SR
ENExample situation: Entering the German Market
Say you are seriously considering entering the German market.
Business situation
A profitable Serbian B2B company sees inbound demand from Germany and believes the market could become a major growth engine. Management is considering a local sales hire and marketing investment, but has limited knowledge of procurement expectations, localization needs, competition, compliance, and the true cost of building a local presence.
The decision
Should the company enter Germany now, and if so, through what entry model?
What to question
What does building a local presence realistically cost, including what's easy to overlook (compliance, localization, support)? Is the German demand coming from real buyers or a handful of isolated inquiries? Which entry model carries the least risk if the market turns out not to be ready?
How the depth changes
Focused → broader → deepest
Four perspectives test the strategic rationale, financial exposure, operating readiness, and assumptions behind the demand signal.
Nine perspectives add customer expectations, positioning, competitive response, contractual risk, downside scenarios, and first-principles…
Fifteen perspectives examine staged capital deployment, local negotiation dynamics, regulatory considerations, operating economics, channel…
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