Internationalisation & Market Entry Strategy

Our Approach

FOSTEC & Company supports manufacturers and distributors from the initial market screening through entry-mode selection to the operational localisation of E-Commerce structures, thereby creating the foundation for organic growth in new international markets. The approach consists of four sequential steps (Figure 1: FOSTEC & Company Target Market Assessment Framework – Market Attractiveness Score).

1. Systematic Target Market Assessment:
The starting point of every internationalisation initiative is the systematic evaluation of markets based on their balance of potential, entry barriers and strategic fit. Target markets are assessed using a multidimensional framework that combines quantitative market data with qualitative structural characteristics, including category size, digital maturity, competitive intensity, regulatory complexity, commerce infrastructure, localisation effort and strategic fit. The outcome is a Market Attractiveness Score that prioritises markets and provides the basis for robust investment decisions.

2. Entry-Mode-SelektionEntry Mode Selection:
The success of international expansion depends not only on selecting the right market but also on choosing the appropriate market-entry strategy. Entry-mode decisions are structured through a clear decision matrix that aligns the client’s requirements regarding control, resource commitment, time horizon and risk appetite with local market conditions. Market entry options may range from rapid marketplace entry and local distribution partnerships to proprietary commerce infrastructure or M&A-driven expansion. For acquisition-led market entry strategies, FOSTEC & Company combines strategic market assessment with transactional execution capabilities from its Transaction Advisory practice.

3. Commerce Localisation:
Market entry only becomes effective when the entire commerce model is operational within the target market. A structured localisation roadmap addresses all relevant dimensions, ranging from the adaptation of product content, pricing models and assortment strategies to the selection of local channel partners, fulfilment models and market-specific payment and customer service structures. Commerce-specific localisation is particularly important, as it determines which marketplaces dominate the target market, which third-party eRetailers are strategically relevant and which procurement platforms must be integrated in B2B environments.

4. Market Entry Business Case:
The process concludes with a comprehensive Market Entry Business Case that combines all strategic, operational and financial dimensions of expansion, including robust market potential estimates, investment and cost planning, and a structured risk assessment across the relevant entry scenarios. The business case serves both as a management decision framework and as a steering instrument for implementation. It includes clearly defined milestones, responsibilities and a KPI framework for measuring progress.