Bringing quality and affordable nutritional supplements to people around the world

Interview with Ondrej Švantner, Sales Director of Adelle Davis.

1. History of the company at a glance.

OŠ: We founded the Adelle Davis brand in 2017, inspired by the work of the well-known American nutritionist Adelle Davis. In a short time, we were able to protect our brand globally and so our activity was able to gain breadth. Our vision is to bring quality and affordable nutritional supplements to people around the world. We combine modern science with nature and are constantly working to bring health support products closer to everyone – without distinction or compromise on quality.

2. When, why and with what product/service did you start to consider expanding into foreign markets, in what territories and what opportunities/challenges did this bring you.

OŠ: We started thinking about expanding abroad when we started to get natural demand from several European countries. It turned out that our products were finding their way to customers outside of Slovakia, which motivated us to look at larger markets with higher population potential.

Subsequent cooperation with SARIO has opened doors for us outside the EU – especially towards Africa. We see this region as very promising: it has a young population, a growing interest in health and prevention, and at the same time a demand for quality, proven nutritional supplements. Africa presents us with opportunities in the form of fast-growing markets, relatively less competition in the premium segment and the opportunity to build a brand from the ground up. On the other hand, challenges include complex and often inconsistent legislation, higher logistics costs and the need to build trusted partners locally. We are expanding with our entire portfolio, but we carefully select the appropriate products for each country according to local needs and requirements.

3. What are the specificities of the territories?

Diversity of markets

3. Africa is not a homogeneous market – it is 54 countries with different cultures, religions, languages and legislation.
4. Markets such as Kenya, Ghana, Nigeria or Rwanda are very different, although all can be interesting.
5. Local customs and brand trust play a key role.

Growing demand for health and prevention

3. The middle class is growing, and so is interest in health, nutrition and prevention.
4. Health systems are often overloaded, so self-treatment and prevention is important – this creates room for nutritional supplements.
5. Particularly interested in products for immunity, energy, fertility, skin and baby nutrition.

Complicated legislation and product registration

3. In many countries, local registration of products is required – a process that can be slow and administratively demanding.
4. Often a local partner or distribution agent is required.
5. In some countries, there is no single category of “dietary supplement” – you have to adapt either as a food, medicine or traditional preparation.
6. Which products/services are the most successful in your export portfolio and why do you think they are competitive?

OŠ: Liposomal Vitamin C Direct is our flagship product that combines superior efficacy, practicality and attractive workmanship. Each dose is individually packaged in a single-use pouch, which brings several advantages – most notably the hygienic benefit, protection from oxidation and easy dosing without the need for measuring cups or refrigeration. Thanks to the liposomal form, the product has a significantly higher absorption rate compared to conventional forms of vitamin C. The technology of microscopic lipid envelopes (liposomes) allows the active substances to pass through the digestive tract almost without loss, and to reach the cellular structures directly. The product has a shelf life of up to 24 months even without the need for special storage conditions, making it an ideal solution for markets with higher temperatures or weaker logistics infrastructure. From a market perspective, it offers excellent value for money – it is competitive not only for its formulation and performance, but also for its unique manufacturing technology, attractive packaging design and consumer-favoured way of taking it without the need for dilution or dilution. These features make Liposomal Vitamin C Direct an ideal product for both export and retail, especially to countries where customers are looking for a combination of quality, convenience and trusted provenance.

5. What are the most common obstacles you encounter when exporting (regulation, logistics, cultural differences)?

OŠ: The first is legislation. Each country has its own requirements for the registration of dietary supplements – from product classification, to mandatory testing, to labels. The most challenging thing is that these rules are often ambiguous, changing, or lack a uniform approach, especially outside the EU. Therefore, we have to work with each market individually and often work with local partners or consultants.

The second challenge is logistics. Some destinations – especially outside Europe – have complex customs processes, longer delivery times and higher transport costs, which require precise planning. Moreover, in countries with hot climates, it is important to ensure product stability during transport and storage.

The third factor is cultural differences. Each market has its own customs, consumer preferences and level of trust in foreign brands. What works in Germany may not work in Kenya or Dubai. That’s why we adapt our communication, design and sometimes the product portfolio itself to respect the local context as much as possible.

