What wasn't working.
The manufacturer wanted to expand beyond South Africa but had been quoted $4.2M and 18 months to set up traditional distribution in three SACU markets. Distributor agreements would have locked them into long contracts with limited visibility and high concentration risk. Hiring local teams meant office leases, payroll, and management overhead they couldn't justify until volumes proved out.
- Traditional expansion required offices, fleet, and headcount in every new market
- Distributor agreements meant zero direct customer relationships
- No visibility into which retailers were stocking, which were not
- Three different markets meant three different operational rebuilds