I have a family business in my home country Colombia, a plastic pipe manufacturing plant. The first year we conducted market research and competitor analysis.• The competition consisted of 3 multinational companies with 95% of the market and 4 national companies with the remaining 5%.• These companies had solid brands, sufficient financial resources, staff expert, well-structured distribution channels, effective logistics strategies, and high market commonality and resource similarity.• The business model was the same for each of these companies: o Sell the product to distributors. • For distributors, the investment was low because manufacturers sell the product on 30-day credit. • Distributors also sell the product to retailers on credit. • Retailers sell the product for cash. The second year we built the facility and purchased machinery and equipment. We spoke with several distributors and they agreed to purchase the product once operations began. The third year we started operations and the distributors did not buy a pipe, they said we were new to the market and did not know the quality of the product. After 6 months of poor sales, we had to restructure the overall strategy. We have invested in trucks to deliver the product directly to retailers, offering a launch price, slightly lower than the current market price. We knew that the probability of response was very high, and so it was. Market leaders attacked the quality of our products, telling distributors and retailers how poor the quality of our products was. We knew it would be the first attack from the competition, so we started bringing all the distributors to our manufacturing plant, where we compared, in the quality control laboratory, our product with the market leaders, and the results were exceptional. for us. Our quality on average was slightly higher than that of other brands, and distributors immediately told the big players this. The following month, large companies gave distributors more days of credit, ranging from 30 to 60 days. We didn't have the capital to compete with all of that, so we continue to build our distribution channels. Distributors became concerned about decreasing sales volumes and began purchasing small quantities of our product to test on-time deliveries and overall customer service. . We delivered the product on time, every time, and if you had any questions our response was immediate. We used the same tactic with retailers; Our main focus was on-time delivery and retailers benefited from this. Retailers' inventory investments were reduced, their inventory turnover also increased, and they never received product complaints from end customers.