How to go global

Qantas - - QBUSINESS. - Nicky Sparshott CEO, T2

Our mis­sion is sim­ple.

We want to cre­ate a T2 gen­er­a­tion on every con­ti­nent, a com­mu­nity of ad­vo­cates who are bound by their love of tea.

In or­der to do that well, we de­cided it was time to take the brand global three years ago. We’ve moved T2 from an Aus­tralian brand into in­ter­na­tional mar­kets – we had to take it from a re­tail-store busi­ness into more di­ver­si­fied channels.

We picked 20 coun­tries that we thought would have the most trans­fer­ence with Aus­tralia and would have a high level of res­o­nance with a brand like T2. We then did some mar­ket at­trac­tive­ness as­sess­ment – things like GDP, pop­u­la­tion and af­flu­ence – and mar­ried that with ease of en­try, the reg­u­la­tory en­vi­ron­ment, the le­gal en­vi­ron­ment and the com­pet­i­tive in­ten­sity. From there, we were able to rank those 20 mar­kets.

The sec­ond thing we did was over­lay it with the ecom­merce land­scape be­cause that’s pro­foundly chang­ing how you choose where to send or present your brand, which again changed the rank­ing.

We went to the UK, the US, to Sin­ga­pore as our gate­way to Asia and, most re­cently, to China. We now have 100 stores around the world, in­clud­ing Aus­tralia and New Zealand. We needed to get it right mar­ket by mar­ket and in some cases we learnt this the hard way and we had to course cor­rect. In oth­ers, we got it re­ally right and reaped the ben­e­fits quickly.

If you want to go global, you need to be data-en­abled and IT-ready. So we spent a lot of time col­lect­ing, cen­tral­is­ing and cus­tomis­ing data to know what was valu­able. It en­abled us to be­come omni-chan­nel – which was emo­tional for the T2 busi­ness be­cause it has been a brand with its heart and soul in bricks and mor­tar. But if we wanted to be cus­tomer­centric, we needed to be where cus­tomers were. Our ecom­merce store serves 90 dif­fer­ent coun­tries. It al­lowed us to go into China with an ecom­merce-first strat­egy.

T2 is about tea reimag­ined. But over the past three years, we’ve had to reimag­ine ev­ery­thing in our busi­ness. Reimag­ine the way we take the brand into new mar­kets and present it in a way that makes sense. Reimag­ine our busi­ness model and be okay to walk away from the stuff that we thought was so im­por­tant to us. And be okay to try some­thing dif­fer­ent. At T2 we be­lieve that if it can be imag­ined, it can be done. And it can be done if we do it to­gether.

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