Entering Brazil

Define the outcome before the structure

Selling a batch, developing a distributor network and establishing your own operation require different structures. Start with the target customer, the entry timeline and the level of control you want to retain. A subsidiary increases presence and responsibility; a distributor can make market testing easier, but requires governance over brand, pricing and service.

Which channel serves your buyer? Who will be responsible for inventory, credit and after-sales service?

Validate the product, demand and pricing in the destination market

Analyze competition, certifications, licenses, adaptations and the cost of reaching the Brazilian customer. The price at origin does not tell you whether the product will be competitive. Samples, pilot batches and conversations with buyers need to produce evidence before expansion.

Confirm the NCM and specific requirements with the responsible technical professionals.

Choose partners and a local presence

Compare commercial representation, distribution, trading companies and your own company based on the function actually performed, not just the label. Contracts should define territory, exclusivity, targets, commercial information and responsibilities. The operational network and qualified professionals support different stages.

Conduct due diligence and align obligations before granting exclusivity.

Organize investment and implementation

Company formation, foreign ownership, investment registration where applicable, accounting and tax rules require a sequence and designated responsible parties. Governance should connect headquarters and the Brazilian team. Plan working capital, controls and criteria for continuing the project.

The tax regime depends on the activity and eligibility; there is no universal choice.