international business development

For most South American businesses, the year does not truly begin in January, it begins in March. Summer holidays, Carnival season and peak tourism slow down B2B activity across much of the region. While annual budgets are typically defined in December, decision-making urgency often remains low until the final week of February or the first week of March. For international companies looking to enter or scale in South America, this timing dynamic is critical...

Price is often seen as the fastest way to win market share in Latin America. For electronics brands entering the region, this assumption can be misleading. In 2026, pricing strategy has become one of the most complex, and misunderstood, elements of market entry in LATAM...

For years, many Chinese and Asian brands in consumer electronics, TVs and home appliances viewed Latin America as a secondary market. In 2026, that mindset has clearly shifted. Today, LATAM is not only buying more technology, consumers are choosing, comparing and demanding more. This change has forced brands entering the region to do something essential: stop thinking purely in terms of volume and start thinking about people, habits and trust...

Many international companies entering Latin America proudly report early wins: fast distribution expansion, increasing sell-in volumes, and growing market share. From HQ dashboards, the expansion appears successful. Yet behind these numbers, a more dangerous reality often unfolds what we call: the Profitability trap. The Profitability trap occurs when companies capture market share while silently bleeding margin due to uncontrolled variable costs, rebates, discounts, and co

Latin America represents a significant growth opportunity for international companies from Asia, Europe, the United States and other global markets. However, entering the region successfully requires far more than exporting an existing business model or replicating strategies used in other regions. Many market entry initiatives fail due to limited understanding of local commercial dynamics, regulatory complexity, fragmented markets and misalignment between global strategy and