Digital risk
How to better manage digital risk
Cyber threats continue to soar. So what’s the solution? Our advice is to build a wider ‘digital risk’ function which integrates data privacy and cyber security. But where should you start?
IFRS
Insights into IFRS 16
Are you ready for IFRS 16? This series of insights will help you prepare.
Tax
Say goodbye to the arm’s length principle
After a slow and tentative start, the OECD’s push for a solution on how to allocate and tax the profits from digital business is gathering momentum.
Technology, media & telecommunications Home
International Business Report (IBR)
TMT outlook: Can tech spend buoyancy keep the industry airborne?
Uncertainty is mounting for technology, media and telecommunications (TMT) businesses amidst a turbulent economic and political backdrop, according to the latest research from Grant Thornton. But with businesses in other industries increasingly looking to new technologies as the path to transformation, this is also a time of opportunity. So how can the TMT industry ride out the turbulence and thrive?
Food and Beverage looks for growth
Growing food and beverage companies are not constrained by geographical boundaries. They chase profits and revenues around the world, wherever market-entry risks are manageable. Yet when going global, food and beverage executives are faced with an array of challenges. Distribution and logistical limitations for perishable goods; varying food safety regulations; and a tireless battle for shelf space, all impact companies.
Working with dynamic, food and beverage companies has given Grant Thornton member firms insight into how companies successfully expand internationally – shared in this new market entry guide.
Guide highlights
Adapting to changing demographics and demand: Demand is shifting from local to global, fuelled by a growing middle class. Successful companies are capitalising on this by innovating and adapting processes, products and strategies.
Overcoming barriers to market entry: Food and beverage companies must research new geographies before making costly expansion decisions. These assessments will locate the best opportunities; flag significant barriers; and identify resources to maximise return on investment.
Avoiding common pitfalls: As companies develop their strategy to launch products into new, international markets, it is critical to watch for common pitfalls. These include avoiding overly rigid planning or thinking the company has infinitely deep pockets for financing the opportunity.
Realising new market entry: There are opportunities for food and beverage companies who grow globally. To help realise these opportunities the guide outlines a four-step process to formulate and realise a global strategy and action plan.
