And in the team, we try to grow personnel internally:

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Training and development of team members. It is important to determine in advance what knowledge you want to impart to employees and in what format this will be done (a series of trainings, a mentoring program, etc.).
In our case, if we are talking about hiring couriers for e-commerce clients, we use foreign job boards. For example, this is the international platform Indeed. The typical portrait of a courier in different countries looks approximately the same.

These are migrants who came in search of a better cambodia whatsapp phone number life and want to get a job as soon as possible. So the processes are similar: we make a selection based on resumes, conduct an interview, draw up documents, organize basic training - and put the person to work.

Hire for entry-level positions and develop for transfer to higher positions. Plus, when selecting top managers abroad, we take local employees who can give us additional knowledge about the market. Like in football, when five players from one country and six from different countries play on the field in one team.

In management, we adhere to the principles of a turquoise organization. The top manager in each country independently writes a roadmap, sets OKR and KPI, makes decisions. His main task is to show the result.

This is the optimal approach, since no one will know the nuances of business management in Peru better than a local manager. At the same time, the onboarding process (training a top manager in all the nuances) can last several months. Plus, we have daily and weekly calls to discuss progress.

But in courier management we use a vertical structure. We have managers who supervise entire teams (about 200-300 couriers per manager). They become a single window for solving all issues, be it hiring or operational management.

Thus, the employee who accepts a person into the company is also responsible for his/her registration and further work. This approach is comfortable and understandable for all employees, simplifies communications and allows not to inflate the team.



In conclusion
Successful international expansion requires careful preparation: deep market analysis, consideration of legal aspects, selection of the right strategy, adaptation of management and hiring methods. It is necessary to choose geographies where demand for products or services is growing, and barriers to entry are surmountable.

And, of course, we mustn’t forget about localization — changing the product range to local preferences and quality standards, translating content, creating a local support service, adapting payment methods, and launching marketing campaigns in channels that are popular in the region. Market leaders always pay special attention to localization:

Amazon recently launched in South Africa, offering customers products from independent local sellers, among other things. The company has also partnered with South African non-profit GoGOGOgo and local logistics providers Pargo and Pudo.
AliExpress in Uzbekistan has recently added payment by cards of local payment systems Uzcard and Humo for all users.
One of our clients, ride-hailing service InDrive, has partnered with German payment provider Payrails to offer more payment options to passengers and drivers in the Middle East, North Africa and other regions.
And the last piece of advice - in my opinion, you need to open a business where it is difficult to do so (provided that the market has your target audience and demand for the product). After all, the more difficult it is to open a company, the lower your competition will be.