Ambition is not a substitute for diagnosis
International expansion often starts with an opportunity: a potential partner, customer demand or a growing market. The opportunity deserves to be examined in light of the company’s strategy. What advantage could it provide? Which capabilities would it require?
Compare options, not just markets
The choice of country and entry model are connected. Distribution, partnerships and a local presence each involve different commitments. A useful comparison makes required resources and untested assumptions visible.
Organise the learning process
A phased approach allows assumptions to be tested before more resources are committed. Explicit stages and decision criteria help distinguish a promising signal from an insufficiently supported conviction.