Gonçalo Almeida A95555

Hugo Vieira A101370

Marta Mota A95135
Nuno Gomes A101721
Pedro Costa A96593

Paladin Marketing Plan

International Marketing
International Business Bachelor

Report carried out under the guidance of: Professora Ana

Maria Soares
Executive summary

“Mendes Gonçalves” is the company we have decided to internationalize, more precisely

one of its brands, the one designated “Paladin”.

The group has intended to move forward with “Paladin” as it is a company that every
member of us identifies as a solid and reputed brand, either in Portuguese lands or beyond
borders.

Our decision to choose this brand came across our preferential diet, the Mediterranean diet.
We wanted to represent a brand that was able to identify what our eating preferences have the
best, for instance the olive oil, vinegar, francesinha sauce, among others.

The company already exists in more than twenty countries, and that’s a reflection of the
international path the group wants to adopt in its business model. Countries from all over the
world are able to experience the brand in its supermarkets. From the Middle East to North
America, without forgetting Europe or Angola and Mozambique from Africa, Mendes
Gonçalves pushes forward to always adapt and innovate its products to the local tastes so that
the consumer has a complete identification with the brand.

The desire to be in international territories happened due to the fact that the company
didn’t want to be stuck in only one market, as it would happen if it decided to stay only in
Portugal.

The countries are chosen after a close approach to the market. Every aspect of the market
is searched deeply, like the competitors, the distributors, the cultural aspects and preferences.
More than searching for new markets, the goal of Mendes Gonçalves is to continue the
growing process in the existing markets. But when looking for new markets, the company
tends to prioritize the emerging markets, as these ones provide more opportunities when
compared to others.

That’s why with this project our main target was the introduction of goat yogurt sauce in
one of the most appealing, and fastest-growing markets in the world. Paladin has shown great
interest in developing its brand in the middle east, so after screening a lot of the rich Persian
Gulf countries we have opted towards an entry in the Saudi Arabian market.

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 Table of Contents:

Introduction 4
1) Company Situation Analysis 4
1.1) Company Presentation 4
1.2) Product profile 4
1.3) Markets of Interest 5
1.4) Modes of entry in markets of interest 5
1.5) International Involvement 5
1.6) Competitive advantages 5
2) Industry Analysis 6
3) Global Market Search - Preliminary country market selection 7
4) In-depth market analysis 7
4.1) Estimation of the Market and Company Sales Potential 8
4.2) Competitive Analysis 8
4.3) Country Entry Conditions 8
4.4) Synthesis 9
5) Entry strategy and Market Plan 9
5.1) Entry Mode 9
5.2) Characterization of the market segments 10
5.3) Specification of a positioning strategy 11
6) Marketing Mix 11
6.1) Product Strategy 11
6.1.2) Standardization degree 11
6.1.3) Product adaptations 12
6.1.4) Country of origin effects 12
6.2) Pricing strategy 13
6.2.1) Discount 14
6.3) Promotional Strategy 14
6.4) Distribution Strategy 14
Conclusion: 15
Webgrafia: 16
Appendixes: 18
Appendix 1) Screening process 18
Appendix 2) Example of a proposed Paladin Goat Yogurt Sauce design 19

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 Introduction
In the scope of the curricular unit of International Marketing, taught in the second
semester of the second year of the degree in international business of the University of Minho
it was proposed to the group to carry out a project on a Portuguese company/brand, large or
small, local or international. The main objective is to present a marketing proposal for a
product or service that will be marketed in a new location. For this purpose the company
Mendes Gonçalves, and more specifically the brand Paladin was chosen as topic of study.

1) Company Situation Analysis

1.1) Company Presentation

It was 1982 when Carlos Mendes Gonçalves, that was only 16 at the time, together
with his father, embarked on the adventure of starting a company. They came up with the idea
of making fig vinegar, a product derived from figs from his hometown, Golegã."Fig vinegar
arose from the desire to do something different, which has been in the company's DNA since
day one, together with the desire to make use of and reuse a by-product of the region's
agricultural production" said the actual CEO of Mendes Gonçalves, Alexandra de Almeida
Mendes Gonçalves, numa entrevista à Negócios em Portugal. The brand Paladin, bought
previously by Mendes Gonçalves, was re-launched in 2013 and comes in as the leap the
company wanted to take in order to go international Originality has thus been part of their
structure, from that first moment to the products they continue to put on the market today
(Forbes PT).

