You’ve heard there is a market for your product in Colombia, but you can’t speak Spanish, never been to South America, nor do you understand the plentiful government subsidies to your local competitors.
CEC has conducted hundreds of marketability, logistics, competitive, and manufacturing feasibility studies around the world to test the climate of a given market and the strength, or weakness, of potential business there.
I have no idea who my local or international competitors would be in this market.
Not every supplier can, or is willing to, work in every market. Depending on specific duties and taxes levied between countries, ocean, air, and inland freight rates, economic sanctions or free trade agreements, each country will have a unique and independent mix of foreign and local companies present. As part of every market-entry project, CEC conducts a thorough competitive analysis to understand who exists, their product mix and the prices the companies supply them at.
What Incoterm should I try to sell under? How reliable is local infrastructure and transportation?
Incoterms are a series of pre-defined commercial terms, widely used in trade to communicate tasks, costs, risks, roles and responsibilities in a contract for the transportation and delivery of goods.
Mastery of these terms is the single greatest investment that your company can make to de-risk a transaction. Yet even “experts” apply them incorrectly.
CEC has consulted companies on their optimal and poorest choices for use of Incoterms. Their selection often depends on the complexity of the project, the contractual obligations/clauses, and the jurisdiction.
Often costs and delays associated with internal transportation and infrastructure (i.e. Sub-Saharan Africa) would prompt the selection of an Incoterm that maximizes risk to the buyer of the goods. Even in some “developed” countries, taking on the internal logistical risk is inadvisable (i.e. Brasil).
I need to develop a comprehensive understanding of who the end-users of my technology are.
Each domestic market is highly distinctive.
While an OEM may have decades of experience and a high degree of competency with their own home-country, navigating these variables in unfamiliar territories is often a large investment in time and resources.
With specific mandates, CEC has been able to uncover and establish direct communication with targets for evaluation in dozens of different countries. By leveraging its multi-lingual staff, on the ground resources and partner offices, identifying significant decision makers within these companies can be feasible and cost-effective.
I’m not sure what the best export destination is, given my location and product/service specifications.
If only 3% of your country’s domestic production is exported, there is a reason.
If 90% of your country’s exports are imported to Italy, there is a reason.
If only foreign-owned entities are exporting semi-finished product to their parent corporations overseas, there is a reason.
CEC digs up the data and uncovers the trends. In doing so, we find truths behind market, logistical, and legal/tax/duty based forces that guide behaviour of other companies in your sector. These trends are assembled in a legible and digestible manner, to shepherd your companies’ export sales strategy and promote the highest return on capital possible.
Why sell a product to China, when the logistics costs are the same to Korea and they pay more for the product?
We focus on returns.