The consultancy Alfombra Roja, founded by Maribel Álvarez, is celebrating two decades in business with the opening of a strategic office in Madrid. This new hub aims to position itself as a connection point between Europe, the Nordic countries, and Latin America, offering high-value-added internationalization services.
Madrid: A strategic hub between Europe and Latin America
The opening of the office in the heart of the Spanish capital is not just a logistical expansion, but a statement of intent. According to company management, Madrid has established itself as a vital hub. The goal is to be closer to Spanish customers and, simultaneously, serve as a gateway for European and Latin American companies.
During the opening event, Maribel Álvarez, founder and director of Red CarpetHe highlighted the functionality of this new space: "For us, this step of opening an office in Madrid is very important as a strategic point to be closer to our clients [...] We want to reach out to other companies that want to enter the Spanish market, European companies, companies from Latin America".
The board emphasizes the service-oriented nature of the new headquarters: "We want to offer this space not only for meetings, but also as a meeting point for companies and for training. We're going to hold talks about how the Nordic market works, offer advice, and so on. We want this to be our clients' home.".
Keys to the Nordic market: Quality versus price
With two decades of experience facilitating foreign trade in Sweden, Denmark, Norway and FinlandThe consultancy warns that these are mature, insular, and highly demanding markets. The entry strategy should never be based on low cost, but rather on... adding value.
"We always say that the most important thing is not what the company does, but that the product or service is of high quality and has added value. This is what distinguishes the ability to work, to introduce a company, or not."Álvarez explained in statements made during the event. The expert emphasized that, to be successful, "We always have to impress the buyer".
Below, we detail the key cultural and business differences that Spanish companies should consider when approaching these markets:
| Business Variable | Spanish Business Culture | Nordic Business Culture |
|---|---|---|
| Hierarchy | Marked and vertical structures. | Flat organizational charts and democratic/collegiate decisions. |
| Negotiation | Greater flexibility and improvisation. | Absolute strictness. What has been said has contractual value. |
| Planning | Shorter and more spontaneous times. | Meetings scheduled at least one month in advance. |
| Purchase Factor | Value for money. | Quality, sustainability, storytelling and differentiating value (never low price). |
Sectors of opportunity for Spanish companies
Although the Nordic market is small in size, its high purchasing power offers significant opportunities for specific sectors where Spain enjoys a good reputation. According to information provided by the consulting firm, the sectors with the greatest current potential are:
- Agri-food Sector: Especially gourmet and organic products.
- Renewable energy: A constantly growing field in Scandinavia.
- Construction and Infrastructure: There is a demand for technical capacity for large projects that local companies sometimes cannot meet.
- ICT and Fashion Sector: Niches where differentiation is key.
- Metal Industry: High demand in Norway (offshore sector).
The company's philosophy, summarized in the Swedish concept "Extra Lime" (that extra mile), seeks to roll out a red carpet —literal and virtual— to manage schedules and logistics, minimizing the cultural barriers that, according to Álvarez, are the main obstacle: "Companies think that doing business with Europe is the same all over Europe, but no, we are very different.".
Key points and frequently asked questions about Red Carpet and the Nordic market
What is the main function of the new Madrid office?
It acts as a strategic hub and meeting point between Europe and Latin America. In addition to managing meetings, it will function as a training center, offering talks and advice on the Nordic market to its clients.
What is the most common mistake when trying to sell in the Nordic countries?
Trying to compete on price or improvising is a bad idea. Nordic buyers reject "cheap" products and demand quality, functionality, and added value. Furthermore, improvisation is penalized; meetings must be scheduled a month in advance.
Which Spanish sectors are best received in Scandinavia?
The agri-food sector stands out (due to Spain's gastronomic reputation), as well as renewable energies, ICT, fashion, and especially the construction and metal sector, due to the experience of Spanish companies in large infrastructure projects.