1.2) Product profile

The company Mendes Gonçalves, and more specifically the brand Paladin sell a
variety of products from olive oils and vinegars to condiments and spices to typical
portuguese seasoning and topics, etc.
Following the innovative value of the company we took the liberty of creating a new product
to export. We decided on a Salad Dressing, in particular Goat Yogurt Sauce. This product
came to life due to the increasing market for new foods and condiments that appeal to
different healthier and more organic eating habits.

4
1.3) Markets of Interest
The focus of the Portuguese brand is to look for emerging markets where new classes
of consumers are more open to experimentation and to the strong innovation that Paladin
brings to the market, the main goal of this strategic redefinition was to make Paladin a global
brand of Portuguese origin, able to take the Portuguese seasonings and flavors beyond
Portuguese flavors and spices beyond. Analyses carried out on the markets gave the right
indications. The company looks for emerging markets with high growth rates and low
competitiveness among domestic producers. According to Jornal Económico, the company
already wanted to explore the Middle East market, so it was chosen as our market of interest.

1.4) Modes of entry in markets of interest

Paladin enters the markets through partners that understand the brand's DNA, know
how to work with it and, above all, are committed to building and expanding the market in
the medium/long term.

1.5) International Involvement

The company already have 27 well-seasoned countries: they are France, Switzerland,
Luxembourg, Belgium, Holland, Finland, Germany, Italy, Poland, England, Spain, Libya,
Jordan, Israel, Angola, Cape Verde, Mozambique, Guinea, São Tomé and Príncipe, Brazil,
USA, Canada, Malaysia, China and Macao (Paladin) . Mendes Gonçalves exports around
40% of the products that are produced in both its factories in Golegã, Portugal and Angola
(Forbs PT).

1.6) Competitive advantages

Paladin analyses carried out on the markets gave the right indications. Paladin has
very interesting competitive advantages over its multinational competitors, such as flexibility
to adapt and innovate in local markets and greater speed in decision and execution in
launching new products suited to local tastes and cultures. Paladin is betting heavily on the
world's largest food fairs as well as international certifications. The HORECA channel has
been, and continues to be, fundamental for Paladin (ClubAgrocluster).

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2) Industry Analysis
Since goat yogurt sauce is a relatively new and niche product, its life cycle would
primarily fall under the introduction stage. It's worth noting that the specific industry of goat
yogurt sauce does not have a widely recognized or established life cycle, as it is not as
well-established or mainstream compared to other food industries. The concept of a product
life cycle is typically applied to more established and widely recognized industries or product
categories. The Paladin brand of Mendes Gonçalves is in the growth stage of its life cycle.
The company has experienced steady growth and has expanded its presence in almost thirty
countries. The brand is continuously innovating and adapting its products to local tastes,
which indicates its efforts to evolve and stay relevant in the market.

In terms of structure the industry of seasonings and spices, in which Paladin operates,
is fragmented, with many companies competing against each other. There isn't a dominant
player that controls the industry. Additionally, the industry is considered emerging, as it is
expected to grow at an annual rate of 4.7% between 2020 and 2025 (Mordor Inteligence
website).

The main competitors of the Paladin brand both domestically and globally include
multinational brands such as Kraft Heinz, Hellmann's, Tabasco, and McCormick (Forbes).
The company acknowledges the success of these brands but believes in its own capacity for
innovation and flexibility to compete in the market. The main clients of Mendes Gonçalves
are both domestic and international, with 60% of the production being sold in Portugal and
the remaining 40% exported worldwide.

Applying Porter's five forces framework to the industry, the bargaining power of
suppliers is moderate as the company sources its products mainly from Portugal. The
bargaining power of buyers is relatively high due to the availability of various seasoning and
spice options. The threat of new entrants is moderate, considering the fragmented nature of
the industry. The threat of substitute products/services is also moderate, given the availability
of alternative brands and products. The intensity of competitive rivalry is high as there are
many companies competing in the industry. Overall, the industry is attractive due to its
growth potential and the company's competitive advantages.

