– Tell us briefly about the trajectory of Aditio Consultores to date.
Aditio Consultores was born six months ago as a result of the union of several professionals who had previously worked in the business world, consulting and training, and basically in areas related to the financial world and foreign trade.
Our projects for 2002 are currently focused on two priority areas. Firstly, we are working with financial institutions, providing consulting and training services; secondly, we are advising companies, especially SMEs, on financial and international trade matters, regardless of their specific activities.
In this regard, I would like to highlight one of our products, designed to help companies reduce their financial and banking costs both domestically and internationally. I would also like to emphasize our advisory services for foreign exchange risk, commercial and political risk coverage, and all other aspects of a company's international trade. Aditio Consultores has extensive experience in financial, banking, and international trade matters, and we believe we can provide added value to companies when assessing the risks and costs associated with international transactions. It is important to note that our fees are based on the savings achieved by our client company in a given transaction.
– What strategies do you think every Spanish company should follow if it wants to start an internationalization process?
Undoubtedly, the first thing any entrepreneur must do is have a good product and know how to approach international expansion. For this, I recommend leveraging institutions, which offer ample resources and financing options. Once you have identified a market with specific objectives and target customers, you must first thoroughly analyze the risks involved in selling to other countries, which can even be problematic. We often see a lack of communication between the finance and sales departments within companies. In other words, the sales department often focuses solely on selling without considering the risk of non-payment that some transactions may entail, while the finance department focuses exclusively on collections, without anticipating that sales to certain countries or customers require a degree of protection or precaution. When selling abroad, it is crucial to consider factors such as the payment method to be used, how that method will be used, and what other instruments will be employed to mitigate potential non-payment; that is, the possible use of insurance coverage, financial products, or banking payment methods.
It must be said that while it is true that there are far fewer defaults in the international area, it is also true that a default in the international area is truly a default, that is, it is a transaction of a certain amount and difficult or impossible to recover.
– In your presentation during the III Forum on Internationalization of Murcian Companies you spoke about customer loyalty in export activity, what do you mean by that?
What I tried to do was outline the risks inherent in all export activities, what those risks are, and how to mitigate them. I also mentioned exchange rate risk because new instruments are increasingly becoming available to all types of companies to cover this type of risk, which was previously inaccessible to SMEs. I'm referring to currency options, structured products now offered by many financial institutions, and so on.
Finally, in my presentation, I also alluded to the need for dialogue between the sales and finance departments, specifically regarding offering importing clients competitive advantages over other competitors, based on strategies that may be linked to strictly commercial or financial elements. To this end, I emphasize the necessity of joint action between both departments to carry out operations that anticipate potential risks.
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