International expansion: get on the ground (and make a fool of yourself)

After a bit of success at home, many startups or mature companies eventually think about replicating that success internationally. It’s a new venture. But rather than being a new venture based on disruption, it’s one based on execution. It takes an existing product and adapts it, the marketing, and operations to the local market.

Getting the details right – and doing it quickly – is incredibly important. If the product has had any success in its domestic market, you can pretty much assume that someone else (like Rocket) has noticed and is already rolling it out in your international markets.

How do you get the details right and move quickly? In past posts, I’ve talked about the importance of org for new ventures. Looking beyond that (and the marketing, prod dev and ops), there are three other things I would recommend doing.

  • Get on the ground
  • Learn (some of) the language
  • Find great local talent

Getting on the ground is necessary if you want to really understand a market and build local relationships. Trust and intuitive insight takes months, not a few Skype calls. If you’re not relocating, then spend a lot of time flying.

And while you’re there, learn some of the language. As a manager, your job fundamentally is to take in information and make a decision. So much of that information comes in tidbits that don’t get translated properly: customer feedback, competitor ads, email forwards, etc. If you have no idea, it will cost you.

I’m not saying that you need to be writing novels in a foreign language. Just download Duolingo or Rosetta Stone to your phone and get yourself to an A2/B1 level. It is a worthwhile investment (and not a big one).

And when you’re on the ground, make a fool of yourself. Speak to people. Taxi drivers, waiters, patient friends, etc. It will be a step-change in your level of understanding of that market.

Last but not least, work with some great local talent. They will be your guide, but don’t turn them into your crutch.

It is tough breaking into a new country. But these points should help you execute more sharply with your international new venture.

If you’re looking for the next post in the 80% Rule series, it’ll resume soon. We felt like mixing it up a bit.

GS Dun works with existing companies to launch and build new ventures. Our name is short for “get sh** done”, so while we can talk the talk, we prefer to keep our meetings short and just get on with it.