We assist U.S. companies which are seeking to expand international sales and distribution. We help large manufacturers which are already exporting to professionalize their global sales platform and enhance their distributor network. We also provide professional services to new-to-export companies.
AMI was hired by a leading U.S. agricultural foods processor. This client had strong export sales in Europe, and was a leader in its category. However, the company had little export sales in emerging markets such as Asia or the Middle East. Furthermore, the company had no in-house resources to develop a strategic business plan to enter these new emerging markets.
AMI researched prospective markets, identified prospective importers and distributors, and developed a strategic marketing plan to enter emerging markets. AMI exhibited at trade shows in these foreign markets, interviewed distribution partners, and selected the most appropriate importers for our client. .
Increased client sales from zero customers in these emerging markets to over 25 importers in rapidly-growing Asia/Pacific and Middle East markets. Over four years AMI sales of this client’s products exceeded 70% annual growth. This huge growth came during a period not only of global recession but also extreme price volatility in the commodity fruit market.
A branded beverage client needed to develop European distribution and grow sales.
Due to increasing export sales to Europe as a result of AMI’s marketing and sales development efforts, and upon the recommendation of AMI, this client established a European subsidiary and warehouse in the EU. By shipping full container load quantities to a European warehouse, the client is benefiting from higher efficiencies, lower costs, and increased sales.
Created European subsidiary and logistics facility for this client to expand in the European Union. European customers can now order small quantities, pay invoices in Euros, communicate within the same time zone with a native speaker, and take delivery within 2-3 days. Sales are increasing over 50% as a result of AMI’s work.
A branded beverage company had sporadic international sales, no focus on developing global markets, poorly performing international distributors, and little in-house expertise in markets outside the U.S.
AMI began recruiting larger, professional foreign importers in significant export markets (client was previously selling mostly to small importers in small markets), exhibiting at international trade shows, and providing marketing support and improved customer service to importers.
Increased international sales of this client by over 100% in first year, and 400% over four years. This client is selling its products currently in over 25 countries.
An emerging high-end confectionery marketer hired AMI to develop their international business platform. The international markets seemed promising but the company did not have the internal resources to assess sales opportunities.
After a complete market assessment, AMI identified Japan as a high potential foreign market. Using its network of importers and extensive database, AMI identified a large Japanese importer which specialized in upscale, premium imported products. Japanese packaging and marketing was developed, ingredients checked and approved for import, and target accounts were identified. AMI arranged for the client to exhibit at a major international trade show in Japan.
Sales increased 300% after the first year.
Japan had been a target market for a U.S. beverage products supplier. However the company could not find an interested Japanese distributor. Until hiring AMI, all prospective Japanese customers believed the product was too expensive, and required significant consumer education.
AMI networked within the Japanese beverage industry, and selected a leading coffee company with wide distribution and sales channels. AMI traveled to Japan twice to train and coach importer’s sales management, and made sales calls on key account customers. AMI also managed the customer’s objections such as pricing by researching their competitors and establishing appropriate retail shelf pricing guidelines and sales promotions.
The U.S. client received full container load orders for their products, and sold their products in leading Japanese retail stores and deluxe hotels.
The CEO of a leading international food manufacturing company with operations in multiple countries and several business units was not satisfied with the company’s sales growth and profitability. He questioned whether the company was organized in the most efficient manner and was leverahttp://athenaintl..com/wp-admin/post.php?post=431&action=editging the organization’s strengths in distribution, retail penetration and brand awareness.
AMI researched the company, interviewed their executives, and devised a plan to re-structure the organization. Rather than having several different business units by product category, each with its own unique sales force, AMI recommended that the sales force sell all products and concentrate on unique sales channels and key accounts.
The CEO agreed with AMI’s recommended strategy to re-organize into fewer business units, and the sales force selling all products within the company. Sales and profitability increased as well as customer satisfaction.