Prep Domestically and Grow Globally.

With more than two-hundred countries to examine for global expansion opportunities, and with a group of ‘hot’ markets and emerging economies that have future promise, the questions to answer are: Where will my product or service find its highest demand? What are the best strategies and tactics to go into the selected market?

My role is to help companies such as yours to target and sell into the best global markets for your products, so you can take advantage of international business opportunities, plan with confidence and make money.

The antidote for shrinking domestic markets: are you ready to go global?

Excerpt: Unlike smaller countries that think globally from the beginning of a product’s life cycle, U.S companies typically consider global expansion only after achieving a high level of domestic success. In this scenario, a well marketed product or service already exists, but new markets are needed to continue upward profitability. Before starting the search for new markets, however, businesses must administer an honest self-assessment with close examination of organizational commitment, budgetary constraints, human capital, international expertise, and global objectives. Given the assessment results, the precise time may not be right; but, being aware of the risks as well as the opportunities is important. In any case, businesses need to continually circle back to consider global sales outlets, opportunities and look for the right conditions. In today’s economic climate, no rock can be left unturned in search for new opportunities.

Download: M&ABrazil+India

Understanding the Rules of the Road for Acquiring Companies in Brazil and India

Excerpt: You are the general counsel for a medium-sized, privately-owned manufacturing company. Your CEO has advised you that she and the board have adopted a strategy, not uncommon in your industry, to vertically integrate the company’s supply chain by acquiring several key raw material suppliers, which happen to be located in Brazil and India. Although your company has experience with international acquisitions, it has no experience with acquisitions in either of these countries. Your CEO has asked you to get her up to speed on how M&A works in each of these countries and to assist her in making an assessment as to whether your company should pursue these targets based on the legal environment in each country.

Download: M&ABrazil+India

Re-Evaluating China

Excerpt: For any company competing primarily on price, discovering China was the equivalent of striking gold. On the contrary, for businesses competing on quality, the result was quite different. After a series of scandals involving tainted food, toys and other products manufactured in China, the international community began to question whether Chinese exports met minimum quality standards. Companies like Apple even began labeling their products “Designed by Apple in California Assembled in China.

Download: M&ABrazil+India

Latin America: The New Frontier?

Excerpt: Latin America, with its emerging purchasing power and burgeoning infrastructure, could be the next great area of opportunity. While 2009 was not a great year for Latin America, it was a better year than it was for some markets including North America, Europe, Africa and parts of Asia. Aided by growing exports coupled with increasing local demand, Latin America is experiencing its longest period of sustained growth in more than a generation. 

Download: M&ABrazil+India

Is The Middle East On Your Radar?

Excerpt: Ignoring the potential of emerging economies in the region could mean your company will be left playing catch-up. The Middle East sits strategically where Africa, Asia and Europe meet, and includes 20 distinct countries and several world-class cities. Fortunately for U.S. businesses, much of this region is highly dependent on outside expertise and foreign imports to meet the growing demand for products and services. European and Chinese companies already have forged closer ties to this region and are reaping a disproportionate share of opportunities while U.S. businesses struggle to sort out political and business concerns. An understanding of the region’s full potential is best illustrated with a glimpse at a few countries.

Download: M&ABrazil+India

Going Global: Cross-Border M&A

Excerpt: Without a doubt, the global recession is creating rough times. “Over the past year, we have witnessed an extraordinary contraction of liquidity in our economy,” says Robert D. Billow, managing director of Billow, Butler & Company, a Chicago investment banking firm. “The reverberations throughout numerous industries have been massive and more widespread than many experts might have predicted.”

Download: M&ABrazil+India

Making The Decision To Go Global

Excerpt: By 2020, 80 percent of the world’s consumer base will reside outside U.S. boundaries. These are our/your future customers, future partners and the future path toward growth. Harness the power of yesterday’s advances in technology and communication and connect, starting today, with this vibrant global market.  Take a reality check, reform corporate mindset and embrace the new reality – it’s the only reality available. Then, map out a plan to incorporate new solutions for these new opportunities.

