International Market Entry Strategy
We help companies design and implement an international market entry strategy, so that they can scale internationally and amplify their impact in the world.
We help companies to scale internationally by supporting them in three key areas of their business:
10x Strategy
for many companies this is a robust international market entry strategy that is ten times better than their current best thinking
10x Momentum
in other words moving 10x faster into international markets than your current pace
10x Cashflow
cash in the bank is increasing by at least 10% year on year
To get those results, there are three big levers you can pull…
The first lever is Critical Thinking which includes:
- Developing an expanded vision - big picture thinking, rather than a “nickel and dime” picture of what you want to achieve.
- Pursuing deep insights - into the opportunities, threats, strengths, weaknesses and barriers to entry in the countries you’re hoping to enter. Understanding the size and dynamics of each market, who your ideal clients and competitors are and how to appeal and deal with them, appreciating the nuances of each culture and what that means for your team as you begin to work there.
- Getting a robust grip on reality - developing certainty that you can deliver on the vision you’ve developed and that your company is set up to do it.
To get those results, there are three big levers you can pull…
The first lever is Critical Thinking which includes:
- Developing an expanded vision - big picture thinking, rather than a “nickel and dime” picture of what you want to achieve.
- Pursuing deep insights - into the opportunities, threats, strengths, weaknesses and barriers to entry in the countries you’re hoping to enter. Understanding the size and dynamics of each market, who your ideal clients and competitors are and how to appeal and deal with them, appreciating the nuances of each culture and what that means for your team as you begin to work there.
- Getting a robust grip on reality - developing certainty that you can deliver on the vision you’ve developed and that your company is set up to do it.
The second lever is the ability to make Definite Decisions - high-quality choices which you make and adhere to. This is enhanced by:
- Having uncompromising objectives - clear, achievable goals that take you beyond your comfort zone. Without these, you won’t take the risks that you need to take to be internationally successful.
- Knowing your numbers - to make high-quality decisions you need to be across and in control of all the numbers in your business. This includes financial numbers and marketing data.
- Creating a powerful plan - a step-by-step plan which sets out who must do what, by when, to make your vision a reality.
And finally, to get things moving, you’ll need Extraordinary Execution - you must consistently carry out your strategy to a very high standard.
Extraordinary Execution becomes much easier when you have:
- Super systems - across all areas of the company, so that the founders can stop working 80 hours a week and start getting maximum leverage from their time.
- A top team - who are 100% on board with your ‘global vision’ for the company. Ideally, they’ll also have at least 90% of the skills needed to make the vision reality, and be willing to put in 120% effort to get results.
- Active accountability - external observers who give objective feedback, encouragement and counsel on your plans and on progress. We believe that to a large extent, environment dictates performance.
Executive Advisory Program
The Executive Advisory Program (EAP) is our flagship offering in the international market entry strategy space.
It is designed for companies turning over $2M+ and enables us to work with your team across a number of areas, to give you the tools to realise your global vision with minimum stress and maximum impact.
We start with a four-month engagement, as in our experience this is the minimum amount of time that you need to get results. Each month we meet twice to work on the areas that you have identified as priorities, including:
- an hands-on, ‘doing’ workshop, to give you the tools that you need to go global and,
- a 1:1 mastermind session to review your financial dashboard, problem solve, track progress and celebrate wins.
In between workshops, you can reach out to us for support,
whenever you need it.
Our Advisors
Meet our team of trusted international strategy experts
Our Clients
What our clients say
Table of Contents
Use data to drive decisions
I cannot overemphasise the importance of using data and evidence when it comes to making decisions around taking your manufacturing business global. This applies to a bunch of areas including market selection and defining your ideal international client.
Market selection
The number of people who choose an international market on the basis of ‘gut feel’ or serendipity blows my mind. I know of founders who picked export markets because they went on holiday somewhere and fell in love with it. One that springs to mind is the guy who went on vacation to Bali, couldn’t get a packet of Smiths Salt & Vinegar chips when he needed it and decided to set up as the agent for Smiths in Bali. True story.
I’ve worked also with manufacturing clients who told me “I met this guy at a trade show and he loved our product, so we decided to work with him to expand our footprint into … “.
