Managing Growth and Glocalisation IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April 2016.

Glocalisation. A definition Glocalization is the concept that in a global market, a product or service is more likely to succeed when it is customized for the locality or culture in which it is sold. Or Think Global, act Local. (What Is.com(What Is.com) IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April 2016.

How did we cope with this tension between imposing an being permeable? IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April We have opened and launched clubs with different models. We can now easely draw a line between the models that work and those which do not. Some of them have got a low level of integration in the local market And some of them give full concession to the inbound country.

The growth hides different examples Urug uay Brazi l Can ada Nethe rlands Ger man y UK Peru Italy Colo mbia Arge ntina Spain IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April 2016.

The combination of three areas define the Glocalisation Product (the wine, in this case) Price Packaging Distribution Glocalise Product Common and integrated Marketing Plan Integrated reporting system Integrated Business plan Glocalise Tools Know-How DNA/Culture Training Capacity Building Glocalise Knowledge IWCA.. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April 2016.

The “product” area has been implemented in three countries Product Price Packaging Distribution Product IWCA.. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April Nethe rlands Ger man y UK When we open a market centered on the product alone: The level of Glocalisation is low- The level of GloBalisation is high The cost of adaptation is low The revenues in our case are steady BUT the growth is low

The “tools” area has been developed in three countries IWCA.. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April When we open a market centered on the tools alone, regardless of the product: The level of Glocalisation is high The level of GloBalisation is low The cost of adaptation is low The revenues can be high or low BUT the management is not satisfactory Common and integrated Marketing Plan Integrated reporting system Integrated Business plan Tools Brazi l Can ada Italy

The solely “knowledge” model is not sufficient neither IWCA.. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April When we open a market centered on the knowledge alone, regardless of the product or the tools: The level of Glocalisation is high The level of GloBalisation is low The cost of adaptation is low The revenues can be high or low BUT The cost is high And the management is not satisfactory Know-How DNA/Culture Training Capacity Building Knowledge Urug uay Arge ntina

Our growth. A brief reminder 1992: Total control of the growth in Europe International vision – stalled economy in Spain – appetite for growth Intuition led us to UK, Germany and the Netherlands Organic growth, no local partners Investment in commercial adds and direct mailing  Profitable now  VS enjoys developing international markets Crossing the Atlantic and loosening the grip New opportunity: The company is approached by a club in Latin America The company ends up managing some activities far from in its core business IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April From organic growth to mergers and acquisitions…

…and back to organic growth 2003: We like America New opportunities in Latin and Northern America Fusion and acquisitions  Profits depend on the model chosen 2015: a new way of growing abroad Back to the organic growth in Latin America Low cost model Initial investment is low Test period Complete control of tools and knowledge Mild permeability to adaptations in the product  Becoming profitable IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April 2016.

2015:The Glocalisation that works for us is a combination of the three areas Product Price Packaging Distribution Product Common Marketing Plan Integrated reporting system Integrated Business plan Tools Know-How DNA/Culture Training Capacity Building Knowledge IWCA.. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April We adapt the product to the local market We use the basic tools fom the created in Spain and leave space for personalization We heavely coach, train, transfer and check the know how, etc

We have also learned some other little things IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April Beware of the businesses you know nothing about, like: Restaurants Wine Museums …and Tango Concert halls.

…and Family dinners can be a dangerous affair IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April ….If you want to take important decisions, wait until the day after.

The end IWCA. International Expansion, Managing Growth and Glocalisation. Carlo Galimberti. Paris, April Thank you!