In conclusion, Mendes Gonçalves, particularly the Paladin brand, operates in the

growing industry of seasonings and spices. The company has successfully expanded its
presence in multiple countries and aims to continue its international growth. To capitalize on
opportunities and mitigate threats, the company should focus on reinforcing its brand
recognition and awareness in foreign markets through targeted marketing efforts. It should
also establish a robust distribution network to ensure its products are readily available.
Adapting to local tastes and preferences, fostering innovation, and effectively managing the
supply chain will be crucial for sustained growth. Additionally, the company should consider

6
investing in production capacity to meet increasing demand and continue to differentiate
itself through flexibility, speed in decision-making, and product customization.

3) Global Market Search - Preliminary country market

selection
When a company considers expanding globally, it is essential to establish a
comprehensive screening process to carefully select target markets. Paladin, with its expertise
in sustainable and organic agriculture practices, possesses a competitive advantage in
international markets. This advantage enables them to produce high-quality, premium
products. Considering Paladin's target markets in emerging economies, the Midle East market
emerges as an extremely attractive potential market.
In evaluating potential target markets within the Arab region, specific indicators were
taken into account. These indicators included population size, GDP per capita, consumer
expenditures on the industry, tariffs/duties, and competition levels. Through a meticulous
assessment of these indicators and their respective importance, Saudi Arabia emerged as the
most promising market.
Saudi Arabia, with its substantial population, favorable GDP per capita, significant
consumer expenditures on the industry, reasonable tariffs/duties, and manageable
competition, demonstrated the highest value among the evaluated countries (which also
included Qatar, United Arab Emirates, Kuwait, and Bahrain). Thus, Saudi Arabia stands out
as a prime candidate for Paladin's global expansion strategy due to its alignment with the
company's expertise and target market preferences.
It is possible to verify the complete screening process on the table presented in
Appendix 1.

4) In-depth market analysis

Historically, the economy of Saudi Arabia heavily relies on the oil reserves that the
country possesses, having a weight of almost 30% of the country’s gross domestic product in
2021.

Vision 2030 is a plan that was created in order to shrink the dependence of Saudi
Arabia on oil and to be more open to other countries across the world.

Foreign investment and global competitiveness are two major topics that are to be
improved in the short and long term. Actually, according to the United Nations Conference
on Trade and Development (UNCTAD), foreign investment in Saudi Arabia has shown signs
of solid improvement, increasing from USD1.4 billion in 2017 to USD 19.3 billion in 2021.

7
 Such evolution attracts companies all over the world, where efforts are being made in
order to capture external investment in the country with the goal to diversify the economy.

4.1) Estimation of the Market and Company Sales Potential

Salad dressing market in Saudi Arabia generated around 150 296 962 US dollars in
2020, more than the 91 697 244 US dollars in the United Arab Emirates for the same year
(Market Data Forecast).

The global salad dressings and mayonnaise market size is projected to grow from
USD 17.5 billion in 2021 to USD 23.5 billion by 2026 at a CAGR value of +/- 6%.

Overall, it is understandable that this market has forecasts that predict some
improvement in time, which obviously is attractive to a company like Paladin.

A major factor driving the Middle East and Africa salad dressings and mayonnaise
market is the increasing trend of premium product purchases among customers.

However, not everything is perfect. Strict government regulations on labeling,

manufacturing and food supply chains may limit the expected revenue these regions can have
for the near future.

4.2) Competitive Analysis

Food industry is itself a very competitive market and the salad dressings market is not
an exception.

With so many players in the market, such as Heinz, Tabasco, Goody, (Globally known
brands with vast years of experience) as well as local companie like Freshly and American
Garden (From UAE) it is expected for Paladin to face some challenges at the beginning of its
activity in Saudi Arabia (Lulu Hyper Market website).

4.3) Country Entry Conditions

As mentioned before, Saudi Arabia used to be a closed country when it comes to
trading different goods and services with other countries.

This has suffered some changes, as Saudi Arabia has been a member of World Trade
Organization (WTO) since 11 December 2005 and also one of the members of the Gulf
Cooperation Council (GCC).

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 GCC membership gives Saudi Arabia the right to belong to a single market and
customs union with a common external tariff (CET). This means that tariffs are collected
once imports enter the GCC region.

It is worth mentioning as well that some products are banned, for instance, alcohol,
cars over five years old, pig meat products, among others. However, none of these bans affect
our internationalization plan.

In September 2019, Saudi Arabia enacted the Competition Law, which applies to all
firms doing business in the country. With the adoption of this law, fair competition and
avoidance of monopolistic competition have been enhanced.

