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Bramidan in Bramming is taking over 2-3 new countries a year by following an established script – and often with the help of the Foreign office.
Danish Newspaper "Jyske Vestkysten", 5th March 2011
by journalist Yvonn Tittel
If Bramidan were to start all over again, the company, which is a world leader in bale presses, would look for help right from the start:
“Because it would make things more structured. It was a little random, the way the company began exporting 20 years ago,” says Henrik Dueholm Madsen, Managing Director. One other thing. It was coincidence that the factory in Bramming was successful, and since then frameworks have been set up. Now, the company has a world map divided into four colours. For the countries where we are present – and those where we aren’t. Graded into 1st, 2nd, and 3rd waves of attack.”
Present in 42 countries“We are already present in 42 countries, and the goal is 55,” says International Sales Director Jørgen Lassen. “After a dip after the financial crisis, the company is gathering pace again, and the onwards march is planning on 2-3 new markets a year, in a situation where over 90 percent of production already goes to export.”
“Now, we often use the Foreign Office’s export consultants. It would be useless to try to take care of all the initial logistics of organising an inspection program and a tour of relevant partners ourselves,” says Henrik Dueholm Madsen.
“But that’s what we need to do. After we’ve had help opening the door, we take it from there ourselves,” says Jørgen Lassen.
The latest five countries in which Bramidan has found distributors with the help of the Export Council are: New Zealand, Chile, Singapore, Taiwan, and Malaysia. Each one is different, each one has its own culture that must be respected. Even if the world has become one big pond via the Internet, politeness still matters out there in the real business world. ”And language and confidence,” says export consultant Bo Eske Nyhus from the Danish Export Counsil, visiting Bramidan headquarters.
Exporting is not for the faint heartedCEO of Bramidan, Henrik Dueholm Madsen, joined the company as Export Manager, so he has travelled, seen – and tasted just a bit:
“You eat what you are offered. I can only comment that bat does not taste good, and that I have eaten a lot of things that I don’t know what they were – and I don’t want to know what they were either. But if they can eat it, so can I. If you can’t do it, you’re a wimp, that's the philosophy.”
“You go far by watching what they do and mimicking it,” says Jørgen Lassen. He doesn’t want to say which countries Bramidan has its eyes on next. New markets are kept close to the chest for competitive reasons.
ProactiveWhen a company first becomes a “regular customer” of the Export Council, as Bramidan is, the enquiries go both ways. This means that export consultants in distant markets may call Bramidan if they discover that the company is not represented in the country in question, and the export consultant assesses that there is a market.
Bramidan has used the spare time from the crisis to put some of the company’s processes into a system. This includes writing a script for how to approach new export countries. The script contains about 50 points, and the procedure makes new markets a lot more manageable, so it now takes only three months to a year to get a foothold in a new country.