Origin
Your company
Brand, product, experience, capabilities and decisions on commitments.
Internationalisation · Your Brand International
Your international business, built around your company.
A tailored internationalisation programme: offering, commercial development, presence, structure and responsibilities connected to your company's capabilities and objectives.
Discuss your programmeA design for your company
A tailored internationalisation programme.
Your Brand International organises the project around your company: what it offers, which markets it intends to develop, how it will fulfil commitments and which capabilities it needs to build. The plan connects commercial development, presence, operations and responsibilities.
International activities
Your international project
Offering, channels, presence and fulfilment organised; a corporate vehicle defined when needed.
Market
Counterparties
Buyers, distributors, partners and service providers with their own roles and obligations.
TaylorDevelop markets and coordinate within the mandate.
MESAPrepare the analysis and refer decisions to the designated approval authorities.
What the programme connects
Market, offering and presence need to fit the same strategy.
Offering and positioning
Product, demonstrable strengths, fulfilment requirements and commercial presentation aligned with the intended market.
Business development
Qualified channels, buyers, distributors and contacts; proposals and next steps within the defined limits.
Presence and fulfilment
Market presence, partners, implementation and operational interfaces tailored to the requirements for fulfilling commitments.
Components of the structure
Who contracts, receives payment and takes responsibility?
Contracts, cash flow and any required business entity support the chosen operating model. Each flow retains its rights, obligations and responsible parties.
Each flow needs a contract and a responsible party.
| Flow | What to define | What to verify |
|---|---|---|
| Supply | Supplier and contracting party: volume, quality, price and obligations. | Contract and evidence of delivery. |
| International sale | Seller and buyer: terms, price and payment. | Contract, documentation and receipt of payment. |
| Execution | Responsible party and service providers: logistics, inspection, port, freight, insurance and services. | Deliveries, expenses and incidents reconciled. |
| Coordination | The contracting company and Taylor: scope, limits, remuneration and approvals. | Recorded mandate, decisions and deliverables. |
A separate schedule for each obligation
Receipts, payments and results are distinct financial movements.
The cash flow schedule reconciles inflows, outflows and funding. Payments to suppliers and service providers follow their own due dates; they cannot be assumed to wait until the buyer pays.
Receipts
From the buyer to the contracting party, according to the sales contract.
Payments
From the responsible party to the origin supplier and service providers, according to the obligations undertaken.
Reconciliation
Dates, resources, expenses and outstanding items verified against the records.
Results reconciliation
Results and their allocation to the parties according to contracts and defined rights.
Credit and capital contributions fund the operation; they are not sales revenue. Coordination remuneration also has its own contractual terms.
Structure, implementation and operation
The design follows the need. Formalisation comes before activation.
The corporate vehicle, approval authority, rights and economic arrangements are examined with the professionals relevant to the project. Establishing a company abroad is scoped when necessary.
The structure may be defined during preparation. Implementation is connected to business decisions and readiness criteria.
See how preparation connectsFor clarity
Frequently asked questions.
Is it mandatory to establish a company abroad?
The assessment defines a structure suited to the project's needs. Incorporation, jurisdiction, rights, obligations and the professionals required are addressed under a separate scope where applicable.
Does the structure only begin after Vessel SCALE?
The definition follows the project's needs and may begin during preparation. Contracts, cash flow and responsibilities must be clear before the corresponding commitments are activated.
Does Your Brand International replace operational readiness?
The structure organises the business and its responsibilities. Commercial and operational readiness must be verified for the configuration of each transaction.
Does Taylor automatically become a shareholder?
Equity participation, economic rights and responsibilities require their own definition and formalisation. The development and coordination mandate sets out Taylor's contracted scope.
To build international operations
Your company, your market and a structure to operate.
The offer, channels, commercial approach and responsibilities need to be part of the same project. The Go-to-Market publication helps organize these choices.
Go-to-Market.
A conversation about your business
How does your company intend to operate internationally?
We will start with your offering, markets and existing capabilities to define a tailored programme for development, implementation and continuity.
Discuss your programme