It’s great to love the country you plan to do business in and it’s a great privilege to meet people who love your product and want to support what you do. But neither of these avenues (or any method that relies primarily on opportunism) is the right way to choose an international market. That’s because it usually doesn’t deliver optimum results.
Without real evidence, it’s very hard to know where the real opportunities lie. For instance, there’s probably no point trying to sell microprocessor chips made in Australia to Vietnam for $25/unit, when an equivalent product is already manufactured locally, is well-known and sells for $5/unit. On the other hand, if you manufacture high-end health supplements in Australia, you might find that there is a big opportunity to sell to Vietnam, because the exploding middle-class is hungry for premium health products from Australia. The point is that unless you have data to work with, you’re operating on guesswork.
A better way to market selection is to do or commission research on markets that you think might hold an opportunity. The goal is to find facts and statistics that indicate which countries are likely to provide the best return on investment and deliver an experience which is not too difficult from a commercial and cultural standpoint. Working with this kind of data to make decisions makes sense, because it provides hard evidence on which to base your choices.
For example, the custom market reports that Dearin & Associates create in collaboration with our partner Prime Target, rank markets of interest and provide insights into the attractiveness of each one. They also assess the ease of doing business, country economic performance and risk, social media performance and cultural fit of the markets you’re considering.
Ideal International Client
Using data is also key when it comes to defining your ideal international client. If you sell a product that is a component part of a larger product – such as packaging items – or contributes to its formation – like weld-cleaning technology, you’ll probably have different groups of potential clients who you could sell to. However, you’ll get more traction faster in international markets by concentrating all your resources on a single category of customer at the start. Researching the latest sourcing trends will help you understand what engineers and procurement professionals are searching for and enables you to make smarter decisions about which customer segments to target that will boost the company’s bottom line.
Get Clear on Your Go-to-Market Strategy
Manufacturers who’ve been selling successfully in their domestic market often assume that they should just ‘cut and paste’ their go-to-market strategy in new geographies. This is sometimes true, but not always.
For example, a client of mine which has been selling its dental products through dental professionals in Australia recently decided to expand to the United States. They assumed they’d use the same distribution approach in the new market, but as we worked on the strategy and got input from our advisory team, it became clear that there were a range of distribution options. These included selling direct to big-box retailers and chemists or at the other end of the spectrum, doing a gigantic e-commerce play, both of which were likely to be more successful than their existing approach, especially given the size of the market in the States. The key to a good go-to-market strategy is keeping an open mind, doing research and understanding what is working for competitors in your space that are doing well.
Make pricing a priority
As you begin pitching your product overseas, lots of people will want to know your price, so it’s important to have your pricing worked out before you approach international prospects. While some manufacturers just charge their domestic price in every market, those that are internationally successful in the long term almost always invest time and energy into getting their international pricing right, market by market.
Manufacturing in Australia is on the upswing. Despite the chaos that COVID19 created in 2020, the sector is bouncing back, thanks to a combination of pent-up demand, reshoring bringing some production back home and robotics driving reductions in production cost.
Many manufacturing companies – including our clients – are also looking at expanding internationally, to drive revenue and to prevent foreign competitors from taking market share. Off the top of my head I can think of a manufacturer of welding technology, an organic skincare business, a maker of dental appliances, a packaging manufacturer, a building supplies company and a specialist in high-end lighting, all of which are seriously considering or already engaged in expansion to the US or Europe.
What will determine how successful each of these companies will be in expanding a manufacturing business globally? In my opinion, strategy will be a key factor. Here are five reasons that support that view.
Thinking of expanding your manufacturing business globally? Find out more about our market entry services for manufacturing companies.
Without a strategy, it’s hard to know where to start
Many of the business owners who I speak to about expanding a manufacturing business globally tell me that they don’t have an international strategy. This is a problem, because no strategy usually means not knowing where to start to make global success a reality.
These business owners have a bunch of ideas, but no confidence about the right first step to set the process in motion. Lack of certainty about what to do and fear of getting it wrong often prevent them getting started. Meantime, other companies that do have an international strategy and the confidence to execute it, go ahead and take market share on the global stage.
A strategy helps you focus
The process of putting together a strategy is amazing in terms of what it does for your level of focus. For example, I recently worked with a company that manufactures a great product in the health space, but hadn’t gotten as much traction as it needed, either at home or overseas.
