RATIONALIZE ALL DECISIONS ON THE BASIS OF A DETAILED STUDY, BASED ON FINE AND DEMONSTRATED DATA
Operational constraints are neglected in international growth projects, as sales and marketing naturally initiate these processes. Any decision about the type of plan to design, its size and location requires detailed and precise investigations in order to make rational and reasoned decisions. The area good for distribution and sale is not always the favorable zone for production.
DEPLOY, FROM THE START, THE BEST PRACTICES WITH ALL STAKEHOLDERS, NO MINIMAL DRIVING
The development of international operations is a demanding process and cannot be done "at a discount". From the beginning, the company has to surround itself with the best experts and implement its best practices. The scheme’s strength must be at least as high as the country of origin’s scheme, based on the same principles of professionalism and efficiency.
SYSTEMATICALLY LEVERAGE THE LOCAL ECOSYSTEM, DO NOT COME UP WITH AN ARMY OF EXPERTS, BUT MIX THE EXPERTISES
Each zone, each country, presents its specificities, its constraints, but also its advantages. Anticipating these different points is key to managing an implementation. This can only be done through the use of local experts who always exist and are always in a better position to provide effective support. KEPLER systematically mobilizes local partners according to the subjects, and combines these skills to serve its clients.
LOCALIZE AS MUCH AS POSSIBLE TO OPTIMIZE COSTS, REDUCE RISKS ... AND LOOK LOCAL
Restricting oneself to export is often insufficient and cannot in particular allow a sustainable development of the activity. Only a high objective of location, on production, on supply, on supply chain, allows to address the questions of cost and risk, in a robust and detailed way. Beyond that, the exploitation of expertise and local capacities remains the best way to get closer to its customers.
BET ON A SERIES OF REMOTELY DRIVEN INITIATIVES WITHOUT A STRONG INVOLVEMENT OF LOCAL TEAMS
The deployment of international operations is necessarily a long-term process. The stabilization of the scheme takes several years. The strong actions do not allow to learn from their successes and failures and present the enormous risk of creating a fatigue among the teams.
Beyond that, they do not make it possible to stabilize local resources as key elements of a long-term development (employees, experts, partners, suppliers).
OVERESTIMATE THE IMPACT OF "LOW COST" TO AMORTIZE, JUSTIFY ANY IMPLANTATION
The cost alone cannot justify a local implementation, especially since in most growth areas, the changes are quick or even brutal. The implementation of a local operational system must make it possible to secure production, distribution ... at a consistent cost with the local market. A full cost approach, integrating hidden costs, is necessary to avoid disappointments. Business plans based on theoretical assumptions of cost reduction are systematically false at the end of the day.
STARTING ON AN EXPORT-BASED MODEL, ALWAYS VERY EXPENSIVE AND RISKY AND EVENTUALLY RARELY SUSTAINABLE
Cost structures and market price levels are very different depending on areas, currency fluctuations and customs duties. All these parameters make exporting hazardous and complex to maintain in the long term. Maintaining business activity in a promising country may suffer severely. The continued development of the business in a clearly attractive area may therefore be jeopardized.
UNDERESTIMATE THE ENERGY REQUIRED TO SUPPORT LOCAL ACTORS
The client cannot hope to show up with his requirements and copy-paste with his local partners. The practices are different, the regulatory constraints are different, standards are different. A phase of mutual learning is necessary to achieve the expected level of performance. The client's investment in time, resources and support plays a decisive role in achieving a satisfactory level of performance.