Every successful manager has a special person in their
career that mentored them and promoted their potential
to the big bosses at headquarters. In my case, this
was Bill Doyle. Bill was a crafty veteran, my division
manager at Clorox. Bill Doyle defined “old school,”
having honed his skills on the rough and tumble streets
of New York for Procter and Gamble and Phillip Morris.
USA brokers fearfully called him the “Doctor” because
he usually showed up when the business was sick.
Bill Doyle passed up several opportunities to move up the corporate ladder. He threw
all his energy into discovering exceptional young talent and developing them. Doyle led
by example and created an unprecedented record of advancing his people to the upper
levels of management. Bill Doyle taught me most of what I know about the fine art
of store checks. “What’s measured is treasured.” I guess I impressed him when he
challenged me to focus on a broker’s in-store performance. I quickly produced analysis
based upon checking 300 of the broker’s 400 stores within a six week period.
In the world of export, we are frequently asked to create miracles with limited budgets
and stretched resources. We can not do it all alone. One of Bill Doyle’s many lessons was
to focus on people development and spending time in the trenches. A well written letter
or a timely phone call from Bill could inspire the troops to achieve the desired results.
There are two questions to think about.
What are you doing to promote and develop young talent at your company?
Big companies like Nestlé, Coke, and General Mills sponsor structured mentoring
programs. Smaller companies are more informal, but still committed. Structured or
unstructured, the greatest gift an executive can share is his time. Examples include
participation in a week long market visit to a quarterly checkpoint lunch or an invitation
for a young talent to sit in on a senior management meeting. We all thrive from positive
written communication. I still have “attaboy” letters from my early days at Procter and
Gamble. One of my popular bosses, who later became a CEO, maintained a large stack
of index card notes on his desk. Each day, he dedicated time to draft handwritten notes
to team members, customers, and contacts with a few short sentences of encouragement
or recognition.
What is your export training program?
International development and distributor management is a science. Senior managers
rely on years of experience. Newer people to export are frequently sourced from the
home market organization, with strong industry fundamentals, but are quickly lost
when they step off the plane on a new continent. Each year, I conduct 1-2 day training
workshops for companies focused on export expansion as well as government trade
associations. The sessions are always highly interactive and a form of team building.
Typically, everyone participates from the international leader to the customer service
representatives. Looking back, I always reflect on the positive group spirit and sense
of shared purpose at the companies that invest in formal export training. Will your
legacy be based upon your own accomplishments or a that of a strong pipeline of
future leaders?
I have been fortunate enough to work on export projects from Mexico to Mongolia and
Italy to India thanks to the support of Bill Doyle and others at Clorox (Rich, Joe, Tom,
Glynn) who took an interest in my career. Today, I took Bill Doyle out for lunch to say
thank you. Who is the Bill Doyle who made a difference in your life? Give them a call
today to express your appreciation and update them on your activities to develop your
own team.
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
International Strategy Expert
Export Solutions has written the
Export Strategy Guide. This handbook
is a valuable industry resource.
Our strategic services adapts the
concepts from our Export Strategy
Guide to meet the needs of your
business. Expertise covers global
market prioritization and criteria
to identify Best in Class distributors
from average players.
Contact Us for Export Solutions
Who is Bill Doyle?
7
Recently I celebrated 26 years of marriage to my wife Frances.
As the story goes, I met my Irish bride at a wine tasting party in
Jeddah, Saudi Arabia. We were married in Dublin by no fewer than
four Irish priests and began our journey together in Buenos Aires,
where I worked for Clorox. Twenty five years have flown by,
including surviving the turbulent teens of our three beautiful
and “spirited” daughters. My wife claims that she is not technically
completing 26 years of marriage, as I’ve been travelling about half
the time. As usual, your wife is always right.
Similar to all couples, our lives reflect a mix of fun and tears,
laughter and arguments. Days without talking to each other blurred
by escapes to a Caribbean beach. Frances and I are still together
because of a shared sense of purpose and values. Over the years,
we’ve evolved and adjusted, and even become more flexible and
tolerant, particularly of my stubborn habits. At the end of the day, our marriage has
succeeded though a strong commitment and the fact that we still enjoy each other’s
company. It works!
Some may wonder why I share this personal story? As I became absorbed in planning
details for our 26th wedding anniversary celebration, my private life and business world
of “distributor search” collided. For the last 16 years, I spent at least half of my life
visiting countries and helping great brands find new partners. I was reminded that
distributor and supplier partnerships are like marriages, linked together by commitment
and common objectives. Great global brands like Barilla and Tabasco point to some
distributor relationships extending 25 years or more. Yet, as with marriages, distributor
relationships don’t always work out. Despite “liking each other,” we need to take the
painful step of moving on.
At the risk of sounding like a distributor “marriage counsellor,” I share these thoughts.
1. Brands and distributors: mix of good years and disappointments.
Continuity requires more good years than bad. Do you both possess the ability
to proceed with renewed passion beyond trouble spots?
2. Partners must remain important to each other.
Distributors are genuinely excited to take on a new brand. They invest their own money
and resources because of a strong belief in your company and vision. As years progress,
is that spark still there?
3. Sometimes you need a getaway.
PowerPoints, spreadsheets, and meeting rooms stifle creativity and team building.
When was the last time that you spent a day together outside the office checking stores
or for a brainstorming session at an offsite location? A better idea is to invite your
distributor to your company headquarters for a VIP experience.
4. Celebrate your anniversary!
Some companies do a great job at recognizing distributors for 1, 5, 10, or 25 years
of partnership. My wife appreciates a nice dinner out and jewelry to mark a special
anniversary. Distributors proudly display plaques and recognitions from their suppliers.
Most couples commemorate their anniversary every year. Why not adopt a similar
approach with your distributor network?
I am hoping that my wife Frances signs another 26 year contract. It won’t be easy,
with lots of hard work in a changing environment. We are not so young anymore, but
maintain plenty of energy and a good outlook. We marked our 25th anniversary with
a big party at the Finnstown House near Dublin, the same venue from our wedding
reception all those years ago. A fun part of life is celebrating good days and important
milestones. Good luck!
Celebrate Your Anniversary
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Identify Best in Class
Distributors: 96 Countries
Export Solutions maintains the
unique ability to leverage the power
of our proprietary database for our
clients. Distributors everywhere know
Export Solutions, providing our clients
with access to senior distributor
management and special
consideration for their projects.
Contact Us for Export Solutions
8
This is the time of year that many of us are buried in the planning process for 2022.
Some companies speak of disruptor strategies, but the reality is that most remained
glued to repeating the old playbook: same brands, same trade promotions, same
distributor all with the dream of struggling to a five percent growth target. Brands
compete in a new world, with emerging markets and e-commerce as primary growth
engines. Winners must “Say No to Status Quo.”
Business transformation requires us to ask two fundamental questions:
What if and why not?
What if you could…?
1. Double your international business in three years?
2. Create a major new business in a prime prospect country like Mexico or Japan?
3. Become a category leader in e-commerce?
4. Convince management to produce offshore or a substantial investment
in social media?
5. Reduce your prices, but deliver higher profit through increased turnover?
One recipe for success is to “think like an exporter, but act like a multinational.” Pick
one or two high potential countries and test a high impact plan, including more boots
on the ground.
I recall my first business trip to Denmark in 1999. Denmark is not an easy country to
enter for USA exports. My meeting was with Hugo Rosendahl, the managing director
of Consiva (now Conaxess), the largest distributor. After sharing my enthusiastic
presentation, Hugo responded favorably “Why not?” He mentioned that he always
carefully considered each opportunity, looking at the potential benefits not the barriers.
After lunch, the team delivered little green bottles of Underberg to each guest.
To an unknowing American, the Underberg bottle appeared like a local version of
Tabasco. Imagine my surprise when Hugo raised the Underberg and invited us all
to chug the bottle. Skal! For years, a bottle of Underberg digestif alcohol has remained
on my desk to symbolize “Why not?”
Why not? Anything is possible, with the right plan, partner, and focus. During a
recent project across seven Middle East countries, I saw several brands that achieved
impressive presence in their categories. These brands were “Made in the USA,” but
I had never seen them on the shelves of a USA supermarket before. In other words,
entrepreneurial companies transformed their business and succeeded in the global
marketplace despite a small platform in their home country.
Sports teams approach each season optimistically, with new players and a hope to
win the championship. In our competitive world, some brands cling to “old school”
distributor teams. These under-capitalized distributors have not invested in omni-
channel coverage, digital marketing or, e-commerce. Without “A” players to manage
your business, how can you grow?
2022 may represent a game changing year for your company and your global ambitions.
Why Not?
What If and Why Not?
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Best Practices Export Strategy
Export Solutions has participated
in more than 300 projects across
5 continents. Our work extends across
most supermarket categories. This
provides us with us with a broad base
of benchmarking contacts and lessons
learned to incorporate into your
export strategy.
Contact Us for Export Solutions
9
Distributor Search Helper for:
Your
Logo
Here
Can We Help You?
Recent Distributor Search Projects
Asia Europe Middle East Latin America
Australia Germany Israel Argentina
China Ireland Kuwait Brazil
Indonesia Netherlands Qatar Colombia
Japan Nordics Saudi Arabia Costa Rica
Malaysia Spain UAE Ecuador
Philippines United Kingdom North America Mexico
Singapore Africa Canada Panama
South Korea South Africa United States Peru
Call the Export Accelerator!
Contact Greg Seminara at greg@exportsolutions.com
to discuss your business development project.
www.exportsolutions.com
10
Picking the right distributor is not an exact science.
I know that each of us experiences moments of
frustration when we question, “why did we ever pick
that distributor?” Believe me, an equal number of
examples exist where a distributor may share the
same emotion about your company! Frequently, a
partnership is christened by a positive distributor
interview or enthusiastic meeting at a trade show.
Everyone is always in a hurry to negotiate prices
and a contract and secure the first order. However, in
many cases the decision to work together is cemented
without a formal business plan where expectations, road map, and KPI’s are established.
Unfortunately, one year later both parties may find themselves pointing fingers at each
other due to disappointing results.
I recently completed a distributor search project in the Middle East. We interviewed a
number of good candidates and identified two with high potential. Last month, I was
notified by the export manager that he selected one of the candidates. I supported his
decision, but questioned how the plan proposals for the two distributors compared?
The vague response confirmed no plans, just that he liked one distributor better.
This year, another project brought me to a country where a new distributor had been
appointed less than one year earlier. Initial results were severely below expectations.
The first question I asked the brand owner related to the reconciliation versus the
original one-year business plan. What happened? In this case, there was general
understanding about the direction of the partnership, but never alignment around
a one-page scorecard with KPIs and a logical road map.
Launching a new distributor relationship is like the birth of a child. A mother rarely
leaves the side of a baby, providing comfort, safety, and nutrition until the infant is
healthy and able to survive without constant oversight. The same philosophy must
apply to a distributor partnership. During the first few months, there must be frequent
communication, care and visibility from the supplier with the new “brand parents.”
This approach results in a healthy brand. Too many times, I see a new distributor
appointed without anyone from the manufacturer committed to visit the country
for the sales launch meeting or conduct a retail sales audit within the first sixty days.
Parents bring their newborn to the doctor frequently for checkups.
Listed below are Export Solutions’ tips on creating a clear annual plan for each country
and distributor partner.
1. Select new distributors based upon the quality of their year one plan:
targeted listings, volume forecast, and retail penetration.
What is their written commitment and timeline for achievement?
2. Current distributors should also have a confirmed one page plan.
Merchandising events, new listing targets, spending, and shipment targets.
Many brand owners treat distributors as good customers which is a smart approach.
The distributor is paying your invoice, not a retailer. Successful distributor partnerships
thrive when both parties are aligned and committed to a simple, one-page plan.
Looking for a sample format? I’ve prepared a one-page business plan template that
is freely available in the Export Tips section of my web site or simply email me.
What is your annual plan for each country?
www.exportsolutions.com
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Strategic Services
Export 101: Let’s Get Started
Export Solutions provides practical
advice on creating your export
strategy. We’ve helped 100’s of
small-mid size companies gain new
sales from overseas markets.
Our added value is our sales oriented
approach and extensive contacts
with international distributors.
Contact Us for Export Solutions
What is the Plan?
11
Most international managers work
for companies with impressive market
shares in their home countries. This
creates a proud company culture based
upon critical mass, deep resources, and
a strong commitment to marketing and
innovation. This scaled model appears in
direct conflict with the export department which is tasked with creating
miracles with a small team and limited investment. The result may be
challenging when a big company attains a disappointing niche status
in strategic international markets.
How can we leverage our home office strengths to accelerate our growth trajectory
in tough to penetrate countries?
1. No More Copy Paste
Too many export departments repeat the same boring behavior every year: identical
price promotions, similar annual priorities and the same discussions year after year.
Inspire your distributor team. Reward creativity and new thinking to solve old
problems. Test something new!
2. Think Like Marketers, Act Like Start-ups
Export frequently resembles a trading souk focused on price and promotion.
Return to your marketing roots, with conversations around your unique product
benefits and strategies to reach your target consumer. Deploy cost effective, guerilla
marketing techniques to break through the clutter. Find creative ways to get samples
into the hands of a broad audience.
3. Build the “A” Team
Everyone wants to work on the international business. Seek the brightest young people
at headquarters and lure them to your team. They will require training, but their high
energy will be rewarded. Access functional experts, even if it’s on a shared or dotted
line basis.
4. Is Your Price Right?
At home, our brands represent category leaders, usually appearing in the middle of the
price spectrum. Overseas, the added costs through the supply chain result in our brands
being priced at premium or super premium levels versus local players. In many cases,
export pricing is heavily burdened with corporate overheads that are duplicated
overseas through your distributor’s cost structure. Pursue efficiencies “line by line”
to sync your pricing to be more competitive with local price thresholds.
5. Big, Big, Big Strategy
In export, it is easy to be distracted by complexity. Some export managers falsely rest on
the claim that “they sell to 50 countries.” Winning the big prize requires a narrow focus:
Big Brands at Big Customers in Big Countries.
Your company has demonstrated its brand building success in your competitive home
market. Capture, borrow, and adapt that formula to fight tough battles overseas.
Good luck!
Strategic Services
Contact Us for
Export Solutions
1. Identify Best in Class
Distributors: 96 Countries
2. Best Practices
Export Strategy
3. Distributor Management
Workshops
4. Export 101:
Let’s Get Started
5. New Market
Prioritization
& Launch Plan
6. Personal Distributor
Introductions:
96 Countries
7. Walmart International
8. Distributor Contracts,
Margins, & Fees
9. Meeting Speaker
10. International
Strategy Expert
Strategic Services
Contact Us for
Export Solutions
1. Identify Best in Class
Distributors: 96 Countries
2. Best Practices
Export Strategy
3. Distributor Management
Workshops
4. Export 101:
Let’s Get Started
5. New Market
Prioritization
& Launch Plan
6. Personal Distributor
Introductions:
96 Countries
7. Walmart International
8. Distributor Contracts,
Margins, & Fees
9. Meeting Speaker
10. International
Strategy Expert
www.exportsolutions.com
Greg Seminara
“Spend Time Selling to Distributors versus Searching for Distributors”
When Big is Small
12
Do you speak the same language as your
distributors? I am not talking about
English, Italian, Arabic, or Chinese
linguistic skills. I am speaking the
language of money. Most export
managers discuss business with their
distributors in terms of cases and
containers. Many distributors are
entrepreneurs that measure their business in terms of profit contribution and
cash flow, just like your company CFO. Understanding distributor economics
can position you and your company as preferred suppliers.
1. Distributors deserve a reasonable profit for their efforts.
Many achieve a net profit margin of only 3-5 percent plus various owner benefits.
A financially stable partner invests in people and technology to advance your mutual
business. A solid balance sheet allows the distributor to weather the storm in a political
or financial crisis.
2. What is the “salary” you pay your distributors?
Calculate cash flow generated by your company by analyzing distributor net sales
to customers multiplied by the distributor margin excluding any promotional bill
backs. Margin is one metric, but cash generated pays the bills. How does the distributor
salary compare to the work required to service your business or the cost of maintaining
a local subsidiary?
3. New Business = Bonus
Distributors are constantly searching for new brands. The next piece of new business
entering a distributor generates incremental sales while better utilizing fixed assets like
the sales team and warehouse. Brands with existing sales in a country are very attractive
as they contribute immediately to the distributor, even if they require a lot of effort
during the initial transition.
4. Pioneering is tough!
Would you work for a company for one year without salary? That is the scenario when
a distributor is challenged to pioneer a brand in a country for the first time. The cycle
of distributor selection, business plan, new product launch, marketing activation and
customer repayment may take one year or more before the distributor receives his first
“paycheck” for his efforts for your company. Of course, there is a long term pay out
for the distributor when the brand works. This is one of the primary reasons that
distributors are reluctant to start to represent a new company without a strong USP
and investment program.
