Market entry and expansion
Whether a market is attractive is the easy question. Whether you can win there, at an acceptable cost, before the window closes, is the one that decides it.
A market sizing tells you the prize. It does not tell you whether you can reach it. The obstacles that stop an entry are rarely demand. They are the licence you cannot hold without a local shareholder, the certification that takes fourteen months, the tender you cannot bid because you have no installed base in country, and the distributor who already represents the incumbent and will not say so in the first meeting.
We work through those in order, because they are sequential. There is no point pricing a market you cannot legally serve.
Regulatory and licensing scope, including what a foreign entity may hold and what it may not. Route to market: direct, distributor, joint venture or local entity, costed rather than asserted. Partner identification and the questions to ask before signing. Installed base and competitive position, so the plan is built against what is physically in the field rather than against a market share percentage. Tendering and procurement practice, which varies more between neighbouring markets than most plans assume.
The output is a written position you can take into an investment committee, with the parts we are confident about separated from the parts we are not.
Most engagements start with a scoping conversation and a short written read of where the difficulty is likely to sit. If that is useful, the full piece usually runs a few weeks rather than a few months, because the binding constraints are generally knowable early and the remaining time is confirmation.
Where we cannot get to a defensible answer, we say so and explain what would be needed. A confident number that turns out to be wrong costs more than an honest gap.
A considered written response within one business day. No sales script, and a straight answer if we are not the right firm for it.