When I met the CEO, he was targeting a bunch of customer segments, considering several countries as potential markets for the product … and struggling to get traction with investors.
As we started to create the vision and articulate a strategy to support it, it was amazing to watch the chaos and uncertainty fall away and a clear, highly focused concept emerge. I’m not exaggerating when I say that in the space of 24 hours, the company went from targeting four segments and six markets and having indifferent investors, to targeting one segment, one big international market and receiving strong signals of interest from the investor group.
A strategy informs your action plan
Once you have a strategy, it becomes much easier to know what you need to do. Companies that start going global without a strategy often run around spending time and energy trying lots of things that either don’t contribute much to international success or worse still turn out to be a complete waste of time.
On the other hand, I’ve had clients who spent years getting mediocre results in international markets achieve a reversal of fortunes in the space of a year, simply by creating a strategy and implementing it. One which springs to mind is a manufacturer which sells into 35 countries and achieved its best results ever in 2020, despite the chaos and astronomical freight costs caused by COVID 19. This company went from not being sure what to do in overseas markets, to being very sure about what to do, because they had defined a clear idea of what they wanted to create. Figuring out the ‘how’ was so much easier once the ‘what’ was clear.
A strategy saves time and money
Although it’s counter-intuitive, a strategy saves you as a CEO or business owner time and money. An objection that I hear frequently is that people don’t have time to invest in creating a strategy, because they’re too busy. The irony is that if you don’t invest in a strategy, you usually waste time and money doing the wrong stuff.
I recently saw an example of this when a company I’m acquainted with decided that strategy was a waste of time and they’d just kick on with an international set-up. After establishing a bunch of offshore companies and bank accounts, they changed their minds about how they wanted their overseas business to work and realised that what they’d spent four months and thousands of dollars on wasn’t going to do what they wanted. The irony is that the extra expense and wasted time could have been avoided if they’d been prepared to invest a day or two in sitting down and sifting through their ideas to create a strategy.
Companies that can be bothered to create a strategy usually find that they are able to move quickly to complete the tasks necessary to create international success, because they are clear on what they are. They also spend a lot less on international expansion, because they’re not taking a trial-and-error approach to the exercise.
Without a strategy there’s no measure of success
And finally, strategy matters because it enables you to measure to success. I like to compare embarking on international expansion without a strategy to getting in the car and driving without a destination in mind … how do you know when you’ve arrived?
When you have a strategy, you have a means of benchmarking your performance and a point for reference if you decide to depart from your original plan. And that brings certainty.
The COVID-19 pandemic is reshaping the global business landscape and the world as we know it. For many executives, just surviving is a fight to the death and expanding internationally is the last thing on their minds.
But if you’re a business leader with big dreams, you still need an international strategy. COVID-19 has slowed the movement of goods and all but halted the movement of people, but global business isn’t going away. It’s evolving. To keep up, grow and flourish, you need to evolve too.
The death of distance
The death of distance is a key driver for international business, even as we grapple with COVID-19. Massively improved supply chain logistics, travel and technology are enabling goods, people and ideas to move around the world faster than at any other time in history.
Activities that previously had to be done in one place have been unbundled and spread out around multiple geographies. In many industries, especially elaborate manufactures, supply chains have become truly global. New technologies let us meet people on the other side of the world, transmit our data across the globe in a heartbeat and make and receive payments in the space of a few minutes. Services including telemedicine, architecture, design, accounting, coaching, management consulting, and dozens of others can be provided from virtually anywhere, irrespective of where the customer is.
The death of distance has implications for almost everyone in business, because we can communicate and work with customers and suppliers who were unreachable just a few short years ago. For now, global trade in goods has slowed for, but it will eventually return to historic levels, because the movement of goods is far less risky than the movement of people. That said, I believe that we’ll see a big, permanent step change in the way services are sold.
