Roundtable Discussion | Rethinking International Expansion: Insights from Theodoros Fourlas, Mondelēz International

At the Endeavor Greece offices, members of the entrepreneurial community gathered for a closed-door roundtable discussion on one of the most pressing challenges for Greek companies today: how to expand internationally in a volatile, cost-sensitive, and highly competitive global environment.

The discussion was led by Theodoros Fourlas, Senior Director, Global New Business Development at Mondelēz International, who shared hands-on insights drawn from years of experience scaling brands across the U.S., Europe, the Middle East, and high-growth emerging markets.

Rather than theory, the conversation focused on what actually works in practice - and where traditional approaches begin to break down.

The U.S. Market: A Reality Check

The conversation opened with a clear-eyed assessment of the U.S. market. Post-COVID inflation, high interest rates, and declining consumer confidence have significantly reshaped purchasing behavior.

Consumers are buying fewer items per basket and actively trading down to cheaper alternatives - a trend expected to persist into 2026. For food companies, this creates a double pressure: lower volumes and tighter margins.

As highlighted during the discussion, Greek exporters face additional structural barriers:

• High transportation costs, limiting room for brand investment

• Shelf-life constraints, especially when supplying large retailers, where transit time directly reduces shelf viability

• Broker- and distributor-heavy models, which often absorb margin while reducing control over pricing, execution, and visibility

The takeaway was clear: the U.S. remains attractive, but exports alone are increasingly fragile.

Beyond Exports: The Venture Partnership Model

Drawing on earlier Chipita growth models, Theodoros Fourlas outlined why many companies eventually hit a ceiling with pure exports.

Shipping finished products works up to a point. Beyond that, logistics costs, shelf-life limitations, and lack of market control undermine scalability.

An alternative model that has proven effective is local production through venture partnerships.

In this model:

• The company contributes technology, R&D, recipes, quality standards, and brand know-how

• The local partner contributes manufacturing infrastructure, capital, distribution networks, and market access

This approach has been applied successfully in markets such as Latin America, Asia, Middle East & Africa, helping reduce CAPEX exposure while improving speed to market and local relevance.

The discussion was also honest about the trade-offs: partner selection, cultural alignment, and protection of know-how are complex and require long-term commitment.

“Test & Learn” as a Core Strategy

A recurring theme was the importance of Test & Learn. Instead of large upfront bets, companies pilot products in real conditions:

• limited number of stores or regions

• real pricing and real consumers

• defined timelines (often 3-6 months)

Examples included pilots through convenience channels, where companies can validate demand, pricing, and repeat purchase before scaling further or investing in local production.

These pilots are not viewed as losses, but as investments in clarity and confidence - for both the company and its retail partners.

Choosing Markets: Product First, Geography Second

Another key insight was that international expansion must start with a simple question:

What do we truly offer that can win in this market - and why?

Market selection should be based on:

• product-consumer fit

• pricing and channel economics

• demographic dynamics

• the company’s ability to remain present and involved

For smaller companies, nearby markets such as Romania and Bulgaria were highlighted as pragmatic entry points. At the same time, the discussion emphasized the long-term potential of large emerging markets, when approached with the right model and patience.

Must Keep vs. Can Adapt: Scaling Without Losing Identity

Successful global expansion requires clarity on what is non-negotiable and what can adapt.

• Must Keep: proven recipe, brand identity, product essence, core technology,

• Can Adapt: packaging, claims, messaging, and regulatory-driven ingredient adjustments

This distinction allows brands to scale while remaining coherent and locally relevant.

Mindset, People, and Persistence

Beyond models and markets, the discussion returned repeatedly to mindset and people.

International expansion demands:

• cultural sensitivity

• persistence and resilience

• strong interpersonal skills

• leadership commitment

Greek companies, it was noted, have historically struggled with partnerships. However, newer generations and startups show a far greater openness to collaboration and shared growth.

In many cases, success comes down to one dedicated person, or a small team, empowered to own international development end to end.

The roundtable closed with a shared understanding:

International expansion is not a shortcut. It is a structural shift.

For Greek companies, especially in food and consumer goods, the path forward lies not in exporting more, but in building adaptable, partnership-driven models, supported by disciplined experimentation and long-term vision.