5. What is the “size of the prize?”
Distributors appreciate export managers that frame their partnership in terms of mutual
profit development. Brand owners that understand the intricacies of distributor cost to
serve will be rewarded. Measure your profit contribution to a distributor and request
that a fair share of their resources be invested in your brand development. A profitable
distributor is a healthy distributor!
Good luck!
www.exportsolutions.com
Greg Seminara
“Spend Time Selling to Distributors versus Searching for Distributors”
Distributor Economics
Strategic Services
Contact Us for
Export Solutions
1. Identify Best in Class
Distributors: 96 Countries
2. Best Practices
Export Strategy
3. Distributor Management
Workshops
4. Export 101:
Let’s Get Started
5. New Market
Prioritization
& Launch Plan
6. Personal Distributor
Introductions:
96 Countries
7. Walmart International
8. Distributor Contracts,
Margins, & Fees
9. Meeting Speaker
10. International
Strategy Expert
Strategic Services
Contact Us for
Export Solutions
1. Identify Best in Class
Distributors: 96 Countries
2. Best Practices
Export Strategy
3. Distributor Management
Workshops
4. Export 101:
Let’s Get Started
5. New Market
Prioritization
& Launch Plan
6. Personal Distributor
Introductions:
96 Countries
7. Walmart International
8. Distributor Contracts,
Margins, & Fees
9. Meeting Speaker
10. International
Strategy Expert
13
For many exporters, eighty percent or
more of their distributor interaction filters
through a distributor brand manager.
If you are lucky, this energetic university
graduate completes your reports and
serves as a capable advocate with the
distributor sales team. Brand owners
frequently demonstrate excessive loyalty
to their brand managers as local heroes
that rescue the export manager from periodic emergencies. In reality,
the distributor brand manager is a “middle man,” communicating with
the generals that deliver the results at key account and store level.
International brand building is a team sport. Winners are companies that form strong
relationships with all functional leaders in a distributor organization. Web meeting tools
like Zoom and Teams facilitate easier direct linkage with key distributor personnel.
Discussed below are Export Solutions’ tips for moving “Beyond the Brand Manager”
to accelerate your business to the next level.
1. Key Account Managers (KAMs) Are the Power Players
KAMs are the major account experts and own the buyer relationships. Direct feedback
from them provides valuable, realistic insights. Most distributors have weekly KAM
meetings that are worthwhile to join to discuss a key priority. Roll up your sleeves
and become visible with the sales people “carrying the bag.”
2. Field Sales Teams Control the In-Store Show Room
Typically, a distributor’s store-level merchandising team reports to the sales director, a
few “hand-offs” away from the brand manager. Retail stores represent the place where
export dreams are translated to cash in the register. Field managers juggle a large basket
of priorities for their sales army. Fund a sales contest and you will build loyalty.
3. Follow the Money to the CFO
How well do you know the CFO at your distributors? The finance department is the
cash hub, approving orders, handling payments, and guiding the distributor’s financial
health. Establish a relationship with the CFO when all is well, as it will pay dividends
when a financial crisis erupts.
4. Meet the Digital Team
E-commerce development represents a growth initiative everywhere. Many distributors
hire a small, young team. Create “First One in Benefits” by partnering with this group at
this early stage of team evolution.
5. Treat Distributor CEO as a VIP
CEOs are busy, stretched by brand owners, customers, employees, and shareholders.
Find ways to engage the distributor CEO in your business. Consider quarterly Zoom
dates and extend an offer to join your distributor advisory board. Invite him to visit
your company headquarters for a first-class experience and a meeting with your CEO.
A favorite part of any market visit is “management by walking around.” I love to visit
every department. Smile to everyone, handing out a small gift with your company logo,
and say thanks for your help. Today’s travel guidelines limit these trips, but challenge
us to adapt this practice in a virtual way.
We appreciate our brand managers, but must remember that our partnership service
agreement is with the entire distributor, not just one person.
Good luck!
Strategic Services
Contact Us for
Export Solutions
1. Identify Best in Class
Distributors: 96 Countries
2. Best Practices
Export Strategy
3. Distributor Management
Workshops
4. Export 101:
Let’s Get Started
5. New Market
Prioritization
and Launch Plan
6. Personal Distributor
Introductions:
96 Countries
7. Walmart International
8. Distributor Contracts,
Margins, and Fees
9. Meeting Speaker
10. International
Strategy Expert
Strategic Services
Contact Us for
Export Solutions
1. Identify Best in Class
Distributors: 96 Countries
2. Best Practices
Export Strategy
3. Distributor Management
Workshops
4. Export 101:
Let’s Get Started
5. New Market
Prioritization
and Launch Plan
6. Personal Distributor
Introductions:
96 Countries
7. Walmart International
8. Distributor Contracts,
Margins, and Fees
9. Meeting Speaker
10. International
Strategy Expert
www.exportsolutions.com
Greg Seminara
“Spend Time Selling to Distributors versus Searching for Distributors”
Beyond the Brand Manager
14
Introducing
America’s Favorite Brands
Executive Board
Export Solutions Smucker’s Tabasco
Greg Seminara, CEO Danny Berrios, President Megan Lopez, Vice-President
General Mills Sun-Maid
Eric Saint-Marc Carsten Tietjen
Advisory Board
Bazooka Candy Blue Diamond Bob’s Red Mill
Santiago Ricaurte Dale Tipple Jan Chernus
Bush Beans Campbells Church & Dwight
Dave Bauman Julio Gomez Arun Hiranandani
Ferarra Candy Heartland Idahoan
Daniel Michelena Tom Theobald Ryan Ellis
Johnsonville Sausage Kao USA Keurig Dr. Pepper
Cory Bouck Julie Toole Billy Menendez
Mizkan Reynolds Welch’s
Noel David Chris Corey Marc Rosen
19 Companies | 200+ Top Brands | $80 Billion Combined
View our activities for export managers – www.usafoodexport.com
15
“The shelf doesn’t lie!” Why are you surprised when
a distributor misses their sales numbers and you
perform a few random retail checks and the stores look
awful? Or your “star” distributor proudly brings you
to supermarkets where your brand’s presence looks
better than the sample display you built in your
headquarter office?
A classic question is “how do you determine a good
store from a bad store?” Some multinational leaders
feature well defined shelf guidelines for positioning
and placement and the pursuit of a “perfect store.”
A more common practice is for an export manager to share a pretty photo of a sample
shelf layout, created by the marketing department. A few general objectives are
supplied, but no formal training, sales rationale or KPI measures.
“Is the Store a 10?” is a tailored program from Export Solutions that succeeds in
providing simple shelf standards and a methodology so that every member of a
distributor organization will be crystal clear on store level performance expectations.
Basically, each store is graded with points awarded for assortment, shelf space, shelf
positioning, pricing, and off-shelf display.
Listed below are key elements of developing a “Is the Store a Ten?” program for your
distributor teams.
1. Develop Clear Standards
Award points based upon a “physical count” of authorized items or shelf facings
or answers to a “yes or no” question. Example: Is there a secondary display?
Create a simple 10 point scale, where a “1” is poor and a “10” is the best.
2. Align With Key Account and Retail Sales Teams
This initiative is best explained to key influencers in the distributor organization in-store.
Meet with them at a supermarket and discuss program execution for their customer or
market. The program will fail if you only discuss it with a brand manager or distributor
CEO at the office.
3. Conduct Training Session
Share the program with the entire retail team. Provide a rationale and sales facts for our
objectives. Provide FAQs on common questions or issues. Role play. Launch a “Is the
Store a 10?” shelf drive with prizes. Establish clear KPIs.
4. Measure Improvement: Today a “5”…Tomorrow?
It is likely that early scores may be closer to a 5 than a perfect 10. This is okay
in most cases. The goal is to incorporate a cultural shift in evaluating stores and
capture improvement
5. Planogram Serves as the Official Record
I love the distributors that flood us with photos of great store layouts. I swear
that sometimes the image is the same display taken from several different angles.
Validate performance with a copy of the approved planogram or schematic.
A 2022 objective for all is to escape the boredom of hot conference rooms to spend
more time witnessing retail reality. Export managers are paid on container sales, but
this represents only warehouse inventory. A store shelf is where export dreams are
translated to retail revenues. Contact me to discuss implementing “Is the Store a 10?”
for your company.
www.exportsolutions.com
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Is the Store a 10?
Strategic Services
New Market Prioritization
& Launch Plan
Our extensive market segmentation
work helps clients quickly identify the
best markets based upon their brand
profile and investment approach.
Normally, we can quickly help brands
segment markets into three groups:
Strategic, Priority, and Opportunistic.
Contact Us for Export Solutions
16
A few years ago, I described a multinational’s “Big, Big,
Big” strategy. This company focused on Big Brands,
Big Countries, and Big Customers. This approach may
function well for billion dollar giants, capable of
building local factories, hiring large teams, and
investing millions in brand support. However, many
exporters have been disappointed the last five years
when “BRIC dreams turned into Export nightmares.”
Exporters: consider a “Small, Small, Small” strategy
as a route to profitable growth.
Small Channels – E-commerce, Gourmet, Ethnic
Small Countries – South Korea, Chile, Saudi Arabia, Spain, etc.
Small Investments – Trade/marketing costs everywhere, but total spend is lower
in emerging channels and small/mid-size countries.
Listed below are considerations for developing your “Small, Small, Small” strategy.
1. Massive Supermarket Chains: Demanding & Declining
Traditional supermarket chains are losing share. To sell to them today, you “spend more
to sell less!” Smaller chains and channels may be more open to innovation and feature
lower cost of participation.
2. Limited Local Production: Small/Mid-Size Countries
Big countries feature well established local producers, guarding their shelf space.
Smaller countries frequently do not contain many local manufacturers and remain
dependent on adjacent countries or USA, UK, Germany, Italy, etc. for many of their
brands. Examples include USA companies selling far more to Puerto Rico than they
do to Brazil. UK companies export more to Ireland than to Russia or Italy.
3. Lower Investment Levels
Brand investments are relatively proportional to country population and per capita
income. A $10,000 – $100,000 investment drives significant presence and funds solid
marketing activities in many small/mid-size countries. This allows your brand to
capture market share versus serving as a niche player in a large country.
4. Distributor Capability: Inversely Proportional to Country Size
Some of the world’s best distributors are based in Panama, Norway, UAE, or Singapore.
Why? In these countries, even multinationals like P & G, Kellogg’s, and Barilla may
partner with national distributors. In large countries like the USA, China, India,
distributors usually handle only niche brands, regional coverage, or small shops.
5. Make Multi-Channel Bets
There is incremental business available through attacking new trade channel opportunities.
This may require distributors to expand coverage and “attack something new.”
Manufacturers should conduct a “Lessons Learned” exercise. What countries are
delivering superior growth and highest market shares? Which new channels and
customers are recording double digit sales increases? What are channel success stories
from other countries? Which markets do not demand mandatory listing fees and deliver
superior results for your investment? What is your global e-commerce strategy?
In many cases you can deliver “big” increases from thinking “small.” Good luck!
www.exportsolutions.com
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Small, Small, Small Strategy
Strategic Services
Personal Distributor
Introductions: 96 Countries
Export Solutions’ database tracks
9,200 distributors. After 300 projects
and 20 years in export…I am proud
to have personal relationships with
hundreds of the best distributors in
the world. My clients will confirm that
distributors are happy to see me,
because I am a vital link to the world’s
best brands.
Contact Us for Export Solutions
17
Does your distributor network require a tune up?
I have lost count of the times I’ve heard a vice president
of international claim that their company has the best
group of distributors in the world. Or trade show
meetings when a global export manager states that
his company sells to 60 countries and is not looking
for any new distributors. These are the same executives
that struggle every December to achieve their annual
sales budget.
Every year, I am asked to analyze the global distributor network of at least ten
manufacturers for independent feedback. The good news is that my conclusions
are generally positive. Most companies maintain a solid network of international
distributors, committed and capable of serving as good partners. However,
the 1/3, 1/3, 1/3 rule always applies. Every company maintains a mix of distributors.
1/3 Leaders Best in class brand builders, delivering outstanding results
1/3 Performers Reliable and capable, normally meet expectations
1/3 Laggards Small, unsophisticated, players…sometimes diverters
The first step to transformational success is to admit that not all your distributors are
a good fit. Management recognizes that you’ve created a strong overall team and will
support your efforts to upgrade underperforming distributors. Some companies cling
to laggards due to history or personal relationships. This loyalty is nice, but ultimately
underachievers deprive you of your ability to reach your own personal business goals.
Each cluster of distributors requires a different level of engagement and support.
Leaders: Love them, reward them and recognize them. What characteristics of your
leaders allow them to deliver superior results? Are your leaders all big or mid-sized?
Category specialists or channel experts? Share best practices from your leaders with
other markets. The best advice with leaders is to support them and deliver outstanding
customer service so that your company is viewed as a preferred supplier.
Performers: Strong contributors to growth. Challenge them to become leaders. With
some companies, a majority of their distributors are viewed as performers which is a
positive indication.
Laggards: These distributors exist with every company and remain easy to identify.
Clue: small shipments to a big country. Or in the case of diverters, big shipments to a
small country. Shipment trends are one clear metric. Other scorecards include authorized
distribution and shelf presence at major accounts, merchandising ideas, and new item
launch success.
A strategic requirement for 2022 is to upgrade the bottom 1/3 (laggards) of your
distributor network. A core responsibility is to secure top talent in every country.
Export Solutions’ distributor database tracks an average of 85 distributors per country,
so plenty of options exist for strong brands. Who are your leaders? Who are your
laggards? What will you do differently in 2022?
1/3, 1/3, 1/3
1/3, 1/3, 1/3
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Distributor Management
Workshops
Looking to get better results
from your Distributor network?
Export Solutions has conducted
Distributor management workshops
for Barilla and Rio Mare.
Topics include Best in Class Distributor
Performance Metrics, Getting More
Than your Fair Share of Distributors
Time, and Distributor Economics.
Contact Us for Export Solutions
Coverage: 96 countries and 2,700 retailers
Supermarket
Convenience
Drug Store
Natural Food
Club, Cash & Carry
Supplying profiles, store counts, formats,
news and info for Top 100 international
retailers plus all overseas branches
Example 1: Who are supermarket
retailers in Canada?
Example 2: How many stores does Loblaws
operate by banner, in Canada?
NEW!
ORDER NOW!
18
Search by Retailer NameSearch by Country
Combo Search
www.exportsolutions.com
Search By Format
Retailer Search Made Simple
Canada Example
19
Why did you create the retailer database?
Export managers dedicate a lot of time
to researching countries, retailers and
preparing business plans. A standard
KPI measure is tracking product listings
for key customers. I believe that our
industry could benefit from a global
retailer database to instantly locate
retailers and their store counts in
96 countries. The retailer database
is a logical extension of our leading
distributor database which has helped
more than 3,000 companies build export
sales during the last 10 years.
What is your geographic coverage?
96 of top 100 GDP countries worldwide.
This includes most Asian, Middle Eastern,
and European countries. Our database
covers every country in the Americas.
In Africa, we cover South Africa.
What is your format coverage?
Excellent coverage of chain supermarkets,
hypermarkets, clubs, cash and carry,
and convenience formats. Solid initial
coverage of drug stores, natural food
stores, and e-commerce channels.
Our database does not cover
DIY/hardware, toy, office, liquor,
or sporting goods channels.
Retailer database: featured info
Profile – Retailers profile and link to their
internet home page.
Formats – Retailer’s stores segmented
by format and banner.
We track supermarkets, hypermarkets,
cash and carry, convenience stores,
discounters, drug stores, natural food
stores, and e-commerce retailers.
News – Latest retailers’ news. In some
cases (Asia), we substitute a link to the
retailer’s latest promotional flyer.
Financial – Many leading retailers are
publicly traded. A link is provided to
their latest financial results. We do not
offer estimated financial information for
privately held or family owned retailers.
How is your coverage of global retailers?
We offer total coverage for top 100 global
retailers. This includes all of their
branches and banners. Searchable!
Use filters to research Walmart, Costco,
Carrefour, Tesco, Metro, Casino presence
by country. Database covers retailer’s
total store outlets as well as a breakout
by banner and format.
What can I use the retailer database info for?
• Obtain an instant snapshot of an
average of 24 retailers per country
for 96 countries.
• Track presence of global retailers like
Walmart, Carrefour, and Metro AG.
• Create country specific listing maps
where distributors measure brand
authorization by retailer.
• Conduct home office based
international category reviews and price
checks from retailers’ e-commerce sites
(not all retailers).
• Prepare annual reviews and reports
with up-to-date information on leading
retailers and channels.
Searchable
The database offers filters allowing you to
search by country, format, or retailer name.
You can also use a combination of filters for
your research.
Can I get a free sample of the retailer database?
Sure! Check www.exportsolutions.com for a
complete profile of United Kingdom retailers.
Do you provide retailer’s annual sales
or market share information?
Accurate annual sales information is
available through the financial link for
publicly traded companies. We do not
provide estimated financial information for
privately held and family owned retailers.
