Define
Commercial architecture
Capacity becomes a concrete reason to buy.
What is included
- ICP and disqualification criteria
- Buying committee and intent signals
- Positioning, narrative, and blueprint
LATAM → UNITED STATES
Grow your sales
in the U.S.
We build and operate the commercial system that connects Latin American B2B companies with U.S. buyers.
Strategy. Activation. Operations. Learning.
K / COMMERCIAL SYSTEM01—04
Click each layer
OUTPUT / 01
Clarity on what to sell, to whom, and why they should respond.
ILLUSTRATIVE EXAMPLE · NOT CLIENT DATA
An account with a reason.
- Company
- B2B manufacturer
- Buyer
- Supply chain
- Fit signal
- Capacity + continuity
ICPCRMLEARNING
Experience across B2B operations
Capacity is not the problem
Great production is not enough.
You need to enter the right conversation.
A contact list is not a pipeline. A campaign is not a commercial operation. And a meeting without follow-up is not growth.
Konecte connects positioning, prospecting, calling, CRM, and follow-up around one principle: relevant opportunities and visible next steps.
01 / THE SYSTEM
Four layers.
One operation.
Not isolated services. Each layer enables the next and feeds what we learn from the market.
Build
Build and activation
Strategy translated into tools ready to operate.
What is included
- Copy, sales assets, and sequences
- Calling scripts and objections
- CRM, routing, and deliverability
Operate
Daily commercial operations
Ownership of what happens after the first contact.
What is included
- Outbound and bilingual calling
- Qualification, follow-up, and scheduling
- Opportunity movement in the CRM
Improve
Intelligence and optimization
Every market response improves the next decision.
What is included
- Conversion by segment and channel
- Learning from objections
- Refinement and data governance
02 / SPECIALIZATION
We understand what
your buyer evaluates.
01CONTRACT MANUFACTURING
Manufacturing
Your buyer evaluatesCapacity, quality, lead times, and supply continuity.
02EXPERTISE & EXECUTION
B2B services
Your buyer evaluatesTechnology, consulting, engineering, and professional services: clear scope, expertise, and delivery capacity.
03DEVELOPMENT & PRODUCTION
OEM & ODM
Your buyer evaluatesDevelopment, intellectual property, ramp-up, and quality control.
04PRECISION & CONTINUITY
Packaging & labels
Your buyer evaluatesSpecifications, consistency, compliance, and replenishment.
05PRODUCT & CRAFT
Apparel & footwear
Your buyer evaluatesProduct development, MOQ, compliance, and production schedules.
OTHER B2B SERVICES
Does your Latin American service business want to grow in the U.S.?
You do not need to fit an industry label. Let’s review your offer, your buyers, and your capacity to serve that market.
Request a fit assessment ↗03 / COMMERCIAL EVIDENCE
Real opportunities.
Commercial progress.
Projects, reporting periods, and definitions. Reported results with the context needed to interpret them.
DESIGN + BUSINESS DEVELOPMENT
From industrial capacity to commercial conversations.
50+qualified opportunities from cold email
Prospecting translated into qualified opportunities, not just contacts.
Six-month reportSee what we builtDESIGN + BUSINESS DEVELOPMENT
20+cumulative outbound opportunities
Opportunities for a nearshore OEM/ODM offer.
September 2026 reportSee what we builtINFRASTRUCTURE BUILT
1k+accounts in the GTM system
Infrastructure and early activation; not closed sales.
August 2026See what we builtFigures based on report summaries supplied by Konecte. They do not guarantee future results.
FIT MATTERS
Not every company
needs the same thing.
We work best when real delivery capacity meets a commitment to sustained commercial operations.
A strong starting point
- A defined B2B offer and demonstrable delivery capacity.
- A concrete interest in U.S. buyers.
- An internal owner for validation and follow-up.
- Willingness to work with data and continuity.
Not the right model for buying lists, demanding guaranteed sales, or delegating all responsibility for closing.
KONECTE VS. IN-HOUSE
Do not compare a retainer with one salary.
Compare the complete operation.
The real cost includes building, activating, and sustaining the team. Compare capability, ramp-up time, total investment, and flexibility.
MÉXICO + USA
Konecte
One bilingual team. Two business cultures.- Capabilities and experience
- Commercial architecture, research, positioning, outreach, calling, CRM, and learning. Experience focused on connecting LATAM manufacturers and B2B companies with U.S. buyers.
- What to budget for
- A retainer for the agreed scope. Tools, advertising, travel, and third-party services are specified in the proposal; they are not assumed to be included.
- Commitment and exposure
- An initial three-month commitment. Thereafter, continuation and exit follow the agreed terms. Less exposure to building your own structure; not an absence of commercial risk.
MÉXICO
In-house team in Mexico
Operational proximity. Capabilities to build.- Capabilities and experience
- Close to your operation and local context. Verify business English, U.S. buyer experience, and the ability to integrate every discipline; hiring alone does not guarantee them.
- What to budget for
- Salaries and incentives, recruiting, onboarding, training, applicable benefits and employer costs, tools, supervision, and replacements.
