International market expansion strategy. Market selection, entry modes, localization, regulatory compliance, and go-to-market by region. Use when expanding to new countries, evaluating international markets, planning localization, or building regional teams.
Frameworks for expanding into new markets: selection, entry, localization, and execution.
international expansion, market entry, localization, go-to-market, GTM, regional strategy, international markets, market selection, cross-border, global expansion
Decision sequence: Market selection → Entry mode → Regulatory assessment → Localization plan → GTM strategy → Team structure → Launch.
| Factor | Weight | How to Assess |
|---|---|---|
| Market size (addressable) | 25% | TAM in target segment, willingness to pay |
| Competitive intensity |
| 20% |
| Incumbent strength, market gaps |
| Regulatory complexity | 20% | Barriers to entry, compliance cost, timeline |
| Cultural distance | 15% | Language, business practices, buying behavior |
| Existing traction | 10% | Inbound demand, existing customers, partnerships |
| Operational complexity | 10% | Time zones, infrastructure, payment systems |
| Mode | Investment | Control | Risk | Best For |
|---|---|---|---|---|
| Export (sell remotely) | Low | Low | Low | Testing demand |
| Partnership (reseller/distributor) | Medium | Medium | Medium | Markets with strong local requirements |
| Local team (hire in-market) | High | High | High | Strategic markets with proven demand |
| Entity (full subsidiary) | Very high | Full | High | Major markets, regulatory requirement |
| Acquisition | Highest | Full | Highest | Fast market entry with existing base |
Default path: Export → Partnership → Local team → Entity (graduate as revenue justifies).
| Mistake | Why It Happens | Prevention |
|---|---|---|
| Entering too many markets at once | FOMO, board pressure | Max 1-2 new markets per year |
| Copy-paste GTM from home market | Assuming buyers are the same | Research local buying behavior |
| Underestimating regulatory cost | "We'll figure it out" | Regulatory assessment BEFORE committing |
| Hiring too early | Optimism | Prove demand before hiring local team |
| Wrong pricing (just converting) | Laziness | Research willingness to pay locally |
| Role | Contribution |
|---|---|
| CEO | Market selection, strategic commitment |
| CFO | Investment sizing, ROI modeling, entity structure |
| CRO | Revenue targets, sales model adaptation |
| CMO | Positioning, channel strategy, local brand |
| CPO | Localization roadmap, feature priorities |
| CTO | Infrastructure, data residency, scaling |
| CHRO | Local hiring, employment law, comp |
| COO | Operations setup, process adaptation |
references/market-entry-playbook.md — detailed entry playbook by market typereferences/regional-guide.md — specific considerations for key regions (EU, US, APAC, LATAM)