* The GDP of most Latin American countries was suffering at the time when Arcor needed to expand globally. A more stable market is needed.

* In advanced markets, like the U.S., Arcor faced a completely different landscape that included a greater reliance on powerful supermarkets and other outlets to distribute its products.

* Since U.S. customers consumed almost one-third of the total global confectionery market, Arcor worked hard to establish a strong presence in this region.

* brokers supplied smaller independent outlets, which represented approximately 80% of Arcor’s 500 U.S. clients.

* 20% of Arcor’s exports went to the U.S., and almost all were produced at the Argentine or Brazilian plants.

* Arcor committed itself to thinking of creative, costefficient ways to penetrate the highly competitive U.S. market.

* This deal increased Arcor’s annual exports by $40 Million.

* In Canada, nearly 60% of the products sold in the supermarket bear a private brand, so our strategy is to manufacture with a private brand as a mechanism of penetration into the market. We’ll do this first by crawling, then walking, and finally, running.

* the office’s focus was to offer “better service, efficient logistics, and compelling marketing.

* Post-crisis, Arcor restructured its international division, adding more employees and more markets. It also moved its international headquarters from Buenos Aires to Barcelona.

* Europes sophisticated market was as competitive as the U.S.’s, and there was an even higher demand for premium products, especially chocolate confectionery.

* One key to the company’s international success is hiring people who are willing to live in Arcor’s target markets.

* Unlike European or North American markets, Asia