In spite of these obstacles, we see exporting as a great opportunity – it is thanks to them that we are growing as a company, learning and strengthening our processes and customer trust.

6. How do you assess the competition in international markets and how do you differentiate yourself from it?

OŠ: Competition in international markets is strong, especially in the nutritional supplements segment, where both established global brands and a number of local manufacturers operate. This is why we pride ourselves on differentiating ourselves through quality, transparency and customer access. Our main advantage is a combination – high absorption thanks to liposomal formulation, precise formulation without unnecessary additives, and packaging that is both hygienic and practical. We develop our products to deliver real impact, not just good marketing. At the same time, we maintain a competitive price, which is not always a given at this level of quality. What’s more, we have in-house development and production, so we can respond flexibly to market needs and tailor products to specific regions. We see that customers are increasingly looking for trusted brands – and it is this trust that we want to build on. We are still a relatively young brand, but that is what gives us the advantage of being flexible, authentic and close to the customer. This is as true for European countries as it is for territories outside the EU.

7. How have your export activities changed in recent years, especially in light of economic and geopolitical challenges?

OŠ: Initially, we dealt with foreign markets rather casually, but today we are actively looking for new markets, building partnerships there and adapting our portfolio and communication accordingly. Economic and geopolitical challenges such as inflation, rising logistics prices, customs barriers and global uncertainty have slowed us down, but they have also taught us to be more resilient. We are planning ahead more, diversifying our markets and not relying on a single region. At the same time, it has become clear that health and prevention remain a priority for people even in times of crisis, confirming for us that our products have merit and potential in the long term. This is also why we have started to develop our presence outside the EU in a targeted way – for example in Africa and the Middle East, where we see a growing interest and a less saturated market.

8. How do you manage the risks associated with exporting (political, commercial)?

OŠ: When entering a new market, we do thorough research – we look at the legislative, economic and political environment. In the case of riskier territories, we work with local consulates who know the specifics of the market and help us assess possible threats or vet potential partners.

Commercial risks, such as customer unreliability or insolvency, are addressed through careful partner selection, contractual hedging and sometimes also in the form of advances.

Political risks – such as changes in customs policy, import restrictions or instability – are offset by diversification. We don’t focus on one region or one partner, but build contacts and “build bridges” . The aim is to ensure that any shortfall in one partner can be replaced as quickly as possible by another partner or by our own forces and that it does not jeopardise the entire export.

Overall, the key for us is flexibility, local partnerships and careful expansion based on real data, not assumptions. This helps us to manage exports responsibly, yet dynamically.

9. Do you have any partnerships with locals in foreign markets? How do you choose your foreign partners?

OŠ: Yes, our strategy is to find a strong partner in every country where we operate. This partner covers distribution in the entire territory. This gives the partner contractual exclusivity, which means that they have our full support and are the only entity we do business with. If the contractual conditions are respected, this system works very well and to the satisfaction of us as a producer, the partner as a distributor and, above all, to the satisfaction of our customers.

We choose a partner according to basic parameters:

A. Knowledge of the local market and legislation – The partner should have a good understanding of the regulatory requirements for dietary supplements in the country, how registration works, what the limits are for ingredients, labelling or marketing.

B. Established distribution network – A strong partner has existing relationships with pharmacies, e-stores, retail chains or clinics. The ability to get products to points of sale quickly and efficiently is important.

C. Sales Skills and Marketing Capacity – Not only to sell, but also to be able to communicate the product – with an understanding of the benefits, target audience and appropriate positioning. Ideally, able to develop a local marketing plan.

D. Financial stability and transparency – A reliable partner should be able to refinance inventory, have transparent payment terms and a long-term interest in cooperation.

E. Value congruence and concern for quality – It is important for us that the partner understands that we are selling a functional product – not just a “vitamin on the shelf”. They should share our emphasis on quality, efficacy and consumer confidence.

When these factors come together, a healthy and sustainable business relationship is created that benefits all three parties – the manufacturer, the distributor and the customer.

Thank you for the interesting interview.