Download: M&ABrazil+India

Is Global Expansion For You?

Excerpt: Need an antidote for shrinking domestic markets? Consider international expansion. It offers unparalleled opportunity for growth, increased sales, diversified markets and increased profit for successful businesses. Unfortunately, U.S. manufacturers gaze with trepidation at the process and surrender to fear before making an earnest effort. The main problem is simply a mindset, which contributes to a lack of experience, talent and confidence on behalf of U.S. manufacturers to navigate emerging global markets. Other, smaller countries around the world, however, have operated globally with success for generations.

Download: Global Expansion

Going Global: How To Make The Decision?

Excerpt: Listen U.S. manufacturers: This is your wake-up call. The opportunity to plan for today’s manufacturing has passed, and many missed that mark. Fortunately, today is the day to start planning for tomorrow’s manufacturing, and there is still time. However, the old strategies of cost-cutting and downsizing will not suffice in the decade ahead. Only new methods and new solutions designed to respond to today’s global market will provide future success. 

Global Clusters: A strategy that is both effective and that not only minimizes risk but is effective at the same time.

Excerpt: Perhaps it’s time to consider strategic clusters. Clusters offer every company the opportunity to take a developed product or idea into unfamiliar markets with the advantage of existing infrastructure and established relationships. Ultimately, the advantages of strategic clusters reduce risk while increasing the prospect for international growth and market longevity. Whether the goal is to expand, relocate, or collaborate, an understanding of clusters offers innovators, manufacturers and service providers a new way to scan the world for opportunities.

What Is Your Global Competitive Edge?

Excerpt: Creating an effective competitive advantage is an essential component of any corporate strategy and is critical for success in today’s dynamic global environment. Not surprisingly, competitive advantages are not available in one-size-fits-all packages. In fact, they vary greatly depending on the unique circumstances of the company, product, market and culture of the target audience. For that reason, what works well in one market may fail in another, even with the same product! To make matters worse, even the most powerful competitive advantages may not last long. Accordingly, businesses with the skills to rapidly identify, innovate and exploit new competitive advantages quickly and repeatedly will be formidable competitors both at home and abroad.

Data Driven Global Expansion Decision-Making

Excerpt: In the not too distant future, U.S. businesses will be placed into one of two categories: those that skilfully entered into the global marketplace and those that sheepishly exited out of business. A wait-and-see mindset is nothing short of  organizational suicide. However, a reactionary, ill-conceived global expansion is no improvement. That, too, spells disaster. What’s needed? Start with a mindset overhaul, fuel it with 100 percent commitment and do your homework – none of which should be any secret to entrepreneurs who’ve launched successful domestic businesses.

Global Growth Models: Which One Is For You?

Excerpt: Before extensive due diligence is complete, many U.S. businesses are hastily lured into specific global markets by competitors and a hunger for market share and quick profits. As such, they neglect to ask the right questions, do their research, gather data, and analyze that data carefully in order to establish a detailed strategy and comprehensive plan for international expansion. Erroneously, some businesses just assume they have to expand and fail to consider the long term versus short term implications of globalization. Consequently, over half of U.S. global ventures end in failure, and valuable resources are squandered.

Vertical Integration as A Growth Strategy

Excerpt: The continually evolving economy of the last couple of years has prompted companies around the world to seek a competitive edge, while lowering operational costs and focusing on efficiency and effectiveness.  The search for feasible growth models that provide the right strategic moves opens the dialogue for companies to more closely examine the strategy of vertical integration.

Cross-Border M&A: Making Them Work

Excerpt: The long-term success of M&A depends on a forward-thinking mindset, superior due diligence, actionable data, skilled negotiators and a well-planned business integration process.  Every step is critical to getting it right the first time.

The N-11: Future Growth

Excerpt: The next 11 emerging economies present an interesting challenge as well as a substantial opportunity for North American businesses. From the G-7, to the BRIC, to the N-11, the search is ongoing for markets that promise growth and new opportunities for businesses around the globe.  To that end, Goldman Sachs and others have conducted extensive analysis of market conditions in countries far off the traditional radar screen.