The rise in technology-driven service delivery
The increase in technology-driven service delivery that we’ve seen in the last decade is just the tip of the iceberg. As COVID-19 forces people out of public spaces and prevents us from gathering together, the landscape is changing rapidly. Those of us who preferred face-to-face meetings and baulked at consuming business coaching, management consulting, legal advice and medical support virtually are coming to terms with the fact that for now, this is how it is. Like it or not, telehealth and Zoom socials are a reality and for many people almost the only contact that they have with others. As populations get more comfortable with the new status quo, I predict that we’ll see a rapid acceleration of the technology trends that were already taking off before the virus took hold, and a bunch of new ones as well.
What this means for services providers is that suddenly, international markets will be more accessible than ever before. Increased uptake of technology-enabled service delivery equals lower barriers to entry. In other words, if you have a great product that can be delivered without you needing to be there in person, and a powerful message that resonates with your audience, you suddenly have almost limitless potential to sell anywhere.
…and competition
The downside to limitless opportunity is a massive increase in competition. If barriers to entry fall and you can suddenly sell anywhere, people from all over the world can suddenly sell into your home market too. And if they can create and sell a better product at less cost and market it with equal flair, that’s the end of your market share. The truth is that the dark side of borderless markets (increased competition) should be just as great a driver for a perceptive CEO as its bright side (increased opportunity).
Even if you put current global trends aside, the classic reasons for international scale – reaching more customers, spreading risks, protecting yourself against competition, controlling costs, maximising profits and innovation continue to matter. And that’s why, despite the current stormy conditions, now isn’t the time to give up on international growth. It’s time to stand back, survey the landscape and figure out how to capitalise on the opportunities that the post-COVID world will inevitably present.
Where’s your thinking on international strategy right now?
Want to learn more about international strategy? Check out The Ultimate Guide to International Expansion.
I’ve spent a lot of time this week checking in on my clients and colleagues – hours spent in Zoom and on phone calls. Pretty much all anyone can talk about is COVID-19 and what it’s likely to mean for their company.
Naturally, the news isn’t great, and whatever you think of the various measures that have been put in place around the world, it’s clear that the economic impact of shutdowns and self-isolation will be significant. But that doesn’t have to mean that it’s all doom and gloom.
As I’ve talked to dozens of people over the last few days, I’ve identified several ways in which people are responding to the crisis.
The Blindsided
Some companies that haven’t taken the COVID-19 threat seriously until this week, have only one or two revenue streams, and rely on public gatherings and events for turnover have been blindsided.
These folks are panicking as income drops sharply and fixed costs remain stable. They haven’t made preparations and don’t have strategies in place to replace revenue and reduce costs. Blindsided companies are not a happy place to be just now.
The Fearful
I’ve spoken to leaders this week, mainly in the FMCG and F&B sectors who are fearful. On the whole, their supplies haven’t yet been disrupted and customer demand is still strong, but they are worried about what’s coming next.
One thing that struck me about the The Fearful is that some have allowed their fear to cloud their thinking and paralyse their decision-making. Instead of trying to counter a drop-off in demand in the traditional channels, they’re just bunkering down, cutting costs and taking a ‘wait and see’ approach.
While I’m a big fan of cost control, there are real risks associated with going into survival mode. You lose momentum and that can make it hard to maintain rhythm within the team, which can affect profitablility, even in good times.
It’s a little like jungle warfare. When the enemy is after you, can either come up with a strategy to counter-attack, or you can dig a hole, cover yourself up and hope they don’t find you. Although it’s scarier, I personally prefer the counter-attack approach to the “run and hide” approach, because it gives you the opportunity to take back control of the situation.
The Prepared
The Strategists
The Strategists are my favourite category in this bunch. They acknowledge that there is a crisis on the way, but rather than let it freak them out, they approach it as an opportunity rather than a threat.
I ran a workshop for clients yesterday whose main form of marketing is trade shows. They’ve had to cancel all their plans to exhibit at shows across the globe … and to be frank, I was holding my breath hoping that they weren’t going to tell me that no shows spelt disaster for the brand.
But these guys have the right mindset. Together we identified the cancellation of trade shows as an opportunity to rework their entire marketing strategy and develop a targeted digital plan – something they’ve been meaning to tackle for a long time and have never gotten around to, because they’re always travelling. With six exhibitions off the table and $250,000 that would have been spent on exhibiting in the bank, this company has more than enough resources to put together a kick-ass digital strategy that, if done right will let them reach many more people than they could ever hope to reach at trade shows. They’ve also identified an opportunity to acquire a competitor, opening the door to increased market share and a big revenue jump over the next 12 months.