Due to the fact that in Saudi Arabia the currency is Saudi Riyal, it is important to
mention that this currency is convertible and stale.

The Global Knowledge Index 2022 placed Saudi Arabia in the first position of
population using the internet and in percentage of individuals with standard information and
communications technology skills.

4.4) Synthesis
Taking everything into consideration, we are able to say that the Saudi Arabian
market is attractive to Paladin.

Reasons were already mentioned, and the ones that have a bigger impact in the
decision are the figures of the foreign investment that keep increasing, which are a good sign
when a country seeks and encourages external investment in order to have its economy more
flexible and not highly dependent on oil.

Saudi Arabia is going through a transition from a country where it used to be closed
and dependent on one single economic activity to an open country where it wants to receive
foreign investment.

5) Entry strategy and Market Plan

5.1) Entry Mode
For Paladin, direct exporting is the most favorable mode of entry to the Saudi market.
There are several advantages to this approach starting with a good Market Penetration, by
allowing Paladin to establish a direct presence in the Saudi market and access customers

9
without the need for intermediaries which can help the company build its brand, gain market
share, and establish customer relationships. In addition to this Paladin retains full control over
its products, pricing, marketing strategies, and customer interactions. This control allows for
quick adjustments and adaptability to meet the specific demands of the Saudi Arabian
market. This is also a very cost-effective method since it avoids the need for setting up local
production facilities or acquiring local companies. The company can leverage its existing
manufacturing capabilities in Portugal, reducing capital expenditure and operational costs.
Since Paladin already has experience in direct exporting to the market in Israel and Jordan, it
will be easier to use this mode for entering the Saudi market, they just need to follow its
regulations and legislation, plus Paladin already has the kosher certification (Mendes
Gonçalves website).

5.2) Characterization of the market segments

We’ve collected data and indicators about consumers habits and patterns amongst the
Saudi community and opted for a disaggregated international consumer segmentation. The
segmentation is focused on three bases. Lifestyle, demography, and socio-economic variables
are really important for the image and perceived value we want to transmit with the product
and the brand.

Living in Saudi is also one of the government's intended visions for society. Saudi
Arabia is one of the fastest growing economies in the world. With it comes a development in
Lifestyle. The upper tier citizens have acquired a high-end taste, a lust for development in
Lifestyle. The upper tier citizens have acquired a high-end taste, a lust for luxury products,
while still obeying to traditional Muslim standards.

In terms of Demography the Saudi society has a relatively young population, with a
significant proportion in the age of 31 which is great for openness to new products. The
majority of the population in Saudi Arabia are Saudi citizens, known as Saudis. However, the
country also has a significant expatriate population(around 30%), which includes people from
various countries who live and work in Saudi Arabia and also a lot of the people living in
KSA lives in urban places(83.8% in 2019). The most important factor in the demography is
their religion that also has to be respected and taken in account when developing the product.

Calculating the Socio-economic variables Saudi's Purchasing power parity was at

1.785 (2021) which is not too distant from the EU 27 scoring at 0,667 (2021) and the Gini
Coefficient that measures income inequality made in 2020 scored 45,9 meaning that the
country has low level of inequality plus Saudi Arabia is on 25 place in the worldwide rank.
On the Human Development Index the country scores a very impressive 0.88 (2020). This

10
Index measures 4 indicators like years expected to live at birth, years in school, mean years of
schooling and GBP.

This data was collected from TGM Research, Worldometers, OECD amd Wise voter
websites.

5.3) Specification of a positioning strategy

This is the stage where the brand distinguishes itself away from competitors. The
objective of this positioning is to impact the consumers perceptiveness on the brand through
successfully communicating the brand´s competitive upper hand. Since the brand is selecting
new segments that they usually use, they must customize the positioning by selecting new
segments that they usually use, they must customize the positioning appeal. The
specifications of the Saudi Market made us opt for a foreign consumer culture positioning.
Our objective is to adapt our product around the Muslim culture and customs, to facilitate the
creation of the mystique around that specific culture.