Channel blurring occurs between
supermarket, convenience, e-commerce,
and even natural food operators. We do
not provide market share due to difficulty
to accurately isolate and define channel
market share information, particularly with
so many privately held retailers.
How accurate is the retailer data?
Export Solutions’ retailer database is
updated weekly, so information is highly
accurate. Retailer names, web sites, and
formats rarely change. This makes the
database 99% accurate at the company
level. New stores open every day,
resulting in store counts that may be
95% accurate. We intend to update store
counts on a regular basis.
How much does retailer database access cost?
An annual subscription to the retailer
database is $975. This supplies one year,
unlimited access to more than 2,700
retailers in 96 countries. Special offers
available for our distributor database
customers. Note: special pricing for
government trade organizations.
How do I access the retailer database?
Visit www.exportsolutions.com and click
the retailer database page. You can place
a subscription or individual continent
(i.e., Europe) into a shopping cart.
Register and check out via credit card.
The process takes two minutes and we
automatically send you an invoice.
About Export Solutions
Export Solutions was founded in 2004
and is based in Atlanta, Georgia in the
USA. Export Solutions serves as a leading
provider of business intelligence to the
food and consumer goods industries.
Our distributor database covers 9,200
distributors in 96 countries and has
been used by more than 3,000 clients.
Our Export Express newsletter has a
circulation of 9,900 and is viewed as an
important source of insights, strategies,
and templates for international
development. www.exportsolutions.com.
FAQ’s – Retailer Database
20
This is the time of year when suppliers are engaged in
2023 planning. A common approach is to dust off 2023
plans, assess results to date and update the numbers to
reflect a three to five percent sales increase. In today’s
crowded global marketplace, it appears tougher every
year to exceed management expectations. More
companies join the battle for coveted shelf space in
emerging markets. Repetitive plans without creativity are
likely to fall in the category where you are required to “spend more to sell less.”
Breakthrough results are possible by testing something new. Skipping conventional
promotional strategies may allow us to explore “new ways to sell old brands.” The basic
concept is to establish an innovative market test, measure results, and strive for a winning
idea to reapply. The success may emerge in the form of new insights or closer distributor
relationship versus case payout alone. This method involves some element of risk. It is
okay for a test to fail, as long you as you “fail fast” (and inexpensively).
Listed below are Export Solutions’ five ideas for stimulating your 2023 test.
1. Brainstorm Out of Office
Dedicate time where the sole objective is to generate new ideas. Escape from the
distractions of the office or a hot conference room. Commit to a specific time on your
calendar. Work alone or as part of a team. Encourage group ownership by circulating test
concepts and seeking feedback. This exercise may apply to your headquarter export unit
or an individual distributor.
2. Blockbuster Event to Digital Marketing
A myriad of options exist for your test. Consider one enormous 360 Marketing event versus
several small promotions. Another alternative is to place heavy emphasis on digital
marketing to reach consumers in an original way. Companies may pursue a high spend test
or a low spend test. Another possibility relates to frequency and depth of your market visits.
3. One Focus Country
Every export manager can identify a country with strong potential with capability
for exponential growth. Select a mid-size country. Vow to visit more frequently. Travel
to secondary cities and participate in distributor sponsored sales training events.
Champion a retail sales contest and support your partners market level ideas.
4. Product
Many companies feature a broad portfolio of products marketed in their home country.
Usually, a narrower range is targeted for export. Why not look at trying a new product
or size or pack in a different country? Is it possible to manage a market test of something
new from your research lab that is not available in your core market?
5. Measures
A sales manager’s reaction is to “just do it.” I admire that spirit and determination to
translate “boardroom promises into retail reality.” However, a test is not a test without
a grade. Establish clear parameters and a timeline for evaluating performance.
What if? Successful companies maintain a passion for leading not copying. Each year,
I attend five or six trade shows and check hundreds of stores. So many brands, so little
shelf space. Most exporters could quickly list of ten or more snack, pasta, or condiment
brands. I am always impressed with new promotional events and innovative ideas from
iconic brands like Pringles, Barilla, and Tabasco. These brands are marketed to more
than 100 countries and still tackle each year with a fresh approach and hot ideas to
reach picky consumers.
What will you do differently in 2023?
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Test Something…Please!
www.exportsolutions.com
Strategic Services
New Market Prioritization
& Launch Plan
Our extensive market segmentation
work helps clients quickly identify the
best markets based upon their brand
profile and investment approach.
Normally, we can quickly help brands
segment markets into three groups:
Strategic, Priority, and Opportunistic.
Contact Us for Export Solutions
Export Accelerator
Contact Us for Distributor Search Help in 96 Countries
Greg Seminara • greg@exportsolutions.com
“Spend time Selling to Distributors versus
Searching for Distributors”
21
Why have Barilla, Pringles, Nature Valley, Starbucks, Duracell,
Nestlé, Tabasco, Pepperidge Farm, and other leaders used
Export Solutions as a distributor search consultant?
• Powerful distributor network: owner of industry database
9,200 distributors – 96 countries
• Professional 10 step due diligence process
• Results! We make Export Managers’ lives easier!
22
MAPS is the fundamental equation to drive incremental
sales. The export manager job description serves as
logistics, finance, and customer service manager all
rolled up into one person. Our “quality time” with
the distributor gets highjacked by routine reports and
distractions. Stop! The core responsibility of an export
manager is new business development. This includes
optimizing sales through your existing distributor
network as well as expansion into new countries.
What is MAPS? MAPS is an acronym for Merchandising, Assortment (Distribution),
Pricing, and Shelf Management, the essential elements for creating in-store visibility
and sales. The supermarket (and now cyberspace) is our product showroom. MAPS
structures the path for creating an attractive showcase for consumers to buy our brands.
Distribution Listing Maps: #1 Tool
It’s impossible to sell when you don’t have distribution. A customer specific listing map
serves as a valuable helper to measure progress in each country. This one page template
highlights major retailers and your authorized assortment by item. This report should
be updated monthly and include plans, by customer, to expand distribution.
Pricing: Too High or I Don’t Know?
As a shopper evaluates category options, pricing is a critical factor in determining
product selection. Many imported brands are priced too high, a significant premium
to category norms. In other cases, the manufacturer just sells without consideration of
local price points. Exporters should establish a pricing strategy for each country. Track
cost centers from factory gate to store shelf and conduct regular price surveys. Would
the brand owner make more money with a lower price point, with everyone sacrificing
a few margin points in the value chain?
Shelf: Good Store Versus Bad Store?
Many manufacturers fail to provide realistic standards to their distributors on in-store
presence expectations. Leaders provide clear guidelines that allow each member of the
sales team to define a good store versus a bad store. Export Solutions “Is the Store a 10?”
program helps manufacturers structure and launch a shelf improvement initiative.
Merchandising Best Practices
Each brand and retailer maintain best vehicles for stimulating incremental sales. For
some, this may represent secondary locations or mass displays. Other manufacturers
focus on periodic, deep discount promotions. The key is to establish metrics for
merchandising, just as you would shipments. Frequently, if a distributor achieves
merchandising KPIs, he will reach his annual shipment budget.
Sales = Sell Out not Buy In
This is the time of the year, when some exporters will suffer from a fourth quarter
surprise. Apologetic distributors will report that they have heavy inventory and
are unable to meet their annual commitment. Ouch. Monthly tracking of distributor
“sell out” and stock by item reduces the risk of this unpleasant news. Deliveries to
distributors are just shifting inventory from your warehouse to theirs. Scanner recorded
sales reflect a more accurate picture on the state of the business.
Laser focus on MAPS principles is a key factor for export success. This requires us to
recalibrate our supplier/distributor relationships to fit within the MAPS framework.
How are MAPS metrics guiding your distributor network?
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
MAPS = More Sales
www.exportsolutions.com
Strategic Services
Walmart International
Walmart International began with a
joint venture in Mexico in 1991. Today,
Walmart’s international sales total
$120 billion dollars, exceeding 24%
of total Walmart sales. Export
Solutions has been there since
the beginning, with knowledge of
Walmart operating units in Mexico,
United Kingdom, China, India, etc.
Contact Us for Export Solutions
23
Like the new photo? I lost 22 pounds (10 kilos) in the
last eight months. My export friends at trade shows
and clients are constantly asking “How did I do it?” In
the past, I always said “never trust a thin man in the food
business.” However, my Doctor thought I was eating too
many samples of my clients’ products (thanks Daniel!).
He advised me that I needed to lose weight.
I immediately heard the message and committed to lose
15 pounds (7 kilos) in the next year. Reflecting on my weight loss success, there are some
lessons learned for the world of export.
1. Realistic Commitment
I set my goal to lose 15 pounds, about eight percent of my previous weight. This was
not easy, but not an impossible mission. My Doctor and I are friendly and have worked
together for fifteen years. I was confident that I would meet the challenge because I
could not face him the next year if I had missed my personal objective. Successful export
managers accept a reasonable challenge and then figure out a way to “hit their budget
number.” Can you increase shipments eight percent in 2022?
2. Establish KPI’s
I love my Fitbit! Previously, it was stored in the original box on my desk, an
unopened gift from Christmas. I set an objective of 11,000 steps per day and also joined
a community to compete against family and friends. My new Fitbit friend coached me
through the day, gently prompting me when I was not on track. Now, my average is
around 12,600 steps. In the world of export, “what’s measured is treasured.”
3. Change Your Routine
In the past, I ate a healthy breakfast, followed by a business lunch and a dinner normally
at a nice restaurant (I can’t cook, only able to make reservations…haha). In my slim life,
I now eat yogurt and fruit for breakfast for the first time in my life. Lunch has been
replaced by two snacks at 11:00 AM and 3:00 PM, followed by a normal dinner (also at a
good restaurant!) This adaptation of diet has worked. Sometimes in export, we must find
“new ways to solve old problems.” Simply by repeating last year’s promotion program
frequently results in “spending more to sell less.” In export, we must change the mix if
we are not getting desired growth. This means trying new promotion strategies, focusing
more on store conditions, or managing price competitiveness.
4. Hard Work Pays Off
Everyone understands the value of exercise. Honestly, I probably worked out one day
per week, finding any excuse to postpone a trip to the gym. I never brought work out
clothes on a business trip, preferring to spend my time working on the restaurant menu
versus the weight machine. Now, I work out six days out of seven, making it an essential
part of my daily routine. I enjoy the hard work, particularly when I see the benefits.
There are fundamental rules of building an export business. We all know how to do it,
but sometimes postpone the tough decisions to change strategies or distributors or focus
on retail store conditions. January is the month where we consider our 2022 plan and
shipment objectives. How are you going to do it?
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
How Did I Do It?
www.exportsolutions.com
Strategic Services
Meeting Speaker
Looking for a motivaional speaker
to challenge your audience to take
your business to the next step?
Greg Seminara serves as keynote
speaker for distributor, company,
and government sponsored events.
Topics cover any of the 100 subjects
written about in our
Export Express Newsletters.
Contact Us for Export Solutions
24
16 years has passed since a giant USA food broker
decided that international development was not
strategic and my job was eliminated. Rough day that
turned out to be a fantastic personal move. This event
inspired me to create Export Solutions, a platform that
has allowed me the pleasure of meeting you! Our
Export Express publications have been read by more
than 500,000 people in 154 countries. Export Solutions
database covers 96 countries and 9,200 distributors and
has helped more than 3,000 companies find qualified
partners around the world. It has been an honor to
work with our industry’s best companies and trade organizations: P & G, Barilla,
and Tabasco, to name just a few. As busy as I have been, I wanted to share some
of the changes I’ve witnessed in the last 18 years.
1. Coverage: 96 Countries – 5 Continents
In 2004, export usually meant selling to 10 adjacent countries like Canada and the
Caribbean for USA exporters and the Nordics, Benelux, and Malta for Europeans.
Today, exporters routinely sell to 30 to 70 to 100 countries or more! Strategic export
plans now focus on previously tough to access markets like China,Brazil, and India.
2. Too Many Flags – Not Enough Sales
Track the number of countries where you have the #1, #2, or #3 brand, not the total
countries you sell to. No one is impressed if you sell to 70 countries, but your volume
totals 1-2 small shipments per year to most of them.
3. 85 Distributors Per Country
Each country offers more distributor options than you think. Every government
trade officer and export manager knows the names of 3-5 distributors per country.
Our country lists track an average of 85 distributors of all sizes and specialties.
4. Big Difference: Best in Class Distributors vs. Average Performers
Outstanding distributors exist in most countries. These leaders offer similar or better
capabilities than multinational sales teams. Many top brands partner in some countries
with small, under performing distributors, failing to consider stronger options.
5. Right Fit: Generalist vs. Specialist
In the past, brands were happy just to have a distributor in a country. Today, high
achievers partner with category specialists or distributors with comparable scale. Many
small to mid size brands will secure more focus from a smaller, hungrier distributor.
6. Mexico, USA, India, Brazil – Think Outside the Box
Partnering solutions in these countries normally extends far beyond “finding a
distributor.” My consulting projects in complex countries often considers partnering
with non-compete manufacturers, co-packing, local subsidiaries, or a hybrid model.
7. Winners Focused on In Store Visibility Metrics
Superior results are obtained by companies with a passion for managing in store presence.
Containers sold to distributors are only inventory until purchased from a store shelf.
8. Regionally Based Distributor Managers
Best in Class exporters have established small offices in the USA, Dubai, Shanghai, Sao
Paolo, etc. These companies are “figuring it out” and dominating distributor attention.
My youngest daughter Ciara is 19 years old, so I will be working at least another
10 years. Thanks for your support.
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Export 101: Let’s Get Started
Export Solutions provides practical
advice on creating your export
strategy. We’ve helped 100’s of
small-mid size companies gain
new sales from overseas markets.
Our added value is our sales oriented
approach and extensive contacts
with international distributors.
Contact Us for Export Solutions
Export Solutions Celebrates 18 Years!
25
Everyone wants to sell to Walmart. This is logical,
as they rank as the number one retailer in the USA
and Latin America, plus good presence in the UK,
China, Japan, and South Africa. Walmart’s
International business (outside the USA) is bigger
than the total turnover of Carrefour or Tesco. Selling
to countries where Walmart has stores makes sense
for USA producers. However, Export Solutions
always advocates a strategy of making export
decisions based upon what’s best for the entire
country, versus the preferences of an individual
retailer, even if it is Walmart.
Walmart’s Central American buyers have been speed dialing leading brands pursuing
direct purchase agreements. These offers may be hard to resist, but manufacturers must
be fully aware of the implications. Selling direct to Walmart International allows you to
bypass the “distributor system.” This provides Walmart with a cost advantage at store
level of around 15%. This may create a situation where it is difficult to sell to other
market customers, because their list price resembles Walmart’s shelf price.
I visited Guatemala and Costa Rica recently. Walmart places many Direct Import brands
in one aisle, away from the product’s normal category placement. These Direct Import
brands are not supported by the armies of in-store merchandisers that are common in
Latin America. I remember the story of when I served as Director of Sales for Clorox in
Buenos Aires, Argentina. Someone from corporate sold my favorite Hidden Valley Ranch
salad dressing to Walmart International and it magically appeared on the shelves of my
Walmart. I was thrilled, but apparently was the only happy customer. Most in Argentina
had never heard of Hidden Valley Ranch. Without advertising, promotion, and
distributor support, the brand gathered dust and was discontinued.
I am an advocate of partnering with distributors to sell to Walmart’s international
divisions. These local companies sell and merchandise at Walmart and all market
customers everyday. Distributors focus on brand building and can provide the muscle
at store level to push your brand. Retailers benefit because they can reorder any day
versus waiting for the container to arrive from the USA. In my opinion, the distributor
model is usually the preferred route to market to create a sustainable business in these
fast growing countries.
Many European companies are anxious to sell to Walmart's 3,571 USA supercenters.
Slow down! Walmart’s USA supercenters specialize in category leaders and fast moving
brands. Their consumer base consists of middle and lower income customers who have
limited spending power to purchase super premium brands from overseas. Also,
Walmart tends to be the “low price” leader. This may damage your ability to sell to
upscale supermarkets, as they may be hesitant to stock an item that Walmart is carrying
and selling for 15-25% less. My humble advice for European brands is to create a base
business with mid-upscale USA supermarket chains. Approach Walmart at a later stage
with your track record of market success.
Walmart is the world’s number one retailer and will serve as a major factor in our
strategic decisions. It is flattering and encouraging that Walmart wants to sell our
brands. The key is to devise the optimal route to market that builds your brand equity
and facilitates your business development to all market customers, including Walmart.
Selling to Walmart – When and How?
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
New Market Prioritization
& Launch Plan
Our extensive market segmentation
work helps clients quickly identify the
best markets based upon their brand
profile and investment approach.
Normally, we can quickly help brands
segment markets into three groups:
Strategic, Priority, and Opportunistic.
Contact Us for Export Solutions
26
Create Your Own Export Library
Looking for a fresh point of view for your
next event or training workshop?
