Market expansion
An entry thesis for the US or the region, with structure alternatives, commercial model, channel and execution plan.
Who it is for
Latin American and Caribbean companies, family businesses and investors entering the US market, and US companies entering and developing business in the region.
Main deliverable
- Sized market and competitive analysis
- Commercial model and channel definition
- Counterparty map — you make the approach
- Budget and execution plan
Detail
Most failed expansions do not fail on execution. They fail because the entry decision was made with home-market logic: the same product, the same sales argument, the same customer profile, carried into a country where none of the three means what it used to.
What it covers
The work starts by sizing the target market on verifiable data rather than top-down projections. On that base we build the structure alternatives — direct entry, local partner, acquisition or joint venture — with the cost and risk of each made explicit.
The counterparty map is part of the deliverable: who the players are, how they are positioned, and what to expect from each. It is analytical work: we do not procure, introduce or negotiate counterparties on your behalf, and the approach is made by you or your team.
The result is an execution plan with budget, milestones and walk-away criteria. A strategy without exit criteria is a bet.
The work is written to be executed, not filed. If the decision is to go, the next phase is commercial direction of the project in motion. If it is not to go, the criterion that justifies it is on the record.
A 30-minute call, at no cost.
To understand your objective and confirm whether we can add value. If we move forward, the diagnostic begins within 10 business days of the proposal being accepted.