Enrique Torres Wiehink, Bachelor Degree in Law by the Universidad de Barcelona, Master in Company Law by the Universidad Abad Oliva. Director and member of the fourth generation of the family owner of the Santiveri group.

What role does the brand image play in your internalization process?

For Santiveri branding is something very important because it implies quality and, in our case, it means a manner of understanding food, nutrition and life quality. What the Santiveri brand “sells” is a different way of understanding food and nutrition as elements that improve the life quality, something that we have been doing since almost 130 years.

Branding is the most representative value of Santiveri; it is like having a certificate of our leadership in the sector and quality guarantee. And this, at the moment of exporting and contacting with the foreign market is the best cover letter.

In some markets, our image in Spain and countries in which we have been present for many years helps us a lot during the introduction process. There are “focal” markets as Mexico, Supermercado Santa Luzia in Brazil, Cencosud in Latin America, Italy or Lebanon where our developed and planed image attracts new markets in which we are trying to have the same success, adapting us as possible and necessary without losing our identity as brand.

How do yo work to strengthen your brand image?

Wherever possible, we rely on the history of the company, on its coherence and strength after almost 130 years of work. In completely new and external markets, we rely on some success category to make the brand public and to develop a promotion and positioning work of the Santiveri brand from an initial success.
Branding as value creation through the innovation as an identity sign of Santiveri focused to the achievement of healthier products.

Currently, do you have different product lines? Are you thinking about expanding the range in the future?

We surpass 100 own brands, but which really represent a range or product lines are 7 like the Noglut brand, which includes all gluten free food; the Dietabelt brand, for food and supplements for weight control diets; Sanaflor brand for products derived from plants, etc. Santiveri is constantly developing new products or adapting existing products to new needs. However, in the short term we are not considering to develop a new product line.

Which challenges is facing the company in the short-medium term?

The products adaptation to new consumption trends and the improvement of nutritional profile, and the balance between national and international market.

Your products are present in 40 countries. Which is the promotion strategy that Santiveri is following in international markets?

Branding promotion is established in collaboration with importing-distributor partners, mainly focused on participation in health events, conferences, sales teams training and some buyers. At a product level, we try to focus our efforts on tastings and “education” over the products benefits more than on “price competitions”.

Which percentage represents nowadays the internalization over the total invoicing of the company?

We are in 25% of the total turnover.

Which are the priority markets with highest growth potential?

In these moments, we have a great opportunity at the Persian Gulf area, but we keep developing Latin America strongly.
Now we export to 40 countries.

Which is the main competitive advantage of Santiveri against its international competitors?

The commercialization experiences in various channels, a products portfolio with more than 1,000 references and several categories. As well as the adaptation capacity to different departments of Santiveri (Innovation, Marketing, Legal, etc.) for adjusting us to specific needs of each market.

Which would be your recommendation for those companies that are starting the internalization process?

To perform a good intern study, I mean, to know the company well from inside and focus the efforts on a concrete potential market or region. Also, to have some return expectations of the investment in years, not expecting to succeed at the first attempt. Each market and sector has its own special features, but these will be my initial recommendations.

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