Contact Greg Seminara at
greg@exportsolutions.com
All guides available free at www.exportsolutions.com.
Export Strategy Guide
Distributor Search Guide
Export Handbook
Selling to USA Handbook
Distributor Management Guide
Finance & Logistics
300 Tips for
Export Managers
Idea Guide:
New World – New Business
Export Treasure Chest
My Favorite Templates & Forms
People Power
Strong Teams Build Great Brands
New Distributor
Cooperation Model
27
Consumer pricing is one of the famous “Four P’s”
of product marketing. Many export managers spend
countless hours negotiating wholesale price lists
with distributors and retailers. However, this intensity
frequently disappears when the discussion shifts to the
point of pricing to the consumer. This is unfortunate,
because retail pricing is at the critical point where our
marketing dreams and distributor inventory are
translated to tangible sales.
I recently conducted a seminar where I presented a full day program on Export Strategy,
Distributor Economics, and Getting More Than Your Fair Share of Your Distributors
Attention. In the Distributor Economics module, I surveyed the group on how many
maintained copies of each distributor’s price calculation. This is the fundamental formula
that tracks each brands pricing inputs from factory gate to supermarket shelf. None of the
participants had copies of their distributor’s actual price calculation or requested a market
wide retail price survey. As the norm, busy export managers focus attention on the myriads
of details required to process orders such as importation paperwork and product
registration. However, retail pricing is a critical element to add to your “to-do” list.
Listed below are Export Solution’s Tips for managing your retail price guidelines.
1. Review Suggested Retail Price by Market.
Is your pricing realistic based upon 2022 market dynamics and your cost calculation?
2. Conduct Market Wide Retail Price Survey
How do your prices compare versus your suggested retail price and competitive set?
3. Obtain Distributor Price Calculations
Most distributors openly share this information with their brand partners. If a distributor
is hesitant, it’s usually easy to figure out if you have retail prices.
Retail price - distributor cost - sales taxes and import duties = gross margin.
This gross margin is divided by the retailer and distributor.
4. Examine Each Line Item of a Price Calculation
Distributors and Retailers are entitled to a fair return for their work on your brand. They
maintain profit targets just like your company. In some cases, price calculation transparency
leads to breakthrough changes in business development. I remember a situation where the
distributor established an 8% currency benefit at the start of a price calculation to hedge
against fluctuation. The export manager agreed to sell in the common currency, absorbing
the risk, but translating to an 8% positive benefit to the brand price. In some cases,
distributors may place “average” numbers in a calculation for logistics services or
trade discounts which may not be representative for your brand.
5. Evaluate Relationship Between Everyday Pricing and Promotional Pricing
Price analysis should reveal typical price paid by the consumer. For example “everyday”
prices are not as relevant if the consumer habit is to wait until product is on promotional
discount to purchase and “stock up.”
6. Supermarket E-Commerce Sites Offer Instant Desktop Price Surveys
Lately, I have checked online web sites for retailers in the UK, Australia, Panama and the
USA to get an immediate snapshot of market prices and assortment. It’s not perfect, but
a free and easy way to begin to understand market pricing dynamics.
Pricing is a cornerstone of your brand proposition. A little emphasis and investigation
will determine if your “Price is Right” to optimize sales in a country.
Price is Right?
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Distributor Management
Workshops
Looking to get better results
from your Distributor network?
Export Solutions has conducted
Distributor management workshops
for Barilla and Rio Mare.
Topics include Best in Class Distributor
Performance Metrics, Getting More
Than your Fair Share of Distributors
Time, and Distributor Economics.
Contact Us for Export Solutions
28
Companies routinely export to 30, 70, 100 countries or more. Some export managers
think of their distributors as “customers” versus partners. By definition this is true,
as the distributor is paying the manufacturer’s invoice. However, sustainable export
success is built by distributors who are true brand builders, not periodic customers.
Every exporter maintains a handful of “star” countries. However, each company also
contains lagging countries, perpetual underachievers, that remain “protected” by an
export manager embarrassed to admit failure. The upside potential for most export
teams is to upgrade their existing distributor network, not extend to ten new emerging
market countries.
At Gulfood, I visited the stand of an up and coming European healthy snack supplier.
This brand was probably into year three of their export journey, with the product
beginning to show up sporadically in Asia and the Middle East. I asked the young
export manager about his 2022 expansion plans. Reply: “We are selling to 30 countries,
and we are all set.” Sorry, no export manager is ever “all set!” There are always strategies
to improve your distributor team. “Measure presence not pallets.”
Distributor change is tough. It reflects a relationship that has not evolved in the way
both parties had anticipated. When you sell to ten countries more, it is normal to have
a few underperforming distributors. It is my experience that most companies should
consider changing the bottom end of their distributor network. Lack of success is
a shared outcome between the distributor and brand owner. The real export failure
occurs when a company allows a poor performing market situation to continue,
robbing everyone from the chance of reaching their assigned sales targets.
Listed below are Export Solutions insights on optimizing your distributor network.
1. 20/60/20 Analysis
The first exercise I perform with brand owners is a 20/60/20 distributor assessment:
20% Leaders: “Star” distributors – reward them!
60% Performers: Challenge them to be “Leaders”
20% Laggards: Candidates for Change
2. Lessons Learned – Distributor Models
In the past, distributors were generalists, capable of handling any brand sold through
a supermarket. Today, there are category experts, country of origin (made in USA) and
channel specialists. Distributors can also be segmented by size: small, medium, large.
What type of distributor model usually delivers the best result for your company?
3. Database Tracks 85 Distributors per Country
Export Solutions’ distributor database tracks more than 9,200 distributors in
96 countries. There are always plenty of options to consider to upgrade your network.
4. Disappointment But Not Devastation
Even the best distributors lose brands. There is a cycle of brand portfolio refresh, with
dormant brands being replaced by those with higher potential. Changing distributors
is never easy, but most distributors are professional and realize that its “just business.”
The key is for the manufacturer to accept partial responsibility for the sub-par results.
5. New Team – New Energy
It is exciting to watch a hungry new distributor attack old problems with new vigor.
A new distributor is anxious to prove themselves and validate the brand owner’s trust.
Every year, Export Solutions is involved in distributor search projects in around
25 countries. My happiest moments are when I do a checkpoint one year later with
the export manager and discover that the new distributor grew the business by 10%,
20% or more! Good luck!
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Fire a Customer!
www.exportsolutions.com
Strategic Services
Export 101: Let’s Get Started
Export Solutions provides practical
advice on creating your export
strategy. We’ve helped 100’s of
small-mid size companies gain new
sales from overseas markets.
Our added value is our sales oriented
approach and extensive contacts
with international distributors.
Contact Us for Export Solutions
We Help the Best Get Better
Talk to an Expert
Contact Greg Seminara at
(001)-404-255-8387 to discuss
your business development project.
www.exportsolutions.com
Export Solutions Services:
4 Distributor Search – 96 Countries
4 Strategies: Improved Distributor Performance
4 More in the Store: In-Store Presence Program
4 Export Workshops/Training
4 USA Entry/Business Development
Consulting Clients:
Food
Barilla
Blue Diamond
Bolton/Rio Mare (Swiss)
Bush (USA)
Campbell's
General Mills
Heartland Foods (Splenda)
Go Tan (Holland)
Kellogg's (Pringles)
Nestlé
Ponti (Italy)
Seeberger (Germany)
Smuckers
Starbucks
Tabasco
Personal Care,
OTC, Non-Food
Chain Drug Consortium
Johnson & Johnson
Merck
Pharmavite (USA)
Procter & Gamble
Reynolds (USA)
Beverage
Sunny Delight
Welch's
Wyman's
Trade Support
Italia Del Gusto
National Confectioners
Association (USA)
Bord Bia Ireland
29
30
Time is our most precious resource. Export managers
fill our days with a regular routine: email, market visits,
and planning meetings. Naturally, our attention is
diverted by urgent issues or tasks that are easy to
complete. The reality is that this approach works and
we manage to get the job done. However, we all seek to
be heroes, the center of step change growth and the next
great idea. This requires us to evaluate how we spend
our time. Below are a few ideas to accelerate growth.
1. Shift Resources to High Potential Countries
Too many exporters spend too much time on mature or small markets, executing
repetitive business plans. Middle East teams must focus on Saudi Arabia (33 million
people) and avoid camping in Dubai. Latin American strategy should concentrate on
Mexico and then Brazil. Don’t worry, Puerto Rico and Panama will be fine. Southeast Asia
emphasis should be on Indonesia and the Philippines and leave Singapore for Saturday.
2. Adopt a Major Market
Each executive should select one high potential country as his personal market.
The company representative should visit frequently, get engaged in the issues, talk to
customers, and spend time in stores. You can still have an area manager handling day
to day affairs. Senior management visibility pays dividends.
3. Appoint a Distributor Doctor
Identify one experienced person on your global team to serve as a dedicated extra
resource for problem markets or countries where your brand is not reaching potential.
This specialist adds focus and signals commitment.
4. Replace One Distributor
Each company has at least one under-performing distributor. We make excuses for status
quo based upon past performance. The truth is that consistent under-performers impact
your ability to achieve your own sales quota.
5. Call Each Distributor CEO
Our lives appear as one endless stream of email communication. I am old fashioned.
Pick up the phone and call a Distributor CEO or managing director to check in.
Ask questions such as: How is business, overall? What are organizational priorities?
Here is my business status. This is where we need help. Shall we meet for lunch?
6. Invite Home Office Staff on a Trip
Life on the road is not easy. Customers are difficult, distributors are not perfect, and
export managers are punished by other functions for poor results. Invite the Marketing,
Finance, or Manufacturing people on a trip for a dose of reality. Sure, it will be a pain to
“drag them along,” but at least they’ll maintain a better appreciation of your challenges.
7. Time for New Ideas
Pick a day, leave the office, your computer and yes, even your cell phone behind.
Brainstorm new ideas. What would it take to win in Brazil or India? What would happen
if we executed a high spend (or low spend) test? What if we sponsored a distributor or
consumer contest for best new product idea or sales promotion?
Time for a Change?
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Distributor Contracts,
Margins, & Fees
Export Solutions supplies valuable
commercial insights for distributor
contracts, margins, and fee
negotiations. Frequently, we are
consulted to provide comments to
supplement the lawyers. Our advice
saves brand owners large sums of
money through improved protection
and transparency in developing
distributor contracts.
Contact Us for Export Solutions
31
2021 was a good year for Export Solutions, with Distributor Search projects completed in
31 countries, from China to Colombia, Malaysia to Mexico, and United Arab Emirates to
United Kingdom. I source inspiration and best practices from everyone that I meet along
the way: Export Managers, Distributors, and hundreds of retail store checks. After 20 years
in international, I am constantly looking for “new ways to solve old problems.” Listed below
are a few observations from 2021.
1. Food/CPG Business is Good Everywhere Outside Europe!
Asia, America, Middle East, and Africa all recorded positive years with typical
expansion rates in the 4-8% range. USA growth landed in the 3-5% range. Our biggest
challenge is to encourage senior management to shift resources to developing markets
with growing populations and low cost of entry from declining markets where you must
buy market share.
2. How Can You Achieve Category Leadership at Online Retailers Like Amazon?
Amazon’s 2021 sales of goods will exceed $400 billion, + 13% versus previous year. Their
2022 target is $480 billion, placing them as #2 retailer worldwide. Amazon is committed to
the food business. Exporters don’t need a crystal ball to realize that Amazon could be their
largest global customer in the future. What are you selling through Amazon? Internet
retailers in China represent excellent showcases for international brands.
3. Time to Get Serious About China and Mexico
Many exporters have graduated from managing these high potential markets from remote
control from headquarters. Still, businesses tend to be small relative to the enormous
opportunity. Winners need to invest in market research, local production, country specific
products, and multi-functional teams on the ground. Acquisitions and joint ventures may be
risky, but allow you to obtain scale quicker. Investments in Mexico have the dual benefit of
increased brand awareness with the 40 million people of Mexican descent living in the USA.
4. How Do You Tell a Good Store from a Bad Store?
Best in class companies are focused on Perfect Store initiatives. For most, there is
business to be gained by simply communicating realistic expectations for in store
presence. Each member of your distributor sales teams should understand your
methodology for determining a good store versus a bad store. This approach should
be launched at a distributor sales meeting and receive focus. “A Distributor respects
what a manufacturer inspects.”
5. USA is Bigger than BRIC’s* for European Exporters
The USA enjoyed a good year, with GDP surging almost 7%. The USA population is
growing, forecast to increase from 330 million today to 350 million by 2025. The euro has
declined measurably versus the US dollar, making made in Europe goods more affordable
to affluent USA consumers. They key is not to treat the USA as another export market. You
must pay to play. Read our Selling to the USA Handbook for Tips. *Note: Russia is no longer a
growth market, enduring the second straight year of recession. The population is predicted
to decline by 4 million people by 2025. Who needs the risk?
6. Review Your Pricing Calculations
Currency fluctuations, changes in Vat, declines in fuel prices have all impacted our 2022
price calculations. Conduct a market wide survey to calibrate where your shelf price is
versus your objective and competition.
7. Listing Map for Every Country
This is the one form that should be tracked quarterly for every single market. A listing map
captures major retailers and your available items, by account. The listing map should include
space to recap by account plans to improve distribution.
What I Learned in 2021
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Best Practices Export Strategy
Export Solutions has participated
on more than 300 projects across
5 continents. Our work extends across
most supermarket categories. This
provides us with us with a broad base
of benchmarking contacts and lessons
learned to incorporate into your
export strategy.
Contact Us for Export Solutions
32
Received a phone call from a Greek brand owner who
wanted my help launching his brand in export markets.
My first question was “How is your brand selling at
retailers in Greece?” The future exporter replied that he
wasn’t selling locally because the retailers were too tough!
Maybe I was harsh, but my advice was that if you can’t
market through retailers in your home country, you have
low chances of export success.
Another story is of USA manufacturers claiming difficulties in selling to Europe. To help
them understand the issue, I proposed the following case study. “Would you ever dream
of approaching Kroger with a product that is priced twice the local competition with very
limited marketing support and using a representative that is a one man organization?”
So why do you think that this strategy will work in attempting to sell to demanding retailers
like Carrefour, Metro, or Tesco?
Our business has very few secrets. Industry veterans learned the basics of selling early in
our careers. Create a brand with a meaningful USP (Unique Selling Proposition), price it
fairly, support it with marketing investments, and align with a strong distributor or broker.
I frequently serve as a speaker at conferences and workshops. I always challenge my audience
on the factors that it takes to succeed in their home country. Then, I remind them that this is
similar to requirements to win in export. However, export is even more difficult as we face
incremental logistics costs, lack of scale, and the inability to “babysit” the product everyday
through visits to your neighborhood stores.
The good news is that there are more common elements in doing business globally, then
differences. Listed below are a few tips on solving the export puzzle.
1. Analyze Costs of Building Brands in Your Country
Divide costs on a per capita basis for comparison. What will a $50,000 investment deliver
in the United Kingdom, a country of 67 million? How much should you invest in Brazil,
a country with 216 million people, three times the size of the UK?
2. Align Expectations With Competitiveness and Spending
Export success often reflects a collection of niche markets supplemented with a few countries
where your brand achieves mass scale. The key is to align strategy and expectations with
spend level and competitiveness.
3. The Consumer is First
What news does your product deliver to the category? Is this difference important?
What will you invest to gain consumer awareness, trial, and repeat?
4. Select the Right Type of Partner
Big brands with big budgets should link with “Best in Class” distributors. Niche products
with minimal investments should approach smaller distributors.
5. Invest in Few High Potential Markets
Recommend focus on a few countries where you can invest and support your brand properly.
Gain learning and build a success story. This generates better results versus a strategy of
selling to as many countries as possible.
6. Think Local
Stop dreaming of China! USA exporters should look at Canada and the Americas first.
Europeans have been exporting for centuries, but should consider emerging countries
in Central and Eastern Europe and then the Middle East.
Export is not easy. We’ll find many answers if we remember what we learned in our first year
on the job selling to local retailers. Good Luck!
Solving the Export Puzzle
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
International Strategy Expert
Export Solutions has written
the Export Strategy Guide. This
handbook is a valuable industry
resource. Our strategic services
adapts the concepts from our Export
Strategy Guide to meet the needs of
your business. Expertise covers global
market prioritization and criteria to
identify Best in Class distributors from
average players.
Contact Us for Export Solutions
33
Recipe: Best in Class Partnerships*
Ingredient Brand Owner Distributor
Results
Realistic expectations based upon
investment/market conditions.
Achieve sales increase in excess
of overall market growth.
Category Expertise
Share knowledge, trends,
and category analysis.
Serve as local category expert.
Educate the buyer.
Innovation
Contantly deliver important
new product ideas to market.
Successfully launch new products
into the market.
Investment
Appropriate Investment levels:
marketing/trade promotion.
Optimize return on investment.
Store Presence
Create clear, realistic guidelines
for in-store presence.
