Facts & Experience

Built international business that holds up in a crisis

Target markets systematically selected, go-to-market approach defined, sales and partner structure established—with clear focus on margin and risk.

+7countries

newly supplied outside Europe

+90%

revenue from international customers

+45%

export share through new projects

+10%

higher gross margin through export

Initial Status Quo

From opportunistic export to targeted internationalisation

Several industrial companies were well positioned in their home market but generated only sporadic international revenue: individual customers, little market knowledge, no clear go-to-market. The objective was to build international business development so that new countries, projects and products could scale profitably—even during crises.

Implementation

How we delivered this

Lessons Learned

What emerged as critical factors

Four points that turn internationalisation from chance into plannable growth.

Choose markets deliberately

Fewer, but appropriate and controllable

Not every enquiry justifies market entry—clear criteria prevent overextension.

Manage pipeline and margin

Business development isn't guesswork

Without funnel, target margins and regular reviews, internationalisation remains a random outcome.

Think through product & logistics

Value beats presence

Adapting delivery times, quality, variants and service to local expectations creates higher willingness to pay and more stable customer relationships.

Go-to-market by country

Culture and tradition matter, no one-size-fits-all

Direct sales, partners or projects—the channel must fit market, product and resources.