Another company I’m working with has an Internet of Things device that records temperature. To date it’s been used to track temperatures inside refrigerated units, but the founders have spotted an opportunity to pivot the application of the device so that it monitors the temperatures of human beings in public places – something that is hugely relevant just now.
The Jubilant
Purveyors of wine online, masks, hand sanitiser and loo paper comprise some of The Jubilant – these companies are raking in it as people panic buy and stock up on essentials for a possible stint in self-isolation. While that’s going on, I’m hoping The Jubilant also remember to plan for the calm after the storm, when people realise that they bought waaaay to much toilet paper and won’t need to shop for it again until 2024.
Which type of company are you? How are you dealing with the global health crisis?
Table of Contents
More than a decade ago, I made an international business mistake, which cost me dearly. I want to tell you about it.
I was initially so embarrassed that I couldn’t talk about how I’d stuffed up. But with hindsight, I realise how much that mistake taught me, and I’d like to share the story with you. I hope that it will help you to avoid your own international business stuff-ups.
The story
After a stint in North Africa in my twenties, I decided to start an import business. I have a soft spot for the beautiful artisanal products that Morocco makes – shoes, bags, lamps, inlaid woodwork, pottery and the like – none of which you could buy in Australia back then. My plan was to bring Moroccan products to Australia and sell them there. Simple, right? I speak both French and Arabic and have friends and contacts in Morocco, so it seemed like a logical plan … what could go wrong?
I did a little research, but I had virtually zero business experience and I wasn’t too sure what I needed to cover. So, I decided that the best thing would be to go to Morocco, choose some products, ship them to Australia and then work out how to distribute them. As it turns out, this was my first big mistake.
I got on a plane and off I went. Things went well at first – I amassed a collection of truly beautiful objects from several cities in Morocco, which I was sure people in Australia would love. I opened a bank account in Rabat. I also found a shipping company that was willing to ship my cargo home. So far so good.
But then …
And then things got bad…
I had no idea that getting a foreign shipment through Customs in Australia could be such a nightmare. My shipment contained items made from wood, leather and raffia. They’d been packed in newspaper and wooden crates, and it turned out that this broke pretty much every rule imaginable. My shipment had to be x-rayed and fumigated, as well as inspected, all of which cost me a packet, and by the time I’d added up the costs of getting the products to Australia, I realised that I’d probably wiped out any profit that I might make selling them.
My mistake
- I did not have a plan.
- I did not research the market for the product – I had no idea whether anyone in Australia apart from me wanted what I was importing, or what they would be prepared to pay for the products.
- I did not work out whether I was able to make a profit selling the items I had imported.
- I had no idea how much it would cost me to source my products and get them to market.
- I had no clue about supply chains or any idea of how to find an agent.
- I did not have a distribution network for selling my product at home.
Fast forward to 2017 and I’ve realised, that although my stuff-up was embarrassing and costly and fatal to the business that I wanted to create, it was hardly unique. My business probably would have succeeded, if I’d had a strategy and a clear idea of what I needed as I moved forward.
And the story is the same for many people. There are lots of small businesses that either want to grow internationally and never do, or try expanding internationally and fail. That’s because, though it’s tough to admit, when you start an international business for the first time, you have no experience and often no idea what you are doing. And unless your team understands how international business works or you find someone to teach you what to do, your only other option is to learn by trial and error … and that’s a way that is too hard, too expensive and too personally stressful for most people.
The take-away here is this: there are huge opportunities on offer for small companies to grow internationally and there’s never been a better time to “go global”, but it’s much, much easier to do, and far more likely to succeed if you start with a strategy and a clear idea of what you’ll need as you move forward.
Table of Contents
It’s that time of the week again … blog time. This week, I’m concluding my three-part blog on why expanding into international markets isn’t a crazy idea.
In Part One, we looked at key global trends which make now the best time in history to enter international markets.
In Part Two, I outlined the three big challenges that I believe all companies face when they expand outside their national borders.
In Part Three, I want to highlight seven questions that I believe every entrepreneur and company must be able to answer before they can hope to successfully expand into new international markets. So, let’s get started.