Share of shelf exceeds market
share. Maximize visibility.
Ideas
Support market driven ideas
to build the business.
Relentless pursuit of new and
better ways to grow sales.
Reporting
Concentrate on Basics: Listing
Map, Pricing, Merchandising Plan.
Complete reports accurately
and on time.
Focus
Periodic market visits and “rapid
response” to issues.
Appropriate level based upon
brand size and opportunity.
Cost to Serve
Remember that distributors need
to make money too!
Fair margin based upon brand
size and complexity.
Recognition
#1 Fan. Frequent recognition of
good results by all team members.
Strong commitment to exceed
expectations everyday.
*Mix Well for Best Results
34
‘Tis the season for 2023 planning. Most of us will dust off
last year’s presentation, update the charts, and supply
conservative estimates on why this year’s 10% export
shipment increase won’t be repeated. Impress your
executive team with some hot new charts and Lessons
Learned analysis for your business review document.
Leadership tends to display laser focus on “just the
numbers.” Tremendous business intelligence can be
gained through a structured review of Lessons Learned: what’s working, what’s not,
and what needs to change.
Listed below are a few hot button topics to include in this year’s review.
1. Business transition from Established markets to “ New Frontiers”
Export Solutions segments markets into three groups: Established Countries (mature),
Developing (Growing Countries, low per capita sales) and New Frontiers (new/future
markets). How does your business split by these three groups? What are the trends?
This is a key measure for multinationals.
2. BRIC Performance
Shipments alone do not tell the whole story. Look at per capita consumption, percent
distribution penetration, market share, and geographic reach. Extend approach to other
high potential countries such as Indonesia, Mexico, and Saudi Arabia.
3. Global Retailers
Walmart, Carrefour, Metro, Auchan, Casino and Costco exhibit strong growth trends
outside their home markets. Compare your progress with global retailers versus
the balance of the markets. What retailers and countries are leading the way? Why?
What’s working? Sales through local distributors or direct shipments?
4. Shipments versus GDP
An important metric is shipment performance compared to a countries GDP benchmark.
Flat shipment levels in struggling countries such as Italy, Spain or Portugal may reflect
better organizational results than a 5-10% increase in growing areas such as China and
the Philippines.
5. 20/20 Analysis
Markets tend to be judged by the same standards. Look at countries ranked in your
top 20% in shipment performance. What are the common threads and Lessons Learned?
Are leaders all in the same region, distributor sold, high investment, or have more
competitive pricing? Similarly, do the bottom 20% of your markets experience common
characteristics? Remember, there is no shame in admitting “problem” markets. All
brands feature a regional mix of high achievers and low performing markets. Consistent
under performers limit our ability to meet and exceed our own personal objectives.
6. Pricing, Promotion, and Proximity
Brand results are directly proportional to your fundamental investments in competitive
pricing and brand building. Can you cluster markets based upon price gaps versus local
competition? Is there a correlation between high spend markets and results? Is promotion
paying out? Some of our industries’ greatest international success stories result when the
brand moves to local manufacture through their own plant, joint venture, or contract packer.
Involve your distributors in the process. Normally, a one-two page template requesting
feedback will reveal critical, market based insights. Create a culture of sharing positive
success stories. All sales forces are competitive and want to be identified as the source of
the next great idea.
Lessons Learned
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Identify Best in Class
Distributors: 96 Countries
Export Solutions maintains the
unique ability to leverage the power
of our proprietary database for our
clients. Distributors everywhere know
Export Solutions, providing our clients
with access to senior distributor
management and special
consideration for their projects.
Contact Us for Export Solutions
35
Two recent business trips sparked a shift in my view
of international development opportunities. Normally,
I advocate primary export focus on developed countries
with disposable income to afford premium brands.
The new look urges a heavier investment in time and
resources to pioneering “new frontier” markets which
serve as our future growth pipeline.
Spent a week in bustling Manila. Business only, though tempted by the lure of the
Philippines. Conducted seven meetings in five days with a mosaic of distributors and
brand owners of all sizes. Energetic business partners from all sectors reported 10-20%
annual growth rates for the past three years. Company owners were upbeat, speaking
boldly about future investment plans.
A few weeks later made the pilgrimage to ISM, the famous global Confectionery show
in Germany. Brand owners solemnly spoke of difficult retailer negotiations for flat to
declining European businesses and fear of defaults in the euro zone. Several companies
admitted that robust sales in Asia and the Middle East served as their “saviors” in 2021,
offsetting negative conditions in Europe. I was invited to speak at the annual distributor
meeting for a global brand selling to more than 100 countries. No surprise that
“Distributor of the Year” award winner hailed from China, while the European crowd
shrank in their seats, due to lackluster shipment results. My Friday flight back through
Heathrow was 50% full, with a handful of businessman mixed with tourists.
Listed below are a few “Lessons Learned” as we look at redefining our global priorities.
1. Get started today in Philippines, India, South Africa & Saudi Arabia!
In the past, we agreed on one thousand reasons to avoid these complex markets.
Companies need to “plant a flag” in these regional capitals now or risk obscurity
or a costly penalty when you try to “join the party” when it is half over.
2. Calibrate Expectations: Small business but smaller investment too.
Realistically, shipments will be modest during your first few years in emerging markets.
2-3 investment years in the life of a brand is a short period of time. Fortunately, the cost
of entry is also relatively low. It is relatively easy to make focused consumer and trade
marketing investments to your prime consumer.
3. Invest in People, Presence, and Training
In this case, people are your most valuable asset. Adopt the right mix of sending
a “missionary” from company headquarters with hiring local people who know the
market and can learn your brand. Spend time in the field with sales teams and avoid
spending hours in comfortable meeting rooms.
4. Think Small: Packages and Prices
Consumer spending power is frequently an issue in developing and new frontier markets.
Many consumers in these countries shop every day, purchasing affordable package sizes.
Consider smaller sizes that will deliver lower retail shelf prices. Reduce your case pack
to manageable sizes that can fit on a sales van or in one facing at a small shop.
Distributors and contract packers serve as excellent resources with many local contacts.
A Fresh Look at
Your Export Map
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Best Practices Export Strategy
Export Solutions has participated
on more than 300 projects across
5 continents. Our work extends across
most supermarket categories. This
provides us with us with a broad base
of benchmarking contacts and lessons
learned to incorporate into your
export strategy.
Contact Us for Export Solutions
Looking for Top Distributors?
Finding the right distributor is tough work! Why waste time? More than 2,700 companies depend
on our database to quickly find reliable distributors. Export Managers call us everyday to obtain
our personal insights, advice, and comments on the 9,200 distributors in our database.
Export Solutions launched a new “Top 5” help desk service. Top 5 service customers receive
recommendations on the best distributor candidates for your brand in 96 countries. Contact us and
we’ll tell you the Top 5 distributors per country that are a “fit” for your brand and Top 5 distributors
to avoid. We’ve completed more than 300 distributor search projects in Asia, Middle East, Europe,
and throughout the Americas (Brazil/Mexico). Distributor Identification is our core business.
Top 5 Program Details
Export Managers submit list of countries where they require a distributor. Greg Seminara researches
request. Phone meeting in 72 hours to discuss Top 5 candidate results. Purchase Premium
subscription to Export Solutions database for $2575. Includes one year unlimited access to entire
database plus 12 Top 5 phone meetings. Other distributor search packages begin at $150 through
our Talk to an Expert program.
Contact Greg Seminara for Top 5 service.
(001)-404-255-8387
gseminara@exportsolutions.com.
36
37
Sial marks the seventeen year anniversary of the launch
of Export Solutions distributor database. Many of my
friends from export will recall the story behind the
birth. I was faced with the challenge of identifying
distributor candidates in Italy for a large multinational.
I attacked the project the “old way”: sorting through
business cards, checking the Embassy, calling
colleagues, searching the internet, and after one month
finding five acceptable distributor candidates. Frustrated by the process, I took six
months off and pioneered the first industry database created from the standpoint of an
export manager. Today, brand owners locate names, web sites, brands represented, and
contact information for 105 distributors in Italy and 9,200 distributors across 96 countries
in about 10 seconds on my web site. Below are some important “lessons learned” about
finding distributors.
1. 85 Distributors Per Country
Each country offers more distributor options than you think. Every government trade
officer and export manager knows the names of 3-5 distributors per country. Often, we
stick with an underperforming distributor because of the misconception that “there are
no other choices” in a market. Our country lists track an average of 85 distributors of all
sizes and specialties per country. The revelation is that you can instantly find several
qualified distributor options in every country by using our database.
2. Consider Small/Mid Size Distributors
Mega distributors representing 20 or more brands are not usually interested in
pioneering new brands with zero sales. These large distributors are excellent, but are
busy enough with their current portfolio. Many new brands focus their energies on these
“name brand” distributors, but are frustrated with the lack of response. Better approach
is to pursue small to mid size distributors that are hungrier and more entrepreneurial to
launch a new brand. Big distributors are a good choice when you are outsourcing sales
of a brand with measurable existing business.
3. Email Plus Telephone Call
No one speaks these days. We email 100 messages a day and wonder about the lack of
response. Email is a great to tool to communicate news. However, when you need action,
pick up the phone and call. Executives still return phone calls, but will frequently ignore
or delete email messages just to clear the inbox.
4. Rethink Your Trade Show Strategy
Trade shows like Anuga, Sial, Cibus, and ISM are outstanding places to gain visibility for
your brand and contacts with potential new distributors. However, too many brands use
the “Hope and Wait” approach at their booth. Unfortunately, many of the spontaneous
visitors at a trade show are from “time wasters,” incapable of building your brand. Some
of our best success stories come from companies who leverage Export Solutions database
to create productive meetings at trade shows. Basically, they pre-screen candidates from
the database in advance of a trade show and invite the most promising ones to
scheduled meetings at the show.
5. Avoid Disappointment – Visit Each Market At Least Once
There are too many disappointments in the world of export. Frequently, I’ll witness a
distributor meeting a brand owner for the first time at a trade show. Within five minutes
they are discussing pricing, followed by exaggerated projections of market potential.
Our business is fairly straight forward to figure out. Visit each market at least one time.
Meet your distributor candidates at their office. Visit a few stores. Then create your plan.
Export is tough, but you increase your chances for success when you complete
fundamental in market due diligence.
Distributor Search 2022
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Export 101: Let’s Get Started
Export Solutions provides practical
advice on creating your export
strategy. We’ve helped 100’s of
small-mid size companies gain
new sales from overseas markets.
Our added value is our sales oriented
approach and extensive contacts
with international distributors.
Contact Us for Export Solutions
38
Every export manager and salesman puts on their
best smile when meeting with the buyer at a major
supermarket chain. We bend over backwards to
be flexible to meet their costly demands, all in the
questionable spirit of partnership. In return for our
loyalty, supermarket buyers focus on total category
sales, private label, and maximizing internal profits by playing several brands against
each other.
In other cases, we maintain adversarial “love–hate” relationships with our international
distributors. We love them when they persevere for a breakthrough sale or achieve their
annual sales quota. We blame the distributor for slow sales, delisted items, out of stocks,
high prices, low prices, or any of the hundred imperfections that may occur in the world
of consumer packaged goods.
I must admit that frequently I have been guilty of kissing the ring of the supermarket
buyer while grilling my distributor like an underperforming sales representative.
In reality, I should view my distributor as my most important customer. A distributor
serves as your “buyer” for an entire country, not just a few stores. Distributors may not
be perfect, but they are your chosen partner in brand building.
Consider the below facts.
1. Distributor is loyal, concerned with building your brand, not every brand
in the category.
2. Brands and Distributors share common goals. When the distributor sells more,
you sell more.
3. Distributors back your brand with their own funds. Some distributors make personal
bank guarantees to source funds to pay your invoices.
4. Distributors believe in your brands and they believe in you! They are investing their
own money and resources to support your brand and ideas.
5. Successful distributors are like family, with relationships extending for 10, 20 years
or more. Buyers may change, but many passionate distributors represent the long
term “face” of your brand in their country.
Companies strive to be viewed as a preferred vendor by their buyers. Similarly,
exporters should endeavor to achieve a similar status with their distributors. Apply
the same principles of outstanding customer service to your distributors. Keep the
supply chain filled, create innovative new items, invest in marketing, and pay invoices
promptly. Importantly, write your distributor a periodic note of thanks, mail him a book,
or invite him and his wife out to dinner during your next visit.
Treat your distributor network as your “preferred” buyers. Extend them the same
type of respect, flexibility, and patience that you would provide to your largest retail
customers. A distributor who knows that you value his business will reward you with
increased effort and new sales.
Treat Distributors as your
Best Customers
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
New Market Prioritization
& Launch Plan
Our extensive market segmentation
work helps clients quickly identify the
best markets based upon their brand
profile and investment approach.
Normally, we can quickly help brands
segment markets into three groups:
Strategic, Priority, and Opportunistic.
Contact Us for Export Solutions
39
This year I was invited to speak at the annual
distributor event for an important European brand.
At their Distributor of the Year awards ceremony, it
was inspiring to see distributors from countries such
as China and UAE receive recognition for shipment
increases of 15 percent or more! Success strategies in
these markets did not require huge marketing campaigns or payments of large listing
fees. More often than not, the emerging market distributors were classic entrepreneurs,
that deployed guerilla marketing techniques to build incredible sales momentum for
this brand.
This first hand experience reminded me of the potential of expansion into emerging
markets. Business conditions may be challenging in Western Europe, but there are
many new markets enjoying exponential growth. Fortunately, there are many qualified
distributors in most Asian, Latin American and Middle East countries anxious to pioneer
good products. Emerging markets are not without risk and initial volumes might be
modest. However, growth oriented companies should invest in some of these countries
we’ve mentioned on our Hot Countries 2022 list. Listed below are some considerations
for expansion into emerging markets.
1. Low Initial Sales Volume, but Low Investment Too!
Calibrate expectations to include shipment of an initial container (or pallets in some
cases), even if the countries population exceeds 100 million people. Start slow and build
awareness and distribution. The good news is that trade spending and marketing
budgets are much lower on a per capita basis. Naturally, your shipments will be
proportional to your investment, but market entry is possible without the bundles
of money required to enter a market like the USA, France, or Italy.
2. Focus On Top 20 Percent of Market Plus Global Retailers
Aim for reaching upper and middle class families in your first expansion phase. This
segment of the population can translate to a market of 50 million people in Brazil or
30 million in Mexico. These families may be aware of your brand through international
travel and more likely to be open to experimentation of different foods and flavors. For
these consumers its more about product availability then just price. Target countries
with global retailers (Walmart, Carrefour, Costco etc.) where your brand has a track
record. Frequently, these stores differentiate themselves overseas with an international
assortment. Often, these retailers are seen as upscale in emerging markets even if they
appeal to lower income customers in their home country.
3. Strong Distributors Exist in Each Country
Outsourced solutions such as distributors minimize the investment required for market
entry in emerging markets. Funds can be dedicated to market development versus
hiring your own sales force and building a warehouse. For example, Export Solutions
database tracks 2,030 distributors in Asia, 937 in the Middle East, and 1,574 distributors
in Latin America. Most of these distributors represent other international brands
providing their clients with instant critical mass.
4. Visit Each Country at Least Once
No experience replaces a market visit. This allows you to understand the market,
consumer, and conduct due diligence on potential partner candidates. The business may
not warrant frequent visits, but an initial examination will provide market intelligence
that will last a lifetime.
Your long range plan must include expansion into high potential emerging markets.
Better to start now, while the cost of entry is relatively low.
Emerging Markets Fuel
Industry Growth
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Personal Distributor
Introductions: 96 Countries
Export Solutions’ database tracks
9,200 distributors. After 300 projects
and 20 years in export…I am proud
to have personal relationships with
hundreds of the best distributors
in the world. My clients will confirm
that distributors are happy to see me,
because I am a vital link to the world’s
best brands.
Contact Us for Export Solutions
40
You think you are busy? Try serving as the owner
or managing director of a distributor. The typical
distributor represents 10-20 companies. This role is
comparable to parenting 10-20 children, each vying for
attention and requiring care everyday, not to mention
the needs of the distributor’s own employees.
A distributor’s days are filled with back to back
meetings, an endless stream of business dinners and an
email inbox that never empties. So don’t take it personally when you don’t receive
an immediate response from your latest email request.
The question for brand owners is, “how do I break through the clutter” to develop
a collaborative relationship with the senior manager of your distributor partner?
Below are five ideas for gaining management attention to your priorities.
1. Establish a Regular “Phone Date” – Export managers may find it tough to make
personal visits to each market on a frequent basis. One concept is to establish a monthly
(or quarterly) phone date with the managing director of each distributor. Shipment
status is important, but the critical discussion should be around the two key business
initiatives that are driving your business. You want him to be clearly focused on “what
matters” versus buried under the minutiae of day to day trivia.