6) Marketing Mix
6.1) Product Strategy
With our sauce in mind we analyzed some variables that might show why we think
this product can be successful in the Saudi market. Saudi Arabia has witnessed a growing
trend towards healthier eating habits. Goat yogurt sauce, being a healthier alternative to
traditional sauces, can cater to this demand and attract health-conscious consumers. Goat
meat and dairy products are widely consumed in Saudi Arabian cuisine. Introducing a goat
yogurt sauce aligns with local culinary preferences and offers a familiar taste and also the
product can easily obtain Halal certification, ensuring it complies with Islamic dietary
requirements. This certification adds to the appeal of the product among the Muslim
population, which forms the majority in Saudi Arabia.(aspetos culturais)

6.1.2) Standardization degree

Specifically, for the Saudi market, in terms of product standardization, we decided

that we had to go for an approach of Customization/Localization of the product considering
the environment in which we are operating. Some consequences for opting into this option
might be a high degree of customization involving tailoring the product, branding, packaging,
and marketing strategy specifically for the Saudi Arabian market. This approach considers

11
cultural, demographic, and legal/normative factors, ensuring maximum relevance and appeal
to local consumers. The implications might be that full customization enables the company
to address specific needs and preferences of Saudi Arabian consumers effectively. By
embracing local tastes, preferences, and cultural sensitivities, the company can build strong
customer loyalty and gain a competitive advantage. However, customization may require
significant investments in research, development, and adaptation, potentially leading to
higher costs and complexities in supply chain management.

6.1.3) Product adaptations

Halal Certification: This certification guarantees that the product is prepared

according to Halal standards, including the sourcing of ingredients, manufacturing processes,
and packaging.(certivatic.com)

Cultural Sensitivity: We need to be mindful of cultural norms and sensitivities when

designing branding, packaging, and labeling. Avoid any imagery or wording that may be
offensive or contradict Saudi Arabian cultural values. Use visual elements that resonate with
the local culture and traditions.( Cultural Atlas)

Arabic Language: We need to incorporate Arabic language on the packaging and

labeling to cater to the local audience.

Packaging Design: Paladin needs to create packaging designs that appeal to the Saudi
Arabian market utilizing colors, patterns, and visual elements that are attractive to the target
audience.

Labeling: We need to ensure compliance with Saudi Arabian labeling regulations,

including mandatory information such as nutritional facts, allergen declarations, and
manufacturing and expiry dates and we must familiarize with local labeling requirements to
avoid any legal issues.

In Appendix 2 is is possible to find the image of an example of the proposed Paladin

Goat Yogurt sauce design.

6.1.4) Country of origin effects

Overall in the sauces and seasonings market Portugal in (2021) only exported a total
of 1,06%(80M) in this market, but Paladin itself has around 1600 references in the catalog,
the head of Paladin finds it difficult to choose a "star product". It could be one of the
vinegars, or the Ketchup à Portuguesa, which in 2016 won the Best New Fast Food Product

12
and Innovation award at Gulfood in Dubai, but overall Portugal has an interesting diversity in
the production of sauces, plus Portugal products in general, are often associated with a
reputation for quality and we should highlight the "Made in Portugal" or "Product of
Portugal" labeling on the packaging to emphasize the country of origin so this can develop
marketing messages that emphasize Portugal's reputation for quality, authenticity, and
culinary heritage.(Source from OEC sauces and seasonings profile and Portugal exporta).

6.2) Pricing strategy

The chosen pricing strategy is a market skimming strategy. This means that there is a
high introductory price set with the objective to attract buyers with a strong desire for the
product and the resources to acquire it. This strategy is used, because the aim for Paladin, is
to implement the goat yogurt sauce as a common product consumed by everyone. The goal is
to make this sauce to be integrated in the Saudi culture. As far as setting up a price for the
product, since there is some competition and we analyzed the market of some goat yogurt
prices both in Portugal and Saudi Arabia and calculated the average cost as well as most
appropriated selling price.

On average, the production cost of 125 grams of yogurt can range from 0,35€ to
0,70€, we chose the less optimistic scenario of it costing the company 0,70€ since for now we
are still testing the product and the market and therefore it will take time to enter the market
and obtain enough demand to be able to invest and increase in the production and optimize
the costs of production as well as be able to obtain economies of scale. that sums up to 2,8€
per Kg.

On average, the price of the Goat Yogurt in Portugal is either around 8€ or 13€
depending on product specifications and after careful assessment and consideration, and since
we are using the market skimming strategy we calculated the value of 13.52€ per Kg.

