What It Really Takes to Go Global: Lessons from Retail Insider Yorgos Erifiadis

During an Ask Me Anything session with Yorgos Erifiadis, the seasoned executive behind global expansions at Zara, Marks & Spencer, and Penhaligon’s, an audience of entrepreneurs and brand-builders heard hard-won insights on international growth, brand positioning, and market entry strategies. He is currently a Founder and Principal Consultant at Premier Global Consulting, advising beauty, fashion, and lifestyle brands on global growth strategy and commercial expansion. 

With characteristic candor, Erifiadis shared what works, what doesn’t, and why so many promising brands falter when they cross borders. Here are the key takeaways:

Understanding the Consumer Comes First - Always

The most common reason brands fail abroad, according to Erifiadis, has little to do with product quality or pricing. The real issue is a fundamental lack of consumer understanding.

Penhaligon’s, a heritage-rich British fragrance brand, found success in the Middle East, Asia, and Latin America - but failed in the United States. Similarly, The White Company struggled to resonate with U.S. consumers despite a strong UK presence. These cases underscore how cultural preferences and retail expectations differ dramatically from one market to another. A European concept can appear outdated in the U.S., even if it performs well elsewhere.

Market expansion, then, is not a matter of exporting a successful model - it’s about decoding new consumer behaviors and adapting accordingly.

Local Presence Is a Prerequisite, Not a Luxury

Attempting to manage a foreign market from a distance is one of the most common - and costly - mistakes. For Erifiadis, having people on the ground is non-negotiable. Each region, particularly in complex markets like the United States, presents unique regulatory, behavioral, and logistical challenges. Success hinges on deep local knowledge and proximity to the customer.

Without a team that understands regional nuance, even well-funded brands with proven business models are likely to misstep.

Small Markets Can Cultivate Global Excellence

Rather than viewing a small home market as a limitation, Erifiadis sees it as an advantage. Scandinavian companies such as LEGO and Novo Nordisk have achieved global leadership despite generating only a small fraction of revenue in their domestic markets. Their success stems from necessity - operating beyond borders from the beginning forces a focus on scalability, consistency, and international relevance.

In contrast, many U.S.-based companies remain inward-looking due to the size of their domestic market, which can lead to complacency and missed global opportunities.

Consistency Is the Foundation of Brand Equity

In a world where trends shift rapidly, consistency remains a long-term differentiator. Brands like Hermès and Brunello Cucinelli continue to grow because they never compromise their identity. Others, in contrast, suffer from mixed messaging and market confusion after attempting to broaden their appeal.

A clearly defined brand proposition - and the discipline to maintain it across all channels and markets - is essential. According to Erifiadis, the moment a company starts changing who it is to chase growth, it risks losing credibility and consumer trust.

Start Where the Conditions Are Favorable

The Middle East was highlighted as an effective starting point for global expansion - particularly for consumer-facing brands. High disposable income, established franchise models, and a growing appetite for international labels make it a commercially attractive region. Such markets allow for low CapEx entry strategies through partnerships with local players, enabling brands to test international waters while generating revenue.

This approach creates a stepping stone for later expansion into more complex, capital-intensive regions like Western Europe or North America.

Don’t Scale Until the Foundation Is Solid

Before considering expansion, operational readiness must be evaluated. International growth does not solve internal issues - it magnifies them.

Key areas such as production, logistics, pricing, and branding must be consistent and scalable. Otherwise, entering new markets will only amplify inefficiencies. A clear brand identity, refined customer proposition, and well-functioning systems are prerequisites for any serious expansion effort.

International expansion isn’t for the faint-hearted. But with the right mindset, grounded strategy, and a deep respect for local consumers, it is doable - even from a small market.