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