Notes from
closer to the market.

Market entry

Before you enter a market, ask these five questions.

Good entry decisions start with a precise customer hypothesis, not a broad growth story.

Who is the customer? Name a specific buyer and the problem you can solve better than existing alternatives.

Why would they switch? Test your proposition with actual buyers before committing to a distribution model.

How will you reach them? Compare direct sales, distributors and partnerships against the buying process.

What must work locally? Identify service, language, technical support and operating requirements early.

What would make you stop? Agree decision gates and the evidence needed to justify the next investment.

Partner development

A distributor list is only the beginning.

A name on a shortlist tells you little about a potential partner’s ability to build your business.

Look for relevant access. Ask which customer relationships are active and who owns them.

Test technical capability. Discuss how the partner would demonstrate, support and service your product.

Understand competing priorities. Review the portfolio and incentives that shape the attention you will receive.

Build the first plan together. Agree target accounts, responsibilities and a realistic review cadence.

Local knowledge

The value of being in the room.

Commercial context is often revealed through small conversations, follow-up questions and time spent on the ground.

Make meetings specific. Give every conversation a clear question and leave room for unexpected answers.

Listen beyond the presentation. Compare how buyers, partners and operators describe the same issue.

Follow up consistently. Record what was agreed, who owns the next step and when to reconnect.