Expanding into other countries is one of the most strategic (and complex) decisions a company can make. With the promise of access to new markets, risk diversification, and increased revenue, internationalization also presents pitfalls that require attention. A lack of planning and understanding of the process can compromise results even before the first contract is signed.
Next, I highlight the essential steps for successful internationalization and the most common mistakes that Brazilian companies still make when entering global markets.
Diagnosis and definition of purpose
The process begins with a central question: why internationalize? Whether it's to expand revenue, access technology, mitigate risk, or meet global customer demands, the reason needs to be clear and aligned with the company's long-term strategy.
Point of attention: Starting the process based on "one-off opportunities" without assessing whether the company's structure, products, and maturity are ready to compete abroad. Internationalization shouldn't be reactive; it should be planned.
At BRING, we conduct a comprehensive diagnosis that assesses your company's readiness and identifies strategic paths compatible with your objectives.
Market selection and feasibility analysis
With the purpose defined, the next step is to select target markets based on objective criteria: political stability, regulatory barriers, purchasing power, local culture, product acceptance, and industry competitiveness. A common mistake is choosing a market based on personal affinities or geographic proximity, ignoring data that could reveal significant risks.
Point of attention: underestimating the time needed to understand the legal, tax and regulatory environment of the destination country, which can generate high costs or operational obstacles.
BRING supports companies in choosing markets based on concrete data and strategic analysis, avoiding decisions based on affinity and reducing operational risks. We provide a comprehensive mapping of the regulatory, economic, and competitive landscape to guide a safe and viable entry.
Input modeling and operational structuring
Once the destination has been defined, it's time to decide how to enter. There are different models: sales representatives, local distributors, joint ventures, branches, subsidiaries, and e-commerce. The choice depends on the desired level of control, risk appetite, and investment capacity.
Point of attention: assuming high fixed costs from the beginning, such as opening a company or assembling a complete local team, without first testing the market or validating the business model in that context.
At BRING, we guide our clients to start with flexible and scalable structures, promoting market access with less exposure and greater adaptability.
Execution with local partners
The success of the operation depends largely on the ability to build the right alliancesThis includes institutional partners, distribution channels, service providers, and dialogue with local governments.
Point of attention: Trying to replicate the operating logic of the domestic market without considering cultural, legal, and behavioral specificities. What works in Brazil may not make sense (and probably won't) in the chosen destination.
Here, BRING acts as an institutional and commercial facilitator, connecting Brazilian companies to strategic ecosystems abroad.
Strategic exit
Internationalization requires method, market intelligence, and disciplined execution. Avoiding the most common mistakes in the process is already half the battle. The other half depends on the ability to design an adaptable strategy and surround yourself with the right partners.
At BRING Consulting, we support Brazilian companies in all phases of this process, from diagnosis to execution. We act as a bridge between Brazil and the world, focusing on concrete results.
Speak with one of our consultants and discover how to transform your international expansion into a solid, strategic, and borderless movement.