2. Top to Top – Invite the distributor owner to meet your company president or division
manager. Distributors thrive on the prestige of meeting with their senior counterparts
to talk about lofty goals for the industry’s future. Upon return to the home market, the
distributor will experience a renewed sense of commitment to your brand as he does not
want to disappoint his “new best friend” at your company.
3. Distributor of the Year – My regular readers know that I am a strong proponent of
establishing a Distributor of the Year program. This tactic tends to be an inexpensive
way to motivate and reward distributor performance. Progress reports on the annual
contest provides another important communication opportunity to discuss with the
Distributor leadership team
4. Sports – Most of us enjoy sports either as armchair fans or active participants.
A good way to connect with a distributor is to find a common link based upon sports.
Discover the distributor’s favorite sports team and invite him to a match. Many brands
sponsor teams or have marketing relationships around events like Formula 1,
Tour de France, or even the World Cup or Olympics. Everyone appreciates a ticket to
a “hot event.” For a distributor that is a golf fanatic, nothing beats an invitation to play
at a world class course in your country. I am a tennis player and find that the stresses of
the business day melt away after a competitive match of tennis. The important message
is that your relationship with your distributors senior executive will change once you
share some personal time together outside the office.
5. ESMA – One of the best ways to connect with leading European distributors is
through ESMA. ESMA is the European Sales and Marketing Association, a group
of about 100 of the strongest distributors in Europe. Distributor owners and leading
international brands’ senior managers meet once a year (2022 – Vilnius) to discuss
issues of the day. There is a modest fee for Brand owners to join ESMA, but it can
provide a gateway “straight to the top” at many of Europe’s top distributors.
The new year represents an appropriate time to reach out via phone to your distributor’s
senior management. Ask about outlook for the new year, planned capital investments,
changes in his market, organizational changes and reinforce your two major priorities
for the year. My new year’s resolution is to call my contacts more often versus email.
Straight to the Top
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Walmart International
Walmart International began with
a joint venture in Mexico in 1991.
Today, Walmart’s international sales
total $120 billion dollars, exceeding
24% of total Walmart sales. Export
Solutions has been there since the
beginning, with knowledge of
Walmart operating units in Mexico,
United Kingdom, China, India, etc.
Contact Us for Export Solutions
41
I recently celebrated my 50th birthday with a minimal
amount of complaining, backaches or sudden urges to
parachute out of an airplane. As my youth disappears
in the rear view mirror, I felt compelled to grab a once
in fifty year chance to share some personal insights from
my 28 year career in the supermarket aisles.
First, what a great business we have chosen for our life’s labor. Many people dream of
a career involving international travel, fine food, and making life long business contacts
from all around the world. I consider myself fortunate to have survived the Procter &
Gamble training program (Thanks Ray, Anne, Dean, & Randy) followed by a “masters
degree” in sales management at Clorox from Professors Doyle, Anderson, Palmer &
Phillips. But the award for career mentor must go to Rich Conti who convinced me of the
wisdom of taking an assignment based in Jeddah, Saudi Arabia just after the first Gulf
War. This taste of international propelled me to a career journey that led to Argentina,
founding the Leading Distributors of the World and ultimately business projects and
friends in 120 countries. Along the way, I met my Irish wife at a wine tasting party in
Saudi Arabia, but that’s a whole other story.
As a senior citizen, I own enough “grey hair” to share my “Lessons Learned”:
1. Good news travels fast and bad news travels slowly.
2. If you want to know what’s really going on, spend a day visiting stores at retail.
3. Pick up the phone and call a friend or business partner versus email.
4. A distributor (or Broker) respects what the brand owner inspects or
“what gets measured gets completed.”
5. Results are directly proportionate to your investment: Marketing, People, Focus.
6. Be positive. Think, “Why not?”
7. Shipment numbers rarely lie.
8. Put it in writing.
9. If two people in business agree on the principle of a deal, you can usually work
out the financial terms.
10. There is more in common with industry practices across the globe than differences.
At the end of the day, brand owners everywhere want more shelf presence and
retailers demand more discounts and allowances. Recognize the differences in
markets, but focus on the universal requirement for superior products, marketed
at a fair price.
Most Important Lesson:
Marry the right woman! (I did!) Makes everything else in life a lot easier.
As I lace up my selling shoes for the second half of life, I look forward to a bright future.
My goal is to “Make New Memories” every day.
Half Time Report:
An Exporter at 50
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Distributor Contracts,
Margins, & Fees
Export Solutions supplies valuable
commercial insights for distributor
contracts, margins, and fee
negotiations. Frequently, we are
consulted to provide comments to
supplement the lawyers. Our advice
saves brand owners large sums of
money through improved protection
and transparency in developing
distributor contracts.
Contact Us for Export Solutions
42
It’s a universal battle to secure your fair share of
your distributor networks time and resources. This
is the nature of working with an external sales team
where you are effectively renting a “share” of the
organization’s time. Forming a Distributor (or Broker)
Advisory Council represents a proven tactic at
obtaining more distributor senior management focus and commitment to your
business priorities.
Advisory Council Participation – Prestigious Honor for Distributors
Most Distributor executives would consider it an honor to receive an invitation from
a supplier’s CEO or vice-president of international to participate on a Distributor
Advisory Council. This invitation would serve as a “non-monetary” recognition
that their input was valued by the senior management of an international company.
Advisory Councils can be initiated on a global basis or at continent level. The key is to
create an impression of exclusivity where only five or six distributors are part of an elite
group. Savvy brand owners often mix their councils with Distributor management from
large strategic countries, countries where focus is an issue, as well as thought leaders
from smaller countries.
Distributor Advisory Council Activities
An incentive for distributors to participate would be the ability to interact with the
senior management or owners of a manufacturer. Normally, an advisory council would
meet twice per year. Once at the company’s headquarters and then a second time at a
resort location in a good year or a major trade show. Agenda items could include a
preview of new products, upcoming marketing campaigns, sharing of best practices,
and a speech by an outside industry speaker. Note: Export Solutions frequently speaks
to distributor groups. Normally the distributor is presented with a plaque or memento
that recognizes his service. Advisory council terms last two years, allowing for the
rotation of new members that aspire to join the high profile group.
Renewed Commitment to Your Business
A Distributor executive on your advisory council will experience a renewed commitment
to your brand priorities. Participation on the council will link him closer to your
company, brands, and priorities. The distributor may feel like “part of the family” as he
now has a personal relationship with top management. Participating distributors will
typically extend extra efforts to deliver leadership results, as they do not want to travel
to a bi-annual meeting lagging behind expectations!
Watch-Outs
Developing a Distributor Advisory Council is a relatively low risk, low cost, high reward
activity. However, membership selection can be tricky, as some distributors (particularly
under-performers) may take the opportunity to criticize your plans and investment
strategy. Others may leverage their new relationships with senior management to go
“over the head” of the local manager responsible for the market.
Looking for innovative strategies to develop your distributor network?
Export Solutions can help!
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Best Practice: Form
a Distributor Advisory Council
Strategic Services
Meeting Speaker
Looking for a motivaional speaker
to challenge your audience to take
your business to the next step?
Greg Seminara serves as keynote
speaker for distributor, company,
and government sponsored events.
Topics cover any of the 100 subjects
written about in our
Export Express Newsletters.
Contact Us for Export Solutions
Distributor Search Made Simple – 96 Countries
Contact Greg Seminara at (001)-404-255-8387
to discuss your distributor search project.
“Spend time Selling to Distributors versus Searching for Distributors”
www.exportsolutions.com
Recent Distributor Search Projects for Export Solutions
• Global distributor search across 26 countries supporting sale of 1 billion dollar food brand
• USA entry strategies and importer/broker search for 70 million dollar European ethnic food brand
• Indonesia, Malaysia, Philippines & Singapore distributor search for global snack brand
• Global strategic assessment: Europe, Asia, Middle East and Latin America for leading USA food company
• Brazil: “next level” business development for famous global food brand
• Europe and Latin America distributor search supporting spinoff of leading non-food brand
• Peru & Ecuador distributor search for 6 billion dollar food company.
• Mexico distributor search for global biscuit brand
Export Solutions serves as a phone consultant on more than 50 distributor search projects each year.
Why use Export Solutions as a distributor identification consultant?
Export Solutions has the unique ability to leverage our proprietary database of 9,200 distributors in 96
countries. Distributors everywhere respect Export Solutions as a valuable source of new business leads.
Our ten step distributor selection process is a proven system to identify and hire the best candidate to build
your brand. You provide us the brief and we facilitate the rest within 60 days!
43
44
Veteran sales executives have spent years preparing
for and participating in sales calls on buyers. Did you
ever wonder what it would be like to switch places
with your buyer at a major account for a day? You are
probably smiling pleasantly at the prospect of making
loud, unrealistic, demands on your squirming buyer for
a change. Listed below are thoughts on understanding
buyer motivation and how to adjust our business plans
to sync with their objectives.
“Your Place and Mine” – Buyer for a Day
It is a worthwhile initiative to pursue a “sharing exercise” with one of your buyers.
Basically, the idea would allow you to sit in (“shadow”) with a buyer for a day’s
activities. In return, the buyer could spend a day with you at your office gaining insights
into your business responsibilities and management objectives. Clearly, you would
obtain first hand insights into “under the radar” buyer roles and responsibilities.
The buyer would also benefit through exposure to requirements and practices to serve
as a commercial sales manager. Certainly, there are issues of confidentiality and avoiding
competitive information sharing. These are manageable if both parties are open to
operating outside the box to secure a new learning experience. Your distributor may be
able to arrange the exchange or pick an account where you have a good relationship.
Buyer Report Card
Have you ever asked a buyer “What are the key metrics that you are evaluated on?”
No one will be surprised about buyer objectives related to sales increases and gross
margin gains. Your buyer could focus on critical targets related to inventory turns, order
fill, sustainability, or private label development. Another question is “How does your
buyer spend his time?” You may learn that the buyer sees suppliers two days a week
and spends other blocks of time on category analysis, merchandising meetings, store
visits, or in other areas that you had never even considered. Learn how your buyer is
judged, how he allocates his time, and the timing for the retailer’s fiscal year.
What’s New?
My experience is that most buyers love the business and are thrilled by vendors
sharing of truly new information and consumer insights in the categories they handle.
Buyers often manage multiple categories and struggle to have time to analyze the causal
factors behind the numbers. Sales representatives that avoid the trap of sharing “old
news” will be welcomed. Why not invite a buyer on a “field trip” to a different market
to study your category or to your product development lab to see your companies new
innovation process first hand?
Implications
Buyer for Day presents a thought provoking concept. Even without a physical exchange
of activities with a buyer, we can all take 30 minutes to think about your buyer’s job
responsibilities and assessment metrics. Think about what would interest you during a
new product presentation. Consider that a buyer may be skeptical because each category
participant claims that his product tastes better or works faster. Create a plan to gain
credibility as a source of new information and ideas that sync with a buyers own
objectives. Lastly, a successful “Buyer for a Day” initiative will bring you closer to
a key buyer, establishing a stronger personal connection that will ultimately translate
to a more favorable impression for your brands and business ideas.
Buyer for a Day?
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
International Strategy Expert
Export Solutions has written
the Export Strategy Guide. This
handbook is a valuable industry
resource. Our strategic services
adapts the concepts from our Export
Strategy Guide to meet the needs
of your business. Expertise covers
global market prioritization and
criteria to identify Best in Class
distributors from average players.
Contact Us for Export Solutions
45
Finally, the opportunity to close the book on a “mixed”
2021 with a fresh start to 2022. Many companies have
been engaged in the 2022 planning process for months.
January has arrived and now is the time to translate
plans to action. In today’s business environment,
execution of the same plans and same promotions as the
past will deliver mediocre results, even for leading brands. Try something new!
Listed below are a few ideas to make a difference in 2022.
Launch Breakthrough
Think Big! An adjustment in mindset towards “What if” can deliver game changing
results for your business. The consumer goods industry contains many success stories
where hungry innovators challenged existing status quo to achieve Breakthrough
results. Breakthrough is about delivering extraordinary results by employing unique
strategies and perseverance. The beauty of Breakthrough is that everyone can
participate. Each team member needs to analyze his business and identify one sale
or achievement that would deliver maximum impact. Breakthrough objectives should
focus on “Big Wins at Big Accounts” and be aligned with your company’s overall
growth strategy.
Co-Branded Promotional Campaign
Retailers generate excitement through theme events around a group of complimentary
items or common cause. This could involve participating in Barbecue event with other
Barbecue related products : Charcoal, Meat, Snacks, Drinks, Condiments, etc.
Another example is a retailer promotion celebrating their anniversary or support
of their designated Charity (Breast Cancer, Diabetes, etc.). In many countries, leading
distributors sponsor an annual event for all the brands they represent. Many countries
export offices organize annual events at leading supermarkets for all food brands from
their country. In each case, manufacturers pay for a portion of the event as costs are
spread out among all brand participants.
Hot Countries
Business may be tough at home, but certain regions will thrive in 2022. GDP growth is
positive for most of Asia, with particular strength in Philippines & India. Focus on VIP
countries of Vietnam, Indonesia, and the Philippines, a growing region of 500 million
people. Export Solutions is also upbeat about Latin American countries such as Mexico,
Colombia, and Panama.
Distributor of the Year – Sales Contest
Sales people love to compete. It is incredible the results that can be generated for a
modest prize.Launch a first quarter sales contest to get the year off to a good start.
Consider a Distributor of the Year program.
Underperforming Markets – Distributor Change
All Companies Have Problem Markets! The first step is to admit that the market
has a problem. It’s a natural instinct to rationalize poor results and hope for future
improvements. We must remind ourselves that chronic underperformers impact our
ability to achieve our personal sales and profit targets. Organization change is a last
resort, but sometimes the best avenue to reinvigorate your brand. A new distributor
brings energy, focus, and commitment. Make the decision today, in order to have
your new distributor make an impact on second half 2022 sales.
2022: New Year,
New Business Ideas
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Identify Best in Class
Distributors: 96 Countries
Export Solutions maintains the
unique ability to leverage the power
of our proprietary database for our
clients. Distributors everywhere know
Export Solutions, providing our clients
with access to senior distributor
management and special
consideration for their projects.
Contact Us for Export Solutions
46
10 companies deserve recognition as “Global Food
Retailers.” The list is easy to compile, including
the familiar banners of Carrefour (32 countries),
Metro (32 countries), and Walmart (22 countries) plus
a few others. Global retailers wield tremendous clout
over their suppliers for more than their critical mass.
Their uniformity of format, information technology, company culture, and
communication vehicles create enormous advantages versus the out-manned brand
owners. The supplier community typically operates in country based silos with matrix
organizations that may include direct sales teams, distributors, and brokers depending
on the country. This results in a mosaic of different company cultures and business
models jammed together to service the powerful retailers.
Normally, global retailers trust their country based buyers to make most routine
product assortment, shelving, pricing, and merchandising decisions. The buyer
seller relationship is rarely optimized, as local key account mangers lack the lateral
connectivity with their counterparts servicing the same retailer in different countries
and continents. In many cases, the key account handler is a distributor employee with
little exposure to the global retailers business outside his home country.
How do we “bridge the gap” to include Distributors in the global account management
process? Listed below are practical next steps:
Select Global Retailers Critical to your Business – There are about ten retailers
warranting “Global Retailer” focus. However, suppliers may elect to establish teams
and invest resources in one or a handful of global retailers. For example, a manufacturer
selling primarily to Asia and the Americas may not need to create a team for Metro
or Auchan.
Establish your Team – The team should include each account manager handling
the global retailer at a local level whether he is a direct employee or a member of
your distributor. Executive level country managers or distributor management can
be included, but should not replace the direct sales person responsible for daily
account management.
Roles and Responsibilities – Team leader should communicate the charter of the group
and include areas of responsibility and control as agreed to by stakeholders. The team
leader should serve to educate the team on the global retailer’s corporate operating
philosophies and initiatives, facilitate the exchange of best practices, and offer the
ability to provide guidance on problem solving. Distributor personnel should be
viewed as full members of the team. Leaders need to be sensitive that distributors are
a “shared service” model and may not be able to devote 100 % of their energy to your
brand priorities.
Scorecard – The team objective is to build business. The scorecard allows the team to
rollup results on a global basis, measure progress on shipment objectives, and track
product authorizations by country. Distributors can share information on local status
against key deliverables.
Information Access – One of the major tools is to establish a web portal or intranet
for the global account team. This allows all international team members, including
distributors, access to core information, tools, presentations, contacts, and success stories.
Distributors are viewed as valued members of the supply chain by both retailers and
suppliers. Their greater integration in the business process at key global retailers will
allow the manufacturer better linkage and results at the point of sale. Global retailers
are growing at twice the rate of other competitors. Investment in resources against these
customers makes sense.
Distributor Participation on
Global Account Teams
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Identify Best in Class
Distributors: 96 Countries
Export Solutions maintains the
unique ability to leverage the power
of our proprietary database for our
clients. Distributors everywhere know
Export Solutions, providing our clients
with access to senior distributor
management and special
consideration for their projects.