Considering the selling prices of similar products in the Saudi Arabian market and the
productions costs the company will have to carry, we estimated that the selling price in Saudi
Arabia would be of 18,52€ per Kg which is equivalent to SAR 75,44, this beeing the selling
value in portugal with the additional exportation, packaging and logistics cost as well as
taxes.

We plan on selling individual 125 gr bottles of sauce and therefore the unit price will
be of 4,63€ equivalent to SAR 18,79. The formula is in the Appendix 3

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6.2.1) Discount

In order to promote Portugal and their products, which is also promoting the
company, the idea is to offer typical Portuguese sauces like olive oil, vinegar as bundles if
Paladin desires to enroll in a discount campaign.

6.3) Promotional Strategy

With advertising and promotion of the product, we aim to make an impact on the
customer so that the end-user reminds Paladin when it comes to buying sauces. We know
there are quite a few challenges when starting to commercialize in a different country, so we
believe that one of the best ways to have a strong and solid start is to invest in internet
advertising and Trade Fairs, so the customer recognizes and identifies with the brand.
When evaluating the media we noticed that Saudi Arabia does not have a tradition where its
population consumes ads. However, Saudis are one of the biggest users of digital media
across the world, so it becomes crucial for the company to adapt and understand the cultural
differences of its consumers even when it comes to promoting products. However, it is
important to mention that the local government restricts information before it goes to the
end-user, which obviously doesn’t align with the principles of freedom. The Saudi
population, beyond the fact that they consume a lot of digital content per day, can benefit as
well from the speed of the internet, a fact that certainly brings advantages when advertising
via online. Also Trade Fairs that can display the different sauces the brand has explaining the
history of the company with the intent of showing the success this brand has abroad and the
status they represent for most of the world population. With this status, Paladin can explore
different possibilities of expansion, targeting new customers and creating more profitable
partnerships. (oxford business group and freedom house org)

6.4) Distribution Strategy

One of the most important steps is to determine the distribution strategy, given that
this is of huge importance to the integration in a foreign market. For the sauces market in
Saudi Arabia, it is important to consider factors such as market characteristics, consumer
behavior and competition. Based on these factors, a selective distribution strategy would be
the most appropriate choice that makes the most sense according to our product. A selective
distribution strategy allows for targeted and tailored distribution channels that can effectively
reach specific customer segments. This strategy ensures that sauces are available in key retail
outlets and locations where the target customers are likely to make their purchases and so
Paladin can dedicate more time and resources to effectively manage their chosen distribution
partners.

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 In the entry phase, the company should work with a local business partner, which is a
wholesaler, in order to develop a new distribution channel more direct to the supermarkets
and stores. To help us in this process we decided that Binzagr International Trading Company
would be the perfect fit to help us and guide us in the distribution of our product, Binzagr is
one of the leading distribution companies in Saudi Arabia, with a wide range of products
including sauces. They have a strong distribution network and partnerships with global
brands. Binzagr will store the sauce and help us understand the local market. Our distribution
channel will be an adaptation of what Binzagr already uses. One of the main reasons for
choosing Binzagr as our partner of business in Saudi Arabia, is the distribution channel that
they already have in place for sauces. (Binzagr)

Conclusion:
This expansion to Saudi Arabia has a very demanding workload and is challenging.
There is already some competition in the country but we think Paladin is more than capable
of entering the Saudi Arabian market. So, the decision to use different promotion strategies
like advertising and trade shows as well as food fairs is a key point and is based on our target
public. Distribution and retailing partners were chosen according to the target audience. By
using a partner with experience with sauces in Saudi Arabia, it will be easier to access
channels to distribute the product, trade shows and other means to promote the sauce. The
price of our GOAT Yogurt will be 4,63€.

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Webgrafia:
https://negociosemportugal.sabado.pt/noticias/mendes-goncalves-40-anos-a-inovar-o-paladar-
dos-portugueses/

http://club.agrocluster.com/publicacoes/rev2.pdf

https://jornaleconomico.pt/noticias/Paladin-estuda-seis-novos-mercados-em-africa-e-na-amer
ica-latina-217482

https://www.jornaldenegocios.pt/empresas/industria/detalhe/mendes_goncalves_quer_tornar_
Paladin_numa_marca_multinacional_a_partir_da_golega

