Roy Kryksman, vp of sales at Asobu discusses the company, its export business, life post-brexit and how the sector is faring in different territories.
“Asobu brand’s operations in the UK underwent a shift with Covid-19 and Brexit. Previously, we relied on local distributors in the UK. However Brexit further complicated matters and initially, our partners in the Netherlands encountered challenges with freight forwarders. Surprisingly, shipping from Canada to the UK proved more economical than from Holland.
“Compounding the issue, exporting from Europe necessitated meticulous documentation, VAT and duties. Consequently, we sought out a UK third-party logistics (3PL) service to establish additional storage. This entailed the 3PL acting as the importer and seller to retail.
“We are actively expanding our presence in 45 countries, recognising the pivotal role that the UK plays in our brand’s success. Consequently, we are making substantial investments in this market, bolstering logistics infrastructure and participation in exhibitions. These efforts are aimed at showcasing our brand to retailers, underscoring our commitment to the UK and laying the foundation for sustained growth.
“The UK market holds immense importance for our brand. Renowned for its leadership, Great Britain sets trends that reverberate globally. We know that success here often paves the way for triumphs in other regions in future.
“Buyers serve as the primary gatekeepers and without someone on the ground to foster relationships with them, establishing a brand presence is difficult. Furthermore, the lack of substantial income from sales, which is intricately linked to the aforementioned point, creates a catch-22 situation. Without a clear ROI strategy, investing in the market becomes undefined and potentially risky.”