- Commitment and exposure
- You build and manage an employment structure. Changing direction may involve transitions, new hires, and exit obligations under the applicable contracts and law.
USA
In-house team in the U.S.
Local presence. More infrastructure to sustain.- Capabilities and experience
- May bring knowledge of U.S. buyers. Also verify Spanish proficiency, understanding of Latin American business, and experience helping LATAM manufacturers or B2B companies enter the market.
- What to budget for
- Local compensation and incentives, recruiting, payroll, benefits and insurance depending on the plan, tools, management, and, where relevant, office space and travel.
- Commitment and exposure
- A permanent local operation requires ongoing budget and management. Employment, benefits, and vendor agreements have their own terms; not all carry annual commitments.
THE COST BEHIND THE SALARY
Budget for the system, not just payroll.
- People: leadership, research, copy, outreach, and CRM operations.
- Hiring: search, selection, onboarding, training, and time to productivity.
- Compensation: salaries, commissions, bonuses, and applicable employer costs.
- Benefits and protection: healthcare, insurance, leave, and other items depending on country, plan, and contract.
- Infrastructure: CRM, data, email, calling, automation, and equipment.
- Continuity: management, quality control, turnover, replacements, and vendor commitments.
A comparison of models, not a quote or savings guarantee. Costs vary by location, seniority, team size, and scope. Final commercial terms are established in the proposal and contract.
WHAT YOU CAN RECEIVE
Your next step, in two pages.
A sample of what we can prepare after reviewing your context: commercial gaps, priorities, and a fit recommendation. No sales promises or real client data.
Download sample · 2-page PDFILLUSTRATIVE SAMPLE · FICTIONAL COMPANY
Starting point and gaps
- 01 / Example context
- 02 / Three gaps to validate
- 03 / What we need to confirm
Read this page
01 / Example context
A Latin American B2B metal-component manufacturer with production capacity seeking industrial buyers in the United States. Opportunities arrive through referrals, while follow-up is spread across email and spreadsheets. This is a fictional scenario, not a field assessment.
02 / Three gaps to validate
OFFER: commercial materials describe machinery but do not explain the problem solved for a specific buyer. BUYER: a priority segment and purchasing decision-makers have not been defined. FOLLOW-UP: conversations do not consistently have a recorded owner and next step.
03 / What we need to confirm
Available capacity, materials and tolerances; current technical evidence; quoting and delivery terms; experience serving the target market; and the team's capacity to respond. These questions guide the assessment; they do not constitute export-readiness certification.
ILLUSTRATIVE SAMPLE · FICTIONAL COMPANY
Priorities and next steps
- 01 / Suggested initial sequence
- 02 / Who does what
- 03 / Fit recommendation
Read this page
01 / Suggested initial sequence
DEFINE: choose a segment and develop an evidence-backed value proposition. PREPARE: organize sales materials and configure CRM stages, owners, and next steps. VALIDATE: test messages with a limited group of accounts and review replies before scaling. A timeline is agreed after capacity and scope are validated.
02 / Who does what
KONECTE: structures the commercial hypothesis, prepares activation, operates prospecting, and documents learning within the agreed scope. YOUR TEAM: validates technical information, approves messaging, and owns quoting, negotiation, and delivery. TOGETHER: agree on qualification criteria and when to advance, adjust, or pause.
03 / Fit recommendation
In this scenario, fit is conditional: move forward if sufficient technical evidence and an available owner are in place. Address the offer and follow-up first, then increase prospecting. Review relevant replies, qualified opportunities, and next steps without treating activity as sales.
The form gathers your context; it does not automatically generate or send an assessment. Konecte tailors the deliverable after reviewing the information with you.
Frequently asked
Clarity before we start.
Why a retainer instead of pay per lead?
Because the work starts before the first lead and continues after it. Research, strategy, assets, infrastructure, prospecting, calling, CRM, and follow-up require ongoing execution. A retainer pays for that scope and supports assessment of quality and progress, rather than incentivizing contact delivery alone.
Why a retainer instead of payment only for results?
Building and operating the system is real work, even before a sale. Closing also depends on the client’s pricing, capacity, response times, technical validation, and negotiation. A retainer pays for deliverables and operations within an agreed scope; it does not remove our responsibility to measure, report, and improve. Any variable component would require clear attribution rules and responsibilities.
Who retains the data and CRM?
Ownership, access, and responsibilities are agreed at the outset. The client retains visibility and access to the agreed data, assets, and commercial history.
How do you learn a technical operation?
We document capacity, differentiators, certifications, constraints, buying committees, and objections. The client validates technical claims before messages are activated.
What results do you guarantee?
We do not guarantee meetings, sales, or revenue. We define scope, owners, cadence, and measurement to assess progress and make evidence-based decisions.
What do you need from our team?
Technical knowledge, message validation, availability to handle opportunities, CRM discipline, and an internal owner with decision authority.
The next step
Your capacity exists. Give it commercial direction.
Let’s review capacity, market, and operating readiness. A clear starting point to establish fit.
Request a fit assessment