Exploring the Strategic Benefits of Opening Production Facilities in Brazil and Mexico

In the current global landscape, characterized by significant uncertainties and emerging economic shifts, opening production facilities in Brazil and Mexico can be strategically advantageous and forward-thinking. These countries offer unique advantages and opportunities that align well with the evolving global scenario, often referred to as the "brave new world." As part of a transformational project for a European machine and plant manufacturer for energy infrastructure, we also examined the future options with regard to Mexico and Brazil as part of the strategic plan.

The case study of the European mechanical engineering company's expansion into Brazil and Mexico exemplifies the evolving dynamics of global business strategy. By leveraging nearshoring to the USMCA and tapping into Brazil's renewable energy resources, the company aims to strengthen its market position, enhance operational efficiency, and capitalize on emerging opportunities in the Americas.

A global company specializing in property facades and energy efficient windows and doors executed the most emblematic projects in Brazil, but the company had not returned a profit from its Brazil office since 2001 and had recognized that a strong brand and quality product were not enough to succeed in the current market. The company’s headquarters in Europe was considering closing the Brazil office. However, it also recognized that Brazil is an emerging market with a large social middle class and an average age of 29 years, making this a potentially lucrative location if a successful turnaround could be executed. The business model is not matching to the local requirements. To survive, the model would have to be adapted, which would seem to be contrary to the European standard. Is that feasible?

How dangerous can paradigms be in a crisis?

Can an industry-wide paradigm lead to business blindness? Under what conditions has a paradigm developed?

If you think about costs too late, you ruin your company. Those who always think about costs too early kill creativity. Cost-cutting measures must be taken when you are earning a lot of money. Once you're in the red, it's too late. Many years of experience can sometimes narrow the view. There are people who think they know the bird very well because they have seen the egg from which it crawled out.

Sometimes you have to pull out trees to see if the root is still there. After many years of the paradigm of uncompromising outsourcing of all functions, we realize after many projects that this way has to be decided anew in every case and has to be checked at regular intervals for its still existing advantages. Paradigms must not be retained for convenience.