CASE STUDY / GRUPO VIAMAR
a multi country, multi brand expansion, run as one system
units sold across the portfolio, 2025, Viamar estimate
estimated 2025 portfolio revenue, Viamar estimate
gross margin discipline held
This was not one brand in one country. Viamar entered with a portfolio of new brands, Arcfox, Riddara, Livan, KYC Motors, Kaiyi, Geely, Li Auto, Aito, Lepas, and further EV and hybrid programs, across five countries at the same time. Each market had its own regulation, its own pricing reality, and its own state of dealer and charging readiness. On top of that, most of these brands were new to the buyer, so trust had to be built from zero, and all of it had to convert into sales without giving away margin.
Expansion leadership
We sequenced the portfolio by country and brand, prioritized the segments worth winning, and built launch frameworks so each market entry was repeatable rather than improvised.
Cross country intelligence
Country level market sizing and demand signals, competitive and segment mapping, dealer density and charging maturity, and pricing sensitivity, so no brand was mispositioned.
GTM that converts
For each brand, execution level go to market: audience segmentation and channel strategy, a digital funnel with real lead capture and nurture, showroom and pop up activation, corporate and fleet motion where it fit, and the content, PR, and performance loops tied to conversion.
Revenue and margin architecture
Country adjusted pricing, import and landed cost modeling, retail pricing guardrails, and margin discipline targets of 20 to 25 percent, so growth meant profitable revenue, not volume at any cost.
questions, answered
More than that. We owned the system from country intelligence and pricing to the funnel that converts. Marketing was one layer on top of a revenue architecture.
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