If you prefer to watch rather than read, check out the keynote that I gave at GrowthCon in Sydney a few weeks ago.
Seven Questions to Answer Before You Get Started
1. Is our company ready to enter a new market?
This deceptively simple question covers a bunch of stuff. For instance, do you know why you want to expand into a new market or markets? Is it to develop new products? Is it to capture a greater share of the market? Is it simply to generate more revenue? Are you doing it because your home market is saturated and this is the only way in which you can scale your business further?
You need to know what you hope to achieve by expanding outside your domestic market.
You also need to know why you’re going to succeed in your new market. Of course, your product or service is great … but why is it going to work especially well in the particular market that you’re targeting? What is it that’s going to make your product or service competitive?
Do you know how much its going to cost you to expand? And have you calculated whether the business can you afford it? This is another rookie error that people often make – they don’t factor in all the costs that could crop up as they carry out an international expansion and they get blindsided by unexpected expenses.
Does your team really have the skills to operate internationally? This might not be a big deal if you are considering expanding to a country and is culturally similar and has the same language as your country. But what if you’re a US company going to China? Is there someone on your team who speaks Mandarin (or Cantonese for Southern China) and understands Chinese culture? If your staff don’t have the right skills, what will you do about that?
To summarise, your first big challenge is making sure that your company is actually ready to internationalise.
2. Are we confident that we have chosen the right market?
If you just look at the map of the world and stick a pin in it, you could wind up anywhere.
If you’re an English company, how do you know whether you go next door to a small market, like Ireland, which is very similar to England but has a tiny scope, or a gigantic market like India, which has massive scope but a totally different business environment? If you don’t know the answer, then you’re not ready to expand.
3. Are we sure that our product or service is right for the target market?
This question seems like no-brainer, but let me give you an example or two of why it’s important.
If you export to the Middle East, there are regulations around food products and meat products must be halal. This means (amongst other things) that no pork can be in meat products destined for many Middle Eastern countries. There’s no point thinking “we have these great new bacon-flavoured corn chips that would do really well in Saudi Arabia’s booming convenience food market” … even though Saudi Arabia is a market with 30 million people in it, if the regulations say “no pork, no bacon flavour”, then your offering is not going to work in that market.
Or perhaps you sell high-end home decoration services which start at USD$25,000. It’s probably not the most efficient strategy trying to sell these into a market where 87% of consumers earn less than USD$10 a day.
4. Do we know what customers in the target market really want?
It’s easy to assume that you know what customers want, right? You’ve been running a business in Australia for ten years… you know what customers want? Wrong. The problem is that your customers in the new market are often nothing like your customers in the domestic market. They may have totally different expectations about products and services and you cannot simply replicate what has worked at home and expect the same result. Before you get started you’ll need to research your potential clientele in the new market, find out who they are, what their preferences are and what they want.
The flip side of this challenge is to research the competition in the target market and work out whether you can do you what you plan to do better, or sell it for less. You may have the best product in the world, but if you go to a market that is heavily focussed on price, you might struggle to get enough market share to make your venture worthwhile, because your competition can perform almost as well as you can … for a lot less.
5. Are we equipped to deal with the cultural nuances of the target?
6. How does the regulatory framework of the business affect our business
Don’t forget to consider how the regulatory framework in the new market is going to affect your company and your business.
Bear in mind that you may need to consider things like company establishment in the target market, employment law, investment law, immigration regulations, how to go about repatriating capital, banking regulations and customs and quarantine rules. There are a bunch of regulatory frameworks that can make it easier or harder for you to do business in a new country and you need to consider potential regulatory challenges before you decide to move ahead.
7. Do we have have a cohesive strategy for market entry?
Lastly, have you created a cohesive strategy for going to market? If you’ve successfully answered the preceding six questions, have you sat down and worked out how you are going to translate those elements into a strategy with clear steps, milestones and performance indicators?
In short, if you’re going to capitalise on the opportunity to take your business overseas, don’t do it randomly. Don’t jump on a plane and go around the world having meetings and generating excitement and interest without having a strategy to back it up. Because, while it looks like fun, it uses up time, money and energy that would be better spent doing the planning process and then launching your venture in systematic fashion, a little later.
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