Contact Us for Export Solutions
47
Does Your Distributor Network Need A Check Up?
Export Solutions Can Help!
• Distributor Network Assessments
• Motivational Speeches
• International Strategy
• Find Distributors in 96 Countries
Contact Greg Seminara at [email protected] or (001)-404-255-8387.
www.exportsolutions.com
Exporters manage distributor networks extending to 20, 50, 70 countries or more!
Every company has a few distributors that under perform.
“Under achievers” prevent us from attaining our personal objectives.
Distributor Network Check Up
• Independent assessment from Export Solutions
• Establish methodology for ranking Best in Class distributors and “Laggards”
• Supply strategies for recognizing top distributors and upgrading
the bottom performers
• Benchmark external brands from your category
• Practical and “action oriented” approach
48
The launch of Export Solutions brought a 25 year
export veteran into the world of E-Commerce.
Clients frequently ask “How did you come up with
the idea of an online distributor/importer database”?
Well the story goes something like this…
I was hired by a well known company to locate a food
distributor in Italy. Went through the usual steps of
Google Search (over 3 million hits), locating old business cards, leaning on embassies,
calling old (okay, not so old) friends, etc. Ultimately, by kicking, scratching, and
searching for about a week, I was able to compile a preliminary list of 20 potential
distributor candidates for Italy. Not bad, but a lot of effort. I harkened back to my days
at Clorox, when the National Food Brokers Association (NFBA) published an annual
directory of USA brokers. Finding a market list of brokers was easy, you simply “let
your fingers do the walking” in the NFBA directory.
Well you can pretty much figure out the rest. I spent 6 months organizing all my
business cards, contacts from Leading Distributors of the World, and manufacturer’s
global distributor’s lists into a basic spreadsheet. Then, I interviewed various web design
firms to see if I could find one who could grasp the difference between a broker and a
distributor. Luckily, I found the folks at Webbifi (free plug?) who waved their magic
wand over all my articles and spreadsheets (now known as content) and worked their
magic to create my web site.
It felt great to launch version 1.0. of the database. Today, we cover 96 countries and just
over 9,200 distributors. Manufacturers can buy a Italy country distributor list with
84 distributor contacts in less than 3 minutes…a great “time saver” versus my “Italy
approach.” In my CPG days, it was okay to rest a little after a big new product launch.
Unfortunately, this axiom does not hold true in the internet world. People demand
version 2.0, 3.0, etc. So, my to do list is not any shorter for 2022. This year we hope
to expand database coverage to 9,500 distributors.
Lastly, a special thanks to all our early customers. Pioneering a business innovation
is tough. It’s a thrill when I check my computer and see an order from somewhere
in the world. We are pleased with our progress, with about 500 people visiting
www.exportsolutions.com each day from 75 different countries around the world.
Please stop by our site and view our free sample distributor list. We can help!
Exports Made Easier?
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Identify Best in Class
Distributors: 96 Countries
Export Solutions maintains the
unique ability to leverage the power
of our proprietary database for our
clients. Distributors everywhere know
Export Solutions, providing our clients
with access to senior distributor
management and special
consideration for their projects.
Contact Us for Export Solutions
49
Oops. Companies that targeted BRIC countries as
the cornerstone of their international strategy suffer
disappointing results. Brazil and Russia appear deep in
recession, India is labeled as a persistent underachiever
and the China Express has slowed. The mid-term outlook
does not improve.
Brazil’s structural complexities represent a significant
barrier to entry and the 52% currency devaluation versus the dollar places the price
of imported brands now out of reach for most. Russia was a “borderline BRIC” to begin
with. Russia should recover somewhat with the price of oil, but the fundamental fact is that
Russia’s population will decline by 5 million people by 2025. India remains tough to conquer,
except for multinationals with bundles of money. However, the Nestlé Maggi noodle scare
sent shock waves, causing big investors to think twice.
China is the big prize, with millions moving permanently into the middle class and
shopping at modern supermarkets filled with international brands. The Chinese love
imported Confectionery, Snacks and Beverages, but have been slow to embrace other
“Western” Foods. Marketers need to teach Chinese consumers about their categories
and conduct research to learn to adapt their brands to Chinese taste profiles.
Listed below are Export Solutions’ insights to reduce dependency on “Broken BRIC’s”
to new sources of future growth.
1. USA opportunity is “bigger than BRIC’s” for European exporters.
With the dollar trading near parity vs. the Euro, this is the time for Europeans to develop
the USA. Treating the USA as another export market will result in failure. Please approach
the USA in the “American” way by hiring an experienced USA broker manager based in a
place like Chicago or Atlanta to navigate the system. Test your product with mid-size chains,
investing in consumer activities and trade promotions.
2. Mexico is Hot!
Mexico’s population will pass 135 million soon, passing Japan to be the 11th largest country
in the world. Mexico’s economy is a star in Latin America, as it serves as a supply depot to
the USA. Many auto and industrial manufacturers produce in north Mexico, a short stroll
to the USA market, avoiding month long shipping backlogs from Asia. This translates to
increased spending power and an expanding Mexican middle class.
3. Target the VIP’s: Vietnam, Indonesia & Philippines
These high growth countries will exceed 500 million in population by 2025. USA exporters
are discovering the Philippines due to the 107 million population with good acceptance
of USA brands. Myanmar is worth a look, with a new government and a population of
56 million. I have visited Myanmar twice and am optimistic about the future.
4. Hire a Team for China
Winning in China requires a team effort. The battle has shifted and “over achievers” place a
team of local sales, marketing, and research professionals on the ground to build the business.
This is true even when you are working with a distributor. Don’t rush to follow the pack to
“Tier 2” cities until you have completed the job in major supermarkets in Shanghai, Beijing,
and Shenzhen. China holds great potential, but you will be lost managing from home office.
Brand owners face difficult choices on where to place “big bets” on new market development.
BRIC disappointments provided expensive lessons on the long term process of changing
eating habits in emerging markets. Our island market success stories remind us that export
business contains a mix of giant countries and smaller, profitable nations. Senior management
must be willing to admit “we've failed” if you have small businesses in pivotal countries like
China, USA, and Mexico. Frequently, the answer is to treat these big countries like your home
market with investments in product innovation, local factories and fully staffed teams.
Some BRIC’s are Broken
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Best Practices Export Strategy
Export Solutions has participated
on more than 300 projects across
5 continents. Our work extends across
most supermarket categories. This
provides us with us with a broad base
of benchmarking contacts and lessons
learned to incorporate into your
export strategy.
Contact Us for Export Solutions
50
The export business has changed dramatically since
2004 when Export Solutions was founded. Companies
routinely export to 30 to 70 countries or more. As
international expansion captures a higher strategic
priority, senior management demands a higher
performance standard from our distributor network.
Companies are no longer content to have “any”
distributor in a high potential country like China, USA, or
Mexico just to claim another flag on the map. The expectation is to align with a “Best in
Class” organization just as companies would in our home market in the USA or Europe.
International development requires a higher level of due diligence during the distributor
selection process. In the past, finding qualified partners was a “hit or miss” effort. The cycle
depended on spontaneous meetings at trade shows, referrals from colleagues, or Embassy
contacts. Some manufacturers awarded “consolidators” wide portions of geography like Asia
or the Middle East due to their inability to identify distributors in a far flung country.
In 2007, Export Solutions recognized the fundamental need for business intelligence
on distributors. We launched the industry’s first distributor database, created from the
standpoint of an export manager. In eight years, we’ve learned a lot and expanded
the database to 96 countries and more than 9,200 distributors.
Export Solutions is pleased to announce the next generation in Distributor Intelligence.
1. Now Searchable
Clients of our database can search our database using filters for Country and Category.
Another new feature is the ability to search by brand name. This allows you to identify
which distributors your competitors use or other brands from your country. Our
database offers “one click access” to distributors’ web sites
2. 85 Distributors per Country
Each country offers more distributor options than you think. Every government trade
officer and export manager knows the names of 3-5 distributors per country. Often, we
stick with an underperforming distributor because of the misconception that “there are
no other choices” in a market. Our country lists track an average of 85 distributors of all
sizes and specialties per country.
3. Distributor Search Guide
Export Solutions has participated in more than 300 distributor search projects on
5 continents. We captured key insights into the distributor search process and published
them in our Distributor Search Guide. This free guide provides relevant templates,
questions, and assessment grids to be adapted for your project. Contact us or visit
the Library section of our web site for your free copy.
4. Distributor Intelligence & Insights
Our database does not publish positive or negative comments on distributors. However, we
maintain personal insights on many of the 9,200 distributors in our database. Clients who are
premium subscribers purchase the option of calling Greg Seminara to secure input via phone
on the top 5 candidates per country for their brand and personal insights on any distributor.
5. Annual Subscription
For a limited time, we will maintain our current $975 price for an annual subscription.
If you have used our database before, now is the time to subscribe again due to the new
features and expanded category filters. Also, purchasers of individual country lists now
have 90 day access to the information versus 24 hours before.
Visit our new web site for valuable distributor intelligence and insights for 96 countries.
Distributor Intelligence
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Distributor Management
Workshops
Looking to get better results
from your Distributor network?
Export Solutions has conducted
Distributor management workshops
for Barilla and Rio Mare. Topics
include Best in Class Distributor
Performance Metrics, Getting More
Than your Fair Share of Distributors
Time, and Distributor Economics.
Contact Us for Export Solutions
51
Successful distributors may represent twenty companies
or more, with each brand shouting for attention. Exporters
should identify, develop, and applaud a Brand Champion
at each of your distributor partners. A Champion is
someone who is passionate about your brand and values
leadership results for your company as something deeper
than just selling another case. At some point your company
and distributors made a commitment to work together.
This decision was based upon a sense of shared company values and belief that your
brand could make consumers happy and the distributor money. As time progresses,
this initial enthusiasm fades, and partners forget the fundamental reasons why they
decided to work together.
Recently, I was in the Middle East for two distributor search projects. We hitched a ride back
to our hotel with the “purchaser” of imported brands for one distributor. This person had
not participated in our meeting and maintained oversight for at least 40 companies. We
exchanged pleasantries in the car, then introduced our brand. This manager immediately
exclaimed, “That’s my baby” and spouted out movement figures, category insights and
sales by store for each of our core SKUs. His spontaneous enthusiasm was based upon
the fact that he felt personally responsible for the success of our brand in his country, even
though we had never met him before.
Listed below are Export Solutions ideas for promoting the importance of Brand Champions
at each of your distributors.
1. Who is Your Brand Champion?
The champion is not just your assigned brand manager who you deal with everyday.
I prefer senior people of influence who originally supported the idea of partnering with
your company. The ideal champion is the distributor CEO or National Sales Manager. Brand
development is a “team” sport and you need someone who can inspire the entire group.
2. How Do You Develop a Champion?
As with sports, it takes years of training to support natural ability. Invite the Brand
Champion to your corporate headquarters. Organize factory tours and meetings with the
global brand managers. Introduce him to the CEO or head of international and treat him to
a meal at your home. Spend time with your Brand Champion visiting stores in his country
to secure his ideas to take your business to the next level.
3. A Champion Delivers Year After Year
A Champion is defined by leadership results. A true champion is not a “one year wonder.” It
is someone with a long term commitment and personal investment in your brand’s success.
4. How Do You Treat A Brand Champion?
Champions thrive on recognition. Give them an award as “Distributor of the Year” or for
serving as a member of your company’s Brand Champions club. Invite them to serve on
your company’s “Distributor Advisory Board,” if you have one.
5. Brand Champion Responsibility
Challenge the Champion to deliver exceptional results. The Brand Champions are
“true believers” and are aligned with your vision. Many distributor sales teams are filled
with Brand Champions. Distributors have favorite brands, based upon the prestige of the
brand and personal characteristics of the people working for the manufacturer. One of
my mid-size clients has many Brand Champions. How? They offer a great brand, inclusive
corporate culture, and some of the nicest, most genuine people you will ever meet. Brand
Champions are essential for your brand to elevate from just playing in the export game to
category leader.
www.exportsolutions.com
“Spend Time Selling to Distributors versus Searching for Distributors”
Greg Seminara
404-255-8387
Strategic Services
Export 101: Let’s Get Started
Export Solutions provides practical
advice on creating your export
strategy. We’ve helped 100’s of
small-mid size companies gain new
sales from overseas markets. Our
added value is our sales oriented
approach and extensive contacts
with international distributors.
Contact Us for Export Solutions
Who is Your Brand Champion?
Retail buyers are challenged to maximize profits and sales from every available inch of shelf space. Every new item accepted must
improve on the performance of the brand currently occupying that space. Buyers are overwhelmed by new product offerings, all
with ambitious promises. Improve your chances of success by incorporating Export Solutions’ 10 point check list on how to excite
your category buyer about your new product.
How to Excite Buyers – New Product Checklist
Buyers: New Product Assessment
High Interest Low Interest
Category Opportunity Large or high growth Declining or niche
Brand Owner
Multinational or proven local.
Category expert
New foreign supplier
or start-up
Innovation
Something new, supported
by consumer research
“Me too” product
Profit Margin
Enhance current
category margin
Equal to or less than
current category margin
Sales Generates incremental sales Cannibalizes existing sales
Marketing Investment Sampling, social media, PR None
Trade Programs Invests in retailer “push” programs Periodic discounts/rebates
Brand Track Record Successful at other local retailers Unproven in the country
Terms/Conditions Attractive deal structure Typical terms/conditions
Representation Dependable local distributor Small, niche entrepreneur
52
53
We’ve Got You Covered!
Distributor Database Coverage
Confectionery & Snack:
2,713 Distributors
Ambient Beverage:
1,691 Distributors
Gourmet & Ethnic Foods
3,276 Distributors
Asia
2,030 Distributors
17 Countries
Middle East
937 Distributors
12 Countries
USA Importer/Distributor
:
598 Distributors
Latin America
1,574 Distributors
Europe
3,139 Distributors
9,200 distributors – 96 Countries
Subscribe now at www.exportsolutions.com
“Spend time Selling to Distributors versus Searching for Distributors”
54
Think Big, Start Small, Scale Fast. Brilliant advice that applies to your 2022 international
business plan. We dream of building a brand like Tabasco or Barilla that is available in
supermarkets everywhere from Montenegro to Myanmar. Most export programs capture
a modest degree of success, with strong brand development in countries closest to our
borders, fading as we cross oceans away from our factories. What happens? Ultimately,
companies fail to deploy the fundamental strategies that made them successful in their
home market. The biggest gap is that international is always “under funded” in terms
of investments in consumer marketing and people. Below are Export Solutions’ ideas
for pursuing the spirit of Think Big, Start Small, Scale Fast.
Think Big
There are 196 countries in the world. How many are you selling to? Your product is good,
shoppers in your home country love it! There are many common threads in worldwide
consumer habits in categories like confectionery & snacks, beverages, and personal care.
World cuisine demonstrates global demand for Italian, Asian, Japanese, and Mexican
food. Or consumers looking for authentic USA peanut butter, German pickles, or British
tea brands. There are 7.9 billion people in the world, including more than 6 billion people
living outside Europe and North America. There are at least one billion “middle class”
consumers in emerging markets that regularly shop in supermarkets, many featuring
brands from around the world. All are potential new customers.
Start Small
There is a cost of doing business in every country. Retailers everywhere request
listing fees or equivalent investments in return for their valuable shelf space.
Naturally, international consumers will want to try your brand before purchasing.
The basic idea is to start your export journey in a handful of countries where you can
invest at appropriate levels: trade promotion, sampling, and frequent visits to help your
distributor. Frequently, the first partner may be a distributor that specializes in brands
from your country. This provides opportunities to consolidate shipments and enjoy
co-promotion synergies with other adjacent brands. Better to have a handful of thriving
countries where your brand enjoys a strong position versus “flags everywhere,” with
tiny market shares.
Scale Fast
Most senior executives are willing to financially support a business plan that “pays
out.” Establish realistic benchmarks that track category development, market share,
and your brand distribution. Institute a regular process of sharing “Lessons Learned.”
The distributor model is a universal outsourcing solution that facilitates and accelerates
international development. Export Solutions database tracks more than 9,200 distributors
in 96 of the top economies globally. The key is to staff internally to manage your
expansion. This includes regional distributor managers plus sufficient marketing,
supply chain, and other core team members.
Act Now
What does Think Big, Start Small, and Scale Fast look like for your company and your
international aspirations? Does this approach require your leadership team to reallocate
resources to international to redefine “Think Big?” Are there strategic countries where
you are “under performing” and you need to “Start Small” again to regain momentum?
What are the results metrics that will trigger a “Scale Fast” expansion?
We are fortunate to be involved in an industry with universal appeal, where most brands
appear at their earliest stages of international development. The rules and framework
for expansion are transparent, with a common requirement of investing in consumer
activities and convincing supermarkets to provide your brand shelf space. Most brands
will travel far if they incorporate the capabilities and commitment that created their
hometown success story. Good luck!
www.exportsolutions.com
Think Big, Start Small, Scale Fast
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Strategic Services
Export 101: Let’s Get Started
Export Solutions provides practical
advice on creating your export
strategy. We’ve helped 100’s of
small-mid size companies gain new
sales from overseas markets. Our
added value is our sales oriented
approach and extensive contacts
with international distributors.
