Business Expansion
Market entry, before it becomes a market mistake.
The decision to enter a market is taken on a spreadsheet and won or lost on the ground. We assess the entry model, then act as your commercial presence in the market until the operation stands on its own.
Markets
Africa · Asia · Iberia · Brazil
Model
Assessed, not assumed
Presence
Our own people
Horizon
From assessment to operation
What it covers
Four components, run as one
01
Market entry assessment
What the opportunity actually looks like from inside the market: who buys, through which channel, against whom, under what regulation, and what an entry would cost before it earns.
- Demand, channel and competitive position established locally
- Regulatory, licensing and sector constraints identified early
- Entry model compared — representation, entity, joint venture or acquisition
- A written recommendation with the reasoning, not a deck of encouragement
02
Commercial representation
A presence in the market before you commit to an office. We represent you commercially, hold the relationships and report to you as your own team would.
- Named representation in-market under your brand or ours
- Client and distributor identification, approach and qualification
- Tender and procurement monitoring in sectors where that is how work arrives
- Institutional and regulatory relationships maintained, not improvised
03
Business development on the ground
The unglamorous work of turning an assessment into revenue: meetings taken, follow-ups made, proposals localised and objections answered in the language and register the market expects.
- Pipeline built and worked locally rather than from headquarters
- Proposals and materials adapted to local commercial practice
- Pricing and terms tested against what the market actually accepts
- Reporting on a cadence you set
04
Establishment when it is justified
When the market proves itself, the entity, the team and the supply chain are already understood by the people who will build them — because they are the same people.
- Company formation in the market, from the same office
- Employer of Record while the entity is formed, so hiring does not wait
- Procurement and freight if the operation moves goods
- One counterpart across all of it
The position
The entry model is the decision that everything else follows from
Most failed market entries are not failures of execution. They are the wrong model chosen early and defended late: an entity incorporated where representation would have been enough, a distributor appointed where direct sales were viable, a joint venture entered for access that could have been bought. The model determines the cost base, the speed and the exit, and it should be decided against evidence gathered in the market rather than assumptions carried into it.
Rates, timelines and regulatory positions change. We confirm the current position for your case before you commit — we do not publish figures that may be out of date when you read them.
On one file
- Our own teams at the nodes we operate
- One contract and one point of contact
- Establishment, workforce, procurement and freight available together
- Corridors run in both directions
Common questions
What clients ask
How is this different from a consultancy report?
A report ends at the recommendation. We execute what we recommend — representation, hiring, formation, procurement and freight — and we are therefore answerable for whether the entry works, not only for whether the analysis reads well.
Can you represent us before we have an entity?
Yes. Commercial representation is available in every market where we hold an office, and staff can be employed through our Employer of Record while the entity is formed or instead of forming one.
Which markets can you assess?
Angola, Mozambique, South Africa, India, China, Portugal, Spain and Brazil with our own teams. Elsewhere we will say plainly that it would be a partner arrangement.
How long does an assessment take?
It depends on the sector and how much of the evidence has to be gathered in person rather than desk-researched. We agree the scope and the date at the outset and we hold to it.
What happens if the answer is not to enter?
We say so. An assessment that only ever recommends entry is a sales document, and it would cost you considerably more than our fee.
Begin with the market and the objective.
We return the entry model, what it would take, what it would cost to test, and the point at which you would know whether it works.