Most market entries fall short of expectations.
We prepare and guide the entry into a new market, with method and proximity.
Opening a new market appears to be a matter of energy and budget. Almost always it is not: companies enter in haste, replicating what worked elsewhere, and discover too late that the context was different.
Market Entry prepares the entry before it begins, and remains with it until the business is established. The launch is only the beginning; what counts is that the position takes hold and endures.
The budget is rarely the gap. The read of the context is.
of entries into a new market fail or fall short of expectations within the first three years.
Harvard Business Review
What we do
We prepare the entry before the first step, reading the market for how it actually operates.
We establish how people in that market actually buy and choose, rather than how we imagine they do from the outside.
We adapt position and proposition to the local context, rather than replicating what worked at home.
We identify whom to become known to first, and in what order, so the ground is prepared.
We remain alongside the business until the entry holds on its own, beyond the initial effort.
What changes for the business
- It enters a new market with a position suited to that context, rather than an imported one.
- It reads sooner the signals that an entry is not working, and corrects course in time.
- It builds a presence that holds beyond the initial launch.
Frequently asked questions
What is the difference between exporting and a qualified market entry?
Exporting means shipping a product elsewhere; a qualified market entry is the introduction into the settings where the buying decision takes shape through relationships. You read how that market really buys and chooses, adapt the proposition to the context, and guide the business in, remaining until the presence holds beyond the launch.
Why do many entries into a new market fall short of expectations?
Most entries fall short because companies move in haste, replicating what worked elsewhere, without reading the local context. The budget is almost always present; what is missing is the read of how that market chooses. Preparation precedes the first step, and the presence continues after the launch.
What needs preparing before entering a new market?
Before the entry you need the read of how that market buys, the adaptation of the position to the context, and the choice of the first contacts to reach. The launch is only the beginning: what counts is that the position takes hold and the business is established. We remain alongside until the entry holds on its own.
Which market do you have in mind?
Tell us the context, and we establish whether and how to enter it.
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