Market Entry & Expansion

Entering the Swiss and DACH market from a standing start

THE CHALLENGE

A North American B2B technology company with a strong home-market track record wanted to grow in Europe, starting with Switzerland. It had no local presence, no Swiss customers and no partner network. It also had limited understanding of how Swiss companies buy: long, trust-based sales cycles, multilingual markets and a strong preference for local, reliable partners. Earlier attempts to sell remotely from North America had produced little traction.

WHAT WE DID

Assessed the market

Analyzed demand, competitors and pricing in Switzerland and the wider DACH region

Identified the industries and company profiles most likely to buy, such as [manufacturing, pharma, logistics]

Adapted the value proposition and messaging to Swiss expectations

Built the go-to-market plan

Defined target segments, sales approach, pricing and a phased entry roadmap

Set up a local presence to build credibility with Swiss buyers

Designed the commercial operations: pipeline management, CRM process, proposal templates and sales reporting

Developed partners and channels

Identified and signed [system integrators / resellers / technology partners] to extend reach and add local delivery capacity

Structured partner agreements, enablement and joint go-to-market activities

Executed and scaled

Led business development directly, from first meetings through contract signature

Built a reference customer base that supported further sales

Reviewed results regularly and adjusted segments, messaging and partner focus

RESULT

Established the company in the Swiss market, with [X] customers won in [X] years

[Double-digit annual revenue growth] from the new region

Active partners, contributing [X%] of the pipeline

A repeatable go-to-market model the company could apply to [other European markets]