International expansion often looks attractive when viewed through a sales lens. New markets promise new customers, increased revenue, and growth potential. But experienced leaders know that revenue alone does not determine success. The real question is whether the opportunity remains profitable once the full cost of serving that market is factored into the equation. Market entry costs extend far beyond selling the product. Certifications, legal requirements, product modifica

A new distributor can create an old problem You sign the new partner. The deal looks good. They're enthusiastic. They have reach in a region you've been trying to crack for two years. And then, three months later, your existing distributor calls. They're frustrated. They're losing accounts they've held for years. They don't understand why their pricing no longer holds. And they're starting to wonder if you still value the relationship. You didn't mean for any of this to happe

I had a conversation recently with a founder who is the kind of operator who figures things out. And yet, when he tried to crack the US market, he got virtually nowhere. BUT, he wanted Walmart as his goal. So they are listed live on Walmart.com and not in Walmart stores. Sounds great? Think again! When we talked, the first thing he said was: "I'm struggling to get on the shelves." I've heard some version of that sentence hundreds of times. And every time, my answer is the sam

Most manufacturers I speak to have done the same thing. They looked at their home-market price. They checked the exchange rate. They adjusted. And they felt good about it. That feeling is the problem. Because adjusting for currency is not the same as pricing for the market. It feels like you have done the hard work. It feels like the number is now export-ready. But what you have actually done is take a home-market assumption and dress it in a different currency. The market do