Strategies for Global Expansion of Pfl

The hardest part of global expansion isn’t the technology.   It’s localizing your product so it truly resonates with new markets.   Let me explain...   Most SaaS founders think growing means:    - Launching everywhere at once   - Using the same strategy for all markets   - Ignoring cultural differences   - Relying on a one-size-fits-all approach   - Chasing quick wins over long-term fit   No thanks.   The real pain is when your product feels out-of-place.   If your users don’t feel understood, adoption suffers. (and that’s a costly mistake.)   Take Capillary Technologies as a deep-dive case study:   The challenge:    In 2016, entering the Chinese market was a huge risk.   Their Intelligent Loyalty Platform (designed for Western users) didn’t connect with Chinese customers who expected:   - Localized language, - Payment options, and - Features tailored to their habits.   The approach:    Capillary Technologies took a different route.   They:    - Collaborated with local experts to learn exactly what Chinese users needed.     - Customized their platform (adapting interfaces, payment methods, and even product design.)   - Invested in local market research to fine-tune their messaging and features.   The results?   - User adoption soared, with market penetration increasing by roughly 40%.     - Customer retention improved dramatically as users felt the product was built for them.     - This success paved the way for further expansion:   In 2019, they launched Capillary Arabia by partnering with Veda Holding, proving that a tailored strategy opens new revenue streams.   - With a $45M funding boost in 2023, Capillary now reaches customers in 14 countries—and they continue to thrive by listening to local data.   Because they learned one key truth:     Your product can only grow as much as it fits the local needs.   That’s not what every growth guru preaches online.   But it’s the reality for lasting global success.   New to solving localization challenges?   DM me for more information.   #SaaS #Localization #GlobalExpansion #EmergingMarkets #GrowthStrategy

We unlocked $12M in international growth this year. And I almost said NO to the opportunity 😳 Here are the 4 key things we learned that helped us move beyond the US profitably → First - why we had to look overseas: - Market saturation was increasing our CAC - We'd maxed out our early adopter audience   - Every competitor was fighting for the same eyeballs - Our US TAM had a clear ceiling Then we realized something… 🤒 The wellness boom isn't just a US trend. 🌍 The TAM in Europe alone matches the US. ½ And the competition? A fraction of what we face here. But most brands never make it overseas. Why?  - Scared of logistics complexity  - Paralyzed by tax/compliance fears  - Intimidated by language barriers  - Worried about burning cash Here's how we broke through → 1. Test with English first - Started with Italy/France/Germany - Used existing creative assets - Set small test budgets - Focused on finding market signals Key insight: You don't need perfect localization to validate demand. 2. Get expert help - Partnered with expansion specialists - Navigated regional compliance - Connected with local distributors - Optimized customer experience Key insight: Partner with people who know what they’re doing. They’ll accelerate your efforts and help you avoid landmines. 3. Double down on winners - Started with US fulfillment - Focused on high-margin SKUs - Built distribution partnerships - Expanded market by market Reality: Once you've validated a market, you need to make your creative culturally accurate to scale. 4. Scale strategically - Started with US fulfillment - Focused on high-margin SKUs - Built distribution partnerships - Expanded market by market The results? - Day 1 profitability in new markets - $12M annualized international revenue run rate - Clear pathway to scale further - Foundations for Asia/LATAM expansion Key takeaway: Global expansion isn't really about translation. It's about transformation. So you can't rush into it blind. Find a region, partner with experts, and test the waters. Be careful, but don't be fearful. Your next phase of growth might be waiting overseas…🛫

