If Coolechera were to expand its yogurt dulce to a new international market, the brand should carefully adapt its strategy to increase acceptance abroad. According to the HBR article A Model for Expanding Your Business into Foreign Markets (2024), companies must evaluate how much to standardize versus adapt. For Coolechera, packaging adaptation would be essential. In countries where sustainability matters, shifting from plastic to recyclable cartons or pouches would improve brand perception and align with consumer values.

From cultural adaptation theory, it is clear that flavor plays a central role. While Colombian consumers enjoy a very sweet yogurt, in many international markets lower sugar content or fruit-based options are more popular. Coolechera should therefore introduce variations—such as reduced sugar or mixed fruit yogurts—while still offering the authentic “yogurt dulce” identity to highlight its Colombian origin.

Finally, empirical evidence from Latin American food exports shows that pricing strategy influences market penetration. Products positioned as too premium often struggle against local brands, while mid-range prices allow for accessibility. Coolechera should adopt a competitive yet affordable pricing model that communicates quality without alienating consumers.

In summary, adapting packaging, moderating sweetness, and using balanced pricing would help Coolechera succeed abroad while preserving its Colombian heritage.

Keyner Ruiz

Christian olivares

Walter García

Juan Valdez

When entering a new international market, Juan Valdez must find the right balance between maintaining its Colombian coffee identity and adapting to local consumer expectations. As Harvard Business Review (2024) explains, a structured expansion model helps identify which elements should remain standardized and which require adaptation. For Juan Valdez, the authenticity of Colombian premium coffee should remain, while packaging, flavors, and pricing should be adjusted to local contexts.

Karam’s (2013) case study on Coca-Cola in India shows the importance of cultural sensitivity. Coca-Cola struggled because it underestimated local traditions and consumer habits. Juan Valdez should avoid this mistake by analyzing local coffee consumption behaviors. For instance, in Asian markets with strong demand for cold beverages, the brand could introduce ready-to-drink iced coffee. In more price-sensitive economies, offering smaller packaging sizes could make the product more accessible without lowering quality.

Finally, the review of the marketing mix emphasizes that adapting product, price, place, and promotion is key for competitiveness. Juan Valdez could highlight sustainability, fair-trade sourcing, and Colombian heritage in its promotional strategies, since ethical consumption trends are increasingly relevant in global markets. By combining authenticity with strategic adaptation, Juan Valdez can succeed abroad while staying true to its Colombian roots.

For Alpina’s successful entry into the Mexican market, I recommend a comprehensive strategy based on the 4Ps, with strong local adaptation.

PRODUCT: Develop flavors that resonate with Mexican consumers, such as tamarind, mango-chile, and horchata, while preserving Alpina’s well-known dairy quality. Introduce family-size formats and lactose-free options to serve the nearly 70% of the population that is lactose intolerant.

PRICE: Apply a penetration pricing strategy by setting prices 10–15% lower than international premium competitors. Offer an affordable line ranging from 15–25 MXN and a premium line priced between 35–45 MXN, ensuring accessibility across income levels.

PLACE: Prioritize partnerships with OXXO, which operates over 20,000 stores nationwide, as well as Walmart and Soriana. Expand into traditional markets while also developing a strong e-commerce presence through platforms like Mercado Libre.

PROMOTION: Launch the campaign “Alpina, con sabor a México,” highlighting local ingredients. Collaborate with renowned Mexican chefs, sponsor Liga MX, and organize supermarket activations to increase visibility and brand affinity.

EVIDENCE OF ADAPTATION: This plan recognizes that international success requires balancing global consistency with local responsiveness. By deeply adapting to Mexican tastes and cultural preferences, Alpina can stand out from competitors like Danone and Lala, ensuring both market penetration and emotional connection.

The key is to preserve Alpina’s essence while intelligently adapting to Mexican traditions, creating truly local products that honor the country’s rich culinary heritage.

_{Maria Herrera y Thalía Hernández}

If Crepes & Waffles decided to expand into a new international market, the brand should carefully adapt its strategy to achieve acceptance. The Coca-Cola case in India shows that ignoring cultural values can lead to rejection and reputational damage (Karam, 2013). In this sense, Crepes & Waffles must research local eating habits and offer halal, kosher, vegetarian, or vegan alternatives where necessary, without losing its Colombian identity.

From the perspective of the marketing mix, the traditional 4Ps are limited in service industries. Goi (2009) proposes an expanded 7Ps framework, which includes people, processes, and physical evidence. Applied to Crepes & Waffles, this means training local staff to deliver its warm and inclusive service philosophy, standardizing processes to ensure consistent quality, and designing restaurants that combine Colombian essence with local aesthetics.

Finally, pricing strategy will be decisive for market penetration. The brand should position itself as “affordable indulgence,” avoiding being perceived as exclusive luxury and maintaining a competitive offer that still communicates quality. In conclusion, cultural adaptation, the use of an extended marketing mix, and a balanced pricing approach will ensure that Crepes & Waffles achieves international acceptance while preserving its Colombian essence.

