An Indian industrial company entered five regions through distributors we identified and partnerships we helped build
An Indian industrial products company wanted to enter key markets in five regions and needed partners on the ground.
We identified and approached the right distributors in each market, enabled the partnerships, and engaged potential customers directly on the client's behalf.
Entry moved from a plan to live distribution in each region.
Curious to know more? Write to us and we will take you through this case, and others like it, in depth. projects@bigbluebanyan.com
- The question
- How should an Indian industrial products company enter key markets across five regions?
- Approach
- Distributor identification and approach in each market, partnership enablement, direct customer engagement
- Where
- Asia, Europe, South America, the Middle East and Africa
De-identified. Names, places and distinguishing details are generalised.
Related studies
Four markets, one streaming service: local audiences will pay for a new entrant, but only if the content and the price look local
An Indian streaming service tested with local audiences in four overseas markets. Each got its own price point, content mix and entry model.
A feasibility study found the domestic market too crowded to justify a new chemical plant, and pointed the client to exports
A new chemical plant that did not get built. Demand sizing and producer mapping showed a crowded market, and the client's capital stayed in the bank.
A refinery by-product found a captive market once the study showed how easily buyers switched suppliers
A refinery by-product in search of buyers. The study showed how easily buyers switched, and long-term agreements turned a market into a captive one.
Have a similar question?
Tell us the decision behind it. A senior researcher replies quickly with what it would take.