Market entry,decided on evidence.
Market entry, commercial strategy and operating models for firms entering new jurisdictions, including entry into Canada.
- Focus
- Entry · Operating model
- Markets
- North America · International
- Output
- A route that can be run
The work, itemised.
Entering a market is a decision about operating, not a decision about geography. This practice sets out what the company would have to do differently, and who would do it.
- 01
Market entry assessment
Demand, competitive position and the practical barriers to operating — licensing, residency, banking, staffing — assessed together.
- 02
Commercial strategy
Pricing, channel and customer strategy set against what the market will actually pay, not against the home market.
- 03
Operating model design
Entity, staffing, supply and reporting arrangements defined so the new market can be run rather than visited.
- 04
Partner and distributor selection
Counterparties assessed on capability and record, with terms written so performance can be measured after signature.
- 05
Jurisdiction entry, including Canada
Practical entry into Canada and other markets: incorporation, banking, tax and regulatory steps sequenced with local advisers.
- 06
Commercial due diligence
The assumptions behind an entry or acquisition case tested against evidence before capital is committed.
Three situations, usually.
Most mandates arrive at the point where the decision has been taken and the route has not.
- 01
A market is being entered without a model
When the decision to enter has been taken and no one has set out how the business would operate on the ground.
- 02
Growth is agreed, the route is not
When a growth target exists but the channel, the partner and the cost of reaching it have not been tested.
- 03
A partner was chosen on reputation
When a distributor or joint-venture partner is being selected on presentation rather than on delivered performance.
Engaged with the mandate, not after it.
This practice is usually taken alongside a sector mandate and one or two others, on a single accountable scope.
Other practices
Discuss a business growth & consulting mandate.
Tell us the asset, the counterparty or the constraint. We will confirm whether we can help and who would take the mandate.