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11
JULY 2016
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The Canadian Business Journal
will look to establish. Strategically, on Indian
food, in five years if I have doubled the penetra-
tion of people eating Indian at home I’ll be very
happy,” he says. “Being No.1 or No.2 in every
segment we are involved in would be a great
accomplishment. It’s all about sustainable posi-
tioning. Outside of Canada we want to become a
leader in Mexico and Brazil in Asian foods.”
The U.S. is one of the biggest markets in the
world, but when it comes to food and you are in
a speciality business, the time and costs quickly
escalate. Dery advocates taking a slower, more
methodical step-by-step approach in penetrat-
ing that market. He says you can’t look at the U.S.
as one big market. Instead it is far better to focus
on somewhere such as New York and make a
success story there, or go to the northeast as
example, and be a leader and from there you can
roll out on an even larger scale.
Regionalization makes sense – be more tar-
geted to the three or four cities in a country that
are more apt to accepting a wider international
food flavours.
“A main reason why we have success is
because of the model of autonomy while getting
proper support,” Dery says. “We’re not a top-
down organization. Much of our innovation is
unique to Canada. It’s going to continue to grow,
and the retailers are excited about it.”
CBJ
“We have a five-year plan
and goals that we will look
to establish. Strategically, on
Indian food, in five years if I
have doubled the penetration of
people eating Indian at home I’ll
be very happy.”
– Jean-Francois Dery,
General Manager of AB World Foods
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