Image: Orisha Commerce
Internationalization Strategy
The expansion directors of Mango and Primark analyzed their international growth models at ExpoRetail Iberoamérica. Both executives agreed that combining data analysis with a physical presence remains essential for deciding on new store openings in international markets.
The expansion directors of Mango y Primark They detailed their strategies for entering new markets during the congress ExpoRetail IberoaméricaIn a debate moderated by Mar Vieiro, Executive Director of Orisha Commerce all with EspañaBoth executives agreed that, despite the technology, human judgment and on-the-ground analysis are irreplaceable to guarantee the success of the international expantion.
Criteria for expansion: stability, profitability and the human factor
During the round table “Expanding beyond our borders”, José Luis Martínez de Larramendi, Director of International Expansion of PrimarkHe outlined the three main criteria that guide the company's opening decisions: market size and density, the economic and political stability of the country, and a vision of the long-term profitability"When we go to a country, it's to stay," he stated, underlining the philosophy that leads the firm to directly manage most of its nearly 500 stores.
For its part, Carlos Vila, director of Expansion of MangoHe proposed an approach based on three direct questions: "Is our customer there? Are we going to make money? What team will be with us?" The model of Mango combines the own shop and excess in equal parts, selecting partners not only for their solvency, but also for their involvement with the brand and their long-term commitment. Vila He also emphasized the importance of working closely with local experts to understand the specific challenges of each market.
| Company | Key Expansion Figures |
|---|---|
| Primark | Presence in 19 countries (forecast of 21); Nearly 500 directly managed stores. |
| Mango | Mixed model (company-owned store and franchise); More than 150 stores in [country name] alone Italia. |
Technology and 'fieldwork': the tandem for decision-making
Both executives acknowledged the value of technology—geolocation, real-time sales analysis, and inventory management—as a fundamental support tool. "The more data we have, the better decisions we can make," one admitted. VilaHowever, he clarified that the most decisive tool in Mango It remains "getting on a plane, booking a coffee and talking," emphasizing that human experience and direct contact are irreplaceable.
This discipline extends to daily operations. Primark invests continuously in the renovation of its establishments to guarantee a shopping experience homogeneous and attractive in all its markets. MangoFor its part, it learned a key lesson about omnichannel consistency after its opening in Presov (Eslovaquia), where the opening of a physical store triggered exponential growth in online sales nationwide. This led the company to integrate digital impact as a standard variable in its physical expansion decisions, moving beyond the traditional departmental silo model.
Adapting to the local market: the end of homogeneous strategies
The Director of International Expansion of Primark He warned about the risk of applying uniform strategies to complex geographical regions. He gave as an example the difference between Rumanía, whose consumer is more similar to that of the south of Europa, and Hungríawith consumption habits closer to those of Northern Europe. "International growth has no standard," he concluded. Martínez de Larramendi.
This same logic of adaptation applies in Mango at a local level. In Italiawhere it has 150 stores, franchises and large management groups coexist. FranciaThe firm is reassessing its partnerships to ensure sustainable growth. Vila He pointed out that this brand uniformity does not preclude making local touches, such as using architects from the city itself so that the store design generates a greater identification with the customer.
Towards unified commerce: the dissolution of the physical-digital boundary
The debate, organized by Orisha Commerce within ExpoRetail IberoaméricaThis highlighted a conclusion that is becoming increasingly established in the international business sector: the boundary between the physical store and the digital channel has dissolved for the consumer. Therefore, managing both channels as a unified ecosystem It has become an indispensable condition for any company that aspires to grow solidly beyond its borders.
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