International expansion for a food-tech start-up

After achieving a strong position in the domestic market, a start-up operating in the food-service industry was interested in identifying and capitalizing development opportunities in the Baltic region.

CIVITTA experts analyzed the attractiveness of selected locations for the client to take the best international expansion strategic decisions. 

International expansion as the next stage of business growth

A dynamically growing local start-up from the food-tech industry needed the support of an experienced consulting company for developing an international expansion strategy.

The project conducted by CIVITTA required collecting and analyzing data to find answers to several vital questions:

  • What markets will be the most attractive for the client?
  • How to prioritize them?
  • What is the current situation in these markets – what are the possibilities and the risks?
  • Is the product/service offered by the client well-suited to these markets or needs modification?
  • Which market entry strategy should be selected for each of the analyzed locations?

It was crucial for the client to obtain expert recommendations regarding business growth opportunities in the international arena and practical support for this process.

Market attractiveness analysis as a basis for strategic business decisions

To meet the client’s needs, CIVITTA experts conducted a comprehensive market analysis consisting of two key stages:

1. The first stage was the macro analysis of over a dozen locations potentially interesting for the client. Its purpose was to understand the general market situation in the researched locations and to determine the level of their attractiveness from the demand and supply point of view. The analysis focused on the identification of growth opportunities in the main cities of the Baltic Sea region. This stage also included – as reference points – locations where the customer is already present. As a result, the three most attractive geographic areas were identified and analyzed in detail during the second stage.

2. In the second stage, the locations identified earlier as having the most significant potential were in-depth analyzed with a focus on critical issues:

  • understanding the characteristics of individual markets in terms of consumer behavior and preferences, competitive situation, etc.,
  • identifying the available opportunities and potential threats on each of the markets,
  • finding potential local partners and clients from the B2B segment,
  • identifying the most effective entry strategy for individual markets.

As part of the project, a few complementary sources were used to provide the client with the most comprehensive knowledge of the markets studied:

  • market reports and statistical data,
  • interviews with local market experts,
  • interviews with companies currently operating on the selected markets and with potential clients,
  • examples of successful and unsuccessful expansion strategies in the surveyed markets in recent years.

Practical recommendations regarding the market entry strategy

As a result of the project, the client received a comprehensive report summarising the data and conclusions from the two stages of the market analysis. CIVITTA analysts and consultants presented a number of practical recommendations regarding possible expansion strategies, together with an indication of their advantages and risks. The information provided was important support while making strategic business decisions on the client's side.

After finishing the project, CIVITTA experts supported the company during the next steps, including organizing and participating in meetings with potential local partners.

The success of international expansion may be achieved when the strategic decisions are based on facts and data, not feelings. CIVITTA understands how important this process is. We support clients with:

  • identification of the most attractive markets,
  • comprehensive analysis of the selected markets,
  • building an optimal strategy for new market entry,
  • organization of visits, meetings and research studies in selected markets,
  • establishing contacts and cooperation in new markets.
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