The international expansion playbook is evolving. In the era of AI, companies are rewriting the traditional rules of GTM operations. 🌍 Reflecting on my experience helping Salesforce Industries 2x our international revenue, I've identified several key trends: 1. Partner-led growth is the new norm. Build a robust domestic partner ecosystem first, then leverage it to enter new markets. Start small with systems integration partners (SIs) and independent software vendors (ISVs) and then scale up. 2. Localization is non-negotiable. Stick to the 70/30 rule: 70% of your product and GTM strategy should be globally consistent and 30% tailored for local markets. While AI can make processes more efficient, it will never replace the need for a customer-centric approach. 3. Commit fully, or not at all. International expansion is expensive. If you're not well-capitalized, focus on developing a detailed strategy and raising funds against that plan. Half-measures won't cut it in the global arena. 4. Leadership is local. While sending an experienced leader to set up a new market may work initially, long-term success requires nurturing local leadership. Hire strategically and consider a "stepping stone" approach for challenging markets. 5. Scalable frameworks are essential. To expand efficiently, you need repeatable models for product maturity, partner engagement, and sales enablement. Ad-hoc strategies simply won't scale. Companies that balance global scale with local relevance and combine strategic patience with decisive action will win internationally in the AI era. 🏆 Though the road is challenging, the rewards for organizations with the right strategy and resources are immense. The world is your oyster – just make sure you have the right tools to open it. What has been your experience going global?

Global Expansion Mastery I helped scale 5 companies to international markets. Here's the costly mistake 90% of founders make when expanding globally: They rush to open foreign offices before establishing a beachhead customer base. Recently, I advised a SaaS founder who was eager to open offices in 3 European countries. His product had only a few scattered foreign customers. "But we need local presence to get customers," he argued. Wrong approach. The winning playbook I've used for 50+ years: 1. Find 3-5 anchor customers in target market 2. Service them exceptionally well from home base 3. Learn local requirements hands-on 4. Build case studies and referrals 5. Only then consider physical presence This methodical approach: • Reduces risk • Preserves capital • Validates market fit • Creates pull vs push. I've watched countless companies burn money on premature offices only to retreat months later. What's your experience with international expansion? Have you seen similar patterns? BusinessStrategy ABL Organization StartupCouncil.org TCA Venture Group

Break into new markets without breaking your brand: The secret to successful international expansion. Are you planning to expand your plant medicine brand internationally? Many brands struggle when trying to enter new markets without proper planning. Expanding a brand, particularly if it is a cannabis brand, requires both a global vision and local adaptation. A one-size-fits-all approach won't work. Here are 3 key elements to consider: 1. 𝗖𝗼𝗻𝘀𝘂𝗺𝗲𝗿 𝗖𝗲𝗻𝘁𝗿𝗶𝗰𝗶𝘁𝘆: Understand your target audience deeply. Customize your message and product offerings to fit local tastes while keeping your brand's global identity. 2. 𝗥𝗲𝗴𝘂𝗹𝗮𝘁𝗼𝗿𝘆 𝗔𝗴𝗶𝗹𝗶𝘁𝘆: Every market has different rules. Your strategy should not only comply with current regulations but also be flexible enough to adapt to future changes. 3. 𝗙𝗹𝗲𝘅𝗶𝗯𝗹𝗲 𝗕𝗿𝗮𝗻𝗱 𝗔𝗿𝗰𝗵𝗶𝘁𝗲𝗰𝘁𝘂𝗿𝗲: Your brand should be adaptable to incorporate new products or market entries without losing its core identity. This maintains recognition and consistency. Live events, brand extension products and localized influencer marketing are some effective strategies to introduce plant-based medicine brands including cannabis into new markets.

This GTM framework just helped us penetrate 3 new markets (180+ qualified opportunities) Most GTM teams are stuck in this losing cycle: - One-size-fits-all messaging across markets - Generic value props that don't resonate - Treating all segments the same way The breakthrough? Tiered Market Penetration 🎯 Here's our 4-stage GTM approach that actually converts: STAGE 1: Market Signal Detection - Monitor industry-specific triggers (funding rounds, leadership changes, tech adoptions) - Identify companies in active buying cycles - Target based on real market movements, not assumptions STAGE 2: Competitive Displacement - Analyze incumbent solution usage patterns - Identify dissatisfaction signals and contract renewal timelines - Position around specific competitive weaknesses STAGE 3: Expansion Opportunity Mapping - Track companies showing growth indicators - Identify departments/teams likely to need our solution - Time outreach with their scaling phases STAGE 4: Market Education Play - Target early-stage companies in emerging categories - Focus on education over immediate conversion - Build relationships for future market maturity THE RESULTS: - 180+ qualified opportunities across 3 new markets - 42% higher win rates than previous GTM approach - 60% shorter sales cycles through better targeting This isn't about more outreach → it's about smarter market entry. The secret? Understanding that different markets require different entry strategies, not just different messaging. What's your biggest GTM challenge when entering new markets? Share your experience #GTMStrategy #GoToMarket #MarketExpansion #B2BGrowth #SalesStrategy #MarketPenetration #RevenueGrowth #GTMLeadership #B2BMarketing #MarketEntry #SalesEnablement #GTMOperations #B2BStrategy #MarketingStrategy #GrowthHacking

