In our latest MU Consumer Call keynote, we welcomed Yvonne Magnusson-Norling to unpack how leaders turn international ambition into resilient, profitable growth. With her track record as a CEO and Board Member she stands for an uncompromising premise: standing still is not an option; internationalisation diversifies revenue, reduces domestic exposure, and builds long-term competitiveness. Provided leadership sets a clear intent and cultivates a culture that learns, adapts and executes.
Yvonne outlined a crisp, decision-ready framework: start with a hard-nosed market scan (size & growth, customer needs, competitive/indirect rivals, regulation, channels, ecosystem) to choose the right entry path based on risk, control and investment: Export, franchise/licence, JV/partnership, or subsidiary. The objective is scalability, not just presence. For CEOs and CSOs, this means aligning ambition with capabilities and making the economics explicit before committing capital.
Franchising can unlock speed with lower central capital, but only when the operating model is built for scale: clear HQ↔franchisee governance, standardised SOPs and KPIs, and a centralised digital backbone (ERP/CRM, real-time data, training platforms). Guardrails matter to protect brand equity and ensure consistent customer experience. So, yYou need to have robust agreements (roles, metrics, IP, territory, exit), rigorous training, and continuous monitoring in place. In short: engineer clarity, control, and data before you pursue speed. Leadership sets the tone: empower locally, hold standards globally, and reinforce the behaviours that sustain quality at pace.
Beyond strategy, conversion lives and dies in the details: local payment standards, last-mile logistics, and marketing localisation (incl. influencer ecosystems) determine traction country by country. The practical takeaways:
If internationalisation is on your agenda this year, let’s talk about the operating choices and leadership moves that will de-risk scale.