Why successful international growth requires systems, local leadership and the discipline to say “no.”
When people talk about international expansion, they usually talk about opportunity.
A new country means new customers, new leaders and new revenue. It’s exciting. It’s also one of the reasons so many companies rush into markets before they’re truly ready.
Over the last three years, I’ve had the opportunity to help lead RIMAN‘s expansion outside of South Korea. When I first became involved with the company, RIMAN was operating in a single market. South Korea represented more than $2 billion in sales, but all that success was concentrated in a country of roughly 50 million people.
Today, we’ve expanded into 16 markets and generated more than $400 million in sales outside South Korea. Some of those markets have only been open for a relatively short time, so we’re still very much in the building phase. But the experience has reinforced something I’ve believed for years: international expansion is most successful when it’s treated as a long-term strategy rather than a short-term opportunity.
Too often, companies approach expansion almost like a gamble. Someone knows somebody in another country. A consultant promises connections. A field leader says they can open a market quickly. Everybody gets excited about the possibilities and starts imagining the outcome before they’ve really evaluated the process.
I’ve seen that happen throughout the industry, and I think it’s one of the reasons so many international expansion efforts struggle. The companies that succeed internationally aren’t necessarily the ones moving the fastest. They’re the ones willing to do the preparation that nobody sees.
Think Global. Build Local.
One of the most important messages we consistently teach distributors is simple: think global, build local.
That sounds obvious, but international expansion can create distractions. The moment a company announces a new market, leaders start looking overseas. They begin searching for contacts, exploring opportunities and imagining growth in another country. Sometimes they become so focused on what might happen internationally that they stop doing the things that made them successful locally.
What we’ve found is that sustainable international growth almost always starts with strong local growth. The best international stories are rarely built by somebody randomly meeting a stranger on social media and deciding to build a business together in another country. More often, they develop through existing relationships, trusted connections and strong organizations that naturally create opportunities beyond their original market.
That’s why we encourage leaders to continue strengthening their local business while developing an international vision. International expansion should add to what you’re already doing. It shouldn’t replace it.
The same principle applies to companies.
Opening a new market should create additional growth, not simply shift attention and resources from somewhere else. If you spend all the energy required to open another country but your overall business remains flat, you’ve created more complexity without creating more growth. International expansion only works when it truly expands the business.
Building More Than a Launch
One thing I’ve learned is that opening a market and building a market are two very different things. Anybody can announce a launch date. Building something that lasts takes much longer.
Because of that, we’ve invested heavily in creating infrastructure inside many of the markets we’ve entered. We’ve opened offices, established business centers and created spaces where distributors and corporate teams can interact regularly.
For a skincare company, that physical presence matters. People want experiences. They want to try products. They want demonstrations. They want community. Those interactions become part of the culture.
We’ve also spent significant time helping distributors experience the company’s roots in South Korea. Leaders visit our research facilities, manufacturing operations and corporate campus. They see where products are developed and how the company operates.
The goal isn’t simply to create excitement. It’s to create belief. When people understand the heritage of a company, they become better equipped to represent it in their own market.
Systems Matter More Than Excitement
When companies are expanding quickly, excitement can cover up weaknesses for a while. Eventually, reality catches up. One thing we focus on constantly is building scalable systems before entering a market. Customer service, logistics, training, compliance, technology, sales support—every piece must function together.
Customers don’t experience a company through departments. They experience it as a whole. If the products are exceptional but customer service is poor, customers remember the service. If the compensation plan is strong but shipping isn’t reliable, they remember the shipping. Your weakest area eventually becomes your reputation.
I remember staying at a newly opened luxury hotel years ago. The property was beautiful. Everything looked perfect. The brand had a reputation for excellence, and the facilities reflected it. But check-in took forever. Breakfast service was slow. Simple requests took much longer than expected.
The problem wasn’t that the hotel lacked standards. The standards were there. The training was there. The systems were there. The issue was that everyone was new. Six months later, the experience was outstanding because the people had grown into the systems.
International expansion works the same way. Even when preparation is excellent, new markets require time to mature. The challenge is minimizing those growing pains while maintaining the level of service customers expect from day one.
Because customers don’t judge you based on how long you’ve been in their market. They judge you based on the promise your brand makes.
People Want Similar Things—Cultures Don’t
I was born and raised in South Korea and moved to the United States when I was fourteen. Looking back, that experience probably shaped how I view international business more than anything else. People often focus on the differences between countries, and those differences absolutely matter. Language matters. Customs matter. Expectations matter.
But one thing I’ve noticed after years of traveling between North America and Asia is that people generally want many of the same things. They want opportunity. They want recognition. They want community. They want products they can believe in.
The gift itself is often very similar. The packaging is what changes.
I use that analogy frequently because it helps explain what localization really means. In some cultures, presentation matters tremendously. In others, simplicity is valued. Communication styles vary. Recognition styles vary. Expectations vary. The opportunity may be the same, but the way it’s presented must respect the people receiving it.
Companies sometimes enter a country and immediately become known as “the American company” or “the Korean company” trying to impose its own way of doing things. Once that happens, the local market often stops paying attention to the actual opportunity because they’re distracted by the packaging. The sooner a company learns to respect local culture, the sooner it can connect with local people.
Developing Local Leaders
One of the biggest priorities in every market we enter is developing local leadership as quickly as possible. Global sponsors and experienced leaders can help launch a market, but they shouldn’t become the long-term face of it. Within the first few months, we’re intentionally looking for local leaders who can build culture, teach systems and represent the brand in a way that feels authentic to their community.
Those leaders understand nuances that outsiders never fully will. They know how people communicate. They know what resonates. They know what doesn’t. Most importantly, they create sustainability. A launch can generate excitement. Local leadership generates momentum.
That’s the difference between a market that experiences temporary growth and one that develops into a lasting business.
Commitment Before Expansion
If there’s one lesson I’ve learned through international expansion, it’s that patience matters. Companies often ask how quickly a market can become successful. In reality, the better question is whether they’re willing to commit long enough to give the market a chance.
Most meaningful growth doesn’t happen in the first few months. It takes time for leaders to emerge, for systems to stabilize and for culture to develop. That’s why we’ve tried to be disciplined about expansion. We say no far more often than we say yes. Every market looks exciting from a distance. Not every market is ready.
International growth remains one of the greatest opportunities in direct selling. But opportunity alone isn’t enough. Success comes from preparation. It comes from local leadership. It comes from respecting culture. And it comes from having the patience to build something that lasts.
Because at the end of the day, international expansion isn’t about opening more countries. It’s about creating more successful ones.
DANNY BAE is a seasoned executive with 25 years in the direct sales industry, spanning a decade as a top distributor, a decade as Vice President of Sales, two years as an owner, and three years in his current role as President of Sales at RIMAN. Responsible for over $2 billion in career revenue, Danny specializes in business development, international expansion, and leadership development. He currently leads the expansion of RIMAN’s K-beauty brand into North America and other international markets.
An Online Exclusive from Direct Selling News magazine.