However, the readings also emphasize the need for adaptation to local tastes and regulations. For example, in markets such as Europe or the U.S., consumers are increasingly concerned about health. Postobón could introduce versions with less sugar, natural ingredients, or smaller package sizes. This would meet local health standards and also attract health-conscious consumers.

Finally, as the article suggests, working with local partners and distributors is important to understand preferences and avoid cultural mismatches. By combining Colombian authenticity with flexibility and adaptation, Postobón could successfully position itself as both original and relevant in new markets.

Jaime ospino

Valentina González

Sharon Cabrales

To expand internationally, Colanta should apply Lauterborn’s 4Cs model (1990), which places the customer at the center of the strategy.

For Customer Solution, Colanta must adapt its dairy products to local preferences. This could include lactose-free, vegan, or probiotic-enriched options, depending on demand. The goal is not just to sell milk or cheese but to provide a health and nutrition solution.

For Cost to Customer, the company should consider more than the selling price. It must evaluate perceived value compared to local competitors while highlighting its tradition of quality and sustainability.

In terms of Convenience, Colanta needs to ensure that products are available in the most common local channels: supermarkets, convenience stores, and e-commerce platforms, while guaranteeing freshness and accessibility.

Finally, for Communication, Colanta should move from one-way advertising to a two-way dialogue with consumers. Messages should emphasize Colombian origin, the work of local farmers, and sustainability commitments, but always tailored to the cultural values of the target market.

By applying the 4Cs, Colanta can position itself as an authentic, healthy, and trustworthy dairy brand in the international market.

Totto: Adaptation Strategies for International Markets

When expanding into new international markets, Totto should adopt a glocal marketing strategy that preserves its Colombian identity while adapting its products and positioning to local consumer preferences in the fashion and accessories sector. According to Goi (2009), the traditional 4Ps marketing mix—product, price, place, and promotion—remains a foundational tool but must be expanded with elements such as people, processes, and physical evidence to succeed in diverse markets. For Totto, this means customizing product designs to align with local fashion trends while maintaining the durability and functionality that define its Colombian essence. Insights from the Coca-Cola case study show that adapting designs, packaging, and advertising to reflect local culture can significantly improve consumer acceptance; Totto could introduce exclusive color palettes or limited-edition collections tailored to specific markets. Furthermore, the Harvard Business Review (2024) highlights the importance of market research, understanding cultural nuances, and forming strategic partnerships when entering new territories. Totto could collaborate with local fashion influencers and retailers to strengthen brand positioning and adopt eco-friendly materials to appeal to environmentally conscious consumers, especially in Europe. By integrating product innovation, cultural adaptation, and strategic alliances, Totto can position itself as a trendy, sustainable, and globally competitive brand, boosting its chances of success in international markets.

Walmart’s failures in Germany and South Korea show the dangers of cultural hubris, where companies assume their domestic strategies and values will work everywhere without considering local preferences.

First, we should build relationships with local partners who understand consumer habits, regulations, and cultural norms. This step is crucial for gaining trust, especially in markets where skepticism toward foreign brands is high.

Second, we need to adapt Colombina’s products and marketing strategies to the local culture. For example, flavor profiles, packaging sizes, or even the way we communicate product benefits may need adjustments to match consumer expectations. A candy that is popular in Colombia might need a different level of sweetness or branding to succeed in markets like Japan or Europe.

Third, we should commit to diversity and inclusion by integrating local employees and decision-makers into the brand’s strategy, making Colombina feel more connected to the host culture.

By avoiding cultural hubris and embracing adaptation, Colombina can build trust, relevance, and sustainable growth in new international markets.

Natalia Coneo

Jose Gabriel Serrano

Sharick Logreira

Zarith Pérez

Edier Cantillo

Julibeth Guardo

Anaya Gina

Guzmán Horacio

Jiménez Samuel

Urueta Valerie

When entering a new international market, Ramo should implement a comprehensive adaptation strategy based on flexible marketing mix management to respond to the cultural, economic, and consumer specificities of the new market.

First, Ramo should adapt its products and packaging to align with local preferences and regulations, potentially adjusting flavors, sizes, or ingredients to optimize acceptance. Packaging should also reflect the cultural context and provide functional value, such as ease of use or preservation.

Regarding pricing, it is essential to conduct a competitive analysis and analyze local purchasing power to establish affordable and competitive prices that reflect the perceived value of consumers. Promotions should be personalized with local messages and channels that foster two-way communication, creating closer relationships with customers.

Regarding distribution, adapting logistics and points of sale to ensure accessibility and convenience is key. Furthermore, according to Goi (2009), the flexible integration of marketing mix elements allows for a swift response to changing needs. Lauterborn (1990) suggests transforming the traditional 4Ps into 4Cs focused on the customer (solution, cost, convenience, and communication), which emphasizes a more consumer-oriented approach. Finally, following Booms and Bitner (1981), combining the aspects of participants, physical evidence, and processes will allow Ramo to build a culturally adapted and competitive brand experience in the international market.