𝗖𝗼𝗻𝘁𝗲𝗺𝗽𝗹𝗮𝘁𝗶𝗻𝗴 𝗲𝘅𝗽𝗮𝗻𝗱𝗶𝗻𝗴 𝗶𝗻𝘁𝗲𝗿𝗻𝗮𝘁𝗶𝗼𝗻𝗮𝗹𝗹𝘆 𝗲𝗮𝗿𝗹𝘆? At Chubbies, we set up a new business entity in Australia before we were ready. And, it cost us. - We were two years into a healthy US DTC ecommerce business. - Every product we launched worked. - But, the holidays were slow for shorts & swimwear. So, logically, we thought: if the US sales slow down in December, why not open in Australia? We filed paperwork, spent cash, sent a lean team, and launched a second business 9,000 miles away. But, we skipped the most basic test: Were we strong enough at home to warrant this? 𝗦𝗶𝗺𝗽𝗹𝗲 𝗮𝗻𝘀𝘄𝗲𝗿, 𝗻𝗼. 𝗪𝗲 𝘄𝗲𝗿𝗲𝗻’𝘁 𝗲𝘃𝗲𝗻 𝗰𝗹𝗼𝘀𝗲. At <$10M in annual sales, our brand recognition in the US was near-zero despite being generally successful. It wasn’t even close to being able to support a second market. This is everything we learned (the hard way): 𝗮. 𝗦𝘁𝗿𝗼𝗻𝗴 𝗵𝗼𝗺𝗲 𝗯𝗮𝘀𝗲 —> 𝗕𝗲𝘀𝘁 𝗳𝗼𝗿 𝗴𝗹𝗼𝗯𝗮𝗹 𝗲𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻 If customers at home aren’t talking about you yet, you’re likely not ready to enter new markets. Stay focused. 𝗯. 𝗦𝘁𝗮𝗿𝘁 𝗹𝗲𝗮𝗻, 𝘁𝗲𝘀𝘁 & 𝗶𝘁𝗲𝗿𝗮𝘁𝗲 Use tools like Shopify Markets and Global-E to test international shipping while keeping your operations simple. You can read the results of small tests in 200+ countries overnight with a few clicks. All without hiring or managing the administrative burden of a new entity. 𝗰. 𝗣𝘂𝘁 𝗮 𝗴𝗿𝗲𝗮𝘁 𝗽𝗲𝗿𝘀𝗼𝗻 𝗼𝗻 𝗶𝘁 If your International strategy is core to your overall strategy, hire a 0-to-1 operator; someone you trust to own it independently. Let them experiment with new platforms, don’t force what is working in the US on the rest of your business. So what finally worked for us? Stepping back. Keeping operations simple. Investing in operational visibility. And, giving full attention to each market we entered.

Excited to publish our newest Global Data Center Hub analysis today. This week, we're diving into strategic partnerships across the four most important global markets: - How cross-border partnerships are reshaping market access strategies - Why nuclear partnerships provide power cost certainty through SMR technology - Which regional regulatory advantages create sustainable competitive benefits - How strategic partnerships can reduce market entry complexity Power constraints and regulatory complexity have fundamentally changed the data center investment landscape. With vacancy rates at record-low 2.8% and development facing power limitations, traditional single-market approaches may no longer be adequate for accessing growth opportunities. Here's what's at stake: Consider two approaches to international expansion. The first involves independent development requiring extensive regulatory approval processes, substantial capital commitment, and significant execution risk in unfamiliar markets. Alternatively, strategic partnerships with local operators can provide market access, regulatory expertise, and established utility relationships. Amazon's nuclear partnerships and Digital Realty's cross-border joint ventures demonstrate how sophisticated operators leverage partnerships to access competitive advantages that independent development cannot match. Organizations that develop multi-regional partnerships can capture value from the global data center transformation while building geographically diversified portfolios. What's your partnership strategy for accessing international growth opportunities? Read the full analysis to understand how strategic partnerships across North America, Europe, Asia-Pacific, and Latin America are reshaping the industry. #datacenters

