by Randall CraigFiled in: Make It Happen Tipsheet, Blog, Digital Strategy
After years of success, you finally decide to sell into another market. A subsidiary is created, offices rented, and staff are hired who are knowledgeable with the local language, culture, and business practices. New geographic market expansion is a significant undertaking, often with both lower margins and higher risks. Yet is this really true today, in the context of digital transformation and disruption?
After years of success, you finally decide to sell into another market. A subsidiary is created, offices rented, and staff are hired who are knowledgeable with the local language, culture, and business practices.
New geographic market expansion is a significant undertaking, often with both lower margins and higher risks. Yet is this really true today, in the context of digital transformation and disruption?
Not necessarily.
Many organizations have bundled their products in a service wrapper, and many deliverables are often partly digital, if not digital-first. If either of these are true for your organization, the cost/benefit equation of widening your geographic reach has become vastly different.
Even so, using a “new geography” strategy for digital transformation still means considering a number of important factors, especially if the new geography is another country. Here are six:
The biggest change required for a “new geography” strategy is changing the attitudes, processes, and systems in the home country. Once these are re-architected for growth — eg. “digitally transformed” — the path to growth is far smoother.
Growth insight: Each new geography that your organization enters pays off in two ways: stronger bottom line, and knowledge about operating a multi-market organization. Often the latter is more important.
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