What should consider companies that global conquest are released in their online adventure?

In the ecommerce no borders. That’s one of the first realities that are learned when studying how e-commerce works and how it changes the habits of buyers. No need to keep the store that is on our side or the brand manufactured in our own country to access the desired products. The network makes buying is a global thing and that little amount if 20, 300 or 2,000 kilometers separate the buyer from the seller. The relationship between them is entirely possible.

This reality has made companies look at the network as a global game yard and in its approach to e-commerce is not simply left with the next but also try to gain a much more global bet. Ecommerce brands dream of being present in several countries, not to be limited by its home market and bring their products to conquer the global market.

It is a completely feasible reality, but what should consider brands that are released for it? Forrester analysts have traced three basic points ecommerce brands should not forget to conquer the global market.

Flagging see the world similarly

The fact that the ecommerce no boundaries not only makes the relationship of consumers to change what they buy, but also changes as brands face the field of electronic commerce. Companies see, as you remember from Forrester, the market in a very similar way. In fact, their strategies are very similar and it does not matter where they are or from what country they operate, all ecommerce firms just following a pattern more or less equal to conquer the market globally.

How they are released to world markets for e-commerce companies? The firms follow a strategy in waves. First approach to large markets, those whose number of consumers and their relations with the ecommerce markets are considered top or priority, such as UK, China or the United States. Then touch the countries where or market maturity or their size makes them interesting (although not as much as the first). And then touch the markets that Forrester classifies as ‘ wait and see’ (wait and see) which arouse interest but it is advisable to wait to see how they evolve infrastructure and geopolitical environment.

Global expansion requires mixing different bets

The last strategy to succeed in the international market no longer works. “In the past, brands caught an approach to mold cookies for their new markets, launching similar sites located in each market,” Forrester analysts recall. That no longer works.

To achieve success globally in e-commerce, companies will have to work harder and, above all, mix different propositions and initiatives. He has to take into account aspects like more profitable or convenient to operate directly in a market or take advantage of the opportunities offered by international shipments. Or, for example, may at some particular market is much smarter not to open an own shop but rather use a marketplace to reach consumers.

Success in e – commerce will therefore take into account all the variables and analyze what works best or what will bring better benefits, before jumping into just what is always done or what triumphs in the X market has to succeed in Y.

Not all problems come from outside

When conquering other markets, the issues that impose these markets are very important. External elements can become therefore a determining factor for the success or failure and problems imposed by third parties or foreign element are a crucial and very influential for ballasting an adventure of ecommerce element. But these external problems are not the only ones who can affect the brand, are also other issues. Problems can come perfectly from within the company.

Forrester analysts warn that you should not lose sight therefore internal issues when trying to launch a global adventure in electronic commerce. Brands have to be realistic and self – critical when thrown into a global adventure and have to be studied themselves with as much interest as they study the market in which they are going to land. Some of the questions to ask are if their managers are really prepared to face an international expansion or if they are studying well budgets for the entry into new markets.