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Before entering a US market

Check buyer requirements, channel costs, partner contributions and the cash needed to reach the first US customers.

A large market can still be difficult for a new supplier to enter. The intended buyer may purchase through an established distributor, require supplier approval or expect local support. Assessing those conditions brings a national market estimate down to the first customers the business could serve.

Check the route to the first customer

  • Name the customer segment

    Define the intended buyer and the problem the offer addresses. Compare the alternatives those buyers already use. A market-size estimate alone does not show why they would change suppliers.

  • Establish the purchasing requirements

    Identify who influences and approves a purchase, how suppliers are selected and what the business must be able to deliver. Record the evidence for demand separately from the evidence that the business can reach and serve those buyers.

  • Work through the channel costs

    Compare direct sales, distribution and a local partnership. Include the cost of acquiring customers, serving them and financing the period before payment. Each route places different demands on management and capital.

  • Specify the partner’s contribution

    State the customer access or operating capability a partner is expected to supply. Explain how that contribution will be assessed and which commercial responsibilities remain with your business.

  • Identify the first commitment

    Define what the initial investment should establish. It may test one segment, build a service capability or validate a distribution relationship. Keep those learning requirements visible alongside the sales forecast.

  • Set conditions for further investment

    Describe the evidence that would support expansion, require a different channel or justify stopping. Early results should be assessed against those conditions, including the cost of obtaining the next piece of evidence.

Which assumptions are still untested?

A market assessment should record the sources used, what they support and what still needs to be tested. Interest from a prospective buyer does not establish the cost or timing of a sale. A potential partner’s reach does not establish its willingness to perform the role the plan requires.

Qualified local advisers should check legal and regulatory requirements. The commercial assessment can then account for the obligations and costs relevant to the proposed entry.

Allow for the period between preparing to sell and receiving payment. Supplier approval, a first order and cash collection are separate events. Staffing and support costs may begin before any of them.

General commercial information. Advice on a particular business, transaction or jurisdiction requires a separate assessment.

Related serviceMarket entry & commercial growth