risk assessment

For many global companies, post-sales is treated as an operational necessity, important, but secondary to sales, pricing, and distribution. In Latin America, this assumption is not just wrong; it is extremely dangerous. Weak post-sales execution is one of the fastest ways to destroy brand equity in the region. Poorly designed service networks, unclear responsibilities, and underinvested after-sales partners often turn what should be a brand-protection mechanism into a reputa

Many international companies entering Latin America believe their biggest challenges will be pricing, regulation, or competition. While these factors matter, one of the most underestimated growth blockers is far less visible: the cultural gap between Global Headquarters and local partners. This misalignment rarely shows up in market entry plans or financial models. Yet in practice, it slows execution, erodes trust, and gradually suffocates growth. Brands with strong products

Many global companies approach Latin America with strong ambition, solid products, and well‑designed PowerPoint strategies. Yet, months, or even years, after market entry, results often fall far below expectations. The problem is rarely the vision. More often, it is Execution Blindness...

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