A global FMCG group took a protein-snacking range into Asia and the UAE with the price, the portfolio and the partner decided before launch.
September 2026
A leading global FMCG group wanted to know which of six Asian and UAE markets its protein-snacking range should enter, in what order, with which products, at what price and through whom. ATM ranked the markets, sized the segments, built the price stack per market and shortlisted distributors with terms - one piece of work, one set of decisions.
Where the brand was.
The range was proven at home and the group had the resources to enter anywhere. What it did not have was a basis for choosing between six markets that each looked attractive on paper, or a view of whether its home price point would survive the journey to shelf in any of them. Protein snacking is a category where format and flavour preference vary sharply by market, so "the range" was not one decision but several.
What ATM did, in order.
| Step | What ATM did |
|---|---|
| Decide | Market opportunity and prioritisation across the six markets: segment size, growth and the competitive set in each. Route-to-market recommendation for channel entry and roll-out order. A proposed portfolio per market, built on consumer format and flavour preference rather than the home-market line-up. |
| Validate | A value-chain calculation for each market - import duty, distributor margin, retail margin and applicable taxes - working back from a competitive shelf price to the wholesale price the group could actually offer. |
| Appoint | Preferred distributors identified in each market on category capability, with the key terms-of-trade considerations set out before any negotiation began. |
What changed.
The group entered with a ranked market order, a market-specific portfolio, a wholesale price that holds at shelf and a named distributor shortlist in each market.
Services used. Market Prioritisation · Category Prioritisation · Value Chain · ATM Partner Shortlist