Many companies struggle to push the button on international expansion. They equate localizing their product with guaranteed success then stare at failing metrics a year later. Choosing the right market to start expanding to is fraught with complications. In today's FishmanAF Newsletter I'm joined by Scott Coleman who has spent 20 years thinking about this problem across over 50 countries. He provides us with a structured approach to international expansion. With lessons he's learned from Google, Pinterest, Omaze and more. 1. Create a baseline approach based on the stage of your company 2. Create a data frame to capture relevant ranking criteria 3. Use macro data sources for understanding the country 4. Find PMF proxy metrics that inform your operating environment 5. Add risk factors using a risk matrix 6. Adjust your criteria 7. Add qualitative insight into your decision-making 🌍 Start with who you are 🌱 Small companies (seed, series A/B) are still establishing PMF. Their goal should be to crack the next 1-2 markets outside their home turf. 🚗 Mid-sized companies (series C/D/E) need to find PMF in *multiple* countries, typically 3-10 at once. 🏢 Large companies (you know who they are) can't wait for a product to slowly creep across the glope. They need to be everywhere and scale quickly. 🗒 Develop your country list Write down the countries that come to mind where you think you should go next. Think about *why* you're choosing them. Although Fiji is an amazing place, it's probably not the first place you should expand to. 🔺 Leverage a simple framework Use a three-part prioritization framework organized by macro factors, PMF, and risk. You can leverage datasets from Worldbank, Data.ai, and even... 🕵♀️ the CIA. 😬 Adjust for risk You've got a few types here - how easy it is to do business in a country, regulatory risk, IP risk and currency risk. To bring it all together, Scott shares a spreadsheet template he uses with a real example, the weights he applies to the different parts of the framework, and how to apply some intuition and qualitative factors to the output. Check it out at the link below in today's FishmanAF Newsletter.

Recently, I had the opportunity to share my learnings and insights from "Launching Products Globally" with an amazing audience at Plug and Play Tech Center with the presence of global audience including entrepreneurs from HKSTP - Hong Kong Science and Technology Parks Corporation. Here are a few learnings and insights from the evening: 1) You need to "localize" your product & go-to-market strategy: This doesn't only mean just translating or localizing your product. It's a lot more than that. You need to localize your "go-to-market" motion as well. You may have product-market-fit (PMF) locally, in the first country/region you launched, but that doesn't mean you can take the same product and go-to-market strategy to launch in a new country/region. As an example at Fitbit, we learned how the French think about fitness (they count walking to a restaurant to get a glass of wine as their "fitness") is very different than how Americans define workout and fitness. So all our marketing and go-to-market strategies had to align with the way locals will see benefits in our products. 2) Having boots on the ground is essential for successful global expansion: You need to have boots on the ground who truly understand the nuances of how to go-to-market, how to sell, and how to deliver your value proposition to customers in different regions. There are a lot of nuances of how to do business locally that will take outsiders to any market a long time to learn. At Cleo, where we had global customers like Salesforce, Redbull, Pepsi, and Uber, we had to have local health Guides to deliver our services with an intimate understanding of customers needs and approaches in that region. 3) Understanding local, cultural, and social aspects is critical to a global expansion success: Even though at the surface things may seem similar in each region, there are a lot of nuances that make your go-to-market strategy and the way you deliver your services resonate with the local customers or not. At Teladoc, we've learned that people in different countries think about their mental health and how to get support for that "very differently" than each other. Huge thank you to my hosts Rahim Amidi, Dr. Yahya Tabesh, Amir Amidi, Ahmadreza Masrour, and Akvile Gustaite, and HKSTP leaders, Albert Wong & Pheona Kan, who are interested in continuing these conversations. It was awesome to meet great entrepreneurs and see old friends: Reza Moghtaderi Esfahani, Daniel Lo, Houman Homayoun, Wayne Chang, Golnaz (Naz) Moeini. #product #gotomarket #globallaunch #globalbusiness