Capability 3/4
Sales & Marketing
Your product already sells at home. The next 100 countries are an execution problem.
GLOWINT builds and runs international sales for manufacturers: representation, distribution, retail placement, and the trained people behind them. Placements in more than 100 countries.
WHERE THIS USUALLY STARTS
The situations we recognize on the first call.
01
You have a product that sells at home and no way into the next market.
02
Your distributor in-country is a black box. No visibility, no forecast, no accountability.
03
You won the listing and cannot service it. No logistics, no local support, no training.
04
Your category is commoditizing and price is the only lever left.
Sub-offerings
Manufacturer representation
We act as your international sales force, accountable for placement and sell through, not introductions.
Outsourced VP of Sales
A senior operator runs your international sales function without a permanent hire.
Distributor and retail training
We train the distributor and retail people who touch your product last.
Business performance coaching
Working sessions with the leaders who own the number, focused on the decisions that move it.
Brand growth ownership
We take ownership of a brand's growth in a territory and report against it, market by market.
Sales growth programs
Structured programs that rebuild pipeline, pricing and channel coverage where growth has stalled.
Most firms translate a strategy into a new language and call it expansion. Selling abroad fails on sequencing, relationships, and trained people at the shelf. We put experienced operators in the market, carry the brand into distributor and retailer meetings ourselves, and train the people who touch the product last. Strategy included; execution is the point.
The engagement
What the work involves
A sales and marketing engagement is built on the relationships a manufacturer needs to reach shelf in a market it has never sold into. We act as the international sales force, carrying the brand into distributor and retailer meetings, training the people who touch the product last, and holding accountability for placement, sell through and the paperwork in between. The strategy is included, but execution is the point.
How the work runs
We start with the two or three countries where the category and the margin both work, place the brand, then widen. Every market visit produces a structured trip report against a standard template, so the client sees what we saw: which accounts, which objections, which shelf, which competitor, and what happens next. In steady state, the distributor is a managed channel with a forecast, not a name on a contract, and the retail buyer sees the brand as a category advisor.
What changes when it is working
The founder is no longer the only closer. The distributor is not a black box. The retail buyer sees the brand as a category advisor, not a vendor. And growth stops depending on one person being in the room, because the function, not the person, now holds the relationship.
The connection thesis
Most firms will write you a market-entry strategy. We already know the buyer.
GLOWINT holds the relationships a manufacturer needs to reach shelf in a market it has never sold into. Appointed distributors across thirty-five European countries. Retail buyers across the Americas. OEM factory-fit qualification. Sourcing corridors out of Asia. The strategy is the easy part. The introduction is the asset.
What we do
Evidence
Distribution transitioned across 14 countries in seven months.
Stanley Black & Decker, authorized
Eight-market LATAM entry programme built end to end.
Current engagement
SLiME entered LATAM retail and automotive OEM: placements secured at major mass retailers across the Americas and OE positions with six global vehicle brands.
SLiME, authorized
Field method
We report from the field, not from the desk
Every market visit produces a structured trip report against a standard template, across the Andean region, the Caribbean, Central America, Mercosur and the North American trade circuit. The client sees what we saw: which accounts, which objections, which shelf, which competitor, and what happens next.
FAQ
Questions before you sign
Because the strategy is the easy part. The constraint is relationships and trained people at the shelf. We carry the brand into distributor and retailer meetings ourselves and train the people who touch the product last. Execution is the point.
A distributor agreement is paper. Distribution is product on a shelf, sold through, with a forecast behind it. We are accountable for placement, sell through, and the paperwork in between, not for the signature.
Every market visit produces a structured trip report against a standard template, across the Andean region, the Caribbean, Central America, Mercosur and the North American trade circuit. You see what we saw: which accounts, which objections, which shelf, which competitor, and what happens next.
Owners get pulled into daily selling and the company learns to wait for them. We take the sales function, professionalize it, and hand it back with people who think like owners. The outcome is a playbook, a quota structure and a forecast the team actually uses.
Weeks rather than quarters. We operate through executed manufacturer representative agreements with partner agents across the region, so the introduction already exists. The constraint is sequencing the markets where your category and margin both work, not finding the door.
The founder is no longer the only closer. The distributor is not a black box. The retail buyer sees you as a category advisor, not a vendor. And growth stops depending on one person being in the room.
A decision under uncertainty
A manufacturer had won the AutoZone listing, 68 SKUs across a four-foot planogram, and could not service it. No logistics, no local support, no training. The trade-off was between pulling the listing or investing in the infrastructure to hold it. GLOWINT built the vendor programme, the reorder cycle, and the retail training. The planogram held because the shelf was managed, not just won.
WHERE THIS GOES NEXT
Where this usually starts.
A two-week diagnostic, on site, with your internal and external stakeholders. You get a written view of where the constraint actually sits, what it would take to move it, and whether we are the right firm to help. If we are not, we will say so.
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