China market-entry assessment for a European industrial technology business
A regional market-entry assessment for a European industrial technology business: where to focus in China, which customers to serve, and how to reach them.
- Regions prioritised
- Multiple
- Focus
- Segment-led
- Output
- Roadmap
Scope of work
- Regional market prioritisation
- Customer segmentation
- Local partner criteria
- Regulatory and operating considerations
- Go-to-market roadmap
Context
A European industrial technology business was considering entry into China. It had a strong product at home but limited visibility into where demand sat across China's regional economies, and how to reach it.
The question
- Which regional markets in China deserve focus first?
- Which customer segments are the best initial fit for the proposition?
- What local partner and operating model is needed to serve them?
Our approach
We prioritised regional markets against demand fit, competitive intensity, and the investment needed to reach a defensible position.
We segmented potential customers and tested how well the proposition fit each segment's requirements.
We defined partner selection criteria and reviewed the regulatory and operating requirements for entry.
Key considerations
- Demand and buyer behaviour differed markedly between regions, so a single national strategy would not do.
- Partner fit was decisive: the right local partner changed the economics of entry more than the choice of region.
- Regulatory and operating requirements set the realistic pace of entry.
Outcome
A prioritised regional focus, with the reasoning behind it.
A target customer segmentation and a matched value proposition.
A go-to-market roadmap, with partner criteria and sequencing.