International Expansion

International expansion looks like a growth lever and is usually a second business. Labeling requirements change, the distributor structure is often unfamiliar, and the partner who agrees to take your brand may be optimizing for a portfolio position rather than for your growth. Brands that expand before their domestic base is stable tend to end up with two under-resourced markets.

Where it works, it usually works because of a specific fit — a category that is underserved in the target market, a partner with genuine reach in the right channel, or a product format that travels well. That is a different bet from "we are doing well here so we should be everywhere," and it demands real diligence on the partner rather than gratitude that someone said yes.

The posts here cover market entry considerations, how distribution is structured in markets like Canada and Japan, finding and vetting partners, labeling and regulatory requirements, and judging whether the opportunity justifies the operational and cash cost of serving it properly.

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