The Adiuvat View
Positions we are willing to defend.
Published thinking on entry, readiness and execution. Each position is written to be argued with.
Market potential is not market readiness.
One question asks whether a customer exists. The other asks whether the brand can serve that customer properly. Most entry decisions answer the first thoroughly and the second by assumption.
A lease is not a strategy.
A unit becomes available, the landlord creates urgency, and the strategy gets written backwards to justify a decision already made. Ask instead: would we still want this location if the unit were not available today?
Most localisation is translation wearing expensive clothes.
Changing the language is easy. Earning cultural relevance is difficult. Localisation should strengthen a brand, not costume it.
Customers matter more than borders.
The organisation sees countries, entities and reporting lines. The customer sees one brand and one expectation. A Saudi customer shopping in Dubai is still part of the Saudi customer strategy.
The mistake that kills a store is usually made before it opens.
Wrong location, wrong landlord, wrong partner, wrong first hire. Good execution is visible in the problems that never happen.
Related
These positions come out of operating work. See how they hold up in the track record, the disciplines behind them in what we do, and where they apply in markets.