https://comum.rcaap.pt/bitstream/10400.26/13549/1/Ruben_Ribeiro.pdf

https://www.Paladin.pt/pt-pt/node/215

http://club.agrocluster.com/publicacoes/rev2.pdf

www.mordorintelligence.com/industry-reports/sauces-condiments-and-dressing-market

https://antigo.mendesgoncalves.pt/pt/clipping/jn-online-mg-quer-tornar-Paladin-numa-marca-
multinacional

https://www.forbespt.com/Paladino-do-ribatejo/

https://research.hktdc.com/en/article/MzU4MDE3NjI2

https://www.marketdataforecast.com/market-reports/mea-salad-dressings-and-mayonnaise-m
arket

https://www.luluhypermarket.com/en-sa/grocery-fresh-food-cupboard-dressings-table-sauces-
sides-salad-dressing/c/HY00214942

https://sites.google.com/view/arabiasaudita1h/aspectos-culturais/gastronomia

https://certivatic.com/sa/halal-certification-in-saudi-arabia/

https://culturalatlas.sbs.com.au/saudi-arabian-culture/saudi-arabian-culture-do-s-and-don-ts

https://www.mendesgoncalves.pt/certificados/Kosher_Certificates_2014-2015-EN.pdf

https://tgmresearch.com/ksa-population-population-of-saudi-arabia-gdp-and-saudis-people.ht
ml

https://www.worldometers.info/world-population/saudi-arabia-population/

16
https://data.oecd.org/conversion/purchasing-power-parities-ppp.htm

https://wisevoter.com/country-rankings/gini-coefficient-by-country/

https://oec.world/en/profile/hs/sauces-and-seasonings

https://www.portugalexporta.pt/casos-de-sucesso/molhos/Paladin

https://www.binzagr.com.sa/

https://oxfordbusinessgroup.com/reports/saudi-arabia/2016-report/economy/shifting-tide-soci
al-media-and-digital-content-are-transforming-the-sector

https://freedomhouse.org/country/saudi-arabia/freedom-net/2022

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Appendixes:

Appendix 1) Screening process

Country Population GDP per Consumer Tariffs/ Competition* Score

expenditures (number)
( Millions ) capita ($) Duties (%)
on the industry

Qatar 2,688235
102018.1 €256.88m 4,88% 20 5,55
2

9,365145
United Arab 76609.2 €709.37m 4,88% 70 6,85
Emirates

35,950396
Saudi 48710.95 €1.87bn 4,18% 90 7,8
Arabia

1,463265
Bahrein 54256.77 €60.03m 4,87% 10 3,65

Kuwait 4,250114
28884.3* €225.27m 4,88% 50 4

Weight 0,25
0.3 0,2 0.10 0.15

Higher value = more favorable*

*predictions(Kuwait)

Qatar Evaluation:

Pop: 3x0.25=0.75/ GDP: 9x0.3=2.7/5x0.2=1/8x0,1=0,8/2x0.15=0,3

UAE Evaluation:

Pop: 6x0.25=1.5/ GDP: 7x0.3= 2.1/7x0.2=1.4/8x0.1=0.8/7x0.15=1,05

Saudi Arabia Evaluation:

Pop: 9x0.25=2.25/ GDP: 5x0.3= 1,5/ 9x0.2=1.8/9x0,1=0,9/9x0.15=1.35

Bahrein:

Pop: 2x0.25= 0,5/ GDP: 6x0.3= 1.8/2x0.2=0.4/8x0,1=0,8/1x0.15=0.15

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Kuwait:

Pop: 3x0.25= 0.75/ GDP: 3x0.3=0.9/4x0.2=0.8/8x0,1=0,8/5x0.15=0.75

https://www.weforum.org/reports/global-competitiveness-report-2015/

Font: Consumer expenditures on the industry

https://www.statista.com/outlook/cmo/food/sauces-spices/worldwide

Font: Tariffs/Duties (%)

https://oec.world/en/profile/bilateral-product/sauces-and-seasonings/reporter/are

Font: Population

https://globaledge.msu.edu/comparator/home/results?year=2021&field=SP-POP-TOTL&fiel
d=NY-GDP-MKTP-KD-ZG&field=NY-GDP-PCAP-PP-CD&field=NE-EXP-GNFS-CD&fiel
d=NE-IMP-GNFS-CD&country=12&country=24&country=26&country=166&country=169
&country=177

Appendix 2) Example of a proposed Paladin Goat Yogurt Sauce

design

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