Contact Us for Export Solutions
55
Normally, my column is filled with advice on conquering China and the promise of new
sales from far flung countries. At 55, I am too young to turn into a grumpy old man. However,
I thought that I’d dedicate this issue to Export Failure or said a nicer way “why some export
plans do not succeed.” I believe that an examination of “what hasn’t worked” may yield more
important strategic insights than the obvious facts of where your export plan is delivering
good results.
I receive calls every week from companies requesting Distributor Search help in Asia, Latin
America or the Middle East. Most inquiries are from well known brands, but periodically
I’ll hear from a brand that I am not familiar with. My first question to the export newcomers
is “How are you doing in your home country?” A typical response is that “our retailers are
tough.” What makes you think that retailers overseas are any easier? In global markets, you
encounter complexities such as labeling requirements, international freight and currency
fluctuations. As a first step, it’s always better to build a solid foundation in your home country
where you can problem solve in your own language and “babysit” your brand to success. A
second step is selling to neighboring countries which maintain similar category habits and
some brand recognition.
Some executives catch amnesia when they board an international flight. They forget the
fundamental requirements of competitive pricing, trade promotion, consumer marketing,
and alignment with a strong local partner. Many USA companies brag about direct shipments
to Walmart international locations. In some cases, these represent one time orders. The brand
dies without local marketing or merchandising support when few consumers recognize your
product. EDLP means nothing without trial generating activities.
A leading European snack company approached me for advice on gaining traction in the USA.
I explained that the USA is really straight forward. I asked, “what does it take to get on the
shelf in your home country?” My client responded with the right answer: “Innovation, good
price, promotion, and support from a trusted supplier.” Exactly. USA buyers maintain the same
selection criteria, although the investment dollars are higher due to our 333 million population.
My follow up question stated, “what would it take for your largest local retailer to accept a
new brand from the USA while obtaining the space from your brand, the category leader?”
She replied that it would be next to impossible for a new overseas entrant to get placement
at the big chains, but there are a few high end chains open to new items. Sounds familiar.
Export is a critical growth engine for most companies. Listed below are 5 “Lessons
Learned” from your local grocer.
1. What are the requirements to get on the shelf of your local supermarket?
All buyers maintain the luxury of sorting through hundreds of products clamoring for
shelf space. Why will your new product entry outsell what’s currently on the shelf?
2. Consumers are willing to try something new, if there is a promotion.
Focus on small sizes or product samples. No one spends “big bucks” on a first purchase.
3. Start with upscale retailers first!
Each country has a chain of stores catering to high income, adventurous consumers.
4. Invest at proper levels with a small number of high potential customers.
Create a success story (and lessons learned) through pilot programs at smaller retailers.
If you are successful, big retailers will seek you out. Savvy accounts are always searching
for the next “hot product.”
5. Avoid the temptation of selling to countries or retailers without support.
Better to say “no” if you can’t provide brand support. No one is impressed if you waste
company resources shipping tiny quantities to big countries. Also, failure prevents you
from coming back to the market in a few years when you are ready to invest.
There is no magic formula to export success. Start by studying the fundamental reasons
driving your success in your home country. Frequently, these strategies travel well, as
long as you are willing to invest in marketing and people.
www.exportsolutions.com
Export Lessons From Your Local Grocer
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Strategic Services
Identify Best in Class
Distributors: 96 Countries
Export Solutions maintains the
unique ability to leverage the power
of our proprietary database for our
clients. Distributors everywhere know
Export Solutions, providing our clients
with access to senior distributor
management and special
consideration for their projects.
Contact Us for Export Solutions
56
What is your people strategy for your export business? Companies can’t claim to be
committed to international development managing via remote control from corporate
headquarters. In the past, you could do it all…one person handling the globe and
enjoying a few grand tours per year.
Today the business has changed, with exporters selling to 30, 70 countries or more and
overseas sales accounting for 50 percent or more of growth. International distributors
are allocating their valuable time and resources to manufacturers with “loud” local
representatives. Distributors try their best for other brands, but “out of sight, out of
mind” behavior may evolve. A challenge is that many companies are reluctant to invest
in headcount in advance of sales.
Listed below are Export Solutions’ tips on increasing your “boots on the ground” in
foreign countries.
1. Regional Hubs – Common Option
Logical choices are Dubai, Miami (Latin America), and Singapore. Other popular spots
include Panama or Bogota for Latin America. Some companies are avoiding expensive
places like London or Hong Kong and hiring representatives based in alternates like
Amsterdam or Manila. Usually the idea of placing your Asia representative in Shanghai
and Latin America manager in Sao Paolo does not work out, as these people tend to
remain appropriately anchored in their home country.
2. Loan a Company Missionary to a Strategic Country
In the past, companies would send brand managers to the field for mandatory sales
training. The same concept applies to overseas countries. Assign a promising young
manager to a 3-6 month project in a new or strategic country, imbedded in the
distributor organization. They’ll learn and you’ll benefit from your “insider.”
3. Hire Inexpensive Locals
In many emerging markets, a $30-$50,000 salary represents a solid, mid-level, career
opportunity. It may be more productive to have four locals in Malaysia, Philippines,
Thailand, and Indonesia than one high paid expatriate in Singapore.
4. Poach Your Distributor Brand Manager
Some distributors may gripe, but many will actually encourage the practice.
The distributor employee knows your business, people, and how to get things done.
Distributor owner likes his former employee on his large manufacturer’s team due to
a strong bond and common understanding of business issues. Multinational suppliers
source a “trained” manager and offer a more attractive compensation package.
5. Export Management Companies
Regional export management companies are an attractive outsourced option.
These companies feature experienced export managers who visit countries frequently,
representing a basket of different brands. Compensation may be via a “fixed fee” or
commission. Look for companies based in your target region versus your own company
backyard. Hire companies that have international branches or travel constantly.
6. China and USA (European Brands) Require a Dedicated Manager
It’s nice to visit the USA or China as top priority export markets a couple times per year.
Don’t expect to accomplish much as offshore guests. Both China and USA are extremely
complex countries, with multiple channels, enormous geographies, and matrix partner
models required. Hire at least one local person if you are serious. The same approach
could apply to other large, high potential countries such as Mexico, Saudi Arabia, or Japan.
Export development is a team sport, not a one man show. The battle for distributor share
of mind has intensified. Signal your support to long term development by increasing
your in-country visibility.
www.exportsolutions.com
Boots on the Ground
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Strategic Services
Best Practices Export Strategy
Export Solutions has participated
on more than 300 projects across
5 continents. Our work extends across
most supermarket categories. This
provides us with us with a broad base
of benchmarking contacts and lessons
learned to incorporate into your
export strategy.
Contact Us for Export Solutions
57
Export Express celebrates our fourteen year anniversary. This newsletter started as a simple way
to share my “real life” experiences dealing with export challenges from my distributor search
projects around the world. I wanted potential customers of my distributor database to
understand that I was an export manager too, creating a special online distributor export
helper, not just an aggregator of data.
Today, I am grateful for my 9,900 friends and readers around the world who have supported
me. I’ve published 150+ issues of Export Express, contributing more than 300 articles on export
strategy and international development using distributor networks. My favorite compliment
came from an Italian export manger with more than 30 years experience, who said, “It is
important that Export Solutions has compiled all the strategies and techniques that we all
know about export, but sometimes forget. Your articles help refresh my memory plus provide
new ideas, especially for the next generation.”
Looking ahead, it’s time to look at changing some things. Anytime we have been repeating
any activity for ten years, even successfully, we need to revisit to remain relevant.
1. Focus on quality listings not just container sales.
Too many companies remain glued to order capture metrics, which reflects moving inventory
from one warehouse to another. Devote military attention to a one page listing maps (by item)
for major customers. Distributor focus on quality new product placements and in-store
activity will create incremental sales volume.
2. Change Distributors, Export Manager Responsibility, Brand Managers…just change!
It is a natural tendency for any person performing the same task for ten years to get
complacent. We must balance loyalty and experience with the need to stimulate “new ideas
to grow old brands.” Every company has distributors that it has outgrown and people that
need a fresh challenge.
3. What is Your E -Commerce Strategy?
Our traditional supermarket customers keep getting smaller and costlier. Winners adapt
a multi channel strategy. This may involve hiring sub-distributors that are channel experts.
We can all agree that E-Commerce will only get bigger (watch China and India). Those
without an aggressive E-Commerce strategy will be left behind selling price promotions
to half full supermarket chains.
4. Attack the USA – (Overseas Companies)
The strong dollar has made this the best time in a generation for European, Mexican, and
British companies to make a serious commitment to development in the world’s largest
consumer market. Hire a USA based, multi-functional team, partner with a top broker,
and invest to move beyond selling to homesick consumers in metro NY and LA. For many
companies, the USA opportunity is larger than all emerging markets combined!
Export Solutions is not a one man show. It is a community of 9,900 export professionals and
a network of 9,200 distributors in 96 countries.
Special thanks to Claudia who makes the newsletter pretty and Patty who ensures it’s
delivered. Josh is the wizard behind the database. I must mention Marco, Marco, and
Alberto who supported me when I was starting out. Attilio, Bill and John started as clients
and became friends which is more important. So many friends from Italy, that make me
proud of my Italian heritage. A 150 year old company from Avery Island, Louisiana that
has adopted me or I’ve adopted them, but I just love them. Finally to all my friends from
ESMA…for the last 20 years, you have welcomed me as an American to a European
organization. Your award to me at your last annual convention was special. I still have three
daughters in school, so count on me for another eleven years of Export Express.
www.exportsolutions.com
14 Years Young!
Greg Seminara
404-255-8387
“Spend Time Selling to Distributors versus Searching for Distributors”
Strategic Services
Distributor Management
Workshops
Looking to get better results
from your Distributor network?
Export Solutions has conducted
Distributor management workshops
for Barilla and Rio Mare.
Topics include Best in Class Distributor
Performance Metrics, Getting More
Than your Fair Share of Distributors
Time, and Distributor Economics.
Contact Us for Export Solutions
New Ideas for
New Business
New Ideas for
New Business
Export Workshops & Speeches
by Greg Seminara
“The real voyage of discovery consists not in seeking
new lands, but in seeing with new eyes.“
– Marcel Proust, French novelist
58
Dear Greg
“I am very grateful for the excellent training we were able to set up with your support in Parma
last month. The two day program proved extremely helpful, rich with insights and experiences that
we were striving to deliver to our key people in international markets.
The two days allowed us to cover broad & strategic issues, such as country segmentation &
prioritization, as well as very specific and practical issues, such as the distributors’ business models,
drivers of distributors’ performance and how that can be influenced by the brand owner, to how to
improve performance in the “moment of truth,” with the “more in the store” section.
I therefore wish to take the occasion to thank you again for your important contribution, and am
also very glad to mention that, as we do for all trainings done in the Barilla Lab Learning Center, your
program was subject to a post evaluation from all participants, and that it scored among the highest
programs taken in these past few years.”
Barilla
Director, Export Markets
Export Workshop Overview
• On-site and web workshop options available
• 8 Export Development & Distributor Management Modules
• Includes 25 Common Export Problems group work
• 200+ topics available for tailored workshop
• One hour keynote or motivational speech
“At our ESMA annual convention – the summit of the distributor industry in FMCG in Europe – we
share thoughts and invite speakers of significance. Greg Seminara was invited to speak about his view
on the development of distributors and the elements in the marketing mix of relevance to this business
sector. Greg impressed his audience with his vast knowledge, his ability to communicate and some
clear thoughts about the drivers behind results. The feedback to his speech was excellent and
participants highlighted his hands-on understanding about our business.“
CEO – ESMA
European Sales & Marketing Association
About Greg Seminara
Greg Seminara founded Export Solutions in 2004 after a career with Procter
& Gamble, Clorox, and the leading USA Food Broker. This included positions
based in the USA, Saudi Arabia, and Argentina. Credentials include:
• Creator of industry distributor database: 96 countries, 9,200 distributors
Categories: Confectionery/Snack, Gourmet/Ethnic, Beverage, Italian Foods
• Author/Publisher of Export Express Newsletter (circulation: 9,900)
• Author/Publisher: Export Strategy Guide, Distributor Search Guide, Selling to the
USA, Distributor Management Guide, 300 Tips for Export Managers, and more than
200 articles on export development and selling through distributors.
• Completed 300+ Distributor Search projects in 48 countries – 5 continents
Testimonial
Testimonial
59
Sample Workshop Agenda
Day 1 – “Models”
Topic Core Themes
Strategic Export Development
Next Billion Consumers
Market Segmentation/Prioritization,
Different Partner Models
Best in Class Distributors
Best in Class Partner vs. Average
Finding New Distributors
Break
Group Case Study 1 & Report Out
Group Work
Lunch
Distributor Economics Distributor Financial Model/Watch-Outs
25 Common Export Problems
Case Study #2 (Individual)
Individual Assignments and Report Out
Improving Market Visit Productivity Maximizing Market Visit Activity
Day 2 – “Best Practices”
Workshop program concludes with lunch.
Topic Core Themes
More in the Store
New Business Through Improved
In-Store Performance
Getting More Than Your Fair Share of
Distributors’ Time
Increased Distributor Focus on
Your Priorities
Case Studies #3 (Group)/Break Out
Becoming a Preferred Supplier
Best Practices to Being Viewed as a
Preferred Supplier by Your Distributors
60
• Schedule with annual sales meeting
or international trade fair
• Combine Export Solutions’ workshop
with your own company presentations
• Share workshop between 2-3 non-compete
local companies
• Keynote speaker for your annual distributor
or company meeting
• Workshop for government trade development
organizations and trade fairs
Export Solutions Can Help!
• Export Workshops
• Motivational Speeches
• International Strategy
• Find Distributors in 96 Countries
Contact Greg Seminara at [email protected] or (001)-404-255-8387.
www.exportsolutions.com
Greg,
“Thanks for the training workshop you ran for the team, it was very worthwhile and everyone’s feedback
has been very positive. It has given me a far greater insight into the world of third party sales partners and I
am confident that we can now improve on how we work with these partners and ultimately improve our
business results. I would have no hesitation in recommending this program to other Johnson & Johnson sales
functions.”
European Sales Director, McNeil Nutritionals Ltd., A Johnson and Johnson Company
Dear Greg,
“We would like take this opportunity to thank you for the good quality result of the export
development seminar hosted by Italia del Gusto. The workshop has received an enthusiastic response
from all the participants. We have really appreciated your expert information on core topics of strategic
export development, distributor identification, and getting more out of current partner relationships.
Based on the seminar’s success, we look forward to further collaboration.”
General Director, Consorzio ITALIA DEL GUSTO
Italia Del Gusto is a consortium of many of the leading food & beverage brands of Italy: Auricchio, Bauli, Barilla,
Bolton Group, Colussi, Filippo Berio, Lavazza, Ponti, San Benedetto
Contact Greg Seminara for More Details
Testimonials
Export Workshop Options
61
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Where Do You Want to Grow?
Asia/Africa/Middle East
Europe Americas
Use Export Solutions Database
to fill in the Gaps in your
Export Coverage Map
Australia – 274 Distributors
China – 160 Distributors
Hong Kong – 177 Distributors
India – 109 Distributors
Indonesia – 78 Distributors
Japan – 176 Distributors
Korea – 146 Distributors
Malaysia – 128 Distributors
Philippines – 109 Distributors
Singapore – 163 Distributors
Thailand – 94 Distributors
Vietnam – 49 Distributors
Israel – 61 Distributors
Saudi Arabia – 115 Distributors
U.A.E. – 195 Distributors
South Africa – 106 Distributors
Plus 14 more countries
Austria – 68 Distributors
Belgium – 85 Distributors
Croatia – 78 Distributors
France – 125 Distributors
Germany – 188 Distributors
Greece – 90 Distributors
Hungary – 68 Distributors
Italy – 105 Distributors
Netherlands – 155 Distributors
Poland – 90 Distributors
Russia – 108 Distributors
Spain – 157 Distributors
Sweden – 103 Distributors
Switzerland – 100 Distributors
Turkey – 82 Distributors
U.K. – 274 Distributors
Plus 19 more countries
Argentina – 61 Distributors
Bolivia – 52 Distributors
Brazil – 135 Distributors
Canada – 205 Distributors
Chile – 92 Distributors
Colombia – 82 Distributors
Costa Rica – 73 Distributors
Ecuador – 55 Distributors
Guatemala – 61 Distributors
Mexico – 193 Distributors
Panama – 63 Distributors
Paraguay – 57 Distributors
Peru – 82 Distributors
Uruguay – 52 Distributors
USA – 598 Distributors
Venezuela – 38 Distributors
Plus 14 more countries
